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Faulty Beliefs Do Harm

11/30/2015

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Perhaps it is time us as educators to revisit some core beliefs. Often those beliefs determine how we treat children.
Let’s start with the one that has causes the most damage.
Educators over the last thirty years have bought into the modern doctrines that have taken us into directions that are not good for children. In fact they make it easy to think of children as lumps of putty to be shaped into whatever we want.
The core belief that all children can learn every subject at a high level is a product of this faulty thinking.
The research is overwhelming. It shows that we do not come into this world with a blank slate but rather with already established, unique talents, and needs. For this reason, educators should spend less time forcing children into that which is just not there and focus more on bringing out the strengths within them.
Look at the etymology of the word educate………….to bring out.
As Don Clifton, Former President of Gallup shared with a group of educators over dinner one night, “You know how hard it is to bring out that which is within a child much less trying to force in that which is not there.”
It’s time to stop changing how we assess children driven by a faulty belief system and focus on changing our belief system to focus on what is good for children... putty should be left in the art room.
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Engagement or Performance?

11/23/2015

 
Is It Engagement or Performance?
It is time to put an end to the philosophical question of where managers should focus their time and energy. Should they choose between creating strong positive teams, or focusing on high performance and accountability? The latest research from Gallup demonstrates that effective managers don’t have to choose between creating positive teams or focusing on high performance...they need to be doing both!
The effective manager first knows and values their own strengths and works from these strengths, which are almost always developed from talents…a pattern of naturally recurring ways of thinking, feeling, and behaving. The manager also knows the strengths of everyone on the team. They use a strengths-based approach in the growth and development of self and those on the team by focusing on strengths and not trying to fix weaknesses. They do not ignore weaknesses...they simply manage them, given that they know that real success is best reached by focusing on strengths and not fixing weaknesses.
Upon taking a strengths-based approach, an effective manager focuses on employee engagement. Research clearly demonstrates that an engaged workforce is not only more productive, but that the organization has less turnover. Given this data, focusing on workforce engagement needs to be at the forefront for all managers of high performing organizations. To address workforce engagement, managers need to concentrate on four things: 
1. Know them 
2. Grow them 
3. Involve them
4. Reward them
Performance is the foundation of a strength-based approach and research demonstrates that an engaged workforce is more productive. For this reason, the manager who is strength-based and focused on workforce engagement is naturally performance-oriented. 
THE FIRST STEP
The first step in being performance-oriented is the manager and team members setting measurable goals (expectations) together and each holding the other accountable. As a side note, expectations without consequences are simply suggestions and in a performance-oriented organization, key expectations are established. Suggestions are not. The manager holds the team members accountable for results and the team members hold the manager accountable for providing the needed resources and constructive feedback to help them reach the established goals.
It is easy to see that the manager cannot simply choose one or two of the four areas discussed to work on. Strengths-based, engagement-focused, and performance-oriented are interconnected, with each needing the other to accomplish the mission of the organization. PLG Leadership can help organizations develop strength-based, engagement-focused and performance-oriented managers that are essential in high performing organizations.




New Blog Post...

11/19/2015

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Will be coming soon, focusing on managing weaknesses while at the same time developing strengths.  Stay tuned...
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Leaders as Artists

11/11/2015

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Leaders as Artists
Often, leaders spend way too much of their time being a technician when they should be spending time as an artist. It is called "the art of leadership" for a reason. The leader, like the artist, needs to know who he is. This is called self-awareness, which is a key attribute of effective leaders. Effective leaders spend time reflecting on their talents, skills, and knowledge. 
The foundation of self-awareness is the ability to discover your talents (natural recurring thoughts, feelings, and behavior) and then developing them into strengths (the ability for a near perfect performance). As in most activities, an individual needs a tool to help discover his talents. Gallup’s StrengthFinder is supported by over fifty years of research and is a great way to discover your talents. For more information about this great tool, contact Pennyroyal Leadership Group at 270-799-1256/phil.eason@gmail.com
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