The first thing I noticed about this book when we kicked around whether or not to include it in the program, was that it fit nicely with our contention that technical skills are critical but they only take you so far. It's the people skills part that is required for maximum team effectiveness. Maxwell calls this "connecting". I also like that his language is replete with emotional intelligence references (perhaps unintended).
One of my favorite parts of chapter two, comes on page 45 - Connecting in a Group, "input creates synergy, buy-in and connection". This is not the sole responsibility of supervisors and managers. Do you take time in group or team meetings to do this? If so, how and what impact does it have? If not, why not and what impact does that have?
Hi Everyone
ReplyDeleteAfter doing some of our reading assignment, it was easy for me to see I'm one of the "technical skills" type people not the "people skills" type. Not sure if it's because of my postion or insecurities, but I'm excited to see how I can grow and change this about myself as the session progress.
I, too, have started the reading assignment...I was quick to discover on page 5 that the trait that I picked as most important to a leader (integrity - trust) was fourth on the authors list, after things I would not have picked. On the other hand, his run down was logical...vision, consensus, charisma...and trust. My first thought was...this is the order in which President Lefton seemed to outline leadership, too. I am already realizing how much I have to learn...
ReplyDeleteI was recently in a meeting in which I sensed a fair amount of tension due to a change in the responsibilities of members of our department. Before we got too far into the meeting, I made it a point to state how much I valued our work as a team and who well we all worked together in the past. I think this help ease some of the tension. Just by recognizing the value that each individual brings to the group seemed to go a long way.
ReplyDeleteJust an interesting tidbit...you can sign up for John C Maxwell's tweets and daily minute video blog at his website if you are interested.
ReplyDeleteSarah - that's was a great idea and a bold move. I think that is what creates connections!
ReplyDeleteI saw an interesting example today of the power of connecting. One of the candidates for VP for Research presented in a manner very similar to Maxwell's description of someone who has difficulty connecting with his/her audience. Even when this candidate attempted to demonstrate a connection, it was forced.
ReplyDeleteBy contrast, the other candidate for VP for Research who presented today (two in one day thanks to the storm) went out of his way to create a space for connecting in his presentation, shortened his talk for more questions, and then established a rapport with not only each audience member who asked a question, but the audience as a whole.
I found that with the non-connecting candidate, I struggled to find meaningful questions to ask as I was not really engaged. With the connecting candidate, I had trouble containing my enthusiasm as I had quite a few questions I wanted to ask.
Tina - this is a great example! Love this post. What I liked most and you hit it right on the head - was the impact that the connection (and non-connection) had on you and how you perceived the candidates.
ReplyDeleteI tend to connect differently in different settings. I love it when I can help to facilitate and connect with a team to get them to talk, but as a naturally shy person, it's hard for me to do this. I have been trying to get better and I'm hoping the EI info will help in my journey!
ReplyDelete