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Casual Articles - The Key to Creating Total System Empowerment
We know character when we see it, but what exactly is it? How do we define it? What role does it play in our getting results as leaders? What role does character play in our careers?In this two part article, I'll explore these questions and give tips on using character to get results and build your career.A key function of character in leadership is to engender trust in people, and the function of their trust is to have them take action for results. Few leaders come to grips with the challenges of character and so miss great job and career opportunities.Let's start with its root, which comes from a Greek word, "kharakter", a chisel or marking instrument for metal or stone.Our character, then, is our mark engraved into something enduring. We can mold mannerisms, but we must chisel our character. Of course, we don't carry around a stone or a sheet of metal marked with our "character". The enduring thing is the aggregate of the traits and features that form our apparent individual nature."Apparent" is the operative word. Our character exists not only in and of itself, but also as an appearance to others. The fact that character exists both in us
Why Workers don’t produce. Workers exist in a world of disregard: there are things that are wrong with their condition, and things that they see that are wrong with the system, and their sense is that “higher-ups” should be fixing these things, and they are not. In the face of this disregard, what Workers often do – again, reflexively, without awareness or choice -- is hold “higher-ups” (not themselves) responsible for their condition and for the condition of the system. When that happens, workers become oppressed: there is energy focused on higher-ups, what they are doing or not doing, disappointed at them, angry at them. Under such conditions, Workers are not inclined to be the Producers as described above.
Why Middles don’t function as the integrating mechanism.
How to pull yourself from making mistake? The best way is – sit down, turn on your favorite TV show, enjoy it, and do nothing. That will save you from making mistake.Because of the fear of making mistake, many have followed the above mentioned path to avoid failure. No matter you are making your fortune on line or off line; by using this method, while you won’t lose any of your ground, you won’t earn big money as well.On the other hand, some people just go ahead like there is no tomorrow, without proper consideration and risk calculation, they gat themselves burned, or even destroyed their own business.So, is there a way where you can heading forward, bring your business to a higher ground, and make no mistake at the same time?And we all know, is the nature of human to make mistake. Who have never made a mistake in his entire life? We have seen big guys coming up, gone down, and yet they can come up again. What can we learn from them?If making mistake is part of our life, why should we be afraid of it? Instead of take no action because of the fear, I prefer to learn from the mistake, and make sure no repetition in future.To avoid a deadly
1. provide a framework for creating total system power at all levels and in all positions;
2. describe the regularly recurring pitfalls that limit total system power, and
3. demonstrate how these pitfalls can be avoided in order for systems to realize their full potential.
***
An Empowered System
A system in which people at all levels and in all positions are able to make happen what they want to have happen and what the system needs to have happen
I. What is the fundamental business of all systems? Whether we are dealing with the family, a sports team, a division within the organization, the organization itself, or a nation, the fundamental business of all systems is survival and development, continuing their existence and realizing their full potential.
II. How do systems survive and develop? All systems interact with their environments. In these environments are dangers to be avoided and opportunities to be taken advantage of. Systems survive and develop by coping with dangers and prospecting among the opportunities.
III. How does each part of the system contribute to Total System Power? Each part of the system has its unique potential contribution to Total System Power. These potentials are often not realized for reasons described below.
Tops as Shapers. The unique contribution of Tops is to function as system Shapers. Tops shape the system by looking outward, studying the system’s environment, sensing its dangers and opportunities, and by looking inward, seeing that the system has the structure, culture, inspiration, and resources needed for coping with these dangers and opportunities.
The following are areas that Tops as Shapers are responsible for. This does not mean that Tops are expected to do these things alone; it does mean that whether or not these functions happen is Top’s responsibility.
Tops empower the system by:
1. developing a vision of what the system is and can be, a vision that inspires system members, that taps their passions.
2. developing structures that mobilize human energy and enable to system to live out its mission.
3. developing a culture that supports creative, productive, and satisfying work. Culture involves such elements as atmosphere, traditions, rewards, and acknowledgement systems.
4. seeing that the system has the resources – human and material – to do its work.
Workers as Producers. The unique contribution of Workers is to function as System Producers. Workers produce by being the experts on the system’s products and services, by fully applying their intelligence and expertise to the work of the system, by having an intimate knowledge of customers’ needs and aspirations, by using their closeness to work and expertise about work to determine how work best be done in the organization, and by involving themselves in ways of improving products and services.
Middles as Integrators. The unique contribution of Middles is to function as the Integrating Mechanism of the system. They coordinate system parts such that the system functions smoothly with the parts feeding and supporting one another while avoiding dysfunctional conflict and unnecessary redundancy. Middles integrate the system by regularly integrating with one another, sharing information, diagnosing common system issues, and solving problem.
Customers as Validaters. The unique contribution of Customers is to function as system Validaters. They are in the best position to determine if the system is doing what it is supposed to be doing and doing it as well as it should be doing. Customers validate the system by providing the system with timely feedback positive and negative, by offering concrete suggestions as to how the system could improve service, and sometimes organizing with other customers in order to accomplish these matters.
IV. These sources of power support one another.
There is no conflict among these sources of power.
1. The better the job Tops do in shaping, the better the structure, resources, and climate there is for the Workers to produce.
2. The better Middles are at integrating, the more freed up Tops are to shape, and the more Workers are supported in producing.
3. The better Customers are at validating, the more everyone knows how well the system is doing what it is supposed to be doing.
V. Pitfalls to Total System Power: Burdened Tops, Oppressed Workers, Torn Middles, and Righteously Screwed Customers.
Why Tops don’t shape. Tops exist in a world of complexity: difficult issues to deal with, unpredictable issues, things that Tops felt were dealt with keep coming back. In the face of complexity, what Tops often do, reflexively, without thought or conscious choice, is suck that responsibility up to themselves and away from others. When that happens, Tops become burdened by this overwhelming complexity. Under such conditions, shaping becomes a good idea but something for which, unfortunately, one just doesn’t have the time or energy.
Why Workers don’t produce. Workers exist in a world of disregard: there are things that are wrong with their condition, and things that they see that are wrong with the system, and their sense is that “higher-ups” should be fixing these things, and they are not. In the face of this disregard, what Workers often do – again, reflexively, without awareness or choice -- is hold “higher-ups” (not themselves) responsible for their condition and for the condition of the system. When that happens, workers become oppressed: there is energy focused on higher-ups, what they are doing or not doing, disappointed at them, angry at them. Under such conditions, Workers are not inclined to be the Producers as described above.
Why Middles don’t function as the integrating mechanism.
Have you ever found yourself wondering if you are in the right job? Or if there is some other job out there that might be a better fit? To find out take our quiz.The alarm goes off on Monday morning. . .A. You leap out of bed! Because Monday is your favorite day!B. You switch off the snooze button on your alarm at least 3 or 4 times then roll out
of bed and attempt to brush your teeth and hair at the same time so that you are not late for work.C. You grumble under your breath that the only reason to get out of bed on a Monday morning is so that you can smile at that hot guy on the train.Your boss commends you for a job well done…A. You beam with happiness and are proud that you have a fantastic job and a satisfied Boss - life does not get better that this!B. Your initial thought is “Yep, and when do I get the pay rise and promotion to go with that”.C. You fantasize about having a really exciting job where you could actually feel proud of your achievements.Someone else gets the promotion that you have been vying for…A. You are slightly relieved because it would be sad to change jobs anyway and everythi
Tops as Shapers. The unique contribution of Tops is to function as system Shapers. Tops shape the system by looking outward, studying the system’s environment, sensing its dangers and opportunities, and by looking inward, seeing that the system has the structure, culture, inspiration, and resources needed for coping with these dangers and opportunities.
The following are areas that Tops as Shapers are responsible for. This does not mean that Tops are expected to do these things alone; it does mean that whether or not these functions happen is Top’s responsibility.
Tops empower the system by:
1. developing a vision of what the system is and can be, a vision that inspires system members, that taps their passions.
2. developing structures that mobilize human energy and enable to system to live out its mission.
3. developing a culture that supports creative, productive, and satisfying work. Culture involves such elements as atmosphere, traditions, rewards, and acknowledgement systems.
4. seeing that the system has the resources – human and material – to do its work.
Workers as Producers. The unique contribution of Workers is to function as System Producers. Workers produce by being the experts on the system’s products and services, by fully applying their intelligence and expertise to the work of the system, by having an intimate knowledge of customers’ needs and aspirations, by using their closeness to work and expertise about work to determine how work best be done in the organization, and by involving themselves in ways of improving products and services.
Middles as Integrators. The unique contribution of Middles is to function as the Integrating Mechanism of the system. They coordinate system parts such that the system functions smoothly with the parts feeding and supporting one another while avoiding dysfunctional conflict and unnecessary redundancy. Middles integrate the system by regularly integrating with one another, sharing information, diagnosing common system issues, and solving problem.
Customers as Validaters. The unique contribution of Customers is to function as system Validaters. They are in the best position to determine if the system is doing what it is supposed to be doing and doing it as well as it should be doing. Customers validate the system by providing the system with timely feedback positive and negative, by offering concrete suggestions as to how the system could improve service, and sometimes organizing with other customers in order to accomplish these matters.
IV. These sources of power support one another.
There is no conflict among these sources of power.
1. The better the job Tops do in shaping, the better the structure, resources, and climate there is for the Workers to produce.
2. The better Middles are at integrating, the more freed up Tops are to shape, and the more Workers are supported in producing.
3. The better Customers are at validating, the more everyone knows how well the system is doing what it is supposed to be doing.
V. Pitfalls to Total System Power: Burdened Tops, Oppressed Workers, Torn Middles, and Righteously Screwed Customers.
Why Tops don’t shape. Tops exist in a world of complexity: difficult issues to deal with, unpredictable issues, things that Tops felt were dealt with keep coming back. In the face of complexity, what Tops often do, reflexively, without thought or conscious choice, is suck that responsibility up to themselves and away from others. When that happens, Tops become burdened by this overwhelming complexity. Under such conditions, shaping becomes a good idea but something for which, unfortunately, one just doesn’t have the time or energy.
Why Workers don’t produce. Workers exist in a world of disregard: there are things that are wrong with their condition, and things that they see that are wrong with the system, and their sense is that “higher-ups” should be fixing these things, and they are not. In the face of this disregard, what Workers often do – again, reflexively, without awareness or choice -- is hold “higher-ups” (not themselves) responsible for their condition and for the condition of the system. When that happens, workers become oppressed: there is energy focused on higher-ups, what they are doing or not doing, disappointed at them, angry at them. Under such conditions, Workers are not inclined to be the Producers as described above.
Why Middles don’t function as the integrating mechanism.
One major problem with sales trainers who have been around the sales game all their life is to actually take on accounts themselves and then due to their experience levels they end up showing up their team. Of course leading by example does have its advantages and they can gain the trust of their sales force meaning the sales people will ask more questions and take the answers to those questions at face value.Unfortunately there are some drawbacks to this as well, for instance it becomes a competitive game and there ends up animosity each month as the sales manager blows away their sales people and causes them deflated egos. Which, ego is a component of a good sales person, who will undoubtedly meet resistance often and some rejection too.Sales Managers who also sell should not back off the pedal in order to allow everyone to feel warm and fuzzy, but rather allow sales people to shadow them and learn first hand how they work their magic. If a sales person cannot perform then they must go, but placing doubt or belittling the sales members with performance when they are making great improvement strides and their sales are coming up each month is a mistake.The s
4. seeing that the system has the resources – human and material – to do its work.
Workers as Producers. The unique contribution of Workers is to function as System Producers. Workers produce by being the experts on the system’s products and services, by fully applying their intelligence and expertise to the work of the system, by having an intimate knowledge of customers’ needs and aspirations, by using their closeness to work and expertise about work to determine how work best be done in the organization, and by involving themselves in ways of improving products and services.
Middles as Integrators. The unique contribution of Middles is to function as the Integrating Mechanism of the system. They coordinate system parts such that the system functions smoothly with the parts feeding and supporting one another while avoiding dysfunctional conflict and unnecessary redundancy. Middles integrate the system by regularly integrating with one another, sharing information, diagnosing common system issues, and solving problem.
Customers as Validaters. The unique contribution of Customers is to function as system Validaters. They are in the best position to determine if the system is doing what it is supposed to be doing and doing it as well as it should be doing. Customers validate the system by providing the system with timely feedback positive and negative, by offering concrete suggestions as to how the system could improve service, and sometimes organizing with other customers in order to accomplish these matters.
IV. These sources of power support one another.
There is no conflict among these sources of power.
1. The better the job Tops do in shaping, the better the structure, resources, and climate there is for the Workers to produce.
2. The better Middles are at integrating, the more freed up Tops are to shape, and the more Workers are supported in producing.
3. The better Customers are at validating, the more everyone knows how well the system is doing what it is supposed to be doing.
V. Pitfalls to Total System Power: Burdened Tops, Oppressed Workers, Torn Middles, and Righteously Screwed Customers.
Why Tops don’t shape. Tops exist in a world of complexity: difficult issues to deal with, unpredictable issues, things that Tops felt were dealt with keep coming back. In the face of complexity, what Tops often do, reflexively, without thought or conscious choice, is suck that responsibility up to themselves and away from others. When that happens, Tops become burdened by this overwhelming complexity. Under such conditions, shaping becomes a good idea but something for which, unfortunately, one just doesn’t have the time or energy.
Why Workers don’t produce. Workers exist in a world of disregard: there are things that are wrong with their condition, and things that they see that are wrong with the system, and their sense is that “higher-ups” should be fixing these things, and they are not. In the face of this disregard, what Workers often do – again, reflexively, without awareness or choice -- is hold “higher-ups” (not themselves) responsible for their condition and for the condition of the system. When that happens, workers become oppressed: there is energy focused on higher-ups, what they are doing or not doing, disappointed at them, angry at them. Under such conditions, Workers are not inclined to be the Producers as described above.
Why Middles don’t function as the integrating mechanism.
Why is it that some people appear to achieve exactly what they want in their careers and life almost effortlessly?
While others are stuck?As an Executive Coach, I hear loads of "external" reasons from my clients about what blocks them from the success they seek--an unsupportive relationship with the boss, constant reorganizations, dried up career paths, lousy market conditions, discrimination and so on. Clearly, all of these justifications and more are valid. But, you've heard it before, and it's true: 99.9% of what keeps any one of us from being all that we can be is an inside job. In other words, each of us has the infinite capacity (and responsibility) to INTENTIONALLY, deliberately create how we want our world to be rather than managing life happenstance as it occurs. Here's the simple formula:1. What you THINK is what you get.
2. What you SAY is what you get.
3. What you FEEL is what you get.The reason many of us do not achieve all that we are meant to is that we unconsciously short-circuit, even sabotage, our potential through limiting beliefs, conflicting thoughts and feelings and just plain old bad habits.Here's an example of a
IV. These sources of power support one another.
There is no conflict among these sources of power.
1. The better the job Tops do in shaping, the better the structure, resources, and climate there is for the Workers to produce.
2. The better Middles are at integrating, the more freed up Tops are to shape, and the more Workers are supported in producing.
3. The better Customers are at validating, the more everyone knows how well the system is doing what it is supposed to be doing.
V. Pitfalls to Total System Power: Burdened Tops, Oppressed Workers, Torn Middles, and Righteously Screwed Customers.
Why Tops don’t shape. Tops exist in a world of complexity: difficult issues to deal with, unpredictable issues, things that Tops felt were dealt with keep coming back. In the face of complexity, what Tops often do, reflexively, without thought or conscious choice, is suck that responsibility up to themselves and away from others. When that happens, Tops become burdened by this overwhelming complexity. Under such conditions, shaping becomes a good idea but something for which, unfortunately, one just doesn’t have the time or energy.
Why Workers don’t produce. Workers exist in a world of disregard: there are things that are wrong with their condition, and things that they see that are wrong with the system, and their sense is that “higher-ups” should be fixing these things, and they are not. In the face of this disregard, what Workers often do – again, reflexively, without awareness or choice -- is hold “higher-ups” (not themselves) responsible for their condition and for the condition of the system. When that happens, workers become oppressed: there is energy focused on higher-ups, what they are doing or not doing, disappointed at them, angry at them. Under such conditions, Workers are not inclined to be the Producers as described above.
Why Middles don’t function as the integrating mechanism.
A business plan is a document that summarises where you want to take your business idea from now and for the next 3 to 5 years, and most importantly, how you are going to achieve your goals - specifically.The actual document is a story describing the essentials about your business. Really, this is putting all your ideas down on paper so that either you can review progress over time or a potential investor such as a bank can instantly understand how you are going to achieve your financial projections and to assess the risk of lending you any capital.The length of your plan should be as long as it takes to describe the following :- where are you now with your business
- where do you want to take it
- how are you going to get thereSimple questions that require detailed answers. Most plans that are submitted to a bank should only be around 20 pages because that should be enough to get the important aspects out. Additionally a bank or any other reader will probably concentrate on 2 elements. Your executive summary and your finances.The summary is just that. It summaries everything from a description about your business, the products, yo
Why Workers don’t produce. Workers exist in a world of disregard: there are things that are wrong with their condition, and things that they see that are wrong with the system, and their sense is that “higher-ups” should be fixing these things, and they are not. In the face of this disregard, what Workers often do – again, reflexively, without awareness or choice -- is hold “higher-ups” (not themselves) responsible for their condition and for the condition of the system. When that happens, workers become oppressed: there is energy focused on higher-ups, what they are doing or not doing, disappointed at them, angry at them. Under such conditions, Workers are not inclined to be the Producers as described above.
Why Middles don’t function as the integrating mechanism. Middles exist in a tearing world, pulled between the often conflicting demands and priorities of Tops, Workers, Customers, Providers, and other Middles. Middles find themselves caught between other people’s conflicts. In the face of this tearing, what Middles often do – again, reflexively, without conscious choice – is slide into other people’s issues and conflicts and make them their own. Middles hold themselves responsible for resolving these issues, and what makes this even more difficult is that the others also hold middle responsible for resolving their own issues. When this happens, middles become torn: torn apart from one another and torn internally, weak, confused, loss of independence, not fully satisfying any of the folks they feel they should be serving. When that happens, being the integrating mechanism of the system is not a possibility.
Why Customers don’t validate. Customers live in a world of neglect – products and services not coming to them as fast as they want, in the quality they feel they deserve, or at the price they want to pay. In the face of this neglect, what Customers often do – with out awareness or choice – is to hold the delivery system responsible for delivery. That is, it becomes crystal clear to the customers that the responsibility for delivery rests fully on the delivery system and not at all on them. When this happens, they become the righteously screwed customer: angry at the system, frustrated by it, feeling entitled and unfairly treated.
VI. The keys to Total System Empowerment: Awareness, Choice, and Stands.
1. All parties need to see their potential contributions as Shapers, Producers, Integrators, and Validaters.
2. All parties need to recognize the reflex response as they are happening.
3. All parties need to be able to say NO to the reflex responses and to have alternative stands from which to operate.
Top Stand. In the presence of Top overload, instead of sucking responsibility up to myself and becoming the burdened Top, my stand is: Be a Top who creates responsibility throughout the system.
Bottom Stand. In the presence of Bottom disregard, instead of holding higher-ups responsible for my condition and for the condition of the system and becoming the oppressed Bottom, my stand is: Be a Bottom who is responsible for my condition and for the condition of the system.
Middle Stand. In the presence of Middle tearing, instead of sliding in between other people’s issues and conflicts and making them my own and becoming the torn Middle, my stand is: Be a Middle who maintains my (and my middle peer group’s) independence of thought and action.
Customer Stand. In the presence of Customer neglect, instead of holding the delivery system responsible and becoming the righteously screwed Customers, my stand is: Be a Customer who gets in the middle of delivery processes and helps them work for me.
VI. Final Note. The reflex responses that destroy the possibility of Total System Empowerment are predictable, but they are not inevitable. The Stands, on the other hand, are not predictable, but they are a human possibility. These stands not only enable us to create more powerful systems, they also elevate each of us to higher possibilities for ourselves as human beings.
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