tag:blogger.com,1999:blog-40018308745099751762024-03-12T19:59:58.572-04:00Summer Camp LeadershipIdeas, Inspiration & Tools for Summer Camp DirectorsJohn Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comBlogger375125tag:blogger.com,1999:blog-4001830874509975176.post-33347828912477697962019-02-22T08:00:00.000-05:002019-02-22T08:00:09.151-05:00SCARF<div class="separator" style="clear: both; text-align: center;">
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<br />John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-63463044667039434692019-02-19T08:00:00.000-05:002019-02-19T08:00:10.455-05:00The Open Door Policy<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiEvygq1Qud9J4WTSmwzQ90OwH_InlMHoqa4rU0NmZAQ1dTbeEql2pNoHJ0puOLkA2UxFm7CSJ7rcKGvNfH-a0kUyVZUkiSWeOBQ8-rEuFnHbWADlK3VRMKvZq7iNeGhl9YRv29Q0bBqVZF/s1600/photo-1537199322506-85bfd51c0601.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="947" data-original-width="637" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiEvygq1Qud9J4WTSmwzQ90OwH_InlMHoqa4rU0NmZAQ1dTbeEql2pNoHJ0puOLkA2UxFm7CSJ7rcKGvNfH-a0kUyVZUkiSWeOBQ8-rEuFnHbWADlK3VRMKvZq7iNeGhl9YRv29Q0bBqVZF/s320/photo-1537199322506-85bfd51c0601.jpg" width="215" /></a>Most organizations have a formal open door policy. Many leaders regularly emphasize that their door is always open. The danger is when leaders rely too heavily on the open door policy.<br />
<br />
The open door policy puts the onus on the employee to initiate communication. It says I'm here if you need me, but you must come to me. If you have a problem or need assistance come in and let me know.<br />
<br />
Unfortunately, employees are too often reluctant to go through those open doors. They may feel asking for help makes them look weak or incompetent. They may be intimidated by the leader. They may not be able to take time away from their work.<br />
<br />
Leaders need to remember the open doorways leads both in and out. Effective leaders don't wait for employees to come to them. They regularly get out of their offices to interact with their staff. They make a point of checking in. They practice what management guru Tom Peters calls management by wandering around.<br />
<br />
Don't ditch your open door policy but don't rely on it to stay in touch with your staff and what's happening in your organization. Go out the door and stay in touch.John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-10024294547826911042019-02-15T08:00:00.000-05:002019-02-15T08:00:04.834-05:00The Simple Trick to See If Someone Is a Good Leader<div class="separator" style="clear: both; text-align: center;">
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<br />John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-26950411942538799992019-02-12T08:00:00.000-05:002019-02-12T08:00:06.271-05:00The Art of the Huddle<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9fVx-PwCRZZfC4H8V4KdKU6RI4XXb_DH-rsWmjwgKINGrIQifNR335CvyNMjXMJ6o1OEV5zci2SY0mr0LV9FqOFI3AjDwCNfObKIR6QYhLcKWmH4yjMZkQTONWLc8_3aK71a_b7orcnMs/s1600/photo-1537521873021-8ea899659674.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="700" data-original-width="1050" height="133" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9fVx-PwCRZZfC4H8V4KdKU6RI4XXb_DH-rsWmjwgKINGrIQifNR335CvyNMjXMJ6o1OEV5zci2SY0mr0LV9FqOFI3AjDwCNfObKIR6QYhLcKWmH4yjMZkQTONWLc8_3aK71a_b7orcnMs/s200/photo-1537521873021-8ea899659674.jpg" width="200" /></a>When a basketball coach needs to get his team on track he calls a time out and the team huddles. In football the huddle is where the quarterback calls the play, getting his entire team on the same page.<br />
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Doing a regular huddle can be an effective tool for leaders in summer camps to get their team on the same page. A quick, daily gathering of key players can help with communication and coordination. The investment of just a few minutes can make a huge difference.<br />
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1. Have a clear purpose. Make everyone knows the purpose and desired outcome for the huddles.<br />
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2. Structure your content. Have a clear plan that you use for every huddle and stick to it.<br />
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3. Prepare some questions to stimulate discussion. "What are we hearing from the campers?" "Is there an area we're not currently meeting expectations?" "Are we seeing any recurring issues with the counselors?"<br />
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4. Check for understanding. Make sure your message is heard and understood.<br />
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5. Recap and reinforce. Who is going to do what.<br />
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<br />John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-70488046880415748302019-02-10T10:56:00.002-05:002019-02-10T10:56:33.191-05:00Giving Feedback: Three Steps<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhPImHj7ptU71nL2v0t7-DhAX3z0TE9tAXTLJBqNvngT746OOTLsT9BLOAsX5iJyRFMb5pu3Swkl6HMue7gGdHgp-ujyzPRJAQNL97AZXjZlPh_xQVF7fZMV54bA4rb2g0q7noI8S-RwNvU/s1600/photo-1505906960586-b2f5793971ad.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="713" data-original-width="1007" height="141" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhPImHj7ptU71nL2v0t7-DhAX3z0TE9tAXTLJBqNvngT746OOTLsT9BLOAsX5iJyRFMb5pu3Swkl6HMue7gGdHgp-ujyzPRJAQNL97AZXjZlPh_xQVF7fZMV54bA4rb2g0q7noI8S-RwNvU/s200/photo-1505906960586-b2f5793971ad.jpg" width="200" /></a>The <i>Center for Creative Leadership</i> has developed an effective three step process called Situation - Behavior - Impact for giving feedback.<br />
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Situation - Describe the situation with specific details. What happened, when, etc.<br />
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Behavior - Describe observable behavior. Don't make assumptions about the motives behind it.<br />
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Impact - Describe the impact the behavior had on the organization and your reaction. John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-20611368609794935142019-02-01T08:00:00.000-05:002019-02-01T08:00:02.802-05:00Productivity Superpower<div class="separator" style="clear: both; text-align: center;">
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<br />John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-14489547899417291452019-01-29T08:00:00.000-05:002019-01-29T08:00:08.411-05:00Why Employees Quit<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhp3Uu1YqFZZgF9y3NbBVO0lQQD47zDpH2s9Y1QIhmvOTo7CwJMq42ke8EP8faSazL_AIC0InimhG2MD6a3Er8kzHc39jSAwIO2pcFEkuLIG5o1KHtAPgImFtMBoIM6sqHXAt950iaGJFWz/s1600/clem-onojeghuo-705790-unsplash.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="1067" data-original-width="1600" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhp3Uu1YqFZZgF9y3NbBVO0lQQD47zDpH2s9Y1QIhmvOTo7CwJMq42ke8EP8faSazL_AIC0InimhG2MD6a3Er8kzHc39jSAwIO2pcFEkuLIG5o1KHtAPgImFtMBoIM6sqHXAt950iaGJFWz/s320/clem-onojeghuo-705790-unsplash.jpg" width="320" /></a>In the tight labor market we're experiencing, retaining good employees is one of the biggest challenges we face as leaders. Keeping the talented people we've invested the time and effort to train is critical.<br />
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A 2018 study of 25,000 employees identified the top five reasons employees leave. They include:<br />
<br />
<ol>
<li>Poor management performance</li>
<li>Lack of employee recognition</li>
<li>Overworked employees</li>
<li>Company culture not a priority</li>
<li>No growth opportunities </li>
</ol>
<div>
In looking at the reasons on the list, the reality is they all point in one direction...to us as leaders. They reinforce the axiom that employees don't leave organizations, they leave bosses. Think about where you and the other leaders in your organization are in relationship to these reasons employees leave. </div>
<div>
<ul>
<li>Are you the kind of leaders people want to work for?</li>
<li> Do you consistently recognize employees in meaningful ways? </li>
<li>Are you realistic in what you ask of employees? </li>
<li>Do you have a clearly defined culture that you actively promote?</li>
<li>Are you creating opportunities for employees to grow and develop? </li>
</ul>
</div>
John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-256015137616520562019-01-25T08:00:00.000-05:002019-01-25T08:00:04.491-05:00Building Trust Through Committed Leadership<div class="separator" style="clear: both; text-align: center;">
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John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-47367484912240149942019-01-22T08:00:00.000-05:002019-01-22T08:00:01.315-05:00Taming Your Time Wasters<div>
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgNbQflcgXfHEAHQ7CNmQQmJNMB5Ox3knzOVgLQFHVzj5uhQ0IBwFPV_ZdmJaFfn9gfr0F0D46O8BJ6P2CvEErNGs8J5IdtZ5gqkfQm3kdgyZK_wUmDqwMG9wwNHTeHzUKViIdhPo0dxw89/s1600/eric-rothermel-23788-unsplash.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="1072" data-original-width="1600" height="133" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgNbQflcgXfHEAHQ7CNmQQmJNMB5Ox3knzOVgLQFHVzj5uhQ0IBwFPV_ZdmJaFfn9gfr0F0D46O8BJ6P2CvEErNGs8J5IdtZ5gqkfQm3kdgyZK_wUmDqwMG9wwNHTeHzUKViIdhPo0dxw89/s200/eric-rothermel-23788-unsplash.jpg" width="200" /></a><span style="color: #333333;"><span style="font-size: 18px;">In research recently reported in the <i>Harvard Business Review</i>, a study of how leaders spend their time showed they spend only 9% of their time interacting with front line employees. While we as leaders know how critical our people are to the success of our organization, it's easy to get wrapped up in all of the other responsibilities we're tasked with. Meetings, customers, projects and some many other priorities compete for our time. </span></span></div>
<div>
<span style="color: #333333;"><span style="font-size: 18px;"><br /></span></span></div>
<div>
<span style="color: #333333;"><span style="font-size: 18px;">How do we carve time out to focus on our employees? Here's some suggestions on taming the things that tie us up and keep us away from our employees.</span></span></div>
<div>
<h3>
<ul>
<li><span style="color: #333333;">S</span><span style="background-color: #fcfcfc; color: #333333;">ay no at least three times a day to tasks that don’t add value.</span></li>
</ul>
<ul>
<li>Avoid your biggest time-wasting task for 30 days.</li>
</ul>
<ul>
<li>Designate certain tasks to certain times of day.</li>
</ul>
<ul>
<li>Prioritize important work over other tasks.</li>
</ul>
</h3>
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<br /></div>
John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-75400617588268951752019-01-18T08:00:00.000-05:002019-01-18T08:00:12.652-05:00Four Behaviors of Innovative Leaders<div class="separator" style="clear: both; text-align: center;">
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<br />John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-30695482267032760212019-01-15T08:00:00.000-05:002019-01-15T08:00:00.282-05:00The Gifts of Hardship<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgAnqDY-A4DdJ9ytp3-1dmt-AS7mkU3TwhblER-vObAb6Z_JYP3AIjeMWU8C_qqn1ueH2voKi1AWQe7i2ee22ZAaXw4BIwwPm4_ZYsjvMqkEtz0uun7wfrtARpCAp54zmxzTfO25jwlVBiu/s1600/tim-gouw-68319-unsplash.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="1070" data-original-width="1600" height="133" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgAnqDY-A4DdJ9ytp3-1dmt-AS7mkU3TwhblER-vObAb6Z_JYP3AIjeMWU8C_qqn1ueH2voKi1AWQe7i2ee22ZAaXw4BIwwPm4_ZYsjvMqkEtz0uun7wfrtARpCAp54zmxzTfO25jwlVBiu/s200/tim-gouw-68319-unsplash.jpg" width="200" /></a>As leaders we're all going to run into hardships. Unexpected things happen in our organization, with our employees, with the people we serve and in our lives. While it's hard to see the positive in the midst of these hardships, there can be silver linings.<br />
<br />
The <i>Center for Creative Leadership</i>'s research highlights three gifts we can take away from hardships. They include:<br />
<ul>
<li>Greater insight into what makes you tick. Increasing your self awareness makes you more equipped to make better decisions next time.</li>
<li>Increased compassion for others. Greater humility and sympathy make you more effective in dealing with others.</li>
<li>Resilience. Getting through tough times means you'll be stronger and more capable next time hard times come along.</li>
</ul>
<br />
How do learn from hardships? Try these strategies:<br />
<br />
<br />
<br />
<br />
<ul>
<li>Don't let the hardship be everything. Don't let them overwhelm you. Take time away. Focus some time of what's going right.</li>
<li>Don't be ashamed of failures or mistakes. If we're not making mistakes we're not pushing ourselves and our organizations. </li>
<li>Avoid defensiveness. Own the problem and then focus on next steps and solutions.</li>
<li>Keep asking questions. What happened? Why? What part did I play? </li>
<li>Reflect and look back to discover the lessons from your experience. What did I miss? What could I have done differently?</li>
</ul>
<br />
<br />John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-2215049336382089052019-01-11T08:00:00.000-05:002019-01-11T08:00:01.978-05:00What if...<div class="separator" style="clear: both; text-align: center;">
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<br />John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-55502456594625025322019-01-08T08:00:00.000-05:002019-01-08T08:00:02.817-05:00Project Roles & Accountability <div class="separator" style="clear: both; text-align: center;">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg_eRI5mu2Iw_2O6UQL-83gCNdyCCYfgpb-1tCDfQ3xclEwr8V9-abRNC1G_xeXyJ4syg0-W4SVCGJASOrwI-olyYi3idaGldsCU0HkLhT1felyI4tJ71gE9dlemIoanml-s6yX4FgIKsZE/s1600/icons8-team-649367-unsplash.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="1067" data-original-width="1600" height="133" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg_eRI5mu2Iw_2O6UQL-83gCNdyCCYfgpb-1tCDfQ3xclEwr8V9-abRNC1G_xeXyJ4syg0-W4SVCGJASOrwI-olyYi3idaGldsCU0HkLhT1felyI4tJ71gE9dlemIoanml-s6yX4FgIKsZE/s200/icons8-team-649367-unsplash.jpg" width="200" /></a>As a leader we are often called on to lead or participate in projects that involve others. One of the challenges in these situations is making sure there is clarity regarding each participant's role. It is also critical for everyone to understand where the accountability lies for various aspects of the project. A structure called "RACI" can be helpful. Done before the project begins and updated as necessary, "RACI" helps break down who does what.<br />
<br />
<b>R</b>esponsibility - Who is doing the actual work to accomplish each portion of the project.<br />
<br />
<b>A</b>ccountable - Who ultimately is accountable for results.<br />
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<b>C</b>onsult - Who needs to be consulted for information but are not directly involved in the work.<br />
<br />
<b>I</b>nform - Who needs to be kept abreast of what is happening.<br />
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<br />John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-86172776099973773632018-12-26T13:19:00.001-05:002018-12-26T13:19:18.102-05:00Your Leadership: A Year End Review<div class="separator" style="clear: both; text-align: center;">
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At the end of one year and start of the next, people commonly take stock of where they are in their lives and set goals for the upcoming year. Most resolutions focus on personal goals related to health, money, etc.<br />
<br />
The year end is, however, also a great time to reflect on where we are as leaders. Take some time to reflect on the following and set some goals for the upcoming year:<br />
<br />
1. How effective was I as a leader? Did I get the results I wanted? How did my team/peers/supervisor respond to me?<br />
<br />
2. What did I do well as a leader this year? How can I continue to have success in these areas? Can I leverage these successes into other areas?<br />
<br />
3. Where did I fall short of being the best I could be? Why? What could I do differently in the future to create better results?<br />
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4. Did I achieve the goals I set for myself this past year? Why/why not? <br />
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5. What goals do I have for myself as a leader for the upcoming year?John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-38783097517751400422016-03-11T08:00:00.000-05:002016-03-11T08:00:04.824-05:00Every Meeting You've Ever Been To (In Two Minutes) <div class="separator" style="clear: both; text-align: center;">
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<br />John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-20063066448279115522016-03-10T08:00:00.000-05:002016-03-10T08:00:08.879-05:00Staying Calm Under Pressure <a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjaPw2sqpCsqTzhIOhk8tH09DrsAVgPaq7OLOeru2n4nIVfh-bJ4HNxSg6OQMmNdUxLZFJwsWsB4BjBA2OI5W7YkVenwHgSsEJw_8rlb2BcRPnj7fgey9Bk4Py5u5YaPz8yLWsHctIUyhmV/s1600/book2.0.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjaPw2sqpCsqTzhIOhk8tH09DrsAVgPaq7OLOeru2n4nIVfh-bJ4HNxSg6OQMmNdUxLZFJwsWsB4BjBA2OI5W7YkVenwHgSsEJw_8rlb2BcRPnj7fgey9Bk4Py5u5YaPz8yLWsHctIUyhmV/s200/book2.0.jpg" width="194" /></a><span id="maincontent_4_ArticleAuthors_AuthorBio_0">Being a camp leader can be stressful. Very stressful! Between campers and their parents, our staff and the challenges of managing often aging facilities and infrastructure there is no shortage of triggers to set off our emotions. Research, however shows that the ability of leaders to remain calm under pressure is linked to positive performance. </span><br />
<span id="maincontent_4_ArticleAuthors_AuthorBio_0"><br /></span>
<span id="maincontent_4_ArticleAuthors_AuthorBio_0"></span><br />
<span id="maincontent_4_ArticleAuthors_AuthorBio_0">Dr. Travis Bradberry, the author of the bestselling book, <em>Emotional Intelligence 2.0 </em>suggests ten strategies successful people use to stay calm under pressure. </span><br />
<span id="maincontent_4_ArticleAuthors_AuthorBio_0"><br /></span>
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#1: They Appreciate What They Have</h4>
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</h4>
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</h4>
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#2: They Avoid Asking “What If?” </h4>
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</h4>
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</h4>
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#3: They Stay Positive</h4>
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</h4>
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#4: They Disconnect</h4>
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</h4>
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#5: They Limit Their Caffeine Intake</h4>
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</h4>
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#6: They Sleep</h4>
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</h4>
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#7: They Squash Negative Self-Talk</h4>
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</h4>
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#8: They Reframe Their Perspective</h4>
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</h4>
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#9: They Breathe</h4>
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</h4>
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#10: They Use Their Support System</h4>
<br /><br />John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-41690537727304492442016-03-09T08:00:00.000-05:002016-03-09T08:00:12.411-05:00Leadership Quote of the Week <span style="font-size: large;">"Every great leader makes the same decision. Success at the highest
level comes down to one question: <b><i>Can you decide that your happiness can
come from someone else’s success?</i></b>" If you can, you take the most
important step towards becoming a great leader. No one has qualities
like courage, vision, charisma, adaptability, and decisiveness in equal
measure. But every great leader makes that one decision -- and so can
you."</span> <span style="font-size: small;">Jeff Haden Ghostwriter, Speaker, Inc. Magazine Contributing Editor</span>John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-19514822778538081732016-03-08T08:00:00.000-05:002016-03-08T08:00:25.747-05:00Change These Phrases...Change Your Work Life <a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgtCMyIkhKghYWzHImTrOAOJ0pm8U1xEvpnLKVjrU2H6Iv1HmAafdWE2gQbG48KIj5GbW54J9uuxsqsInJFlfPjvV6mYoMgueCCGqJ6sZDfNDT6q2CZpSXd-9d_7Shqk8GC1kbH_HguE5K0/s1600/achievement-habit-roth.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgtCMyIkhKghYWzHImTrOAOJ0pm8U1xEvpnLKVjrU2H6Iv1HmAafdWE2gQbG48KIj5GbW54J9uuxsqsInJFlfPjvV6mYoMgueCCGqJ6sZDfNDT6q2CZpSXd-9d_7Shqk8GC1kbH_HguE5K0/s320/achievement-habit-roth.png" width="252" /></a>Do the words and phrases we use impact our achievement? Professor Bernard Roth from Stanford and author of <i>The Achievement Habit</i> suggests five phrases that we can change...<br />
<br />
<a href="https://www.blogger.com/null" name="Instead_Of_But_Use_And">Instead of <b>"But"</b> use <b>"And"</b> - But changes neutral statement into negative statements. </a><br />
<br />
<a href="https://www.blogger.com/null" name="Instead_Of_Saying_Have_To_Say_Want_To">Instead of saying <b>"Have To"</b> say <b>"Want To"</b> - Have to implies me must rather than we choose. </a><br />
<br />
<a href="https://www.blogger.com/null" name="Instead_Of_Cant_Use_Wont_">Instead of <b>"Can’t"</b> use <b>"Won’t"</b> - Can't implies it's impossible. Almost everything is possible in the right circumstances. </a><br />
<br />
<a href="https://www.blogger.com/null" name="Instead_Of_Saying_Im_Afraid_To_Say_Id_Like_To">Instead of saying <b>"I’m Afraid To"</b> say <b>"I’d Like To"</b> - Be positive and forward looking. </a><br />
<br />
<a href="https://www.blogger.com/null" name="Instead_Of_Help_Use_Assist">Instead of <b>"Help"</b> use <b>"Assist"</b> - Help often is associated with can't. Assist means I can, I just need a little direction/support. </a>John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-71396520025133776392016-03-07T08:00:00.000-05:002016-03-07T08:00:08.543-05:00Improving Staff Recognition<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjPDksYNC4sklej5h9sQTdJ37hmKUPHAFK08AzNahaA8gQBs8JSBB6FbjVdwQyUmd8vCh-oqc-WxyA6wtWk9OGGM8zPfsxVUYgz8XgjWIuIaldZvkqPTBqz4xoqhhJUVhh5qSLN7Qh40aGU/s1600/bronze-145190_960_720.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjPDksYNC4sklej5h9sQTdJ37hmKUPHAFK08AzNahaA8gQBs8JSBB6FbjVdwQyUmd8vCh-oqc-WxyA6wtWk9OGGM8zPfsxVUYgz8XgjWIuIaldZvkqPTBqz4xoqhhJUVhh5qSLN7Qh40aGU/s200/bronze-145190_960_720.png" width="147" /></a>As leaders we know that recognizing the positive efforts of our staff are important. Unfortunately too often our attempts at recognition go unappreciated and have limited impact. <span class="text">Scott Mautz, author of <i>Make It Matter: How Managers Can Motivate by Creating Meaning </i>offers the following suggestions for making recognition more meaningful:</span><br />
<span class="text"><br /></span>
<span class="text">Personalize recognition so that you don't trivialize it. Adapt the recognition the the needs and preferences of the individual staff member. </span><br />
<span class="text"><br /></span>
<span class="text">Get everyone involved. Recognition doesn't have to be from just you as the leader. Recognition from other staff members, campers and parents can be powerful. </span><br />
<span class="text"><br /></span>
<span class="text">Be frequent but not frivolous. Take regular opportunities for recognition but make such what you're recognizing really matters. </span><br />
<span class="text"><br /></span>
<span class="text">Celebrate both the first downs and touchdowns. Certainly celebrate the big accomplishments but don't the little victories along the way. </span><br />
<span class="text"><br /></span>
<span class="text">Deliberate the delivery. How you deliver recognition can be just as important as the recognition itself. </span>John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-80924939581847217672016-03-04T08:00:00.000-05:002016-03-04T08:00:00.312-05:00The Benefits of Being a Leader are Real. But are there Costs? <div class="separator" style="clear: both; text-align: center;">
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<br />John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-37233372288811682022016-03-03T15:02:00.000-05:002016-03-03T15:02:24.964-05:00Consistency Most Important <a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi1fyfjSeO8qi5CGD_AfbdHV-RmHjojvG4InltuWOs38NBqDVHStqveq5BTjkGz4BJdFWmtyB8YHD9VdhWbRbQgGV-GS1N2FjujDe9H0N_vFjqaoAHq0aIli2j0d7dnPrRekVArSn51ppix/s1600/Roulette_wheel.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="138" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi1fyfjSeO8qi5CGD_AfbdHV-RmHjojvG4InltuWOs38NBqDVHStqveq5BTjkGz4BJdFWmtyB8YHD9VdhWbRbQgGV-GS1N2FjujDe9H0N_vFjqaoAHq0aIli2j0d7dnPrRekVArSn51ppix/s200/Roulette_wheel.jpg" width="200" /></a>Recent research published on-line by the <i>Academy of Management Journal</i> indicates that consistency is a key trait employees are looking for. Employees were asked if they preferred a manager who is sometimes fair and sometimes unfair or someone is consistently unfair. The majority of employees preferred the consistent manager, even if they were unfair.<br />
<br />
<span class="s1">"Intuitively, you would think the more fairness you
get, the better," said Fadel Matta, a researcher at Michigan State
University and the lead author of the paper, said in an interview. "But
that's not what we demonstrated. It's better if supervisors are a
consistent jerk than if they're fair sometimes and not fair other times.
Pe</span>ople want to know what they can expect when they come into work. <span class="s1">A lot of it centers around this issue of uncertainty,"
Matta said. "This notion of knowing what to expect -- even if it's bad
-- is better than not knowing what to expect at work."</span><br />
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How consistent are you as a leader? Does your staff know what to expect from you, in both good times and bad? Is there a predictability to your leadership that they can adapt to? <br />
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<br />John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-75907044099632172532016-02-15T08:00:00.000-05:002016-02-15T08:00:02.006-05:00Habits of Disruptive LeaderThere is a great deal of discussion these days about disruption. There is talk about disruptive technology, disruptive ideas and disruptive products. What is disruption? In the context of today's organizations, disruption is a concept or idea that fundamentally changes the status quo. They are ideas that not just challenge, but shatter long held assumptions.<br />
<br />
Think about what Amazon did for selling books or what Uber has done for local transportation. Both companies completely changed the market by challenging the assumptions of how things are done.<br />
Faisal Hoque author of <i>Everything Connects: How to Transform and Lead in the Age of Creativity, Innovation and Sustainability </i>suggests five attributes of organizations that disrupt the status quo.<br />
<br />
1. They relentlessly pursue the truth<br />
2. They guide others through chaos<br />
3. They're decisive<br />
4. They break the rules and write new ones - but always explain why<br />
5. They thrive on uncertainty<br />
<br />
What are some of the unwritten assumptions you and your organization hold to be true? Have you ever explored what would happen if they weren't true? Are there things you could do to challenge the status quo? Could you be disruptive?<br />
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<br />John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-82119187215362893592016-02-12T08:00:00.000-05:002016-02-12T08:00:26.151-05:00The Kid Camp Director<div class="separator" style="clear: both; text-align: center;">
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<br />John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-52803843383071590272016-02-11T08:00:00.001-05:002016-02-11T08:00:31.545-05:00Getting People to Speak Up<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDxtXBs4CsExz72hy13vSsYW9uhlVv8C1BoWnB68AeCFQi6wQt2i77omI8VAaPM-CjN9WodtHBch4bxLa7y8YqyCIUmAkBclY42bsrCuEnr75MRkThTd2NDJNcWY28DAMA_oAfszvQNpt9/s1600/aaaaaa.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="133" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDxtXBs4CsExz72hy13vSsYW9uhlVv8C1BoWnB68AeCFQi6wQt2i77omI8VAaPM-CjN9WodtHBch4bxLa7y8YqyCIUmAkBclY42bsrCuEnr75MRkThTd2NDJNcWY28DAMA_oAfszvQNpt9/s200/aaaaaa.jpg" width="200" /></a>Have you had the experience of having someone not speak up in a meeting when decisions are made and then after the meeting express their disagreement? Such behavior can be divisive and undermines the effectiveness of the team that made the decision. This type of passive-agreesive behavior can also be toxic to your camp's culture.<br />
<br />
One way to help avoid this situation is to set one straightforward ground rule for all of your meetings... <i>silence equals agreement</i>. Staff members need to know that silence does not mean "I don't agree" or "I want to think about it." If someone decides not to participate as a decision is made, they need to know the opportunity to continue debating the issue is over when the meeting ends.<br />
<br />
This ground rule when made clear to your team and consistently applied, goes a long way in helping your team understand the need to speak up when important decisions are being discussed.John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.comtag:blogger.com,1999:blog-4001830874509975176.post-57125457487419968492016-02-10T08:00:00.000-05:002016-02-10T08:00:20.692-05:00Leadership Quote of the Week <a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiROK8jE_BXmcTas2Zi6ykdhhCYk_juXiXfgOayU8FAWsWUSeMYMq5PRnIwthhE92NQFAy51TS6ci6EsfzvpcO5gmfPTJOHcDaEM_s3aCdEX5gSIEA5cgYh9MBYBDuCs9Fq6Ioa83lN5NHu/s1600/images+%25281%2529.jpeg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="147" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiROK8jE_BXmcTas2Zi6ykdhhCYk_juXiXfgOayU8FAWsWUSeMYMq5PRnIwthhE92NQFAy51TS6ci6EsfzvpcO5gmfPTJOHcDaEM_s3aCdEX5gSIEA5cgYh9MBYBDuCs9Fq6Ioa83lN5NHu/s200/images+%25281%2529.jpeg" width="200" /></a><span style="background-color: white; border: 0px; box-sizing: border-box; font-family: Georgia, 'Times New Roman', Times, serif; font-size: 17.6px; font-stretch: inherit; font-weight: 700; line-height: 24.64px; margin: 0px; padding: 0px; vertical-align: baseline; widows: 1;">“To get something you never had, you have to do something you never did.” ~Unknown</span>John Erdmanhttp://www.blogger.com/profile/17781597133058703773noreply@blogger.com