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Stephen
Covey and Lighting Your "Burning Desire"
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Feature Article:
Lighting the Fire of a Burning Desire: Living The 8th Habit
(estimated read time: 4 minutes) Napoleon Hill, author
of Think and Grow Rich, learned that successful people shared
17 common traits. One of those traits was that they shared
a "burning desire."
How many of us work for organizations where that burning desire--or
vision that launched the business--resembles a pile of smouldering
embers?
Or worse yet, where a clear vision never really existed?
This question surfaced for me while attending a technology
conference last May in Los Angeles. The room was filled with
nearly 600 professional women. When best-selling author Marcia
Wieder asked "how many of you currently have a vision
of your future?," fewer than 20 participants raised their
hands.
This surprising incident coincided with my most recent interview
with Stephen Covey, best selling author and Vice Chairman
of FranklinCovey. His newest book, The
8th Habit, emphasizes the debilitating impact on society
when any organization is unable to clearly define their vision
(or, as he calls it, "find their voice").
Covey states that "bureaucratic systems affect organizations
deeply. Now that the Internet has put customers in charge,
we have no choice but to be resourceful and innovative" with
our vision.
Today, innovation and resourcefulness are sorely lacking in
America's Finest City. In October 2002, the San Diego City
Council approved a General Plan. The vision was to be "a city
that is a thriving metropolis, yet, at its heart, remains
a City of Villages."
Here in San Diego, we are operationally falling very short
of realizing that vision. Our municipal pension fund faces
a $1.4B shortfall. Current city events are not aligning with
the original vision.
This is a great example of how disastrous it can be when your
vision is unclear or non-existent. You may be spending more
than 10 percent of your time publishing and enforcing policies,
procedures, and contracts. You refer to people as "headcount
expenses" (translated: "people are things and we treat them
like Industrial Age workers) Or, perhaps your current vision
statement has become a source of ridicule by your stakeholders.
Thankfully, leaders can take these steps to re-claim that
burning desire:
1. Honestly answer this question: What do you (as a person
or company) really love doing that fills a genuine need? (remember
Jim Collins' hedgehog concept from Good to Great).
2. Write down how you are regularly leveraging and developing
the 4 intelligences of your best people: heart (emotions),
spirit (make meaning in our work and lives); body (satisfy
basic material needs), and mind (commitment to lifelong learning)?
3. Learn how the rest of the world views your organization.
Hire an independent research firm to survey your stakeholders,
suppliers and customers. Include these questions:
- Describe an outstanding experience
you've had with our company...What made it so memorable?
- Who was involved? How did this compare
to other experiences you had with this organization? What
do you value most about the work you do with this company?
- What values does this firm stand for?
What is it that, if it did not exist, would make this
organization operate completely differently?
- If you could create the ideal company
(in our industry sector), what key elements would it contain?
4. Identify what you are doing every
day to reach out and help others find their voice. Wayne Darbeau,
Vice President of Administration for the Port
of San Diego, knows this isn't always an easy task for
a public service leader. He practices the 8th Habit regularly.
Says Darbeau, the Port has spent the last four years "eliminating
our arrogance. We listen to the public."
In addition, several Port leaders are certified in Franklin
Covey's Seven Habits of Highly Effective People methodologv
- including the CEO. Their vision is woven throughout every
hiring, training and development system. This includes weekly
orientation meetings where CEO Hollingsworth explains it to
new hires.
The Port's survey results speak for themselves. From 2001-2004,
job satisfaction for their employees grew from 70% to 76%.
From 1998-2004, employees who felt they were appreciated for
the work they do increased from 44% to 70%. Says Darbeau,
"People respect our process. It's inclusive, collaborative,
and shows a high commitment to public service."
Summer is a great time to take your vision for a sail. You
may like the outcome-even if you hit a swell or two.
Great Summer Reading Planning
your summer getaway? Don't leave home without your favorite
books. We just updated our website with our favorites. Click
here to review and order this summer's hottest leadership
reads.
More Nirell Bonuses Would
you like to learn how today's best companies attract and keep
great people? And how companies such as Starbucks, Microsoft
and Harley-Davidson coach their peak performers?
We found out how last month. We interviewed Cathy Walker,
Founder of Clarity International. She shared "The
Energy Rules of Engagement" with our listeners.
Did you miss it?
Here's the bonus for our subscribers:
The first five people who respond will receive a FREE streaming
audio replay of this exciting 1 hour session (a $27 value).
**Sorry, contest has Ended**
And while we're on the topic of energy...
I'll be re-charging my batteries during August with little
access to email, pagers, blackberries, or iPods. If you have
any questions while I'm away, please re-connect in early September.
May you find your own rejuvenation and solitude this summer!
--Lisa Nirell
http://www.energizegrowth.com/
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