What does it take to develop followership – check out this video

A MOOC is not for credit, it’s for (networked) learning. You participate in a MOOC because you want to learn about a particular topic or subject. A MOOC is an alternative (attractive?) mode of learning in a flat, technologically interconnected world and supports life-long networked learning.

See the article and further links here

This is the core idea of my new book.

So why write another book you might ask – it’s not as if the world is craving for more books on service, customer focus or management?
Surely there is also an abundance of books?

Well – Yes… But on the other hand… No!

Let me explain.

My work in the service industry has been based on the principles outlined in a book that caught my attention in 1990 called The Service Profit Chain – shortly after the book was published I became the CEO of a large hospitality group and the principles outlined in the book became the basic foundation for the approach that we took. It worked like a dream for us.
In fact it worked so well that in 2001 I decided to form a consulting and training company that would help others implement the principles of the Service Profit Chain.
So for the past 10 years or so I have been delivering workshops, training, and keynote speaking to companies in the service industry from consulting engineers to managers in large hospitality groups.

I nearly always get asked at some point: ”Where can we read more about this? ”

And I refer people back to the original work published by Harvard in 1989.
But when I then check back later and ask if they enjoyed the book I very often get slightly sheepish looks and some mumbled excuses about not really getting past the first chapter.

I suspect this has to do with the fact that a lot of the people working in the service industry prefer a very practical hands-on approach to their learning. The original service profit chain book is a fabulous piece of work but it is in parts quite theoretical and with more than 360 pages to get through it is also quite a mouthful when you have a lot of other stuff on your plate.

Invariably the discussion therefore leads the obvious question from my client: Why don’t you write an easy to read, simple to understand hands-on guide to implementing the service profit chain – we really need that!

And funnily enough when I then researched what’s already published I can’t find anything that integrates all seven steps of The Service Profit Chain into one coherent system that is easily understandable at all levels of the organisation.

So there was nothing els for it but do it my self – and here is is:
Best! No need to be cheap if you are…

The coaching gurus all seem to agree. To reach your goal you need to declare it and abracadabra you are already halfway there.

Well, it turns out that they could be wrong.

According to research performed by a group of American scientists last year and document by Daniel Pink there is a significant difference in performance between 2 groups performing the same task and where one group uses what the scientists called declarative self talk ( I can do it) and the other group uses interrogative self talk (Can I do it?).
The self questioning group performs a lot better than the self affirming group.

In Denmark we had an interesting example of this recently.
As the Danish handball team departed for the European Championships they self confidently declared that they were going for gold. They subsequently lost their first few games and in no way looked as if they were going to get anywhere near the finals. The fans at home of course were furious and the players and trainer were all accused of hubris. Subsequently the declarations from the trainer and players took a subtle shift from ”we can do it” to some serious self questioning around ”can we do it?” and ”what would it take to do it?” – and – abracadabra, they brought home the gold medals to everybody’s surprise – including their own I guess.

The research seems to indicate that people who ask questions somehow come from a more humble place and that in turn creates a space to come up with a deeper solution.

For those of us who have been working with action learning for years that does not come as a big surprise….

Most employees care about the same three things–the nature of their Role, their work Environment, and their professional Development (RED)

Asa manager, you need to talk regularly with employees about the three buckets, and as you keep the dialogue going, listen for information about their preferences and aspirations. Armed with this information, you can label and link day-to-day work with their expectations.

Fascinating – and very simple.
Read an extract from the book here

Ken Robinson on Passion from The School of Life on Vimeo.

Ken Robinson believes that everyone is born with extraordinary capability. So what happens to all that talent as we bump through life, getting by, but never realizing our true potential?

For most of us the problem isn’t that we aim too high and fail – it’s just the opposite – we aim too low and succeed.

We need to find that magic spot where our natural talent meets our personal passion. This means we need to know ourselves better. Whilst we content ourselves with doing what we’re competent at, but don’t truly love, we’ll never excel. And, according to Ken, finding purpose in our work is essentially to knowing who we really are.

Get ready to unleash your inner fervor as Ken takes to our pulpit to inspire you to follow your passion.

Sir Ken Robinson is a leader in the development of creativity, innovation and human resources, working with governments and the world’s leading cultural organizations. Born in Liverpool, he was Director of The Arts Project (1985-89), and is Emeritus Professor of Education at the University of Warwick. He was knighted in 2003 for his contribution to education and the arts. Recent publications include Out of Our Minds: Learning to be Creative (2001) and The Element: How Finding Your Passion Changes Everything (2009).

This secular sermon took place at Conway Hall on Sunday 13 March 2011

”Power properly understood is nothing but the ability to achieve purpose. It is the strength required to bring about social, political and economical change…
And one of the great problems of history is that the concepts of love and power have usually been contrasted as opposites – polar opposites – so that love is identified with the resignations of power and power with the the denial of love.

Now we have to get this thing right.

What we need to realize is that power with out love is reckless and abusive and love with out power is sentimental and anemic. It is precisely this collision of immoral power with powerless morality which constitutes the major crisis of our time.”

Adam Kahane was interviewed for an article in strategy & business, that starts out like this

This is a concept that business leaders need to understand, because in times of crisis (and afterward), the people of an enterprise are put under a great deal of stress. Many people in major corporations today are still wondering if they will lose their jobs. A system that follows only the impulses of compassion and solidarity (which Kahane calls love) will lose its competitiveness; a system that follows only the impulses of resolve and purposefulness (which he calls power) will sacrifice its people heedlessly and risk its capability for growth and recovery. A mix of power and love, however, becomes a stance that a leader can hold, and this stance may, in the end, be the single most important factor in enabling a leader to accomplish great things.

If you think about it, the essence of leadership is skilfully working this balance. It is what leaders do. It is the key to understanding how teams function.

But very few are actually aware that this Power & Love dynamic is present – let alone what their default operating mode is. It was definitely a big eyeopener for me.
It is clearly a concept that we need to work into our GROW leadership curriculum in the future.

Read the full interview here

And I am proud to say that most of what Ken Robinson would like to see changed we have solved in our GROW programs. It is exctaly in this spirt we have design and planned the way we deliver our action learning programs