Why DPAA Group?

March 17, 2016

Dream, Plan and Achieve.

Three things I find crucial in any growth.  Dream something big!  Take some time to Plan it out.  And then, focus on execution.  This Blog is all about Dreaming, Planning, and then taking action!  For work, managing people, leading any type of organization, or even personal development once in a while.  I look forward to the ride – please join me, and let me know if you like it!

Jim

Ideas are a Dime a Dozen

December 22, 2009

Some of these posts so far have been pretty darn theoretical.  The trick is in the implementation.  Don’t let perfection get in the way of progress!

Better to move forward 75% right then not move forward at all.  It’s all about testing – that’s how to implement without putting too much at risk! 

Just a thought for the day – now get to it.

Covey Quotes To Ponder

December 22, 2009

I recently was invited to hear Stephen Covey speak, also as part of the Drucker Centennial Celebration.  Way too much to think about in the short amount of time that he spoke! 

Some things he said that “hit home” and are worthy of really thinking about:
“Organize to make weaknesses irrelevant”
“When doing what you love, do you need supervision?” (relevant for you and the people you manage!)
“Light is the greatest disinfectant and growth agent”
“4 Elements of Greatness:
 – Sustained Superior Performance (the Body)
 – Winning Culture of Unleashed People (the Heart)
 – Loyal Promoting Customers and Partners (the Mind)
 – Distinctive Contribution (the Spirit)”
“4 Disciplines of Execution:
 1.  Focus on Wildly Important
 2.  Act on Lead Measures
 3.  Need a Compelling Scoreboard
 4.  Create a Cadence of Accountability”
“Businesses are still structured for the Industrial Age worker when we are now in the age of the Knowledge Worker” (e.g. should employees be accounted for as “expenses” or as intellectual property assets?!, command & control v. unleashed by the Servant Leader)
“What is your Intention?”
“Empowering Mission Statements are produced when:
 – there are enough people
 – who are fully informed
 – interested freely and synergistically
 – in an environment of high trust”

Assessing a Situation and Showing Respect

December 22, 2009

I had the privilege on November 2nd to attend a fantastic conference honoring what would have been Peter Drucker’s 100th Birthday.  It was put together by The Drucker Institute at Claremont Graduate University east of Los Angeles as part of a worldwide celebration of Drucker’s teachings.  The Institute brought together 3 of the top minds in Management Theory and Leadership – Warren Bennis, Ken Blanchard, and Charles Handy. 

I have plenty to post from these sessions, but here is just one story from Warren Bennis, demonstrating the importance assessing situations (situational leadership) and showing Respect for others if one is to lead.  It is a fantastic story of Colonel Chris Hughes, as told by Dan Baum of The New Yorker:

During the early weeks of the Iraq war, the television set in my office was tuned all day to CNN, with the sound muted. On the morning of April 3rd, as the Army and the Marines were closing in on Baghdad, I happened to look up at what appeared to be a disaster in the making. A small unit of American soldiers was walking along a street in Najaf when hundreds of Iraqis poured out of the buildings on either side. Fists waving, throats taut, they pressed in on the Americans, who glanced at one another in terror. I reached for the remote and turned up the sound. The Iraqis were shrieking, frantic with rage. From the way the lens was lurching, the cameraman seemed as frightened as the soldiers. This is it, I thought. A shot will come from somewhere, the Americans will open fire, and the world will witness the My Lai massacre of the Iraq war. At that moment, an American officer stepped through the crowd holding his rifle high over his head with the barrel pointed to the ground.  Against the backdrop of the seething crowd, it was a striking gesture—almost Biblical. “Take a knee,” the officer said, impassive behind surfer sunglasses. The soldiers looked at him as if he were crazy. Then, one after another, swaying in their bulky body armor and gear, they knelt before the boiling crowd and pointed their guns at the ground. The Iraqis fell silent, and their anger subsided. The officer ordered his men to withdraw.

It took two months to track down Lieutenant Colonel Chris Hughes, who by then had been rotated home. He called from his father’s house, in Red Oak, Iowa, en route to study at the Army War College, in Pennsylvania. I wanted to know who had taught him to tame a crowd by pointing his rifle muzzle down and having his men kneel. Were those gestures peculiar to Iraq? To Islam? My questions barely made sense to Hughes. In an unassuming, persistent Iowa tone, he assured me that nobody had prepared him for an angry crowd in an Arab country, much less the tribal complexities of Najaf. Army officers learn in a general way to use a helicopter’s rotor wash to drive away a crowd, he explained. Or they fire warning shots. “Problem with that is, the next thing you have to do is shoot them in the chest.” Hughes had been trying that day to get in touch with Grand Ayatollah Ali al-Sistani, a delicate task that the Army considered politically crucial. American gunfire would have made it impossible. The Iraqis already felt that the Americans were disrespecting their mosque. The obvious solution, to Hughes, was a gesture of respect.(emphasis added)

Wow.  No training – just a good assessment of a situation, and how to completely change the course of history for everyone present, with a simple sign of respect. 

What lesson can we learn from that in working with others every day??

P.S.  I promise most of my posts won’t be as long as this one – this was just too good to pass up!