Kenneth Blanchard Quotes

None of us is as smart as all of us.

Help People Reach Their Full Potential Catch Them Doing Something Right

There’s a difference between interest and commitment. When you’re interested in something, you do it only when it’s convenient. When you’re committed to something, you accept no excuses; only results.

Goals begin behaviors, consequences maintain them.

If you don't blow your own horn, someone else will use it as a spittoon.

A clear purpose will unite you as you move forward, values will guide your behavior, and goals will focus your energy.

We can’t always control what happens in our lives- things will go well, things will go poorly-but what we can control is our response to those events.

Effective managers,” he thought, “manage themselves and the people they work with so that both the organization and the people profit from their presence.

The best way to teach people is by telling a story

The best minute I spend is the one I invest in people.

The people who work with you as their manager will look to you as one of their sources of wisdom

If you can´t tell me what you'd like to be happening, you don't have a problem yet. You're just complaining. A problem only exists if there is a difference between what is actually happening and what you desire to be happening.

When people don't know what’s going on, it’s human nature for them to imagine a version that’s ten times worse than the truth!

الناس تحتاج أن ترتبط بمن يهتمون بهم، ليشعروا بأنهم مقبولون وذوو قيمة لمجرد أنهم بشر (..) أيضاً أن الناس يحتاجون إلى معين ليجدوا من يهتم بهم، عندما يجانبهم الصواب ص 91

Empowerment requires a major shift in attitude. The most crucial place that this shift must occur is in the heart of every leader.

Some of the greatest advances happen when people are bold enough to speak their truth and listen to others speak theirs.

Everyone Is A Potential Winner. Some People Are Disguised As Losers. Don’t Let Their Appearances Fool You.

من غير المناسب إخفاء مشاعرك السلبية نحو ضعف أداء موظف Page: 86

Anytime you use your influence to affect the thoughts and actions of others, you are engaging in leadership.

An effective leader must step back, look at the big picture, and make sure the important things are not being pushed out of the way by the seemingly urgent needs of the moment.

A passionate activity is one you’re doing without regard for time.

When I first came to work her i spotted a problem that needed to be solved, but I didn't know what to do. So I called the One Minute Manager. When he answered the phone, I said, Sir, I have a problem. Befor I could get another word out, he said, Good! That's what you've been hired to solve.

Once leaders embrace the role of coach, they realize the weight of leadership is now balanced between themselves and their direct reports.

Remember, the best leaders are those who understand that their power flows through them, not from them.

Empowerment means that people have the freedom to act. It also means that they are accountable for results.

If you can’t tell me what you’d like to be happening,’ he said, ‘you don’t have a problem yet. You’re just complaining. A problem only exists if there is a difference between what is actually happening and what you desire to be happening.

As a collaborative leader, you support people in their work—you remove roadblocks and help them win.

Leaders empower individuals by building trust and coaching competence in their job roles and networking skills.

People Who Feel Good About Themselves Produce Good Results. *

Catching people doing things right provides satisfaction and motivates good performance. But remember, give praise immediately, make it specific, and finally, encourage people to keep up the good work.

To learn from the past is good, but to live there is a waste. To plan for the future is good, but to live there is a waste. You are happiest and most productive in life when you are living in the present.

One of the biggest obstacles to high performance in organizations comes from unclear expectations and accountability.

great rule of thumb is to never say anything behind someone’s back that you wouldn’t say straight to the person’s face.

If you want to know why your people are not performing well, step up to the mirror and take a peek.

People have trouble admitting there are problems, but everyone has an area he or she would like

Yes. However, remember—productivity is more than just the quantity of work done. It is also the quality.

The more attention you pay to a behavior, the more it will be repeated. Accentuating the positive and redirecting the negative are the best tools for increasing productivity.

Don’t get a big head when you win or get too down in the dumps when you lose. Keep things in perspective. Success is not forever and failure isn’t fatal.

Focusing on the negative often creates situations that demoralize people. When good performance is followed by a positive response, people naturally want to continue that behavior.

Feedback is important to people. We all want to know how well we’re doing. That’s why it is essential for an effective performance review system to provide ongoing feedback.

What you resist, persists. Until you deal with your feelings, you will be stuck with them.

whenever we become the leader and try to make God the servant, things don’t work out. Why? Because our EGO gets in the way, and we Edge God Out! If you want your life to be significant, then you have to recognize that it’s all about God, not about you. As the old Yiddish saying goes, “If you want to make God laugh, tell Him your plans.

Our Manager makes sure we know what good performance looks like because he shows us. In other words, expectations are clear to both of us.

Our Manager works with us to make it clear what our responsibilities are and what we are being held accountable for.

The void created by the failure to communicate is soon filled with poison, drivel, and misrepresentation.

Do our interactions leave you feeling heard, valued, and supported? • Am I dependable? Do you trust that I’ll follow through on my commitments

Leadership is not about power. It’s not about control; it’s about helping people live according to the vision.

It’s unfair to be hard on yourself the first time you attempt something new. It is also unfair to expect others to meet such an unrealistic expectation.

There is a lot of competition out there. If you don’t take care of your customers, somebody else is ready to take your place.

The main job of a leader is to help his or her people succeed in accomplishing their goals. And when people accomplish their goals and win, everyone wins.

Good thoughts in your head that are not communicated “mean squat.

It’s more important as a manager to be respected than to be popular.

People in the community, they don't think less of themselves, they just think about themselves less.

A good life is built on strong, solid values such as integrity, love, honesty, and purposeful work.

When you judge someone, it impairs your ability to see him or her clearly, as if a filter is screening out everything about that person except what fits your assessment.

Empowerment Is Something Someone Gives You. Self Leadership Is What You Do To Make It Work.

First let’s look at a model of Situational Leadership® II that shows a combination development level and leadership style.

إن قول "آسف" وحده لايكفي إذا لم يصحبه تغيير في سلوكك'' The One Minute Apology

There is nothing so unequal as the equal treatment of unequals. Friends

One of the things great leaders do is establish, articulate, model, and enforce core values.

As you undoubtedly know, making mistakes is not the problem. It’s not learning from them that causes real problems.

Like water in a bucket, vision evaporates and must be constantly replenished—that is, communicated.

When people become defensive, they don’t learn.

Attention is like sunshine to humans. What we give our attention to, grows. What we ignore, withers.

As Lily Tomlin once said, “The problem with a rat race is that even if you win, you’re still a rat.

An effective leader will make it a priority to help his or her people produce good results in two ways: making sure people know what their goals are and doing everything possible to support, encourage, and coach them to accomplish those goals. Your role as a leader is even more important than you might imagine. You have the power to help people become winners.

In these changing times, he thought, the most effective managers manage themselves and the people they work with so that both the people and the organization profit from their presence.

Learning to let go, to put the team’s will first, is an empowering experience that leads to the most wonderful of all experiences: being a member of a high-performing, gungho, high-five team. Remember, leadership is not all about you.

2. إن الاستهانة بكلام أو آراء أو أفكار شخص ما من الممكن أن يكون لها آثار ضارة على هذا الشخص فعندما لا نستطيع أن نتذكر خطأنا معتبرين الحادثة على أنها غلطة طفيفة أو أننا كنا مشغولين جداً لدرجة أننا لم نتمكن من التفكير في تأثير تصرفاتنا على هذا الشخص فإن هذا يبدو وكأننا نتجاهل هذا الشخص ولا نعبئ به على الإطلاق. في مثل هذه الحالات علينا القيام بالتأكيد له على أننا لم نتعمد إيذائه وعلى أننا على استعداد لتصحيح هذا الموقف. علينا ألا نفترض أبداً أننا نعرف ما يدور بخلد شخص آخر.

ماذا لو كنا لا نحب ذلك الشخص الذي نشعر بحاجة إلى الاعتذار إليه؟ قد يبدو ذلك صعباً في البداية ولكن سواء كنا نحبه أم لا فذلك شيء لا يهم فنحن نعتذر لان هذا هو الشيء الصائب الذي يتوجب علينا فعله. كما يمكننا أن نسأل نفسنا في هذه الحالة هذا السؤال : ما الذي يمنعني من حب هذا الشخص ؟

Successful people do work hard, but they also think before they act. They are proactive, not just reactive. Most people mentally have a sign on their desk that reads, “Don’t just sit there—do something!” The best advice I ever received was to revise the sign to read, “Don’t just do something—sit there!

First Proposition: Darwinism supports the conservative view of ordered liberty as rooted in natural desires, customary traditions, and prudential judgments. In Chapter 1, I will argue that a Darwinian account of social order requires a nested hierarchy of three kinds of order—natural order, customary order, and rational order—so that custom is constrained by nature, and reason is constrained both by custom and by nature. For a society of ordered liberty to succeed, it must satisfy the desires of human nature as shaped by genetic evolution, it must be sustained by the customs of human history as shaped by cultural evolution, and it must be promoted by the judgments of human reason as shaped by prudential deliberation.

Feedback is the Breakfast of Champions.

When you touch, don't take. Touch the people you manage only when you are giving them something — reassurance, support, encouragement, whatever. Manipulation is getting people to do something they are either not aware of or don't agree to. That is why it is so important to let each person know up front what you are doing and why.

After all, how can you be an effective manager unless you and your team are clear about goals and what good performance looks like?

Help People Reach Their Full Potential. Catch Them Doing Something Right.

A few books that I've read.... Pascal, an Introduction to the Art and Science of Programming by Walter Savitch Programming algorithms Introduction to Algorithms, 3rd Edition (The MIT Press) Data Structures and Algorithms in Java Author: Michael T. Goodrich - Roberto Tamassia - Michael H. Goldwasser The Algorithm Design Manual Author: Steven S Skiena Algorithm Design Author: Jon Kleinberg - Éva Tardos Algorithms + Data Structures = Programs Book by Niklaus Wirth Discrete Math Discrete Mathematics and Its Applications Author: Kenneth H Rosen Computer Org Structured Computer Organization Andrew S. Tanenbaum Introduction to Assembly Language Programming: From 8086 to Pentium Processors (Undergraduate Texts in Computer Science) Author: Sivarama P. Dandamudi Distributed Systems Distributed Systems: Concepts and Design Author: George Coulouris - Jean Dollimore - Tim Kindberg - Gordon Blair Distributed Systems: An Algorithmic Approach, Second Edition (Chapman & Hall/CRC Computer and Information Science Series) Author: Sukumar Ghosh Mathematical Reasoning Mathematical Reasoning: Writing and Proof Version 2.1 Author: Ted Sundstrom An Introduction to Mathematical Reasoning: Numbers, Sets and Functions Author: Peter J. Eccles Differential Equations Differential Equations (with DE Tools Printed Access Card) Author: Paul Blanchard - Robert L. Devaney - Glen R. Hall Calculus Calculus: Early Transcendentals Author: James Stewart And more....

Goals make clear what is most important to focus on, Praisings build confidence that helps you succeed, and Re-Directs address mistakes. And all three of these help people feel better about themselves and produce good results.

The importance of day-to-day coaching comes to mind when I think of my favorite college teacher. He was always getting into trouble with the dean and other faculty members because on the first day of class he would hand out the final examination. The rest of the faculty would say, ‘What are you doing?’ He’d say, ‘I thought we were supposed to teach these students.’ They’d say, ‘You are, but don’t give them the questions for the final exam.’ He’d say, ‘Not only am I going to give them the questions for the final exam, but what do you think I’m going to teach them all semester?’” “He

Put differently, the important thing about leadership is not what happens when the leader is present, but what happens when the leader is not there.

It’s ironic that most companies spend so much of their money on people’s salaries, and yet they spend only a small fraction of their budget to develop people. In fact, most companies spend more time and money on maintaining their buildings, technology, and equipment than they do on developing people.

At work, and in life, too, you don’t have to catch a winner doing things right very often, because good performers catch themselves doing things right. But people who are learning benefit from praise and encouragement from others.

Plan the goals together and describe them briefly and clearly. Show people what good performance looks like. 2. Have people write out each of their goals, with due dates, on a single page. 3. Ask them to review their most important goals each day, which takes only a few minutes to do. 4. Encourage people to take a minute to look at what they’re doing, and see if their behavior matches their goals. 5. If it doesn’t, encourage them to re-think what they’re doing so they can realize their goals sooner.

THE FIRST HALF-MINUTE 1. Praise people as soon as possible. 2. Let people know what they did right—be specific. 3. Tell people how good you feel about what they did right, and how it helps. PAUSE 4. Pause for a moment to allow people time to feel good about what they’ve done. THE SECOND HALF-MINUTE 5. Encourage them to do more of the same. 6. Make it clear you have confidence in them and support their success.

THE FIRST HALF-MINUTE 1. Re-Direct people as soon as possible. 2. Confirm the facts first, and review the mistake together—be specific. 3. Express how you feel about the mistake and its impact on results. PAUSE 4. Be quiet for a moment to allow people time to feel concerned about what they’ve done. THE SECOND HALF-MINUTE 5. Remember to let them know that they’re better than their mistake, and that you think well of them as a person. 6. Remind them that you have confidence and trust in them, and support their success. 7. Realize that when the Re-Direct is over, it’s over.

Leading people is the opposite of trying to control them; it’s about gaining their trust through your integrity, developing their potential through your partnership, and motivating them through your affirmation.

Leaders today must have a strong vision and positive beliefs that support that vision. If they don’t, their people will not only lose, but they’ll be lost. When difficulties arise, their minds will not be prepared to stand up to the challenge.

What did God say to me through this message? • How does my life measure up to this Word?

Trying is just a noisy way of not doing something.

Disagreement can actually be healthy as long as we’re dealing with conflicting ideas, not conflicting people.

Para los seguidores de Jesús, el liderazgo de servicio no es una opción; es un mandato.

Leading at a higher level is the process of achieving worthwhile results while acting with respect, care, and fairness for the well-being of all involved. It’s only when you realize that it’s not about you that you begin to lead at a higher level.

One of the primary mistakes that leaders today make, when called to lead, is spending most of their time and energy trying to improve things at the organizational level before ensuring that they have adequately addressed their own credibility at individual, one-on-one, or team leadership levels.

Venir de circunstancias de privilegio y oportunidades no garantiza el éxito según la definición que Dios hace de este, ni haberse criado en circunstancias de abuso y pobreza condena a nadie al fracaso. En cualquier circunstancia, en cualquier momento, cualquier persona puede decidirse a seguir a Jesús. En ese momento, las circunstancias externas empalidecen frente a los recursos internos que provee el conocer y seguir a Jesús.

Author Kenneth Blanchard says, “There’s a difference between interest and commitment. When you’re interested in doing something, you do it only when it’s convenient. When you’re committed to something, you accept no excuses, only results.” That’s what leaders do. They commit and follow through.

The best use of power is not to have to use it at all.

Being responsive to your people’s needs sets them free to be responsible (able to respond) for getting the job done.

A savvy negotiator will tell you that if they let you set the price and you let them set the terms, conditions, and deliverables, they will beat you every time.

If you can't tell me what you'd like to be happening", he said, "you don't have a problem yet. You're just complaining. A problem only exists if there is a difference between what is actually happening and what you desire to be happening." (p.20)

most companies spend more time and money on maintaining their buildings, technology, and equipment than they do on developing people (p.52)