Kenneth Blanchard Quotes

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None of us is as smart as all of us.
Kenneth H. Blanchard
Help People Reach Their Full Potential Catch Them Doing Something Right
Kenneth H. Blanchard (The One Minute Manager)
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.
Kenneth H. Blanchard
If you don't blow your own horn, someone else will use it as a spittoon.
Kenneth H. Blanchard
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.
Kenneth H. Blanchard
The best way to teach people is by telling a story
Kenneth H. Blanchard
Goals begin behaviors, consequences maintain them.
Kenneth H. Blanchard (The One Minute Manager)
The people who work with you as their manager will look to you as one of their sources of wisdom
Kenneth H. Blanchard (The One Minute Manager)
Effective managers,” he thought, “manage themselves and the people they work with so that both the organization and the people profit from their presence.
Kenneth H. Blanchard (The One Minute Manager)
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
Kenneth H. Blanchard (The One Minute Manager)
A clear purpose will unite you as you move forward, values will guide your behavior, and goals will focus your energy.
Kenneth H. Blanchard (Collaboration Begins with You: Be a Silo Buster)
The best minute I spend is the one I invest in people.
Kenneth H. Blanchard (The One Minute Manager)
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!
Kenneth H. Blanchard (Collaboration Begins with You: Be a Silo Buster)
Empowerment requires a major shift in attitude. The most crucial place that this shift must occur is in the heart of every leader.
Kenneth H. Blanchard (Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations)
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.
Kenneth H. Blanchard (The One Minute Manager)
Some of the greatest advances happen when people are bold enough to speak their truth and listen to others speak theirs.
Kenneth H. Blanchard (Collaboration Begins with You: Be a Silo Buster)
من غير المناسب إخفاء مشاعرك السلبية نحو ضعف أداء موظف Page: 86
Kenneth H. Blanchard (The One Minute Manager)
Everyone Is A Potential Winner. Some People Are Disguised As Losers. Don’t Let Their Appearances Fool You.
Kenneth H. Blanchard (The New One Minute Manager)
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.
Kenneth H. Blanchard (The Heart of a Leader)
Empowerment means that people have the freedom to act. It also means that they are accountable for results.
Kenneth H. Blanchard (Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations)
Leaders empower individuals by building trust and coaching competence in their job roles and networking skills.
Kenneth H. Blanchard (Collaboration Begins with You: Be a Silo Buster)
People Who Feel Good About Themselves Produce Good Results. *
Kenneth H. Blanchard (The New One Minute Manager)
A passionate activity is one you’re doing without regard for time.
Kenneth H. Blanchard (Helping People Win at Work: A Business Philosophy called ''Don't Mark My Paper, Help Me Get an A'' (Leading at a Higher Level))
Anytime you use your influence to affect the thoughts and actions of others, you are engaging in leadership.
Kenneth H. Blanchard (The Heart of a Leader)
Remember, the best leaders are those who understand that their power flows through them, not from them.
Kenneth H. Blanchard (The Heart of a Leader)
Once leaders embrace the role of coach, they realize the weight of leadership is now balanced between themselves and their direct reports.
Kenneth H. Blanchard (Collaboration Begins with You: Be a Silo Buster)
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.
Kenneth H. Blanchard (The One Minute Manager)
People have trouble admitting there are problems, but everyone has an area he or she would like
Kenneth H. Blanchard (Putting the One Minute Manager to Work: How to Turn the 3 Secrets into Skills)
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.
Kenneth H. Blanchard (The New One Minute Manager)
إن قول "آسف" وحده لايكفي إذا لم يصحبه تغيير في سلوكك'' The One Minute Apology
Kenneth H. Blanchard
A good life is built on strong, solid values such as integrity, love, honesty, and purposeful work.
Kenneth H. Blanchard (The One Minute Entrepreneur: The Secret to Creating and Sustaining a Successful Business (One Minute Manager))
As a collaborative leader, you support people in their work—you remove roadblocks and help them win.
Kenneth H. Blanchard (Collaboration Begins with You: Be a Silo Buster)
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.
Kenneth H. Blanchard (The Heart of a Leader)
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.
Kenneth H. Blanchard (The Heart of a Leader)
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.
Kenneth H. Blanchard (The New One Minute Manager)
determination to make a difference, do worthwhile work, get good results, and, at the same time, have fun.
Kenneth H. Blanchard (Helping People Win at Work: A Business Philosophy called ''Don't Mark My Paper, Help Me Get an A'' (Leading at a Higher Level))
First let’s look at a model of Situational Leadership® II that shows a combination development level and leadership style.
Kenneth H. Blanchard (Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II)
People in the community, they don't think less of themselves, they just think about themselves less.
Kenneth H. Blanchard
The void created by the failure to communicate is soon filled with poison, drivel, and misrepresentation.
Kenneth H. Blanchard (Helping People Win at Work: A Business Philosophy called ''Don't Mark My Paper, Help Me Get an A'' (Leading at a Higher Level))
It’s
Kenneth H. Blanchard (Servant Leader)
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.
Kenneth H. Blanchard (The Heart of a Leader)
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.
Kenneth H. Blanchard (The Heart of a Leader)
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.
Kenneth H. Blanchard (The Heart of a Leader)
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.
Kenneth H. Blanchard (The Heart of a Leader)
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.
Kenneth H. Blanchard (The Heart of a Leader)
What you resist, persists. Until you deal with your feelings, you will be stuck with them.
Kenneth H. Blanchard (The Heart of a Leader)
In other words, you’re saying managers should work for their people, and not the reverse.
Kenneth H. Blanchard (Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II)
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.
Kenneth H. Blanchard (The Heart of a Leader)
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.
Kenneth H. Blanchard (The Heart of a Leader)
If you want to know why your people are not performing well, step up to the mirror and take a peek.
Kenneth H. Blanchard (The Heart of a Leader)
One of the biggest obstacles to high performance in organizations comes from unclear expectations and accountability.
Kenneth H. Blanchard (Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II)
great rule of thumb is to never say anything behind someone’s back that you wouldn’t say straight to the person’s face.
Kenneth H. Blanchard (Trust Works!: Four Keys to Building Lasting Relationships)
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.
Kenneth H. Blanchard (The Heart of a Leader)
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!
Kenneth H. Blanchard (The Heart of a Leader)
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.
Kenneth H. Blanchard
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.
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
Trust is what happens when values and behaviors match up.
Kenneth H. Blanchard
Empowerment Is Something Someone Gives You. Self Leadership Is What You Do To Make It Work.
Kenneth H. Blanchard (Self Leadership and the One Minute Manager)
Leadership is not about power. It’s not about control; it’s about helping people live according to the vision.
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
Trump is President. We're all fucked.
Kenneth H. Blanchard
One of the things great leaders do is establish, articulate, model, and enforce core values.” So
Kenneth H. Blanchard (The Secret: What Great Leaders Know and Do)
Help People Reach Their Full Potential. Catch Them Doing Something Right.
Kenneth H. Blanchard (The New One Minute Manager)
After all, how can you be an effective manager unless you and your team are clear about goals and what good performance looks like?
Kenneth H. Blanchard (The New One Minute Manager)
The best definition of profit I’ve ever heard is that it is the applause you get for satisfying your customers and creating a motivating environment for your people.
Kenneth H. Blanchard (The Heart of a Leader)
As Lily Tomlin once said, “The problem with a rat race is that even if you win, you’re still a rat.
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
If you catch yourself doing things right, everything in your life will improve—especially your relationships. That’s because it’s fun to be around people who like themselves.
Kenneth H. Blanchard (The Heart of a Leader)
It’s only when you realize that it’s not about you that you begin to lead at a higher level.
Kenneth H. Blanchard (The Heart of a Leader)
There is nothing so unequal as the equal treatment of unequals. Friends
Kenneth H. Blanchard (Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations)
Yes. However, remember—productivity is more than just the quantity of work done. It is also the quality.
Kenneth H. Blanchard (The New One Minute Manager)
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.
Kenneth H. Blanchard (The Heart of a Leader)
Being responsive to your people’s needs sets them free to be responsible (able to respond) for getting the job done.
Kenneth H. Blanchard (The Heart of a Leader)
It’s more important as a manager to be respected than to be popular.
Kenneth H. Blanchard (The Heart of a Leader)
Good thoughts in your head that are not communicated “mean squat.
Kenneth H. Blanchard (The Heart of a Leader)
Trying is just a noisy way of not doing something.
Kenneth H. Blanchard (The Heart of a Leader)
I firmly believe that providing feedback is the most cost-effective strategy for improving performance and instilling satisfaction. It can be done quickly, it costs nothing, and it can turn people around fast.
Kenneth H. Blanchard (The Heart of a Leader)
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.
Kenneth H. Blanchard (The Heart of a Leader)
It was as though most managers in the world were primarily interested either in results or in people. The managers who were interested in results often seemed to be labeled "autocratic," while the managers interested in people were often labeled "democratic." The young man thought each of these managers — the "tough" autocrat and the "nice" democrat — were only partially effective. "It's like being half a manager," he thought.
Kenneth H. Blanchard (Leadership by the Book (The One Minute Manager))
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.
Kenneth H. Blanchard (The Heart of a Leader)
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.
Kenneth H. Blanchard (The One Minute Apology: A Powerful Way to Make Things Better)
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 ؟
Kenneth H. Blanchard (The One Minute Apology: A Powerful Way to Make Things Better)
The entrepreneur explained that she was having a hard time finding people who were willing to work as hard as she was. “I feel I have to do everything myself. I can’t count on anyone to take on some of the things that need to be done,” said the entrepreneur. “What you have to do,” said the One Minute Manager, “is learn to delegate.
Kenneth H. Blanchard (Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II)
نصبح قادرين على أن نتقبل نفسنا عندما: 1. يكون تقديرنا لشخصنا غير معتمد في الأساس على أدائنا وعلى رأي الآخرين فينا. 2. نكون مستعدين للإقرار بأخطائنا بغض النظر عن النتيجة. 3. لا نقلل من شأن نفسنا ولكن نقلل من التفكير فيها. 4. ندرك أنه من المستحيل أن تحقق ما يكفي من التقدير أو تحصل على ما يكفيك من سلطة وما يكفي من الأشياء لكي تحصل على حب أكثر فهناك من يحبك بالفعل بدون شروط.
Kenneth H. Blanchard (The One Minute Apology: A Powerful Way to Make Things Better)
Key Questions • What do engaged people look like in my context? • In the past, what factors have led me to be fully engaged? • Which of these factors are missing in my followers? • What do my people need to be more engaged? • How can I help my people grow—as a group and individually? Caution: One size doesn’t fit all. People have specific and unique engagement and development needs.
Kenneth H. Blanchard (The Secret: What Great Leaders Know and Do)
When you ask people about the best leader they ever had, one quality is always mentioned: they are good listeners. These leaders have learned to “sort by others.” When someone says, “It’s a beautiful day,” they respond by keeping the focus on the speaker. For example, they’ll respond, “It sounds like you’re pretty happy today.” Poor listeners “sort by self.” If you express a concern you have, they will express a concern they have. Our senior consulting partner, Laurie Hawkins, is a great listener. Clients tell me, “I had the greatest dinner with Laurie recently. He’s a wonderful person.” When I ask what they know about Laurie—whether he’s married or has kids—they seldom know. They loved being with Laurie because he kept the conversation focused on them. Test the power of listening by taking time to truly listen and focus on others.
Kenneth H. Blanchard (The Heart of a Leader)
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
Kenneth H. Blanchard (Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II)
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.
Kenneth C. Blanchard Jr. (Darwinian Conservatism: A Disputed Question)
make a difference, do worthwhile work, get good results, and, at the same time, have fun.
Kenneth H. Blanchard (Helping People Win at Work: A Business Philosophy called ''Don't Mark My Paper, Help Me Get an A'' (Leading at a Higher Level))
6. نعتذر لا لكي نحصل على نتيجة معينة ولكن لأننا قد أدركنا أننا قد أخطأنا وأن هذا هو الشيء الصحيح الذي يتوجب علينا فعله، إذ يجب ألا يكون اعتذارنا مرتبطاً بالنتيجة التي نحققها من وراء الاعتذار أو برد فعل من نعتذر له سواء قبل اعتذارنا وسامحنا أو لا.
Kenneth H. Blanchard (The One Minute Apology: A Powerful Way to Make Things Better)
إن الشيء المعتاد عندما نرتكب خطأ ما هو أن نحاول إيجاد الأعذار والمبررات بطريقة أو بأخرى، لكن عندما نقر بأخطائنا ونحاول الاعتذار إلى الأشخاص الذين ألحقنا بهم الأذى ونجعلهم يشعرون بحقيقة مشاعرنا تجاه ما ارتكبناه في حقهم ونقوم بالتكفير عن أخطائنا فإننا نستطيع أن نستعيد ثقة الآخرين فينا للحفاظ على علاقة جيدة.
Kenneth H. Blanchard (The One Minute Apology: A Powerful Way to Make Things Better)
Trusting in Something Other Than God Another way you Edge God Out is when you trust in something other than the character and unconditional love of God as your source of security and self-worth. When you put your sense of security and self-worth in your intellect, your position, your performance, your possessions, or your business and personal contacts, you’re counting on things that are at-risk and temporary. Instead, you must place your trust in that which is sure and eternal: God’s care for you and the wisdom He provides about living in harmony with the rest of His creation.
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
Feedback is the Breakfast of Champions.
Kenneth H. Blanchard
Everyone is a Potential Winner. Some people are disguised as Losers, don't let their appearances Fool you.
Kenneth H. Blanchard
You have to learn how to diagnose the development levels of the people you work with on each of their goals. I’ll tell you more about that in a minute. Finally, you have to learn to use a variety of leadership styles to provide individuals with what they need from you.
Kenneth H. Blanchard (Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II)
That’s what day-to-day coaching is all about,” said Randy, “being responsive to the people you lead.
Kenneth H. Blanchard (Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II)
confidence that is earned helps you deal with all the changes that are occurring. We’re expected to be confident enough to innovate in order to stay ahead.” “Is that why your Manager gives you the opportunity to solve a problem yourself, rather than participating in your decision?” “Yes. Plus, it saves a manager
Kenneth H. Blanchard (The New One Minute Manager)
Like water in a bucket, vision evaporates and must be constantly replenished—that is, communicated.
Kenneth H. Blanchard (The Secret: What Great Leaders Know and Do)
EMBODY THE VALUES To live in a fashion consistent with your stated values. The principle behind the practice: More of leadership is caught rather than taught. In other words, people watch the leader and learn from his or her example. Single-word focus: Credibility Key Questions • What values or beliefs do I want to drive the behavior of my organization? • How can I communicate these values? • Which of these values do I most consistently model? • Which of these values do I need to work on? • What are my actions communicating? Caution: If the leader doesn’t embody the values, the trust of his or her followers will erode, and ultimately the leader will forfeit the opportunity to lead. Food for Thought • What have I learned about leadership during this journey? • Why does it matter? • What do I do with all that I’ve learned? • What am I willing to do today to improve my leadership? • What one thing can I put into practice this week? • Who can I ask to help me? THE ULTIMATE QUESTION Am I a serving leader or a self-serving leader? Self-Assessment Are You a Serving Leader? Rate each statement using the following scale: 5 = Completely agree 4 = Partially agree 3 = Neither agree nor disagree
Kenneth H. Blanchard (The Secret: What Great Leaders Know and Do)
He praises me when I’m doing my job well and deserve it, even if things are not going well for him personally or here at work.
Kenneth H. Blanchard (The New One Minute Manager)
«Gracia es la moneda corriente en toda verdadera relación».
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
He decidido entregar mis esfuerzos de guía a Dios y llegar a ser un discípulo de Jesús y del liderazgo de servicio que Él enseñó.
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
Habiendo tenido un «ataque de corazón» en cuanto a los principios de un liderazgo de servicio, he tratado de llevar este mensaje a otros líderes y practicarlo en todas mis actividades.
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
Para quienes siguen a Jesús de Nazaret, el mandato para cada uno ya ha sido establecido y comunicado por el Padre a todos sus hijos: «Amarás al Señor tu Dios con todo tu corazón, y con toda tu alma, y con toda tu mente, y con todas tus fuerzas» y «A tu prójimo como a ti mismo» (Marcos 12.30-31).
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
Antes de tratar de influenciar y reclutar a otros para que trabajen con usted en la creación de una visión convincente necesita estar claro acerca de su propósito personal. El propósito personal del líder debe guiar y alinear los esfuerzos de quienes le seguirán; en caso contrario, toda su relación se habrá levantado sobre un fundamento falso. Motivos escondidos y agendas ocultas sabotearán la confianza y la confianza es el ingrediente clave en cualquier relación guía-seguidor.
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
El fruto del gran liderazgo de servicio se hace realidad cuando un líder busca traspasar a la generación siguiente de líderes los desafíos de su época con toda la sabiduría, conocimiento y recursos espirituales que pueda proveer.
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
Seguir a Jesús y guiar como Él significa que está sirviendo a un propósito superior y que debe ser responsable a un nivel de esa altura en una manera que no todos entenderán ni aplaudirán. Al mismo tiempo, usted hará como Él hizo y se enfocará en servir a los demás ayudándoles a crecer y a desarrollarse.
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
Una vez que se ha fijado la visión puede establecer las metas para responder a la pregunta: «¿En qué quiero que se concentre la gente ahora?»
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
Human beings generally desire a complete life, parental care, sexual identity, sexual mating, familial bonding, friendship, social status, justice as reciprocity, political rule, war, health, beauty, property, speech, practical habituation, practical reasoning, practical arts, aesthetic pleasure, religious understanding, and intellectual understanding.[38]
Kenneth C. Blanchard Jr. (Darwinian Conservatism: A Disputed Question)
A truly great and enduring vision will extend beyond the leadership season of any one individual and be carried in the hearts and minds of those to whom it has been entrusted.
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All 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)
Kenneth H. Blanchard (The New One Minute Manager)
most companies spend more time and money on maintaining their buildings, technology, and equipment than they do on developing people (p.52)
Kenneth H. Blanchard (The New One Minute Manager)
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.
Don Hutson, Kenneth H. Blanchard
Someone saw potential in me, invested in my life, and helped me understand that the rewards of becoming a serving leader were far greater than being a self-serving one. I guess you could say I had a change of heart.
Kenneth H. Blanchard (The Secret: What Great Leaders Know and Do)
El Plan del Nuevo Mánager al Minuto
Kenneth H. Blanchard (El manager al minuto: El método gerencial más popular del mundo)
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....
Michael Gitabaum
Our Manager works with us to make it clear what our responsibilities are and what we are being held accountable for.
Kenneth H. Blanchard (The New One Minute Manager)
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.
Kenneth H. Blanchard (The New One Minute Manager)
we have two choices every day: We can feel good about ourselves, or we can feel lousy about ourselves. Why would anyone choose the latter?
Kenneth H. Blanchard (The Heart of a Leader)
Habits Your habits are how you renew your daily commitment as a leader to serve rather than to be served. As a leader committed to serve despite all the pressures, trials, and temptations He faced, how did Jesus replenish His energy and servant perspective? His habits! Through a life pattern of solitude and prayer, knowledge of the will of God expressed in His Holy Word, and the community He shared with a small group of intimate companions, Jesus was constantly refreshed and renewed.
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
What we give our attention to, grows. —Ken Blanchard, Thad Lacinak, Chuck Tompkins, and Jim Ballard Whale Done!™       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.
Kenneth H. Blanchard (The Heart of a Leader)
Scripture is the holy Word from the holy God, delivered by holy men, to teach holy truths and to make people holy.
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
If people give me negative feedback or criticize something I do, I don’t interpret what they are saying as meaning that I am a “bad” person. The belief that I control my own self-esteem permits me to listen to and hear their feedback in a nondefensive way—looking to see if there is something I can learn.
Kenneth H. Blanchard (The Heart of a Leader)
It’s been said that if you don’t toot your own horn, someone will come along and use it as a spittoon.
Kenneth H. Blanchard (The Heart of a Leader)
The big question is, does Jesus matter in your family?
Kenneth H. Blanchard (Lead Your Family Like Jesus: Powerful Parenting Principles from the Creator of Families)
People Who Feel Good About Themselves Produce Good Results.
Kenneth H. Blanchard (The New One Minute Manager)
The best use of power is not to have to use it at all.
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
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.
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
Disagreement can actually be healthy as long as we’re dealing with conflicting ideas, not conflicting people.
Kenneth H. Blanchard (Collaboration Begins with You: Be a Silo Buster)
What did God say to me through this message? • How does my life measure up to this Word?
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
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.
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
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.
Kenneth H. Blanchard (The Heart of a Leader)
Para los seguidores de Jesús, el liderazgo de servicio no es una opción; es un mandato.
Kenneth H. Blanchard (Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time)
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.
Kenneth H. Blanchard (The Heart of a Leader)
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.
John C. Maxwell (Good Leaders Ask Great Questions: Your Foundation for Successful Leadership)
Another aspect of competence,” Kathy continued, “involves transferable skills like planning, problem solving, and time management skills.
Kenneth H. Blanchard (Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II)
Isn’t it interesting that all these years later we are still naming kids Matthew, James, Sarah, and Mary, and we call our dogs Nero and Caesar? I rest my case.
Kenneth H. Blanchard (Lead Like Jesus Revisited)
Attention is like sunshine to humans. What we give our attention to, grows. What we ignore, withers.
Kenneth H. Blanchard (Whale Done! : The Power of Positive Relationships)
the leadership/strategic aspect and the servant/operational
Kenneth H. Blanchard (Servant Leadership in Action: How You Can Achieve Great Relationships and Results)
a visionary/direction, or strategic, role—the leadership aspect of servant leadership; and •   an implementation, or operational, role—the servant aspect of servant leadership.
Kenneth H. Blanchard (Servant Leadership in Action: How You Can Achieve Great Relationships and Results)
it would be a lot easier for me to do well if he gave me crystal-clear feedback on how I was doing.
Kenneth H. Blanchard (The New One Minute Manager)
Help People Reach Their Full Potential. Catch Them Doing Something Right.
Kenneth H. Blanchard (The New One Minute Manager)
because we know what our job is. 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.
Kenneth H. Blanchard (The New One Minute Manager)
Today, people look for more fulfillment in their work and their lives. They want to feel engaged and make a meaningful contribution. They’re less willing to trade time on the job to satisfy needs outside of work.
Kenneth H. Blanchard (The New One Minute Manager)
the most effective managers manage themselves and the people they work with so that both the people and the organization profit from their presence.
Kenneth H. Blanchard (The New One Minute Manager)
He praises me when I’m doing my job well and deserve it, even if things are not going well for him personally or here at work. I know he may be annoyed about things happening elsewhere. But he responds to where I am, not just to where he is at the time. I really appreciate that.
Kenneth H. Blanchard (The New One Minute Manager)
Goals make clear what is most important to focus on, Praisings build confidence that helps you succeed, and Re-Directs address mistakes.
Kenneth H. Blanchard (The New One Minute Manager)
Take a Minute To Look At Your Goals. Then Look At What You’re Doing And See If It Matches Your Goals.
Kenneth H. Blanchard (The New One Minute Manager)
When people become defensive, they don’t learn.
Kenneth H. Blanchard (The New One Minute Manager)
instead of setting our goals for us, he listens to our input and works side-by-side with us to develop them. After we agree on our most important goals, each is described on one page.
Kenneth H. Blanchard (The New One Minute Manager)
He feels that a goal and its performance standard—what needs to be done and by what due date—should take no more than a paragraph or two to express, so it can be read and reviewed in about a minute.
Kenneth H. Blanchard (The New One Minute Manager)
If you choose to follow Jesus, you are no longer your own. You are not living to please yourself or other people. Instead, Jesus is the only authority and only audience for every life decision you make.
Kenneth H. Blanchard (Lead Like Jesus Revisited)
When people know the leader cares about them and wants to help them grow, a new culture of trust and community develops, resulting in both high performance and great human satisfaction.
Kenneth H. Blanchard (Lead Like Jesus Revisited)
The essence of knowledge is, having it, to use it.
Kenneth H. Blanchard (The New One Minute Manager)
When all kinds of trials and temptations crowd into your lives my brothers, don’t resent them as intruders, but welcome them as friends! Realise that they come to test your faith and to produce in you the quality of endurance. But let the process go on until that endurance is fully developed, and you will find you have become men of mature character with the right sort of independence. And if, in the process, any of you does not know how to meet any particular problem he has only to ask God—who gives generously to all men without making them feel foolish or guilty—and he may be quite sure that the necessary wisdom will be given him. But he must ask in sincere faith without secret doubts as to whether he really wants God’s help or not. The man who trusts God, but with inward reservations, is like a wave of the sea, carried forward by the wind one moment and driven back the next. That sort of man cannot hope to receive anything from God, and the life of a man of divided loyalty will reveal instability at every turn. (PHILLIPS)
Kenneth H. Blanchard (Lead Like Jesus Revisited)
achiever
Kenneth H. Blanchard (One Minute Mentoring: How to Find and Work With a Mentor--And Why You'll Benefit from Being One)