Catatan FerSus - Belajar dari Pengalaman

2011/09/14

Servant Leadership

After carefully considering Greenleaf's original writings, Larry Spears, CEO of the Greenleaf Center has identified a set of 10 characteristics that he views as being critical to the development of servant-leaders. These 10 are by no means exhaustive. However, they serve to communicate the power and promise that this concept offers: 

1. Listening
Traditionally, leaders have been valued for their communication and decision making skills. Servant-leaders must reinforce these important skills by making a deep commitment to listening intently to others. Servant-leaders seek to identify and clarify the will of a group. They seek to listen receptively to what is being and said (and not said). Listening also encompasses getting in touch with one's inner voice, and seeking to understand what one's body, spirit, and mind are communicating. 

2. Empathy
Servant-leaders strive to understand and empathize with others. People need to be accepted and recognized for their special and unique spirit. One must assume the good intentions of coworkers and not reject them as people, even when forced to reject their behavior or performance. 

3. Healing
Learning to heal is a powerful force for transformation and integration. One of the great strengths of servant-leadership is the potential for healing one's self and others. In "The Servant as Leader", Greenleaf writes, "There is something subtle communicated to one who is being served and led if, implicit in the compact between the servant-leader and led is the understanding that the search for wholeness is something that they have."

4. Awareness
General awareness, and especially self-awareness, strengthens the servant-leader. Making a commitment to foster awareness can be scary--one never knows that one may discover! As Greenleaf observed, "Awareness is not a giver of solace - it's just the opposite. It disturbed. They are not seekers of solace. They have their own inner security."

5. Persuasion
Servant-leaders rely on persuasion, rather than positional authority in making decisions. Servant-leaders seek to convince others, rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional authoritarian model and that of servant-leadership. The servant-leader is effective at building consensus within groups.
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6. Conceptualization
Servant-leaders seek to nurture their abilities to "dream great dreams." The ability to look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond day-to-day realities. Servant-leaders must seek a delicate balance between conceptualization and day-to-day focus.

7. Foresight
Foresight is a characteristic that enables servant-leaders to understand lessons from the past, the realities of the present, and the likely consequence of a decision in the future. It is deeply rooted in the intuitive mind.

8. Stewardship
Robert Greenleaf's view of all institutions was one in which CEO's, staff, directors, and trustees all play significance roles in holding their institutions in trust for the great good of society.

9. Commitment to the Growth of People
Servant-leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As such, Servant-leaders are deeply committed to a personal, professional, and spiritual growth of each and every individual within the organization.

10. Building Community
Servant-leaders are aware that the shift from local communities to large institutions as the primary shaper of human lives has changed our perceptions and caused a send of loss. Servant-leaders seek to identify a means for building community among those who work within a given institution.
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2011/09/04

"Happiness lies in the joy of achievement and the thrill of creative effort." Franklin Roosevelt
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2011/08/23

Apa Tanda Pekerjaan Kita Itu Baik?

Pak Mario, apa tanda pekerjaan kita itu baik?

Perhatikanlah 4 tanda super ini:

1. Anda bergembira di dalam pekerjaan itu.

2. Anda menjadi lebih ahli dan dibutuhkan
di dalam atau di luar perusahaan.

3. Anda dibayar dengan baik dan bahkan
menuju penghargaan yang tinggi.

4. Jika Anda gagal, Anda justru menjadi lebih dikenal
dan dihargai niat baiknya.

Jika tidak,
tuluslah memperbaiki diri dalam pekerjaan Anda,
atau tegaslah pindah ke pekerjaan yang lebih baik.

Mario Teguh
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2011/08/09

Memudahkan Urusan Orang Lain


Ini adalah salah satu kalimat paling popular diantara kita;”Jika bisa di bikin sulit, mengapa dibuat mudah…?” Awalnya kita hanya menganggap itu sebagai sindiran. Lalu berubah menjadi guyonan. Kemudian berevolusi menjadi kebiasaan yang menggoda kita untuk melakukannya juga. Maka tidak heran jika semakin hari, semakin jarang kita temukan orang-orang yang melayani dengan semangat untuk memudahkan urusan orang lain. Cobalah ingat-ingat kembali, mana yang lebih banyak Anda rasakan; pelayanan yang memudahkan urusan Anda atau sebaliknya?

Istri saya memiliki pengalaman menarik. Suatu ketika dia menemani ibunya untuk kebutuhan pelayanan kesehatan di tempat yang jauh. Dia sudah membawa ibu kami ke berbagai tempat, sehingga mempunyai referensi pelayanan dari pengalaman sebelumnya. Di tempat terakhir ini, dia mendapatkan pengalaman berbeda. Sebagai orang baru dia tidak mengenal budaya setempat. Bukan itu saja, beberapa kelengkapan administrasi tidak terbawa pula. Apa yang terjadi? Dia diminta untuk duduk di ruang tunggu, sedangkan ‘semua urusan’ ditangani oleh seseorang yang melayaninya di tempat itu. “Kenapa sih tempat kita sendiri aku tidak menemukan pelayanan seperti ini?” begitulah kalimat yang dilontarkannya. Jawabannya sederhana saja; kita tidak terbiasa untuk memudahkan urusan orang lain. Bagi Anda yang tertarik untuk menemani saya belajar memudahkan urusan orang lain, saya ajak untuk memulainya dengan menerapkan 5 prinsip Natural Intellligence berikut ini:

1. Mulailah dengan tujuan yang tepat dalam bekerja. Apa tujuan Anda bekerja?. Uang? Bagus. Namun berhati-hati dengan efek sampingnya. Misalnya, meminta imbalan yang tidak seharusnya Anda terima. Terimalah hanya uang yang memang sudah menjadi hak Anda. Uang sering menjadi ukuran ‘seberapa bersedianya kita memudahkan urusan orang lain”. Maka bekerja dengan tujuan uang, bisa menjadikan kita orang yang benar atau salah. Bagaimana kalau kita mengganti tujuan bekerja itu dari sekedar uang, menjadi ‘ibadah’? Dengan niat itu Anda sudah pasti mendapatkan uang yang menjadi hak Anda sepenuhnya. Tidak akan dikurangi. Dan dengan niat ibadah itu, kita bisa memposisikan diri untuk melayani. Maka bagi orang yang niatnya bekerja adalah ibadah, sangat mudah untuk memudahkan urusan orang lain. Karena dalam ibadah, kinerja kita tercermin dari kemudahan yang dirasakan oleh orang-orang yang kita layani. Jika didalam hati kita masih ada bisikan untuk ‘melambat-lambatkan’ yang bisa cepat, mungkin niat bekerja kita belum tepat. Jika dalam bekerja kita ‘mengabaikan kepentingan orang lain’, mungkin niat kita masih salah. Jika kita hanya mau memudahkan urusan orang lain jika dan hanya jika mereka memberi ‘imbalan’ tambahan diluar hak kita; maka boleh jadi; tujuan kita dalam bekerja belum diubah menjadi ‘ibadah’.

2. Bangunlah reputasi yang baik untuk diri sendiri. Mari kita coba perhatikan semua orang atau semua departemen di kantor kita. Ada departemen yang mudah untuk diajak bekerja sama. Ada juga departemen yang semua orang juga tahu betapa sulitnya untuk bekerjasama dengan mereka. Kita juga bisa melihat hal itu di tingkat individu. Ada orang-orang yang kita semua kenal dia sebagai pribadi yang senang sekali menolong orang lain. Ada yang dikenal sebagai orang usil. Ada yang pemarah. Rajin. Malas. Dan ada pula orang-orang yang dikenal sebagai orang yang paling gemar menyusahkan orang lain. Kata ‘dikenal’ yang saya sebut berulang-ulang itu mengindikasikan reputasi. Sebab reputasi merujuk kepada “bagaimana kualitas pribadi seseorang ‘dikenal’ oleh orang lain”. Selalu bersedia memudahkan urusan orang lain adalah salah satu kualitas yang mutlak harus dimiliki oleh siapa pun yang ingin memiliki reputasi yang baik. Mengapa? Karena reputasi kita dinilai oleh orang lain, bukan kita sendiri yang mengklaimnya. Apakah Anda ingin memiliki reputasi pribadi yang baik? Jika ya, maka mulailah dengan membiasakan diri untuk memudahkan urusan orang lain.

3. Tetaplah menegakkan prosedur dan kedisiplinan. Kadang-kadang kita suka menjerumuskan diri kedalam sudut pandang negatif. “Kalau kita memudahkan urusan orang lain berarti kita melanggar prosedur,” kita bilang. Kita berpikir begitu, mungkin karena kita belum bisa keluar dari kebiasaan buruk untuk melanggar prosedur. Padahal, memudahkan urusan orang lain tidak selalu harus melanggar prosedur. Justru untuk memudahkan urusan orang lain, kita harus menegakkan prosedur; baik yang tertulis maupun yang sudah menjadi norma umum. Misalnya, first come, first serve. Yang pertama datang, itulah yang dilayani. Atau mengacu kepada KPI. Misalnya, dokumen di meja kita harus segera keluar paling lambat dalam 1 hari. Semua permintaan disposisi dari departemen lain harus sudah selesai selambat-lambat dalam 3 hari. Justru dengan mengikuti prosedur itu kita bisa memudahkan urusan orang lain, karena prosedur dibuat untuk memudahkan urusan semua orang. Jika ada orang yang menegur Anda karena menegakkan prosedur, Anda tidak akan pernah dipersalahkan.

4. Gunakan judgement profesional dan buatlah pengecualian. Prosedur di perusahaan tidak selalu bisa mengakomodasi situasi khusus. Orang-orang yang tugasnya berhubungan dengan pihak luar tahu benar tentang hal ini. Sayangnya, seringkali tidak dimengerti oleh orang-orang supporting function. Makanya, orang yang berhubungan dengan pihak luar sering tergencet diantara kewajiban untuk melayani pihak luar dengan kengototan membabi buta orang dalam. Jika Anda yang orang dalam itu, maka saya ingin mengajak untuk belajar menggunakan judgment profesional Anda. Kita bukanlah robot yang bekerja sesuai dengan ‘setelan’ program. Kita adalah manusia yang memiliki kemampuan untuk menilai dan mengambil keputusan. Perhatikanlah jika teman Anda didepartemen lain meminta pengecualian pada kondisi khusus. Janganlah bersembunyi dibalik kata ‘prosedur’. Justru kengototan kita bisa merusak reputasi perusahaan. “Maaf Bung, prosedurnya 14 hari kerja,” misalnya. Gunakan kemampuan berpikir dan pengambilan keputusan Anda, maka Anda akan tahu bahwa; menyelesaikannya dengan lebih cepat menjaga reputasi perusahaan dimata pihak luar yang menjadi mitra bisnis atau pelanggan Anda. Lagipula, logika umum mengatakan bahwa dalam hal melayani berlaku hukum;”lebih cepat, lebih baik’. Maka gunakanlah judgment profesional Anda.

5. Balaslah keburukan dengan kebaikan. Ada juga orang yang menyulitkan orang lain karena mereka merasa kesal kepada orang itu. Misalnya, “orangnya jutek, ngapain saya mudahin!” Lho, yang jutek salah satu atau keduanya ya? Ada juga yang bilang;”Dia kebiasaannya mau cepat melulu, biar kita lambatin aja sekalian…” Ada lho orang yang berprinsip demikian. Mereka hanya memikirkan untuk ‘membalas’ orang yang tidak ‘cocok’ dengannya tanpa mempertimbangkan dampaknya bagi orang-orang lain yang tidak kelihatan. Ketika kita membuat susah satu orang dikantor, mungkin efeknya terbawa ke rumah. Disana mungkin ada istri yang sedang hamil. Atau anaknya yang demam. Balita yang membutuhkan susu. Atau, mungkin ada anak yatim yang menantikan sesuatu. Kita tidak pernah tahu. Maka perlakuan buruk kita kepada orang yang tidak kita sukai itu telah salah sasaran. Dan kita jadi berdosa kepada mereka. “Tapi, saya tidak suka dengan cara orang itu menyuruh-nyuruh saya. Bos saya juga nggak gitu-gitu amat!” Apakah Anda pernah mendengar kalimat itu? Sounds familiar, ya. Hey, ingatlah bahwa kita hidup bukan untuk saling berbalas keburukan. Anda adalah orang baik. Maka janganlah ikut terseret untuk meninggalkan sikap dan perilaku baik. Bahkan jika orang lain melakukan keburukan kepada Anda. Balaslah keburukan mereka dengan kebaikan. Mengapa? Karena Anda adalah orang baik.

Memang tidak mudah untuk memudahkan urusan orang lain. Khususnya memudahkan mereka yang menurut penilaian kita sering menyulitkan kita. Sulit juga untuk memudahkan urusan orang yang suka meminta kita cepat-cepat. Tetapi, bukankah nilai diri kita meningkat semakin tinggi justru ketika kita bisa membuat mudah urusan mereka? Jika hati Anda masih terganjal oleh kedongkolan atas perilaku mereka yang hendak Anda mudahkan urusannya itu, barangkali nasihat dari guru kehidupan saya bisa menjadi bahan renungan. Beliau mengatakan;”Siapa saja yang selama hidupnya gemar memudahkan urusan orang lain, Maka Allah akan memudahkan segala urusannya di dunia dan diakhirat.” Oh, siapakah gerangan yang bisa memudahkan urusan kita secara sempurna selain Dia Yang Maha Kuasa? Maukah Anda dimudahkan urusannya oleh Tuhan? Jika demikian, belajarlah untuk memudahkan urusan orang lain.

Mari Berbagi Semangat!
Dadang Kadarusman - 9 Agustus 2011
Natural Intelligence Learning Facilitator
Website: http://www.dadangkadarusman.com
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2011/08/04

Apakah Anda Menyukai Tebu Atau Gulanya?

“Habis manis, sepah dibuang,” betapa pandainya para sepuh kita membuat perumpamaan. Orang-orang yang dinilai sudah tidak berguna lagi disisihkan begitu saja. Kadang kita marah, kalau diperlakukan seperti sepah. Padahal, kita juga akan membuang sepah itu jika sudah tidak ada lagi rasa manisnya. Ini soal siapa pelaku dan siapa korbannya saja. Kita tidak suka jadi korban, itu saja. Bukankah kita juga tidak ingin menyimpan sepah dirumah? Wajar jika sepah itu dibuang. Yang tidak wajar adalah yang belum menjadi sepah sudah dibuang. Juga tidak wajar jika kita sudah menjadi sepah, tetapi menuntut orang lain untuk terus menerus menikmati rasa manis yang sudah tidak kita miliki lagi. Ngomong-ngomong, ‘sepah’ itu apa sih?

Meski bukan daerah penghasil gula, namun di rumah masa kecil saya terdapat rumpun-rumpun pohon tebu. Kami menggunakan parang untuk memotong batangnya, lalu mengupas kulitnya. Kemudian memotong batang tebu itu menjadi seukuran jari-jari telunjuk. Setelah itu? Kami mengungahnya. Rasa manis memenuhi mulut kami. Lalu tiba saatnya dimana kunyahan itu hanya menyisakan rasa tawar saja. Di mulut kami sekarang hanya tertinggal ampas. Kami meludahkan ampas itu ke tanah. Benda tak berdaya diatas tanah itulah yang kita sebut sebagai sepah. Habis manis, sepah dibuang. Memangnya harus diapakan lagi sepah itu jika tidak dibuang? Kita sering menggambarkan hidup yang sudah tidak berguna sebagai sepah. Kita sadar jika sudah tidak berguna, tetapi masih ngotot untuk tidak dibuang. Itu mengindikasikan bahwa ini adalah saatnya untuk mengubah paradigma tentang hidup. Bagi Anda yang tertarik menemani saya belajar memperbaiki paradigma hidup itu; saya ajak untuk memulainya dengan memahami 5 sudut pandang Natural Intelligence berikut ini:

1. Jadilah pemanis kehidupan. Disekitar kita begitu banyak orang yang suka minum kopi. Tetapi, saya hampir tidak pernah mengenal orang yang minum kopi tanpa gula. Bahkan sekalipun kita menyebutnya ‘kopi pahit’, ternyata ya menggunakan gula juga. Mengapa gula selalu ada dalam setiap cangkir kopi yang disajikan? Karena gula membuat rasa pahit pada kopi terasa menjadi manis. Anda yang mengetahui rasa asli kopi tentu tahu jika sebenarnya kopi itu mirip arang. Karbon yang tersisa dari benda hangus. Makanya rasanya tidak benar-benar enak. Tetapi, ketika kedalam seduhan kopi pahit itu kita bubuhkan gula; tiba-tiba saja kita menikmatinya. Bahkan menjadikannya sebagai minuman favorit. Bayangkan jika kita bisa membuat rasa pahit kehidupan menjadi terasa manis. Tentunya kita tidak akan lagi harus disiksa oleh rasa pahit itu. Bahkan boleh jadi, kita menjadi penikmat rasa pahit itu. Kita bisa menari dalam deraan tantangan dan rintangan. Kita masih bisa tersenyum ditengah terpaan angin cobaan. Dan kita masih bisa bersyukur meski tengah berada dalam pahit getirnya cobaan hidup. Semoga kita bisa menjadi pribadi yang mampu memaniskan kehidupan.

2. Jadilah pribadi yang manis, maka pasti selalu dikerubuti. Ditempat tidur saya tiba-tiba saja banyak sekali semut. Setelah diperiksa, ternyata ada sisa-sisa gula dari kue kering yang kami makan bersama anak-anak. Ternyata benar; ada gula, ada semut. Para semut tidak lagi memperdulikan lokasi dan situasi. Dimana ada gula, kesitulah mereka berbondong beriringan. Ini tidak hanya benar bagi para semut. Coba saja perhatikan orang-orang yang bisa memberi manfaat bagi lingkungannya. Para dermawan, selalu dikerubungi oleh para pengikut setianya. Para alim ulama dan orang-orang berilmu, selalu menjadi rujukan para pencari pencerahan. Siapapun yang bisa memberi manfaat kepada orang lain, bisa dipastikan selalu dibutuhkan oleh mereka. Kita? Sesekali orang lain itu mbok ya membutuhkan kita gitu loh. Tapi mengapa yang terjadi malah sebaliknya ya? Mereka malah mengira seolah kita ini tidak ada. Sekalipun kita sudah menyodor-nyodorkan wajah kita. Tetap saja masih tidak mereka lihat. Sudah beriklan, bahkan. Tapi juga tidak ditanggapi. Barangkali, karena kita belum bisa menjadi pribadi yang manis bagi mereka. Karena sudah menjadi fitrah manusia untuk mengerubuti segala sesuatu yang terasa manis.

3. Tetaplah manis, maka sepahmu tidak pernah dibuang. Mari berhenti untuk marah atau kecewa jika orang lain membuang kita karena mereka menilai kita sudah menjadi sepah. Mereka tidak salah. Kitalah yang harus berpikir bagaimana caranya supaya tidak menjadi sepah. Sebab jika kita masih tetap memiliki rasa manis itu, mereka tidak akan membuang kita, percayalah. Saya mengenal seorang eksekutif senior yang mumpuni. Setelah memasuki masa pensiun dari jabatanya yang tinggi, saya pikir beliau akan menjadi seperti ‘tebu-tebu’ yang lainnya. Ternyata saya keliru. Perusahaan kemudian memperpanjang masa kerjanya dengan system kontrak. Lalu beliau berpindah ke perusahaan lain. Lalu beliau ditarik lagi oleh perusahaan lainnya. Bagi saya, beliau inilah salah satu living legend mereka yang tidak pernah membiarkan dirinya ‘kehilangan rasa manis’. Meski usianya sudah jauh melampaui masa pensiun, beliau tetap manis. Rasa manis yang masih tetap lestari didalam dirinya itulah yang menjadikan beliau tetap menjadi rebutan perusahaan-perusahaan besar. Jadi jika kita tidak ingin menjadi sepah yang dibuang, maka kita harus memastikan bahwa kita tetap menjadi pribadi yang manis.

4. Nikmatilah rasa manis secukupnya, tidak berlebihan. Sekarang, cobalah ambil sesendok gula terbaik yang Anda miliki. Lalu suapkan sesendok gula itu kedalam mulut Anda, dan kunyahlah. Apakah Anda masih menikmati rasa manisnya? Pada dasarnya, semua orang menyukai rasa manis. Namun, tak seorang pun bisa melahapnya terlalu banyak. Kita semua mendambakan manisnya kehidupan. Dan kita sering terlalu serakah untuk merengkuhnya sendirian. Bahkan gula pun mengajari kita bahwa terlalu banyak rasa manis membuat kepala kita pusing, bahkan kita bisa mengalami sindrom toleransi insulin. Sungguh keliru jika kita mengira hidup yang manis itu adalah yang semuanya serba indah. Tidak. Justru hidup yang terlalu indah cenderung menjadikan kita pribadi yang serakah. Semacam sindrom toleransi insulin kehidupan. Tidak peduli betapa banyak insulin yang diproduksi dalam tubuh Anda, gula akan tetap menumpuk dalam darah Anda. Tahukah Anda apa yang terjadi ketika dalam darah kita terdapat lebih banyak gula dari yang seharusnya? Hmmmh, Anda tentu paham yang saya maksudkan. Bahkan rasa manis kehidupan yang terlalu banyak pun bisa membahayakan kehidupan diri Anda sendiri. Maka nikmatilah rasa manisnya kehidupan, namun tidak perlu berlebihan.

5. Semanis apapun kita, tidak bisa lepas dari fitrah. Sepah di kebun tebu kami jumlahnya tidak terlalu melimpah. Namun jika dibiarkan tetap saja menjadi sampah. Kami punya banyak pilihan untuk memperlakukannya. Jika kami membuangnya ke kolong kandang domba, maka sepah itu akan menambah nutrisi pada pupuk kandang yang kami dapatkan. Jika kami membuangnya ke kolam ikan, maka dia akan menjadi tempat tumbuhnya plankton dan jentik-jentik makanan penggemuk ikan. Jadi, apanya yang terbuang dari seonggok sepah? Tidak ada. Sepah benar-benar menyadari bahwa dia tidak bisa melawan fitrah. Semua orang yang pernah muda akan menjadi tua. Semua yang gagah perkasa akan menjadi tak berdaya. Semua yang kuat menjadi lemah. Itulah fitrah. Tetapi mari sekali lagi kita lihat sang sepah. Bahkan setelah masuk tempat sampah, dia tetap saja menjadi anugerah. Jika kita ikut mengimani konsepsi hidup setelah mati, maka kita lebih beruntung lagi. Karena dengan keyakinan itu kita kita bisa berharap memetik buah manis tabungan kebaikan yang pernah kita lakukan semasa hidup. Kita boleh berharap itu, karena iman kita mengajarkan bahwa setiap amal baik yang pernah kita lakukan atas nama Tuhan, akan membuahkan imbalan yang sepadan. Beruntunglah kita yang percaya, karena setidak-tidaknya kita memiliki harapan; bahwa fitrah kita adalah untuk mempersiapkan tempat pulang alam keabadian.

Tidak perlu lagi untuk merasa kecewa karena telah dihempaskan oleh lingkungan yang Anda harapkan memberikan penerimaan. Mungkin mereka benar telah menghempaskan kita karena kita belum bisa memberi rasa manis yang mereka butuhkan. Mungkin juga mereka keliru karena tidak bisa menghargai rasa manis yang kita miliki. Tetapi, bukan itu yang perlu menjadi fokus perhatian kita sekarang. Cukuplah untuk selalu memikirkan, bagaimana caranya agar kita bisa memberikan lebih banyak lagi rasa manis? Karena dengan rasa manis yang kita tebarkan, kita tidak perlu meneriaki para semut untuk mengerubuti. Insya Allah, cepat atau lambat; mereka akan datang sendiri.

By:
Dadang Kadarusman - 4 Agustus 2011
Master Trainer & Natural Intelligence Inventor
Website: http://www.dadangkadarusman.com
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2011/07/12

10 Reasons Why Staff Resist Change


As the old cliché says, "the only constant in life is change." Why, then, are human beings so naturally fearful of and resistant to change? Given the fast-paced, technology-based world in which we operate, one would think that employees would be accustomed to accepting and adjusting to changes. More common than not, the opposite is true. For many people, their job is a significant source of structure in their life. Any thoughts or activities that stray from the comfort of this structure can be threatening and provoke insecurity.

There are many different factors that contribute to staff resistance when it comes to organisational change. One or more of these factors can be present in the consciousness or attitude of each individual employee. Being familiar with these factors can help organisational leaders manage and overcome opposition to necessary change.

1. Lack of Awareness

Staff members at various levels may not necessarily be aware of the underlying business need for change. Whether attempts have been made at communicating this to staff or not, it must be considered and dealt with. Another variation on this theme is that even staff members that do understand the underlying need for change may not necessarily be in agreement or be in line with the overall goals of the organisation.

2. Fear of the Unknown

Humans are prone to fear of the unknown. As mentioned above, many people view their job as an important source of stability in their life. At the very least, employees depend on their regular paycheque to take care of basic financial needs. Not knowing what situations can arise from organisational change can be scary. Employees can be afraid of what may happen, especially in cases of change where layoffs or reduction in workforce may be necessary.

3. Personal Predisposition

This is a highly personal factor and can only be analyzed on an individual basis. A person's predisposition to change is based on several factors having to do with the life experiences that have helped to shape him or her. For example, the way change and uncertainty were handled when that person was a child can have a small or huge effect on how the same person perceives and reacts to impending change as an adult. People with a strong predisposition to resisting and fighting change can have an impact on the next main reason that staff rejects doing things differently.

4. Peer Pressure

Some employees are known pushovers that often take on the plights of one another even if they are not directly affected. In some cases, these types of employees will buy into others' apprehension toward change without even necessarily understanding it.

5. History

Long-standing staff members have long-standing memories. They can exhibit negative feelings and attitudes based on simple misunderstandings, miscommunications, and conflict. The worst thing about this reason for staff denial of change within organisations is that some of the deep-seated history involved may have happened long before the current leadership took the reins.

6. Comfort Zones

Employees may be creatures of habit, knowing very well how to do what they do. Introducing change can raise questions about whether the employee's existing skills and experiences will be adequate to support and thrive in the new environment. This insecurity of whether one's skills will be enough to ensure success during and after change can contribute to resistance. In addition to the skills factor, individuals may be comfortable with the current state of things. The status quo may be providing a sense of accomplishment and fulfillment that staff members are just not ready to relinquish.

7. More May Be Less

Depending on what the organisational change entails, some employees are likely to suspect that they will be required to do more with less, or to perform more work for a smaller amount of pay. While this is not likely to be the case, it is important to evaluate this factor honestly and to address it in communications about change.

8. Trust Issues

This contributing factor of staff resistance to change is related to the corporate culture at the organisation. Managers who do not trust their employees are creating a climate of mistrust that is bound to be reciprocated. If employees do not trust the leadership at the organisation, they are likely to be skeptical of any proposed changes.

9. Loss of Control

Even great employees may resist organisational change. Competent staff members who are good at what they do and feel they have a handle on everything related to their job may feel threatened by the perceived loss of control that change can bring about. Employees can feel confused and powerless by being asked to change the way they think or operate.

10. Fear of Failure

If staff members are happy with what they do and with the results they currently achieve, it may make the status quo too attractive to give up. Fear that they will not be able to attain the same level of success under new circumstances is another reason employees are skeptical of change.

These are only a few of the reasons why staff members in your organisation may resist change. It is evident that a common underlying theme among these reasons is fear. Fear can originate from a myriad of motivations and take on just as many variations. Realising that open communication and understanding will lay the foundation for overcoming fear is the first step in doing so. The type of communication that will help you understand why your staff specifically is giving change the cold shoulder is listening. Making your employees feel comfortable to voice honest opinions and doubts will give you insights into their motivations (or lack thereof). This is the best way of finding out which reasons are standing in your organisation's path to widely supported change.

Damien Clarke has been delivering Personal and Professional Change Management programs to organisations for over 14 years and currently runs various businesses. His own video program on successful Goal Setting and Change is proving a real success with people and companies all over the world. Follow is personal blog and get motivated to achieve your goals.

Article Source: http://EzineArticles.com/1789937
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2011/07/09

Membangun Budaya Belajar Di Unit Kerja


Sebagai pemimpin, salah satu tugas terpenting Anda adalah; membangun budaya belajar di unit kerja Anda. Dan untuk urusan yang satu ini, kemungkinan besar Anda akan menghadapi banyak tantangan bahkan tentangan. Anda tidak sendirian. Salah satu nyanyian yang paling sering saya dengar adalah lagu yang berjudul “Banyak teori elu mah, Dang!”. Itu ketika saya sharing tentang suatu konsep. Nyanyian nyaring lainnya berjudul “Pamer melulu elu mah, Dang!”. Yang ini ketika saya sharing tentang implementasinya yang pernah saya terapkan. Cara kita merespon ilmu itu laksana tanah merespon air hujan. Jika tanah itu bersedia menerimanya, maka air hujan itu akan meresap kedalam dan menyuburkan. Jika tanah itu menolaknya, maka air yang menyegarkan itu hanya akan melintas dan menimbulkan kubangan. Tetapi, hujan tidak terlampau mempermasalahkan apakah tanah meresponnya dengan penerimaan atau penolakan. Ketika langit mengatakan; “Turunlah engkau wahai hujan…” Maka hujan pun patuh kepada perintahnya. Anda juga demikian. Jika menghadapi tantangan dan tentangan, tirulah hujan. Karena boleh jadi, ada seonggok tanah yang bersedia menerima setetas air yang Anda jatuhkan. Jikapun tidak ada, maka Anda telah menjalankan amanah langit untuk saling mengingatkan.

Salah satu cara yang saya rekomendasikan untuk Anda coba dalam membangun budaya belajar di unit kerja Anda adalah membuat forum sharing 1 kali sebulan. Mirip seperti acara training berdurasi 2 jam yang diikuti oleh SEMUA orang di unit kerja Anda. Siapa pembicaranya? Mereka sendiri. Biarkan mereka berkeringat ketika pertama kali berbicara di depan forum. Dan biarkan para manager mendengarkan pelajaran dari para staff, karena dalam forum sharing itu; ilmu diposisikan lebih tinggi dari jabatan. Sebelum dilanjutkan perlu saya sampaikan bahwa sekarang, saya tidak melakukan hal ini lagi. Mengapa? Karena sekarang saya tidak lagi bekerja sebagai seorang karyawan professional yang memiliki anak buah. Namun bagi Anda yang tertarik mempraktekan pengalaman masa lalu saya dalam membangun budaya belajar di unit kerja, saya ajak untuk memulainya dengan menerapkan 5 kemampuan Natural Intelligence berikut ini:

1. Mulailah dari komitmen Anda sebagai pimpinan. Jika Anda hanya ingin mewujudkan budaya belajar secara individu, Anda tidak perlu melakukan apapun. Diantara sekian banyak anak buah Anda, ada sekurang-kurangnya 1 orang yang punya determinasi dan komitmen untuk mengembangkan diri. Tetapi, untuk membangun budaya belajar dan pengembangan secara kolektif, Anda tidak bisa membiarkannya berjalan begitu saja. Banyak orang yang mengira jika budaya belajar itu sangat mahal, menguras waktu yang banyak, dan harus memanggil ‘para guru’ tertentu. Keliru. Budaya belajar tidak dibangun oleh orang luar, melainkan oleh diri mereka sendiri didalam unit kerja Anda. Namun, mereka tidak akan pernah melakukannya jika sebagai pemimpinnya Anda tidak menunjukkan semangat pioneering. Maka mualih dengan menunjukkan komitmen Anda sendiri. Cepat atau lambat, mereka akan mengikuti irama yang Anda mainkan.

2. Mulailah dengan Anda sendiri yang berdiri di depan. Adalah ‘human nature’ untuk mengatakan;’Elu dulu deh, elu dulu…” Oleh sebab itu, pada pertemuan pertama, pembicaranya harus Anda sendiri. Anda beri contoh untuk berdiri di depan kelas itu seperti layaknya seorang trainer. Faktanya, Anda adalah seorang trainer bagi setiap orang yang Anda pimpin. Setelah itu, giliran mereka di sesi-sesi berikutnya. Saya sendiri sempat tertegun ketika di keesokan harinya koordinator yang kami tunjuk menyerahkan sebuah ‘jadwal training’ unit kerja kami selama setahun. Lengkap dengan pembicara utamanya, serta topik apa yang akan dibawakannya. Anda akan lebih terkesan lagi jika menemukan betapa orang-orang yang Anda pimpin itu memiliki kemauan, kemampuan dan komitmen yang tinggi untuk saling berbagi pengetahuan. Tetapi, mereka tidak akan berani memulainya jika pemimpinnya tidak memulai dengan memperlihatkan komitmen dan contoh yang langsung didemonstrasikan. Jadi, mulailah dengan diri Anda sendiri yang berdiri di depan. Teori? Bukan. Ini adalah praktek yang saya terapkan.

3. Ajaklah para staf senior Anda untuk bersama-sama menunjukkan keteladanan. Salah satu faktor perusak dalam budaya belajar adalah para senior dan manager yang ogah-ogahan. Dengan otoritas yang Anda miliki, Anda bisa mengajak mereka untuk bersama-sama dengan Anda menunjukkan keteladanan itu. Anda dan para manager harus duduk di ruang sharing itu tidak peduli sesulit apapun keadaannya. Saya memang meminta mereka mengijinkan saya membawa laptop. Sebelumnya, saya membangun pemahaman bahwa, seseorang yang menempati ruang kantor paling besar bisa menelepon saya kapan saja sehingga saya harus selalu siap dengan data yang beliau minta. Mereka setuju dengan satu catatan; lap top hanya dibuka ketika saya benar-benar harus melakukannya. Setiap senior dan manager yang tidak bisa hadir, harus mendapatkan izin khusus dari saya. Dan saya sendiri hanya boleh tidak hadir dengan 3 alasan; (i) sedang tugas keluar kota, (ii) sakit parah, atau (iii) meninggal dunia. Mungkin Anda super sibuk. Tetapi mengalopkasikan waktu 2 jam sebulan untuk pertemuan sepenting itu bukanlah tuntutan yang berlebihan.

4. Ijinkan para junior menampilkan kemampuan dirinya secara orisinal. Kita sering melihat seseorang hanya sekedar dalam konteks pekerjaan. Gue atasan elu, dan elu adalah bawahan gue! Tetapi kita sering lupa, bahwa ada begitu banyak aspek hidup mereka yang kita tidak mengetahuinya. Maka dalam forum itu, ijinkan mereka untuk share APAPUN yang menjadi passion mereka. Sampai saat ini, saya masih terkesan dengan sharing tentang ‘Beternak Ikan Mas’ dari seorang data entry. Kekaguman saya belum hilang terhadap salah seorang staf cowok macho kami yang ternyata jago masak dan membikin kue. Saya masih ingat saat sesi dia seorang boss masuk ke ruangan dan bertanya;”What is going on here?” soalnya dinding kedap suara kami bukan sekedar gagal menahan suara tawa kami, melainkan juga meloloskan aroma sedap masakan yang sedang dibuatnya. Satu lagi. Apakah Anda sudah mengenal “Blue Ocean Strategy? Jika ya, darimana Anda tahu soal itu? Beberapa tahun lalu ketika banyak manager yang tidak mengenalnya, seorang staff saya berdiri di depan kelas, dan memberi kami ceramah tentang “Blue Ocean Strategy’. Hari ini pun masih banyak manager yang tidak tahu mahluk apa sih ‘BOS’ itu, bukan?

5. Buatlah kontes dengan hadiah yang menghibur. Hari gini kagak ada kontes? Yang bener aja! Coba lihat di televisi; apapun serba dikonteskan. Itulah yang kami lakukan dengan forum sharing itu. Para manager dan senior saya tugaskan untuk menjadi juri. Di akhir tahun, mereka memberi saya rekomendasi hasil penilaian terhadap setiap staff yang sudah menjadi pembicara dalam forum kami. Dari hasil penilaian para juri itu kemudian kami memutuskan siapa pembicara terbaiknya. Hadiahnya? Beberapa lembar voucher supermarket bernilai beberapa ratus ribu rupiah. Tidak ada budget? Jika Anda adalah seorang pemimpin yang menganggap bahwa budaya belajar itu penting; mengeluarkan beberapa lembar kertas bergambar Bung Karno dari dompet Anda sendiri tidak akan mengurangi kenyamanan yang Anda peroleh dari fasilitas dan bonus yang selama ini Anda nikmati.

Ada banyak cara untuk membangun budaya belajar di unit kerja kita. Bahkan sekalipun kita bisa mengundang pembicara belabel #1, #2, #3 dan seterusnya. Lagi pula, Anda tidak mungkin mengundang pembicara #2 ketika semua pembicara T-O-P-B-G-T sama-sama menggunakan label #1 dibelakang namanya, bukan? Tetapi, saya bisa katakan kepada Anda dengan seyakin-yakinnya bahwa Pembicara #1 yang sebenarnya itu adalah orang-orang yang ada di Unit Kerja Anda sendiri. Bukan pembicara bayaran seperti saya. Hebatnya lagi, Anda bisa mengundang The Truly Numero Uno Speakers itu hanya dengan modal Rp.50,000.- saja. Itupun tidak masuk ke kantong mereka, melainkan untuk membeli cemilan kecil yang bisa dimakan bersama-sama.

By: Dadang Kadarusman
illustration taken from: ilmusdm.wordpress.com
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2011/06/07

Ice Breakers


An ice breaker can be a very useful technique to start a presentation or training session. It can either be in the form of a set of PowerPoint slides designed to get the audience interested – or even better, it can allow some form of audience participation.

We have collected here a range of ice breakers that you may be able to use at your next presentation or training session.

Ice breakers

A good ice breaker is where you get people who do not really know each other to get together. Then you give them five minutes to find out two or three things that they have in common (outside of work).
It could be where they were born, where they went to school, somewhere they have been on holiday, someone they know, hobbies in common.
At the end of the session you get some of them to stand up and say what they have in common. It is amazing how much people really do have in common.

Guess who?

Another technique for breaking the ice with a mid-sized group – it works particularly well in your own company or group – is to ask people to write on a post-it note something about themselves that nobody else would know.

People then have to guess who the answer applies to. You do not have to do all of the answers – just pick a few at random. You can also save a few for later in the day when people return from a coffee or lunch break.

Some of the answers can be really revealing. One person turned out to have been a breakfast TV presenter earlier in his life and another went into the woods looking for mushrooms!

Story of my life

This involves giving people the chance to make a small book about the story of their life. They have to draw in it a number of scenes about their life. They can play these back to each other or to the group.

Straub test

This was always a good one for a set of PowerPoint slides. Make a selection of PowerPoint slides each with the name of a colour printed clearly on it, but make sure that the colour of the text does not always match the name of the colour (see below). Present them in quick succession and ask people to call out the colour of the text not the word it spells. This has become more difficult to do of late due to the popularity of the Nintendo Brain Training game.

straub-test

Get the audience to do it quickly. They will soon start making mistakes. When they get it wrong you can call out the real colour.

Which finger?

Here is a good one for breaking the ice. Do this to members of your audience in turn.

Get your audience to hold out their hands with their arms straight in front of them and their thumbs pointing straight up.
Ask them to rotate their hands so that their thumbs are pointing downwards.
Ask them to cross their hands over so that their palms are flat against each other.
Get them to interlace their fingers to make a fist.
Now – point to a finger (without touching) and ask them to move it.
Now try another. They will probably find the bottom fingers most difficult.
Repeat the exercise with touching – many people find this easier.

Draw a picture

Another quite simple ice breaker technique is to arrange members of the audience in pairs and then get one of each pair to draw a picture without showing the other person. They then have to describe the picture to the other person, who has to make an exact copy – without being able to see it. All of the instructions have to be made verbally and there can be NO POINTING!

Set a time limit of three minutes.

Most people will find this very difficult. Then allow them a very quick glimpse of the picture. They will then suddenly be able to draw it with ease.
This demonstrates two different learning styles. All too often teachers and coaches rely heavily on verbal communication. Often a picture will help to convey the message far more effectively.

Coincidences

This is an ice breaker that my father (an amateur magician) used to use.

This works well with larger numbers. Ask people to guess how many people you would have to ask before you found two people who have the same birthday. Ask them to call their guess out and write down the answers. Most people think that it will be a number over 100.
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Then get people to write down their birthday (just the day and the month) on a big sheet of paper. Get them to call their dates out in turn. Write these down on a flip chart. Statistically, the average is just 26 people to find a pair that have the same birthday.

You can end by saying, “Isn’t that an amazing coincidence? Now, talking about coincidences, my presentation will now reveal…” and then you are off.

Send in your ice breakers

Have you come across any other good ideas for ice breakers?

We will try to publish all suggestions that look suitable.

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2011/06/06

How To Conquer Public Speaking Fear

Public speaking is a common source of stress for everyone. Many of us would like to avoid this problem entirely, but this is hard to do. Whether we work alone or with large numbers of people, eventually we will need to speak in public to get certain tasks accomplished. And if we want to be leaders or achieve anything meaningful in our lives, we will often need to speak to groups, large and small, to be successful.



The truth about public speaking, however, is IT DOES NOT HAVE TO BE STRESSFUL! If you correctly understand the hidden causes of public speaking stress, and if you keep just a few key principles in mind, speaking in public will soon become an invigorating and satisfying experience for you.



Purpose Of This Report



The purpose of this Special Report is to help you overcome the fear of public speaking. It begins by discussing ten key principles to always keep in mind. If you approach any problem in life with the right starting principles, everything else will fall into place. On the other hand, if you start with the wrong guiding principles, you can try all you want, but there is little chance you'll improve.



This Report also reveals eleven "hidden" causes of public speaking stress. I have summarized these eleven causes, along with the ten key principles, at the end of this Report, so you can easily review them.



Key Principles



Principle #1--Speaking in Public is NOT Inherently Stressful



Most of us believe parts of life are inherently stressful. In fact, most of us have been taught to believe that life as a whole is very stressful!



To deal with any type of stress effectively, you first must understand that life itself, including public speaking, is NOT inherently stressful. Thousands of human beings have learned to speak in front of groups with little or no stress at all. Many of these people were initially terrified to speak in public. Their knees would shake, their voices would tremble, their thoughts would become jumbled . . . you know the rest. Yet they learned to eliminate their fear of public speaking completely.



You are no more or less human than they are. If they can conquer the fear of public speaking, so can you! It just takes the right guiding principles, the right understanding, and the right plan of action to make this goal a reality.



Believe me, it's not difficult. I'm a good example of someone who conquered the fear of public speaking. And while I didn't do it overnight, it wasn't difficult. All it took was approaching the problem in the right way.



Principle #2--You Don't have to be Brilliant or Perfect to Succeed



Many of us have observed public speakers and thought to ourselves "Wow, I could never be that smart, calm, witty, entertaining, polished . . . or whatever." Well, I've got news for you-- you don't have to be brilliant, witty, or perfect to succeed. That is not what public speaking is all about. I know it may look that way, but it's not. You can be average. You can be below average. You can make mistakes, get tongue-tied, or forget whole segments of your talk. You can even tell no jokes at all and still be successful.



It all depends on how you, and your audience, define "success." Believe me, your audience doesn't expect perfection. I used to think most audiences did, but I was wrong! Before I discovered this, I used to put incredible pressure on myself to deliver a perfect performance. I worked for days to prepare a talk. I stayed up nights worrying about making mistakes. I spent hours and hours rehearsing what I was going to say. And you know what? All this did was make me even more anxious! The more perfect I tried to be, the worse I did! It was all very disheartening (not to mention unnecessary).



The essence of public speaking is this: give your audience something of value. That's all there is to it. If people in your audience walk away with something (anything) of value, they will consider you a success. If they walk away feeling better about themselves, feeling better about some job they have to do, they will consider you a success. If they walk away feeling happy or entertained, they will consider their time with you worthwhile.



Even if you pass out, get tongue-tied, or say something stupid during your talk . . . they won't care! As long as they get something of value, they will be thankful.



They don't even need to feel good to consider you a success. If you criticize people, or if you stir them up to ultimately benefit them, they might still appreciate you, even though you didn't make them feel good at the time.



Principle #3--All You Need is Two or Three Main Points



You don't have to deliver mountains of facts or details to give your audience what they truly want. Many studies have shown that people remember very few of the facts or information speakers convey. While you may choose to include lots of facts and information, you only need to make two or three main points to have your talk be successful. You can even have your whole talk be about only one key point, if you wish.



When I first began speaking in public during medical school (kicking, screaming, and quivering all the way), I wasn't aware of this simple principle. I wrongly believed that my audience wanted encyclopedic knowledge from me, which of course I didn't have. So I tried to research my topic thoroughly and deliver as much worldly wisdom as possible.



Boy was that exhausting! It was also boring for my audience to suffer through.



Later, when I began giving public seminars on how to cope with stress, I spent hours each week typing a twenty-page script to read from, so I wouldn't forget any important tidbit.



As time went on, I gradually learned that this degree of complexity wasn't needed. As a result, the length of my discussion notes gradually declined. My twenty-page typed manuscript gave way to a five-page detailed outline. Then, I replaced my outline with ten or fifteen index cards. Eventually, I could conduct a full two-hour seminar with only one 3X5 index card (containing my two or three key points) to support me!



As long as I focused on these two or three key points, I was able to speak at length about them by naturally drawing upon my past experiences and knowledge.



Remember, all your audience wants from you is to walk away with one or two key points that will make a difference to them. If you structure your talks to deliver this result, you can avoid lots of complexity that isn't really needed. This also should make your job as a speaker much easier, and more fun too!



Principle #4--You also Need a Purpose That is Right for the Task



This principle is very important . . . so please listen up. One big mistake people make when they speak in public is they have the wrong purpose in mind. Often, they have no specific purpose in mind, but the one that is operating within them unconsciously causes a whole lot of unnecessary stress and anxiety.



This is a prime example of what I call a "hidden cause" of public speaking stress. When I first started speaking in public, I thought my purpose was to get everyone in the audience to approve of me. I mistakenly thought that this was what good public speakers try to do. I wasn't consciously aware of this purpose, nor how foolish it was, but it was there nonetheless.



Because of this hidden purpose, I felt I needed to be absolutely perfect and brilliant to win my audience's unanimous approval. If just one person in the audience disapproved . . . my goose was cooked! If one person left early, if anyone fell asleep, or if someone looked uninterested in what I was saying . . . I was defeated!



This was very anxiety-producing.



Later, after I became aware of this stress-producing purpose, I was able to look at it honestly and realize how foolish it was. How many public speakers get 100% approval from their audiences? The answer is zero!



The truth about public speaking is no matter how good a job you do . . . someone is going to disapprove of either you or your argument. That is just human nature. In a large group of people, there will always be a diversity of opinions, judgements, and reactions. Some will be positive, others will be negative.



There is no rhyme or reason to it. If you do a lousy job, some people will sympathize with you and feel for you, while others will critique you harshly. If you do a fantastic job, someone will resent your ability and might disapprove of you on that basis alone. Some people will leave early because of an emergency. Some will fall asleep because they were up all night taking care of a sick child. Therefore, it's foolish and unrealistic to attempt to get everyone in your audience to think well of you.



More importantly, it's the wrong type of purpose to adopt in the first place.



Remember, the essence of public speaking is to give your audience something of value. The operative word here is GIVE not GET! The purpose of public speaking is not for you to get something (approval, fame, respect, sales, clients, etc.) from your audience. It is to give something useful to your audience.



Yes, if you do this well, you'll gain notoriety, respect, sales, and new clients. But this should never be your organizing purpose going in. If you focus on giving as much as you can to your audience, you will then be aligned with the truth about public speaking. You also will avoid one of the biggest pitfalls that cause people to experience public speaking anxiety.



Giving of yourself is rarely stressful or anxiety producing. When I give a talk to a group of people, I often imagine myself handing out $1,000 bills to everyone in the audience. I try to give them at least that much value. If a few individuals in the group reject this "gift," it no longer surprises or demoralizes me. I no longer expect anything different.



Principle #5--The Best Way to Succeed is Not to consider Yourself a Public Speaker!



While it may seem paradoxical, the best way to succeed as a public speaker is not to consider yourself a public speaker at all.



Many of us have distorted, exaggerated views of what successful public speakers do. We often assume that to be successful ourselves, we must strive very hard to bring forth certain idealistic qualities we presently lack.



Consequently, we struggle desperately to emulate those personal characteristics of other speakers which we wrongly believe are responsible for their public speaking success.



In other words, we try to become someone other than ourselves! We try to be a public speaker, whatever that image means to us.



The truth about public speaking is that most successful speakers got that way by doing just the opposite! They didn't try to be like somebody else. They just gave themselves permission to be themselves in front of other people. And much to their surprise, they discovered how much fun they could have doing something most other people dread.



The secret, then, to their success is that they didn't try to become public speakers!



You and I can do the very same thing. No matter what type of person we are, or what skills and talents we possess, we can stand up in front of others and fully be ourselves.



I now love to speak in public. Why? Because it's one of the few times I give myself permission to fully be myself in the presence of others. I can be bold, compassionate, silly, informative, helpful, witty . . . anything I want. I can tell jokes, which I don't normally do, tell humorous or poignant stories, or do anything else that feels natural in the moment.



As a result, I make much better contact with my audience. I don't drone on and on about some uninteresting subject. I'm alive, I'm energized, I'm fully invested in everything I say and do. That's another gift I can give my audience. It also allows me to tell when I've gone on too long or when the people who are listening to me begin to drift away.



When you really get good at being yourself in front of others, you can even stand up in front of a group of people without any idea how you're going to get across your two or three main points. Sometimes, I enjoy throwing myself in front of a group without knowing specifically what I'm going to say. I just focus on my three main points and remember I'm there to give people something of value. Then I give myself permission to say whatever comes to mind. In many instances, I say things I've never said before! They just come out of me spontaneously while "being with my audience." Sometimes, I'm truly amazed at some of the things I end up saying or doing.



And you know what? People in the audience often come up to me afterward and say, "you were great, I wish I had the confidence to give public talks like you." That's exactly the wrong way to think. Don't try to give talks the way I do, or the way anyone else does. Just go out there, armed with a little knowledge and a few key points, and be yourself. Everything else will usually work out. It might be a little rough the first few times you try it, but after a while, you'll settle into some very successful ways of being that will be all yours and no one else's.



Principle #6--Humility and Humor Can Go a Long Way



While each person will eventually find his or her style of public speaking, certain maneuvers can be used by almost everyone. Two of these, humility and humor, can go a long way to making your talks more enjoyable and entertaining for your audience.



Humor is well understood by most of us, so little needs to be said about it here. If being humorous feels comfortable for you, or if it fits your speaking situation, go for it. It usually works, even if you don't do it perfectly.



By humility, I mean standing up in front of others and sharing some of your own human frailties, weaknesses, and mistakes. We all have weaknesses, you know, and when you stand up in front of others and show that you're not afraid to admit yours, you create a safe, intimate climate where others can acknowledge their personal shortcomings as well.



Being humble in front of others makes you more credible, more believable, and paradoxically more respected. People can connect with you more easily. You become "one of them" instead of a remote expert who's head and shoulders above them (which you really aren't). It also sets a tone of honesty and self-acceptance, which people recognize in themselves as well. Don't try to do this, however, if it's not authentic for you. True humility is easily distinguished from the pretense of acting humble. If you pretend, your audience will perceive this and lose respect for you.



Often, humor and humility can be combined very effectively. Telling humorous stories about yourself, or using your own personal failings to demonstrate some point you are trying to make, can be both entertaining and illuminating.



For example, if you get nervous when you stand up to speak in front of a group, or if you suddenly feel nervous during the middle of your talk, don't hide this fact from your audience (they can tell anyway). Be real--and humble--by acknowledging your fear openly and honestly. Ask your audience for forgiveness while you take a few moments to collect yourself.



Or, you can start your talk with a humorous story that produces the same effect. For example, I've seen speakers begin their talks by saying "What lies at the bottom of the ocean and shakes all over?" Answer: a nervous wreck! This is a very endearing strategy that also helps relieve speaking anxiety.



Principle #7--When You Speak in Public, Nothing "Bad" Can Ever Happen!



One thing that adds to the fear of public speaking is the dread people have that something awful, terrible, or publicly humiliating will happen to them.



What if I pass out from nervous exhaustion? What if I forget everything I intended to say and am left standing there, totally speechless? What if the audience hates me and begins throwing things at me?



What if they all get up and leave after the first ten minutes? What if they snipe at me with harsh questions or comments once I'm done? What if someone in the audience tries to turn the group against me?



These could be embarrassing if they occurred. Fortunately, most of them don't happen.



Even when they do, it's useful to have a strategy in mind that has them turn out perfect. Sound difficult? It's not really.



I've found that most of the "negative" things that happen when I'm speaking can be handled by keeping this one simple, but powerful, principle in mind: everything that happens can be used to my advantage.



If people get up and start to head for the door, I can stop what I'm doing and ask for feedback. Was there something about my topic, my style, or my manner of presentation that was offensive to them? Were they simply in the wrong room at the start and didn't know it? Did someone misinform them about what my talk was going to cover?



Regardless of what they tell me, just stopping to deal with this situation, honestly and humbly, will often score points with my remaining audience. It also will give me the opportunity to learn how I am affecting people, so I can make any corrections that might be needed.



Even if everyone walked out and refused to give me a reason, I could ultimately find ways to benefit from this experience. At the very least, I could use it as the opening for my next presentation. "You know, I gave this same talk the other day and everyone in the audience walked out in the first ten minutes. That's my current record, so I guess we'll just have to see what happens today."



The same principle holds for dealing with hecklers or people who ask harsh or confrontational questions. If you assume that nothing truly bad can ever happen when you're speaking in public, you'll be amazed how well you can relate to such events and how often you can indeed use them to your advantage.



And once you've successfully used this principle many times, your anxiety about public speaking will almost completely go away. You'll know it will be virtually impossible for anything "bad" to happen that you won't be able to handle. That is a very comforting thought.



TIP: If you want a good role model for developing this skill, rent a video tape of Johnny Carson's opening monologues. He was a master at using this principle. No matter how his audience responded, Carson was always ready to use their response, positive or negative, to make another joke. He simply couldn't lose, even if the material his writers provided him was rotten.



Principle #8--You Don't Have to Control the Behavior of Your Audience



To succeed as a public speaker, you don't have to control the behavior of your audience. There are certain things you do need to control--your own thoughts, your preparation, arrangements for audio-visual aids, how the room is laid out--but one thing you don't have to control is your audience. They will do whatever they do, and whatever they do will usually be "perfect."



If people are fidgety or restless, don't try to control this. If someone is talking to a neighbor, or reading the newspaper, or falling asleep, leave them alone. If people look like they aren't paying attention, refrain from chastising them. Unless someone is being intentionally disruptive, there is very little you need to control.



Thinking you need to change or control other people is a hidden cause of stress in many areas of life. This is just as true for relating to a group as it is for relating to your friends, spouse, children, or other acquaintances.



Principle #9--In General, the More You Prepare, the Worse You Will Do



Preparation is useful for any public appearance. How you prepare, however, and how much time you need to spend are other matters entirely.



Many of the errors in thinking we've discussed so far often creep in to people's strategies for preparation. If you have the wrong focus (i.e., purpose), if you try to do too much, if you want everyone to applaud your every word, if you fear something bad might happen or you might make a minor mistake, then you can easily drive yourself crazy trying to overprepare your talk. In these instances, the more effort you put in, the worse you probably will do.



On the other hand, if you know your subject well, or if you've spoken about it many times before, you may only need a few minutes to prepare sufficiently. All you might need is to remind yourself of the two or three key points you want to make, along with several good examples and supporting facts and . . . BOOM you're ready to go.



Overpreparation usually means you either don't know your subject well or you do, but you don't feel confident about your ability to speak about it in public. In the former instance, you'll need to do some extra research. In the latter, you'll need to develop trust in your natural ability to speak successfully. The only way to do this is to put yourself in the spotlight, over and over again.



Go out and solicit opportunities to speak on your subject in public. Offer to speak free or for a small fee, enough to cover your expenses. If you have something of value to tell others, keep getting in front of people and deliver it. In no time at all, you'll gain confidence. You'll also begin to respect the natural public speaker/communicator within you.



Principle #10--Your Audience Truly Wants You to Succeed



The last principle to remember is that your audience truly wants you to succeed. Most of them are scared to death of public speaking, just like you. They know the risk of embarrassment, humiliation, and failure you take every time you present yourself in public. They feel for you. They will admire your courage. And they will be on your side, no matter what happens.



This means that most audiences are truly forgiving. While a slip of the tongue or a mistake of any kind might seem a big deal to you, it's not very meaningful or important to your audience. Their judgements and appraisals will usually be much more lenient than yours. It's useful to remind yourself of this point, especially when you think you've performed poorly.



Review Of 11 Hidden Causes Of Public Speaking Stress



1. Thinking that public speaking is inherently stressful (it's not).

2. Thinking you need to be brilliant or perfect to succeed (you don't).

3. Trying to impart too much information or cover too many points in a short presentation.

4. Having the wrong purpose in mind (to get rather than to give/contribute).

5. Trying to please everyone (this is unrealistic).

6. Trying to emulate other speakers (very difficult) rather than simply being yourself (very easy).

7. Failing to be personally revealing and humble.

8. Being fearful of potential negative outcomes (they almost never occur and even when they do, you can use them to your advantage).

9. Trying to control the wrong things (e.g., the behavior of your audience).

10. Spending too much time overpreparing (instead of developing confidence and trust in your natural ability to succeed).

11. Thinking your audience will be as critical of your performance as you might be.



Review of 10 Key Principles To Always Keep In Mind



#1---Speaking in Public is NOT Inherently Stressful

#2---You Don't Have to be Brilliant or Perfect to Succeed

#3---All You Need is Two or Three Main Points

#4---You also Need a Purpose That is Right for the Task

#5---The Best Way to Succeed is NOT to Consider Yourself a Public Speaker!

#6---Humility and Humor Can Go a Long Way

#7---When You Speak in Public, Nothing "Bad" Can Ever Happen!

#8---You Don't Have to Control the Behavior of Your Audience

#9---In General, the More You Prepare, the Worse You Will Do

#10--Your Audience Truly Wants You to Succeed



That's all there is to it. Just look for these eleven hidden causes and keep the ten corresponding principles in mind.



Of course, you will need to practice. It's extremely easy to forget the ten key principles. No matter how often you review them, you'll instinctively fall back into your old stress-producing patterns.



What is the best way to practice? Go out and speak in public. Join a local Toastmasters Group if you like. Take a community college course in public speaking. Better yet, offer to teach a course about something you know very well.



Just keep throwing yourself into the arena, and in no time at all, your skill, confidence, and natural ability will come to the surface.



And remember, if you get up in front of a group and find this stressful, it only means you forgot the truth about what public speaking is all about. Go back and review this Report. Find out what you did wrong or what you didn't remember. Then go back out and speak again until you get it right. It may take time, but the long-term rewards will be impressive.

By Morton C. Orman, M.D.
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2011/06/04

Manage the Crisis


In a fast-changing, turbulent, highly competitive business environment, you will have a crisis of some kind every two or three months. You also could have a financial crisis, a family crisis, a personal crisis, or a health crisis with the same frequency.

Take Charge Immediately
When the crisis occurs, there are four things you should do immediately.

1. Stop the bleeding. Practice damage control. Put every possible limitation on losses. Preserve cash at all costs.

2. Gather information. Get the facts. Speak to the key people and find out exactly what you are dealing with.

3. Solve the problem. Discipline yourself to think only in terms of solutions, about what you can do immediately to minimize the damages and fix the problem.

4. Become action-oriented. Think in terms of your next step. Often any decision is better than no decision.



Practice Thinking Ahead
One of the key strategies for business and personal success is "crisis anticipation." This strategy is practiced by top people in every field-executives, managers, entrepreneurs, and leaders, especially military leaders. You practice crisis anticipation by looking into the future three, six, nine, and twelve months ahead and asking, "What could happen to disrupt my business or personal life?"



Develop a Contingency Plan
You need to have a contingency plan for possible emergencies and crises. What steps would you take if something went seriously wrong? What would you do first? What would you do second? How would you react? Develop a scenario—a storyline and a plan—describing how you would handle a negative situation, if it occurred.



Prevent the Recurring Crisis
A crisis, by definition, is a once-only, unexpected negative event. If there is a recurring crisis in your company or your life, one that repeats itself regularly, especially cash crises, then you are dealing with a deeper problem, usually incompetent or poor organization. To ensure that the crisis does not repeat itself, after you have resolved that crisis for the first time, do a thorough debriefing on the problem. What exactly happened? How did it happen? What did we learn? What could we do to make sure it doesn't happen again?

Action Exercise

1. Identify the three worst things that could happen in your business in the next year. What could you do today to minimize the damage from these crises?

2. Identify the three worst things that could happen in your personal and family life, and then take steps to make sure they don't happen.

By Brian Tracy
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