5 items tagged "quality"

Results 1 - 5 of 5

Jordan Spieth: Thoughts On Golf And Leadership At The Masters

Category: Blog
Created on Apr 15 2015

Golf Course

     It's been a long, long time since anyone saw anything like Jordan Spieth. At the ripe, old age of 21, he blasted his way right through The Masters and an army of much older, much more experienced, and much, much more famous golfers. He seized the lead on day one and never looked back. The greatest golfers in the world could barely keep his tail lights in view. No one ever ever passed him even momentarily. In fact, no one ever caught up with him, not even for a single round. Spieth became the first player in nearly half a century to lead all four rounds. Only Tiger Woods won The Masters at a younger age (by only a few months) and not since WWII has any kept his opponents at such a distance for the entire tournament.

    Whew! That's a mouthful and it actually doesn't even begin to tell the whole story of his record-setting tournament. He set more records than I wish to record here but among them:

     - Best 36-Hole Score (130)

     - Best 54-Hole Score (200)

     - Most Number of Birdies (28)

     - Best Opening Round Ever By A Champion (64)

NOW:

     What about leadership? Here are some thoughts on how to translate this exciting "newcomers" story into leadership principles.

Language, Leadership and the Pursuit of Quality

Category: Blog
Created on Apr 08 2015

Chruch Signs

     In Alice in Wonderland, Humpty Dumpty tells Alice, "When I use a word, it means just what I choose it to mean." What a horrific quagmire of miscommunication, bad leadership and manipulative propaganda that philosophy would produce. Witness Washington, D.C. Definitions determine outcomes. They miss the very point of language who lightly dismiss definitions as merely the starchy and sterile result of a boring trip down Webster's Lane.

     Take, for example, the word QUALITY. The mere misdefinition of that one word, QUALITY, has caused business breakdowns, staff and employee bitterness, marketing misdirections, management frustrations and ruined relationships. The reason is that most people, if asked what quality means, would define it in terms of some objective standard of excellence, some inherent, measurable characteristic. In fact, that is about how Webster defines it, and he was wrong. At least for leadership he was wrong. Folks assume that there exists some measurement of quality against which a chair, for example, can be analyzed. That would mean that rated along those standards, all chairs, whatever their purpose or intended market, are therefore, either a quality chair or not a quality chair.

You: Corporate Motivator and Chief Reward Giver

Category: Blog
Created on Mar 11 2015

Bullhorn

You determine the pace at which the people in your organization move. You cannot drive people faster than you can go yourself. I have been around a lot of big-time leaders. They emanate a sense of huge personal energy. For all I know, they go home and collapse at night, but when they are around other people, they express vitality. That vitality gives life to the people who follow them.

Of course, it is true enough that some people naturally have more energy than others. But you can cultivate a sense of energy that energizes the people who follow you. When I played basketball a hundred years ago, I found that in the fourth quarter, when I began feeling tired, I felt less tired the more I cranked up my output. It was counterintuitive, but if I ran more slowly, I felt more tired. When you are tired, run faster. It energizes you, and it energizes people around you.

There's No Such Thing as Overstating Vision

Category: Blog
Created on May 14 2014

Excerpt from
RELAUNCH: HOW TO STAGE AN ORGANIZATIONAL COMEBACK
by Dr. Mark Rutland

In fascinating slow-motion photography, Dr. Mike Wheatland, a professor at the University of Syndney specializing in solar astrophysics demonstrated the quite surprising movement of a suspended Slinky. Holding the Slinky at the top, he let it hang straight down, unfurled as it were. He then let go. The slow- motion photography proved that for a time (brief though it was) the bottom end did not fall. The Slinky collapsed from the top down. The sections at the top began to contract while the bottom stayed where it was.

{youtube}8UimHnsWSBc|550|300{/youtube} 

This was caused, he explained, because the information that the slinky was no longer held in place at the top took some period of time to reach the bottom. In fact, by the time that information did reach the bottom it was distorted. The very top

Keeping an Eye on Quality

Category: Blog
Created on Oct 23 2013

Excerpt from
RELAUNCH: HOW TO STAGE AN ORGANIZATIONAL COMEBACK
by Dr. Mark Rutland

The late quality expert Philip Crosby offered a definition that changed everything for me. “Quality,” he said, “is meeting expectations.”

That hit me like a hydrogen bomb. If quality is simply a matter of meeting expectations, then there is no objective standard of quality for anything. That is not to say that there is no such thing as quality. It simply means that most of us think about quality in the wrong way.

Knowing that quality is a matter of meeting expectations is freeing in many ways. In another way, it binds us more closely than ever to the responsibility to communicate with others in our organizations—and with our customers and clients.

What makes a quality shoe store? Well-made shoes? Good customer service? Low prices? It all depends on the customer’s expectations—expectations that are set in large part by the owner of the store.