Excellence

LEADERSHIP ™

THE MAGAZINE OF LEADERSHIP DEVELOPMENT, MANAGERIAL EFFECTIVENESS, AND ORGANIZATIONAL PRODUCTIVITY

VOL. 23 NO. 5 M AY 2 0 0 6

ROSABETH MOSS KANTER JACQUELINE L. BYRD

Winning Streaks Improve Innovation
Create a culture Remove the stop signs
of confidence . . . . . . . . . .3 and use the keys . . . . . .14

RON CROSSLAND KERRY PATTERSON

Making Movies Bridging Gaps
Give everyone a Excel in high-stakes
meaningful role communications . . . . . .15
in your enterprise . . . . . .4
ROGER CONWAY,
MALCOLM GLADWELL MICHAEL CAMPBELL
AND COREY CRISWELL
Tipping Points
Little changes can
Executive Churn
Invest in mentoring
have big effects
on your business . . . . . . .5 and coaching . . . . . . . . .16

STEPHEN DENNING
FRANCES HESSELBEIN
Wade Into Water Tell Your Story
The Art of Listening The right story can
It’s the reliable key Winning streaks often start and energize and inspire . . .16
to lasting influence . . . . .6
continue because some proactive
HOWARD M. GUTTMAN
PHIL HARKINS leader takes initiative or sacrifices
Control E-Conflict
AND PHIL SWIFT for the greater good, thus causing Think twice before
Seven Leadership a tipping point or a virtuous cycle. sending your email . . . .17
Principles In the waters of leadership, intent—
Why are you DAVID G. THOMSON
leading a team or why you choose to lead—matters. Blueprint to a Billion
organization? . . . . . . . . . .7 Reflect on your motives and means. If you want to grow,
mimic growth firms . . .18
DIANNA BOOHER
Praise Principles KAREN L. ROBINSON ANNE APKING KIM CAMERON
Give the inexpensive Value Learning High-Impact Learning Leading Change
gift of pure praise Grow people through View learning as a Great leaders show
frequently to others . . . . .8 continued learning . . . .10 viable business tool . . . .12 virture and goodness . . .19

SHALLY STECKERL PETER W. SCHUTZ EDWARD E. LAWLER III RONALD BERENBEIM

Just-in-Time Hiring Competitive Edge No More Excuses Corporate Citizens
Recognize the four A pit stop is not the HR managers must Value-based enterprises
types of talent . . . . . . . . .9 time for democracy . . . .11 become partners . . . . . .13 have social capital . . . . .20
Competence Praise
selections for the convention meals. Do
you plan all of the sales meetings?”

Praise Principles 7. Consider third-person praise. In a

Release peak performance.
have pretended they didn’t know what
by Dianna Booher
had happened to the equipment.” Or: “I
admire the way you stood firm in
staff meeting, the manager stands in
the doorway and comments, “Where’s
Sylvia? That woman has the stamina
of five people. She made 32 appoint-
ments last week. Will somebody find
out what her secret is and let the rest
of us in on it.” Somebody will be sure
to pass on to Sylvia what the manager

M A N Y M A N A G E R S your position yesterday, but didn’t

share Pascal’s phi- become aggressive with the customer.
losophy: “Kind words That takes finesse and patience that
said about her performance. Third-
party pass-ons build morale because
they are even more believable deliv-
do not cost much—yet they accomplish many people don’t have.” ered as “fact” to someone else.
much.” Indeed, as William James wrote: 4. Praise people when you don’t 8. Deliver “eavesdropped” praise.
“The deepest principle in human want anything. Offering praise should Deliver your praise to a second person
nature is the craving to be appreciated.” not be a prelude to more work. “I real- within earshot of the one being
Just because praising others comes ly like the way this report is laid out. praised. You’ll eliminate their need to
easily, don’t think all commendations Could you show me how to put those respond and increase the value of the
and congratulations are equally effec- graphics in my report?” will likely bring compliment because it was shared.
tive. Praise, just like constructive criti- a frown. Make praise an “end” in and Example: One colleague talks
cism, takes skillful delivery. For some of itself, not a transitional thought. “around” a friend seated at the table
people, accepting praise can be as dif- 5. Personalize your comments with with others. “Somebody should tell
ficult as accepting a gift. “you.” Just as big corporations use the Carlos that the campaign is over. He’s
Perhaps these 10 tips will help: “you”approach in referring to individual still beating the bushes for new cus-
1. Notice opportunities to praise. customers by name (“Thank you, tomers. Would you believe he reeled in
People fail to give praise for many rea- three new accounts last week?” Carlos
sons: perhaps others never measure doesn’t have to respond; he can smile
up to their standard of performance. modestly and bask in the glow. Mark
Some managers hold the philosophy Twain once quipped: “I can live for
that punishment works better than two months on a good compliment.”
praise. Some people are naturally But keep in mind: It often takes as
impersonal and distant around others. much social savvy to receive praise as
Still others think they’re too busy to it does to deliver it.
notice or comment on the “little 9. When receiving a compliment,
things.” Finally, some people’s lack of don’t match it. You will sound insin-
praise can be attributed to the fact cere if you return the exact compli-
that they’re too hard on themselves. ment someone paid you: “I like your
They see even stellar performance as new office decor.” Response: “Well,
routine. For better relationships, make yours looks nice also.” We appreciate
a point to notice praiseworthy effort, the attempt to acknowledge the
performance, or results. Look for remark, but the matching compliment
things that deserve a compliment. Ms. Harris, for shopping with us.”), will diminish the other person’s gift of
2. Distinguish between praise and offer your praise in that same way: words to you. If you feel that a match-
flattery. Flattery focuses on what “You do a good job in maintaining this ing compliment is in order, say, “You
someone has no control over and did equipment” sounds more personal beat me to the punch; I was going to
nothing to earn. Praise focuses on than “Good job.” “Great idea” isn’t as tell you how much I liked...”
commendable character, performance, meaningful as “You came up with a 10. When receiving praise, accept it
or behavior. Flattery: “You’re so tall. great idea––thanks.” “You put in a lot graciously. Never simply shrug and let
You strike an imposing figure as a of extra time over the weekend” a compliment “roll off” as if unnoticed,
leader.” Praise: “You have analyzed sounds more personal than “This took expected, or unappreciated. If praise
our situation well and come up with a a lot of time, I’m sure.” Praise with the embarrasses you and you feel at a loss
unique strategy to build market share. “you” approach. for words, simply say, “Thank you.” “I
Your plan is highly creative.” 6. Follow praise with a question appreciate your noticing.” “I like to
3. Consider emotional “behavior” as when delivered to the timid. To lessen hear that.” “That makes me feel great.”
worthy of praise. For a customer service the awkward moment when your “It’s nice of you to say that.” “Thanks
rep to keep her cool under pressure praise might make another person for mentioning that.” “I’m glad you’re
with an irate customer can take as stammer and stutter, simply follow pleased with the results.”
much presence of mind as designing an your compliment with a question. The Gifts of praise arrive too infrequent-
ad campaign. And it can be as impor- other person can focus on answering ly. Enjoy them. LE
tant. When it comes to praise, don’t your question without having to Dianna Booher is principal of Booher Consultants, Inc. and
limit your thinking to action or perfor- respond to the praise. Examples: “Nice author of 40 books, including Communicate with
mance. Examples: “I appreciate your job in handling that customer. Has he Confidence and Speak with Confidence. www.booher.com

admitting the error. Many people would been in here before?” “I like your menu ACTION: Apply these principles of praise.

8 L e a d e r s h i p E x c e l l e n c e