Lessons Learned from Ken Blanchard
“None of us is as smart as all of us.” – Ken Blanchard
One of the interesting people I got to meet this year is Ken Blanchard.
Ken Blanchard is all about empowering people, growing people, and helping everybody get an “A”.
This post is my notes from Ken Blanchard’s live presentation.
Catch People Doing Something Right, Accentuate the PositiveI’m putting this right up front because Ken said if there was only one thing he could be remembered for, he would want it to be:
"Catch People Doing Something Right, Accentuate the Positive."
Hopefully this helps.
Random HighlightsHere’s a sampling of some of the one-liners and insights from the session:
Specifically, the news was focused on Bill Gates and Warren Buffet. The fact that Buffet trusts the Bill & Melinda Gates Foundation to help the world sends a powerful message.
4 Keys to Lead at a Higher LevelKen framed out 4 keys to lead at a higher level:
Don’t have them be ducks (who just quack excuses why they can’t do this or can’t do that.) Empower them to be eagles who soar above the crowd.
A Fortunate 500 List According to Ken BlanchardKen suggested the idea of a Fortunate 500 list.
A Fortunate 500 Company would have a triple bottom line and be a good citizen in the community.
Customers, Business, Employees (The Triple Bottom Line)The triple bottom line includes:
Organizational Vitality, Employee Passion, Customer DevotionKen outlined the keys to organizational vitality:
3 Skills of Situational LeaderKen identified 3 skills of a situational leader:
More Supporting, Less DelegatingKen noted that the most common style in tech is delegating (telling folks what to do), but that it only works if you have self-reliant achievers.
He said lots of situations where somebody fails, it’s because the leader didn’t spend enough time supporting. For example, somebody might be great at sales, but poor at administration and could use more support.
Don’t Be a SeagulKen described the seagul type manager:
How to Manage EffectivelyKen gave us a recipe for managing effectively:
He doesn’t think management should play 2nd fiddle.
Don’t Rank Employees on a Bell CurveKen made a few key points against ranking employees on a bell curve:
Egos AnonymousThere’s two ends of the spectrum with ego issues:
Ken told us about "Egos Anonymous" meetings. He said at the meetings, people introduce themselves with "I’m an ego maniac, the last time my ego got in the way …"
The irony is, everybody wants to go last to be more clever, funnier — and that’s an ego thing.
Bigger Emphasis on Results or Developing People?Ken pointed out that it’s not an either/or it’s a both/and. The keys are:
He said there’s three keys:
What surprised me the most was how down to earth and engaged in the moment he was.
I thanked him for teaching people situational leadership. I asked him where the II part came from in Situational Leadership II and he told me the story of the split.
I told him it would be great to be able to read stories like that in his blog, if he had one.
3 ActionsAs a habit, I challenge myself to turn what I learn into three things I can apply. There’s always more I can do, but I start with three. Here they are:
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