December 2006 Archives
When someone appears to have “wronged” you, always assume they had the best intentions and the problem is a misunderstanding or an honest mistake. Most often this is the truth.
This outlook may not be always be true, but I find looking at the world this way results in a much happier lifestyle. It takes quite a bit of energy and enthusiasm thinking that everyone is out to get me. I would rather be happy and delusional than unhappy and more of a realist.
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Posted by Paul Gernhardt on Dec 26, 2006
If you only do that which you truly good at, then you will be good at all you do.
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Posted by Paul Gernhardt on Dec 25, 2006
Jesus said that the two most important laws were to ‘Love God” and “Love your Neighbor” and that all other laws are embodied in these.
It would seem to logically follow that, as a result of derived and applied Christian theology, one’s action must be loving to God and to others. What should I think about the theology which result in unloving behavior towards others?
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Posted by Paul Gernhardt on Dec 25, 2006
Oddly enough, committees will do things that no individual would ever conceive of doing.
There is something about the nature of committee decision making processes which CAN lead in directions which would normally be considered unethical, immoral, or illegal by every individual sitting around the table. It is important to be aware and vigilant the committee (boards, teams, groups) decisions are in keeping with overall organizational principles.
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Posted by Paul Gernhardt on Dec 25, 2006
Offense is more often taken than given. When offended; take a moment in time, take a measure of intent, and give a little benefit-of-a-doubt. You might event care to subtract a little cultural deference. Then decide if you truly wish to reach out and forcibly take offense.
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Posted by Paul Gernhardt on Dec 25, 2006
People argue to either prove that they are right or to hurt the other person.
Disarming your opponent in such a fight is easy—tell them they’re right, you’re hurt, and you’re sorry. At that point there isn’t much left to argue about. Do it early enough and the argument stops before it begins. After that, all that there is left to do is have a rational discussion about solutions to the problem.
I know it isn’t easy to say that the other person is right, that you are wrong, or that something hurt. But if you believe that the most important thing it to affect a positive change then this is the fastest way to solve problems.
The alternative it to keep arguing until you’re proven right and they are hurt. I promise you that after that things aren’t going to get better after that happens.
—p
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Posted by Paul Gernhardt on Dec 19, 2006
It is very easy to understand that everyone I meet knows something which I do not know. Great personal growth, however, comes when I remember that everyone I meet knows something that I should learn.
Every person I meet knows something that would help me better understand, grow, and move forward.
I am at my best if I take the time and effort learned what each person has for me.
—p
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Posted by Paul Gernhardt on Dec 18, 2006
You measure what is important. If you are not measuring the right things, then the right things will not happen.
In any organizations there are measurements (“metrics”) used to determine progress or performance. These are discussed and reviewed in meetings and reports. They become the immediate goals the organization and the individuals. Because people’s performance and, to a certain extent self-worth, are measured by “the numbers” they will become the most important determinant of what people to do day-to-day.
What is measured becomes what is discussed which becomes what is important. As a result what you measure will come to represent the true values and goals of the organization—both internally and, eventually, externally.
There are metrics which are required for day-to-day operations, intermediate goals, and even primary goals and values. Measuring only a sub-set can result in a lack of focus on the critical long-term goals and values. Immediate and day-to-day goals must play into the long term goals or your focus will become near sighted.
What do your metrics say about your organization?
—p
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Posted by Paul Gernhardt on Dec 18, 2006
I generally find that if I am fighting to get something accomplished it is most often my will that I am following. If I follow God’s will things seems to go more smoothly.
Considering that God set the rules for this world, is it any surprise that following those rules makes for better results?
—p
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Posted by Paul Gernhardt on Dec 17, 2006
When I try to make the world about me, the world refuses to cooperate. When I try to make the world about other people, however, I get the world’s full support.
In the end I find far more happiness in having everyone on my side than fighting it alone.
—p
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Posted by Paul Gernhardt on Dec 17, 2006
In the long run what is best for the customer is best for the company.
No company will be be successful if they attempt to do things that are best for the company at the expense or convenience of their customer. Eventually other companies and products will come to market that will better meet the needs and interests of the customer.
—p
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Posted by Paul Gernhardt on Dec 17, 2006
As a manager, my job is to work for my team(s). This means assuring that everyone on the team has the knowledge, skills, specification, resources, and time required to perform the tasks at hand.
If an effort falls short it is generally due to my failure to assure that my team has all of these items.
—p
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Posted by Paul Gernhardt on Dec 17, 2006
In the business world I have watched, and unfortunately participated, in many meetings where people spent hours in the middle of a crisis trying to determining how the crisis was conceived. All the hours that could have been spent on finding solutions to the problems were lost as people tried to determine who, or what, was to blame for the problems.
I eventually found it far more productive to have everyone focused on solving the problems at hand. In such situations I actively avoid discussions about who or what caused the problem. In extreme cases I have found it helpful to “take the blame” in the middle of the battle in order to allow everyone to move towards solving the problems.
I do find that post-project analysis is a useful tool to identify areas to correct and watch for in future efforts . But I have generally found that they are best done well after the project. In time past I find more perspective and objectivity in the process.
—p
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Posted by Paul Gernhardt on Dec 17, 2006