THE USE OF COMMON SENSE DOESN'T APPEAR TO BE COMMON PRACTICE. Ken Blanchard and Randy Conley developed 52 Simple Truths of Leadership to address this issue.
We produced this book because we know that many people in the workplace do not use basic ideas. The book has a straightforward layout. We find a Simple Truth about servant leadership or trust on the left page. We illustrate the perplexing lack of usage of the notion on the right page, as well as briefly explain why it is significant. The third component is a call to action for readers, titled "Making Common Sense Common Practice," in which we break down the notion into concepts that leaders may implement immediately on the job.
The following are some of the more notable truths:
#1: The greatest method to accomplish excellent achievements and wonderful connections is via servant leadership.
#5: Catching someone doing something properly is the key to developing them.
#7: Instead of reprimanding those who get off-topic, refocus them.
#9: Effective servant leader servant-leaders recognize that various strokes are required for different people.
#12: Establish autonomy by establishing limits.
#13: You receive what you anticipate from people.
#23: Servant leaders appreciate constructive criticism.
#30: To extend trust, someone must make the initial move. Leaders are the first to go.
#33: The adversary of trust is fear.
#41: The hashtag #Trust is always trending. It is never out of vogue to do the right thing.
#44: What occurs while you're not there is the most crucial aspect of leadership.
#48: Building trust is a process, not a goal.
#50: Apologizing may not always mean admitting guilt, but it does mean accepting responsibility.
#46: "People don't fight change; they resist being dominated," is the one fact that I believe requires more explanation. That is correct. People will rebel if they believe they are being controlled. "They must understand the reasons for the change as well as the expected benefit of efficiently executing it," they say. Absolutely. When people believe in the promised outcome—the why—they are more inclined to change.
It's intriguing, though, that when advised that they need to modify their lifestyle and eating habits, people who have had life-threatening cardiac diseases don't.
Alan Deutschman writes in his book Change or Die that Edward Miller of John Hopkins University found that "if you look at folks two years after the coronary artery bypass grafting, ninety percent of them have not changed their lifestyle."
" Even though they are completely aware of the stakes, they would sooner die than change." "People are more inclined to reject change they must understand if they don't understand why it's happening," says the Simple Truth.
Of course, we know all 52 principles theoretically, but putting them into practice is tough since it involves some reflection and deliberate planning. Then there's action. Change, as they say. That frequently appears to be more difficult than maintaining the status quo. Alternatively, we may begin to make the adjustment but become frustrated with the process.
Nonetheless, we can all benefit from revisiting these realities and, even better, discussing discuss them with our colleagues and coworkers. What we don't think about, we can't solve. We can also rely on the help of others. These 52 Simple Truths will assist us in making the necessary changes.
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