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• W147599797 abstract "Although leadership may be defined as positively influencing others, this is only a part of what leadership is all about. An important part of leadership is the us, we are personally. How we lead ourselves is often overlooked as we examine leadership theories. Our own leadership is our words, actions and behaviors that make us we are... the who we are when no one is watching. The behaviors that are visible to others are the ones that and do have the greatest impact both in a positive as well as negative way. These actions or behaviors are what make some people leaders and others great leaders. Each of us possess a certain level of leadership skill or skills. Leadership skills are like a new jig-saw puzzle; all the pieces are there, but it's up to each of us to figure out how they fit together. The authors of The Influencer: The Power to Change Anything, (Patterson, Grenny, Maxfield, McMillan & Switzler, 2008) state vital behaviors can drive big change. Vital behaviors are like the first few dominoes in a cascade of dominoes, if we do a few basic behaviors, the impact be amazing. A vital behavior of an leader is to Be a Bucket Filler. This behavior is about being in a way that values others. This then affects a second behavior which is behaving in a way that values ourselves with others. Being a bucket filler is an analogy that Rath and Clifton use in their book, How Full Is Your Bucket? Positive Strategies for Work and Life (Rath & Clifton, 2004). The notion is that filling or emptying a person's bucket is taking place all the time and most people don't even realize it. As we walk the street and enter and exit buildings we are emptying and filling others' buckets. As we conscientiously start to fill people's buckets and work toward not emptying people's buckets our so called everyday turns into a life that become amazing. Here's how it works: Each of us has an invisible bucket. It is constantly emptied or filled, depending on what others say or do to us. When our bucket is full, we feel great. When it's empty, we feel awful. Each of us also has an invisible dipper. When we use that dipper to fill other people s buckets - by saying or doing things to increase their positive emotions - we are filling their bucket as well as filling our own bucket. But when we use that dipper to dip from others' buckets - by saying or doing things that decrease their positive emotions - we diminish ourselves. Like the cup that runneth over, a full bucket gives us a positive outlook and renewed energy. Every drop in that bucket makes us stronger and more optimistic. But an empty bucket poisons our outlook, saps our energy, and undermines our will. That's why every time someone dips from our bucket, it hurts us. So we face a choice every moment of every day: We fill one another s buckets, or we empty their bucket. The choice is ours. It's an important choice - one that profoundly influences our relationships, productivity, health and happiness. (Rath & Clifton, 2004, p. 15) Some of the ways we be bucket fillers is to say nice things to people and give them compliments. So often we think people already know they look nice, but how often do we say it? Giving other people compliments is really about making other people feel good about themselves and building their selfesteem. Let's think about our daily conversations. Are our conversations purely business? Do our conversations include personal compliments? Do we say nice things to our coworkers to make their days better? Do we sometimes even empty a person's bucket by what we say? What if each person we work with tried for one week to make everyone's easier doing things not in their job description. Can you imagine what a difference that would make in our office? Instead of people setting up road blocks and trying to slow each other down, walls and barriers would deteriorate and we would accomplish so much more. …" @default.
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• W147599797 date "2010-09-01" @default.
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• W147599797 title "Bucket Filling a Vital Behavior of Everyday Leadership" @default.
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