It's that time again at our household. . .assembling the family gift of a jigsaw puzzle. As we collectively work on it - I'm reflective of the parallels to leadership and teamwork.
First of all, we all recognize the big picture. The photo on the cover of the box clearly tells us what we are trying to create; we are all going to work toward that goal. There's something else, though, presumably we were attracted to this project because we liked what we were going to create. Teams need to see the big picture; great teams really are attracted to, and like, what they are creating.
Putting a puzzle together is indeed a collective effort. The more people who are looking at it - the quicker and better the results. Each one of us has a different perspective on the puzzle and the pieces that comprise it. One of us can see a fit where the others cannot. We each make a contribution. Some leaders treat teams as a necessary evil; great leaders recognize teams as essential to success.
Our family, like most, starts the puzzle by putting the framework together. Great projects are accomplished by teams that can create a framework by which they will collaborate and within which parameters the finished product will be completed.
Communication. We talk while working on the puzzle. "If you find a blue piece with writing on it - let me know.". "Where did that red and pink piece go?". Often the conversation is not about the puzzle, but is about life - the kind of casual, but important talks that build familiarity and bonds. Communication within teams, even if it isn't always about work, is essential.
While we have a big picture idea of what we are creating, often the work itself dictates changes along the way. A certain piece that we believed was a sure fit for a certain space doesn't fit at all once a complementary piece is properly installed. So there is flexibility in our building process - it allows us to change according to the landscape so that we are ultimately successful. And so it is in the workplace.
When we are done, we celebrate. Whether completing a puzzle or finishing a team project.
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My book, "Courageous Questions, Confident Leaders" is available on Amazon Kindle for tablets, e-readers and PCs.
Tuesday, December 30, 2014
Tuesday, December 23, 2014
That Star. . .
Here is what it is so obvious about the iconic star of the story of the wise men. . .and here's what so many people miss.
It led people forward.
Yes, the star illuminated the way. . .and it was a stable presence. . .but more than any of that, it led those that followed it onward.
Not backward. . .not to some place that maybe was considered familiar and safe. The wise men did not look over their shoulders wistfully for what was behind them, claiming that what was certainly was better than what could be. They did not retreat to the comfort of their home town.
Instead, they followed the star so that they could successfully complete their quest.
Sometimes we are so concerned about being safe. . .that we fail to move onward. We prefer what we believe to be the comfort of where we are. Sometimes we even try to move backward!
But if we don't move forward. . .we will fail to learn and we will fail to make the world a better place.
If we do move forward. . .and onward. . .oh, the new things we will see! We will conquer new challenges. We will find new ways to lead and live.
If we are to learn one leadership lesson from that bright and shining star, it is this. Move forward . . .and most assuredly, we will find a better way.
Happy holidays to all of you. . .may they be bright and may you move onward.
It led people forward.
Yes, the star illuminated the way. . .and it was a stable presence. . .but more than any of that, it led those that followed it onward.
Not backward. . .not to some place that maybe was considered familiar and safe. The wise men did not look over their shoulders wistfully for what was behind them, claiming that what was certainly was better than what could be. They did not retreat to the comfort of their home town.
Instead, they followed the star so that they could successfully complete their quest.
Sometimes we are so concerned about being safe. . .that we fail to move onward. We prefer what we believe to be the comfort of where we are. Sometimes we even try to move backward!
But if we don't move forward. . .we will fail to learn and we will fail to make the world a better place.
If we do move forward. . .and onward. . .oh, the new things we will see! We will conquer new challenges. We will find new ways to lead and live.
If we are to learn one leadership lesson from that bright and shining star, it is this. Move forward . . .and most assuredly, we will find a better way.
Happy holidays to all of you. . .may they be bright and may you move onward.
Thursday, December 18, 2014
The Ultimate Control
Perhaps I should have explained myself a long time ago. Much of the content of "Strength in Leadership" suggests ways that leaders can change to be more effective; I spend considerably less time on how leaders can try to change others.
Why?
I've learned, through many different lessons in life, that it is far more impactful to effect change by changing one's own behavior as opposed to imposing one's will on another individual.
Here's the thing. Human beings are wondrous creatures in that we have the ability to adapt and change and be flexible. . .unfortunately, often we forget about those great traits within a leadership context. We often wish that we could snap our fingers and another person would magically change. . .and the truth is that the closest we have to that concept. . .is changing our own behavior.
This requires that we approach the workforce with an open mind; our toolbox should include creativity and versatility. In order to change our own approach, we have to observe others and understand not only how they react to us, but to other members of the team. We have to be willing to put ourselves out there to make mistakes so that we come to the formulas that work for specific team members.
I fear that it is often out of laziness, or worst yet, fear, that leaders want everyone around them to change yet are unwilling to change themselves. There are those who claim it is principle or integrity that disallows them from altering their behavior for the benefit of the team members. Unfortunately, they are confusing those very valuable characteristics with stubbornness.
Outside of the workplace, we have found it successful to alter our approaches by situation and by individual. Most of us do not talk to our banker the same way we talk to our best friend. We probably approach our parents differently than we approach our children. Our conversations with a casual acquaintance are far different than the ones we have with a trusted confidant.
Work should be no different. To be the most effective, we need to change how we act, react and interact with our team; it is those actions that will make the most difference in how the team acts, reacts and interacts with us.
The most vital power we have is not the will that we try to impose on others; it is the strength, determination and the ability to adapt that we have within ourselves.
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My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
Why?
I've learned, through many different lessons in life, that it is far more impactful to effect change by changing one's own behavior as opposed to imposing one's will on another individual.
Here's the thing. Human beings are wondrous creatures in that we have the ability to adapt and change and be flexible. . .unfortunately, often we forget about those great traits within a leadership context. We often wish that we could snap our fingers and another person would magically change. . .and the truth is that the closest we have to that concept. . .is changing our own behavior.
This requires that we approach the workforce with an open mind; our toolbox should include creativity and versatility. In order to change our own approach, we have to observe others and understand not only how they react to us, but to other members of the team. We have to be willing to put ourselves out there to make mistakes so that we come to the formulas that work for specific team members.
I fear that it is often out of laziness, or worst yet, fear, that leaders want everyone around them to change yet are unwilling to change themselves. There are those who claim it is principle or integrity that disallows them from altering their behavior for the benefit of the team members. Unfortunately, they are confusing those very valuable characteristics with stubbornness.
Outside of the workplace, we have found it successful to alter our approaches by situation and by individual. Most of us do not talk to our banker the same way we talk to our best friend. We probably approach our parents differently than we approach our children. Our conversations with a casual acquaintance are far different than the ones we have with a trusted confidant.
Work should be no different. To be the most effective, we need to change how we act, react and interact with our team; it is those actions that will make the most difference in how the team acts, reacts and interacts with us.
The most vital power we have is not the will that we try to impose on others; it is the strength, determination and the ability to adapt that we have within ourselves.
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My book, "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs on Amazon Kindle.
Thursday, December 11, 2014
Losing It Over the Nuts
According to Mashable. . .this really happened.
A Korean Airlines flight from JFK to Inchon had completed boarding and was pulling onto the tarmac. Sitting in first class was the airline's Vice President of In-Flight Experience. Apparently it is de rigueur that first class passengers receive their complimentary macadamia nuts on a plate. So when the hapless flight attendant handed the vice president her portion, STILL IN ITS PACKAGE (!), the VP was incensed.
I am a first class passenger and I want my nuts on a plate, dammit!
As opposed to taking the flight attendant aside and offering coaching, or better yet, a question ("Just curious, why did you opt not to use a plate for my nuts") off stalks the VP in search of a more senior flight attendant who can provide the procedures manual because, you see, apparently as VP of In-Flight Experience, your word isn't sufficient enough, YOU NEED TO POINT IT OUT IN THE MANUAL because. . .
I want my damn nuts on plate. , ,
Upon the news that the more senior flight attendant could not find a copy of the manual, the VP was so properly infuriated that she insisted the plane turn back to the gate so she could kick said flight attendant off the flight.
I don't care what the cost. . .I want my nuts on a plate!
There are so many things deliciously wrong here: failure to coach through a wrong, defaulting to pointing out a transgression per the manual. . .but here's the big one. . .the failure to scale corrective action. While the VP of In-Flight Experience was correct in pointing out that the customers were to be served nuts on a plate, she was exceptionally wrong in turning back an entire plane of customers over such a comparatively small transgression. She failed to see the bigger picture and react appropriately.
Unfortunately, it is a common occurrence to see leaders take outscaled action over stuff that really nobody cares about:
"Yes, the entire event was lovely, but for $100,000, I would have expected the ham balls to be bigger."
Seriously?
"We are not starting the meeting until the chattering is over."
Really, Mr. or Ms. First Grade Teacher?
"I found a mis-placed comma on the first page, I'm not reading this until you can assure me you can use proper English."
Such as the proper English you will use in your letter of resignation.
Truly, in the defense of quality, details are worthy of attention. . .but not tantrums. Let's be sure that our reaction is appropriately scaled, and constructively executed, to the size of the transgression. Let's not lose our minds over the nuts. . .
By the way, said VP resigned her position when she returned to Korea - not only did she lose her mind. . she lost her job.
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My book, "Courageous Questions, Confident Leaders" is available on Amazon Kindle for e-readers, tablets and PCs.
A Korean Airlines flight from JFK to Inchon had completed boarding and was pulling onto the tarmac. Sitting in first class was the airline's Vice President of In-Flight Experience. Apparently it is de rigueur that first class passengers receive their complimentary macadamia nuts on a plate. So when the hapless flight attendant handed the vice president her portion, STILL IN ITS PACKAGE (!), the VP was incensed.
I am a first class passenger and I want my nuts on a plate, dammit!
As opposed to taking the flight attendant aside and offering coaching, or better yet, a question ("Just curious, why did you opt not to use a plate for my nuts") off stalks the VP in search of a more senior flight attendant who can provide the procedures manual because, you see, apparently as VP of In-Flight Experience, your word isn't sufficient enough, YOU NEED TO POINT IT OUT IN THE MANUAL because. . .
I want my damn nuts on plate. , ,
Upon the news that the more senior flight attendant could not find a copy of the manual, the VP was so properly infuriated that she insisted the plane turn back to the gate so she could kick said flight attendant off the flight.
I don't care what the cost. . .I want my nuts on a plate!
There are so many things deliciously wrong here: failure to coach through a wrong, defaulting to pointing out a transgression per the manual. . .but here's the big one. . .the failure to scale corrective action. While the VP of In-Flight Experience was correct in pointing out that the customers were to be served nuts on a plate, she was exceptionally wrong in turning back an entire plane of customers over such a comparatively small transgression. She failed to see the bigger picture and react appropriately.
Unfortunately, it is a common occurrence to see leaders take outscaled action over stuff that really nobody cares about:
"Yes, the entire event was lovely, but for $100,000, I would have expected the ham balls to be bigger."
Seriously?
"We are not starting the meeting until the chattering is over."
Really, Mr. or Ms. First Grade Teacher?
"I found a mis-placed comma on the first page, I'm not reading this until you can assure me you can use proper English."
Such as the proper English you will use in your letter of resignation.
Truly, in the defense of quality, details are worthy of attention. . .but not tantrums. Let's be sure that our reaction is appropriately scaled, and constructively executed, to the size of the transgression. Let's not lose our minds over the nuts. . .
By the way, said VP resigned her position when she returned to Korea - not only did she lose her mind. . she lost her job.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available on Amazon Kindle for e-readers, tablets and PCs.
Thursday, December 4, 2014
A Tip for Greater Productivity
Go - go - go. The life of the leader is geared toward productivity and accomplishment. The goal is to get things done - ideally as quickly as possible so that we can move on to the next thing. . .and then get that done.
Since the over-riding principal here is productivity - here's a tip.
Stop. Think. Re-charge.
The times that I have been at my absolute worst was when I just kept doing. . .and failed to stop. . .and think. . .and re-charge.
Perspective is a marvelous management tool; what I have found is that if we just keep going, heads down, in the trenches. . .we lose perspective for both ourselves and our teams. It is only when we gain the discipline of walking away (however briefly) and think about what we are doing that we are able to do it better.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available for e-readers, PCs and tablets on Amazon Kindle.
Since the over-riding principal here is productivity - here's a tip.
Stop. Think. Re-charge.
The times that I have been at my absolute worst was when I just kept doing. . .and failed to stop. . .and think. . .and re-charge.
Perspective is a marvelous management tool; what I have found is that if we just keep going, heads down, in the trenches. . .we lose perspective for both ourselves and our teams. It is only when we gain the discipline of walking away (however briefly) and think about what we are doing that we are able to do it better.
- If you just keep doing. . .you will just keep doing it the same way. If you step away, and think about what you and your team are doing, you may find there is a better way, however minute, that may make a significant, positive change in your progress.
- If you stop for a minute - you can truly assess how the team is doing. Who needs to be rested? Who can do more? How do we change one person's work for a positive impact on both the individual and the whole of the team?
- And gaining perspective that allows you to make things better happens when you, as a leader, is re-charged. So, take a day off already. Go for a walk at lunch. Spend an extra five minutes at Starbucks. While all of these things may seem like a luxury - the extra little investment of time will reap valuable rewards by refreshing you and thus, recharging your team when you are at the workplace.
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My book, "Courageous Questions, Confident Leaders" is available for e-readers, PCs and tablets on Amazon Kindle.
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