There is one thing that we must do in 2017.
Tell and embrace the truth.
Fake news, sensationalistic headlines, reality TV faux drama. . .and our willingness to embrace that which isn't true simply because it's convenient is fatalistic.
We need to be clear that what we read on Facebook (Instagram, Twitter, Snapchat) cannot be trusted as the truth. We must come to the realization that the headlines from the National Enquirer, The Globe and whatever national tabloid is at your market checkstand are designed to make you buy product; they in no way accurately inform. We need to check and doublecheck what national figures (be they celebrities or politicians) claim to be true.
We can no longer make excuses "Oh, that's just the way he is. . ." "Oh, it's just an analogy, they don't really mean it."
We need to discern which of the media is going to be the most accurate (hint: it's not that at the extreme left or right). Much of the media, despite deriding from national politicians who selfishly want us to believe them vs. an unbiased reporting, is dedicated to telling the truth.
And here's the kicker. . .we need to embrace the truth even if it is inconvenient to what we would choose to believe. The truly debilitating thing about this past year is how many people chose to believe that which wasn't true. . .simply because it fit (ironically, yet conveniently) into their belief system. Let's be clear, if you choose to believe the falsehoods that someone perpetrates simply because you believe that person overall fits into your belief system. . .you have betrayed both yourself and your values.
This transcends into our family life, our work life and our national prosperity.
The truth will set you free? That is, indeed, fact and should be embraced.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, December 30, 2016
Friday, December 16, 2016
Sometimes You Just Have to Drop Something. . .
There I was at Fred Meyer. For those of you unfamiliar with Fred Meyer, think Target - only larger and better. . .or Wal-Mart. . .only larger and way, way better. I self-checked my humongous value pack of toilet paper; the cinnamon rolls for the following morning were tucked in a shopping bag in the other hand. Starbucks? There's one right in the lobby - sure, why not? I successfully juggled said packages while getting out my wallet. . .but when they delivered my grande chestnut praline latte I found myself in the most awkward position trying to get the sleeve on the cup. I was trying to hold on to everything I had in my two hands AND put the sleeve on; you can visualize that failure was certain. I came to the logical conclusion that this sleeve-thing operation would indeed require two hands. I had to put something down.
Sometimes, in life. . .in work, we just need to drop something.
Prioritization is indeed a gift - it enables us to recognize what's truly important at the moment (a latte! That project that's due in fifteen minutes! Need to go to the son's concert!). Prioritization indeed dictates that at times, we need to let go of something, even if just temporarily, to be successful at what we are trying to do right now.
And let's be clear - it is not a sign of a lack of strength to let something go; to prioritize and set something aside is a smart decision. Maybe you can pick up the thread in a short while. Maybe what you just let go isn't at all necessary and can just go away. Maybe what you just dropped belongs with someone else (delegation!).
The same applies to emotions we keep (grudges? anger?). To get to where we really want to be, it just may be that we have to drop this excess baggage.
It is a good message for the entire year; it is especially timely during the holidays. Anxious that there is too much to do and not enough time? Frustrated that self-expectations are dictating more than one person is able to do? To get what you really want and need right now. . .you may just need to drop something.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Sometimes, in life. . .in work, we just need to drop something.
Prioritization is indeed a gift - it enables us to recognize what's truly important at the moment (a latte! That project that's due in fifteen minutes! Need to go to the son's concert!). Prioritization indeed dictates that at times, we need to let go of something, even if just temporarily, to be successful at what we are trying to do right now.
And let's be clear - it is not a sign of a lack of strength to let something go; to prioritize and set something aside is a smart decision. Maybe you can pick up the thread in a short while. Maybe what you just let go isn't at all necessary and can just go away. Maybe what you just dropped belongs with someone else (delegation!).
The same applies to emotions we keep (grudges? anger?). To get to where we really want to be, it just may be that we have to drop this excess baggage.
It is a good message for the entire year; it is especially timely during the holidays. Anxious that there is too much to do and not enough time? Frustrated that self-expectations are dictating more than one person is able to do? To get what you really want and need right now. . .you may just need to drop something.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, December 9, 2016
How to Be Remembered
Bob Fletcher, age 101, passed away a few days ago. This is why Bob Fletcher is important; this is why Bob Fletcher is remembered.
In 1942, when Japanese internment camps became a reality, a Mr. Tsukamoto approached Mr. Fletcher with a proposal. Would he be willing to manage the farms of two family friends of Mr. Tsukamato and pay the taxes and mortgage while they were interned? In turn, Mr. Fletcher was promised the profits from the farms.
Mr. Fletcher's agreement to work multiple farms, enabling Japanese families to keep their land, was not well received in his hometown of Florin, California. Residents resented the Japanese immigrants for their success; moreover, Japanese children were required to attend segregated schools. Mr. Fletcher, according to the New York Times, was unruffled. He felt the Japanese farmers were being mistreated.
So Mr. Fletcher worked 18 hours a day, saving three farms for families who decades earlier were immigrants and in the current day were mistrusted and segregated. He paid the taxes and mortgages, and instead of taking all of the profits as was offered, he only took half.
Why? "I did know a few of them (Japanese families) pretty well and never did agree with the evacuation. They were the same as anybody else. It was obvious they had nothing to do with Pearl Harbor."
Upon their return. Mr. Fletcher's new wife cleaned the Tsukamoto's house; and when merchants were unwilling to sell supplies to the Tsukamotos. . .Mr. Fletcher purchased the supplies for them.
Did he believe in community? Is Mr. Fletcher a hero? Yes and yes. Decades later, upon his death, he is remembered for this. Did he do it because that's how he wanted to be remembered?
He did it because it was the right thing to do.
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This information from this article was referenced from the New York Times and the Sacramento Bee.
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
In 1942, when Japanese internment camps became a reality, a Mr. Tsukamoto approached Mr. Fletcher with a proposal. Would he be willing to manage the farms of two family friends of Mr. Tsukamato and pay the taxes and mortgage while they were interned? In turn, Mr. Fletcher was promised the profits from the farms.
Mr. Fletcher's agreement to work multiple farms, enabling Japanese families to keep their land, was not well received in his hometown of Florin, California. Residents resented the Japanese immigrants for their success; moreover, Japanese children were required to attend segregated schools. Mr. Fletcher, according to the New York Times, was unruffled. He felt the Japanese farmers were being mistreated.
So Mr. Fletcher worked 18 hours a day, saving three farms for families who decades earlier were immigrants and in the current day were mistrusted and segregated. He paid the taxes and mortgages, and instead of taking all of the profits as was offered, he only took half.
Why? "I did know a few of them (Japanese families) pretty well and never did agree with the evacuation. They were the same as anybody else. It was obvious they had nothing to do with Pearl Harbor."
Upon their return. Mr. Fletcher's new wife cleaned the Tsukamoto's house; and when merchants were unwilling to sell supplies to the Tsukamotos. . .Mr. Fletcher purchased the supplies for them.
Did he believe in community? Is Mr. Fletcher a hero? Yes and yes. Decades later, upon his death, he is remembered for this. Did he do it because that's how he wanted to be remembered?
He did it because it was the right thing to do.
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This information from this article was referenced from the New York Times and the Sacramento Bee.
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, December 2, 2016
The Foundation for Success and Happiness
Almost always, there are two sides to the story. . .
When the kitchen faucet broke into a sputtering mess on the Friday before Thanksgiving? I could have dissolved into a mass of self-pity ("why do things always go wrong for me???"). . .or be grateful there were the resources to go to a place like Home Depot, get a new one, and be thankful that I am married to a woman who, thank goodness, is more mechanically minded than I.
There are two ways I could remember this Thanksgiving: the literal pain I felt when I burnt the crap out of my hand minutes before serving dinner, or the gratitude I felt by having 14 loving friends and family in our home.
There were two options I could have considered yesterday, The "why-don't-things-work-when-they-are-supposed-to" special kind of anger when my car wouldn't start in the morning. . .or the amazing ability of our family to figure it out and keep on moving.
There are two ways I could look at life: longing and striving for all that I don't have . . .or being grateful for that which I do.
Which way of thinking makes me happier? The latter, of course. It is also foundational to what I do. Gratitude is acknowledgment: both of thanks to the giver and humble recognition of the resources that we have available to us.
It is those resources that allow us to live and thrive. If we are ungrateful, or take those resources for granted, it is much more difficult to move forward for we convince ourselves that we don't have "enough." If we recognize, with humility, what we have been given and what we have earned as resources, then we have a strong foundation to build upon.
It is also gratitude that creates focus in our lives; it centers us around that which is positive and that in turn becomes the creative and practical charge that moves us forward.
There are two ways we can look at our team: as a necessity that we constantly have to herd through deadlines and lead through HR mazes. . .or a group of people, each with a diverse set of talents, that enables us to accomplish tasks each and every day.
Guess which viewpoint will bring success.
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When the kitchen faucet broke into a sputtering mess on the Friday before Thanksgiving? I could have dissolved into a mass of self-pity ("why do things always go wrong for me???"). . .or be grateful there were the resources to go to a place like Home Depot, get a new one, and be thankful that I am married to a woman who, thank goodness, is more mechanically minded than I.
There are two ways I could remember this Thanksgiving: the literal pain I felt when I burnt the crap out of my hand minutes before serving dinner, or the gratitude I felt by having 14 loving friends and family in our home.
There were two options I could have considered yesterday, The "why-don't-things-work-when-they-are-supposed-to" special kind of anger when my car wouldn't start in the morning. . .or the amazing ability of our family to figure it out and keep on moving.
There are two ways I could look at life: longing and striving for all that I don't have . . .or being grateful for that which I do.
Which way of thinking makes me happier? The latter, of course. It is also foundational to what I do. Gratitude is acknowledgment: both of thanks to the giver and humble recognition of the resources that we have available to us.
It is those resources that allow us to live and thrive. If we are ungrateful, or take those resources for granted, it is much more difficult to move forward for we convince ourselves that we don't have "enough." If we recognize, with humility, what we have been given and what we have earned as resources, then we have a strong foundation to build upon.
It is also gratitude that creates focus in our lives; it centers us around that which is positive and that in turn becomes the creative and practical charge that moves us forward.
There are two ways we can look at our team: as a necessity that we constantly have to herd through deadlines and lead through HR mazes. . .or a group of people, each with a diverse set of talents, that enables us to accomplish tasks each and every day.
Guess which viewpoint will bring success.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, November 18, 2016
The Priority of Likability
"Like" can be perceived as one of those not-so-powerful words. It is similar to "pretty" and "nice." Positive, but not passionate. Truth is, it represents an extremely powerful and effective emotion.
The recent presidential election in the United States demonstrated the power of "like." Fair or not, the great majority of the populace said they did not "like" either candidate; chaos ensued. Imagine, if you will, what a different election it would have been if one or both candidates had been liked.
A leader's creed of "It's not my job to be liked" demonstrates a high degree of confusion between being liked and being able to make tough decisions. It is a leader's job to be both liked and to be able to make tough decisions. Certainly not every decision a leader makes will be liked; simultaneous, the leader can still be likable.
Even the tough decisions can be more acceptable to the team if the leader is likable. Likable leaders often consult with the team, are known for truly caring for their team and have a reputation for rational, fair decisions.
Why is it so important to be liked? Simply. . .do unto others. . . Don't you tend to frequent retailers that have team members you really like? Isn't likability a major decision point in choosing a doctor or dentist? Don't you work better when you have a capable boss you really like. . .and if you have a boss you don't like, don't you wish you had someone you really could like?
Recently (in fact just last week, when I was writing about "moving on") I made the connection between likability and being compelling - these two things are nearly the same. One seldom "wins" when one isn't compelling or likable. Granted, there are more elements to winning that are also important: ethical, fair, smart, etc. But being likable is really the rocket fuel that enables ethical, fair, smart people to get their points across and to be truly successful.
"Like" is, indeed, a very powerful word.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
The recent presidential election in the United States demonstrated the power of "like." Fair or not, the great majority of the populace said they did not "like" either candidate; chaos ensued. Imagine, if you will, what a different election it would have been if one or both candidates had been liked.
A leader's creed of "It's not my job to be liked" demonstrates a high degree of confusion between being liked and being able to make tough decisions. It is a leader's job to be both liked and to be able to make tough decisions. Certainly not every decision a leader makes will be liked; simultaneous, the leader can still be likable.
Even the tough decisions can be more acceptable to the team if the leader is likable. Likable leaders often consult with the team, are known for truly caring for their team and have a reputation for rational, fair decisions.
Why is it so important to be liked? Simply. . .do unto others. . . Don't you tend to frequent retailers that have team members you really like? Isn't likability a major decision point in choosing a doctor or dentist? Don't you work better when you have a capable boss you really like. . .and if you have a boss you don't like, don't you wish you had someone you really could like?
Recently (in fact just last week, when I was writing about "moving on") I made the connection between likability and being compelling - these two things are nearly the same. One seldom "wins" when one isn't compelling or likable. Granted, there are more elements to winning that are also important: ethical, fair, smart, etc. But being likable is really the rocket fuel that enables ethical, fair, smart people to get their points across and to be truly successful.
"Like" is, indeed, a very powerful word.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, November 11, 2016
Moving Onward. . .and Being Better
Four years. It was four years of soul-crushing, mind bending unemployment; there were moments when I thought it was impossible to go on. I came to this conclusion: there is no alternative for me but to move forward and to be better. . .because that's the way I want to live my life.
The results of the this week's presidential election were disappointing to me; it is tempting to fall into the swamps of hopelessness and anger and self-pity. But for this. . .and for any difficult situation we face, I would pose this answer of faith. . .there is no alternative but to move forward and to be better. . . because that's the way we want to live our lives.
We care about outcomes. We are concerned for people. We desire and work toward a better world. There is no alternative to this - we must keep moving forward. So here's the plan. . .
Be steadfast.
Let your concern make you strategist - not a worrier.
Be willing to negotiate and compromise - obstructionism accomplishes nothing.
Don't hate - hate accomplishes nothing.
If you are angry - let that anger guide you to what you can do.
Be active for justice. Campaign vigorously and tirelessly.
Look for and propagate the truth.
Organize and network.
Be compelling.
Be consistent and persistent.
Care about all.
Be an evangelist for new and better ways.
Be the absolute best you can be. Let faith and hope move us forward.
Share this.
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
The results of the this week's presidential election were disappointing to me; it is tempting to fall into the swamps of hopelessness and anger and self-pity. But for this. . .and for any difficult situation we face, I would pose this answer of faith. . .there is no alternative but to move forward and to be better. . . because that's the way we want to live our lives.
We care about outcomes. We are concerned for people. We desire and work toward a better world. There is no alternative to this - we must keep moving forward. So here's the plan. . .
Be steadfast.
Let your concern make you strategist - not a worrier.
Be willing to negotiate and compromise - obstructionism accomplishes nothing.
Don't hate - hate accomplishes nothing.
If you are angry - let that anger guide you to what you can do.
Be active for justice. Campaign vigorously and tirelessly.
Look for and propagate the truth.
Organize and network.
Be compelling.
Be consistent and persistent.
Care about all.
Be an evangelist for new and better ways.
Be the absolute best you can be. Let faith and hope move us forward.
Share this.
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, November 4, 2016
The Eleven Elements of a Great Decision
Every single day of our lives we make decisions. These decisions seldom impact just ourselves; but instead have the ability to contribute to the greater good of the communities that we support and that support us. Decisions can be simple; they can be complex. Here are ten elements that I found help to make great decisions.
1. Facts, people. Facts. Seek the truth. Research the truth.
2, Facts allow us to make good decisions; by recognizing the human element, by also thinking with our hearts, we are able to make fantastic decisions.
3. Vindictiveness never results in a smart decision; anger seldom does.
4. Eschew rumor and innuendo. Approach generalizations of "Everyone says. . ." and "A source tells me. . ." with high levels of distrust.
5. Seek the greater good and the avenues that serve it.
6. Recognize the existent value of the experience of history; but, also realize that it is your responsibility to lead people to meet the realities of the future. Move forward.
7. Sometimes a decision of quick reaction is needed to save the day; but be able to differentiate that reaction vs. a long term strategy. Be strategic; think how the pieces may move.
8. Consult others. Gather points of view and in so doing, start to build consensus.
10. Make a decision - and then walk away without activating it. Think about it, mull it about - if it still makes sense, then do it.
11. Be principled. Be ethical. Be fair.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
1. Facts, people. Facts. Seek the truth. Research the truth.
2, Facts allow us to make good decisions; by recognizing the human element, by also thinking with our hearts, we are able to make fantastic decisions.
3. Vindictiveness never results in a smart decision; anger seldom does.
4. Eschew rumor and innuendo. Approach generalizations of "Everyone says. . ." and "A source tells me. . ." with high levels of distrust.
5. Seek the greater good and the avenues that serve it.
6. Recognize the existent value of the experience of history; but, also realize that it is your responsibility to lead people to meet the realities of the future. Move forward.
7. Sometimes a decision of quick reaction is needed to save the day; but be able to differentiate that reaction vs. a long term strategy. Be strategic; think how the pieces may move.
8. Consult others. Gather points of view and in so doing, start to build consensus.
10. Make a decision - and then walk away without activating it. Think about it, mull it about - if it still makes sense, then do it.
11. Be principled. Be ethical. Be fair.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, October 28, 2016
When Telling-It-Like-It-Is. . .Isn't
One of propellants that allowed Donald Trump to ascend to his party's nomination was the perception of him"telling it like it is." "He's an outsider." "It's like a breath of fresh air." "He's not so politically correct."
None of this, as it turns out, means that the man is particularly truthful. Politifact, which rates all candidates on truthfulness, found that 52% of Trump's evaluated statements were either outright false or worse "pants on fire." (As in "Liar. . .Liar. . ."). 52%! In contrast, Hillary Clinton's percentage is 12%.
Just because someone is an outsider, just because they break constraints, just because they can "sell" an idea with their presentation, just because they are bombastic or "really just puts it all out there". . .doesn't necessarily mean they are truth-tellers.
Decades ago, I had a friend, "Ruth." Ruth had a knack for presenting her ideas as if they had been handed down by God. Everything was stated as fact. . .the problem was, it was often wrong. Ruth's were led down paths of presumption and opinion and bias.
Similarly, I worked with C-Suite guy who had the seeming ability to do the most complex math in his head. "Let me see, if the wage differential were .15/hour for 23 employees, but .38/hour for the remaining 238, over the period of the next 14 weeks the incremental wage, plus indirect expenses would be. . . ." Everyone was amazed by this individual's head-calculating. Finally, I started to bring my calculator to meetings. While he was doing his verbal/mental number manipulation thing, I was fact-checking him on a calculator. Every time he was wrong. He wasn't even close. He was wowing the crowds, but he wasn't truthful. . .
My caution, whether in politics, work or personal relationships, is that we become so bedazelled by the polish, the bravado, the breakthrough presentation. . .that we neglect to seek and honor the truth. Here, then are some basics:
Be able to differentiate opinion from fact.
The greater the hyperbole ("the greatest," "the best," "thousands of people say") usually the further it is from the truth.
Is the individual most interested in promoting himself/herself? If so - usually the truth suffers.
Vagueness, as in "I've heard that. . ." seldom serves the truth well.
Is the individual pandering to you?
Be able to seek facts; be your own fact-checker.
Propogate facts; be willing to speak up if you know the true story.
Look beneath the sheens of "what a breath of fresh air" and "he really tells it like it is" to understand if the individual is really rooted in reality - or just exhaling truly hot and toxic air.
Truth is fundamental; it guides to the right conclusions. Falsehoods take us to bad places. Seek, sow and spread the truth.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon.
None of this, as it turns out, means that the man is particularly truthful. Politifact, which rates all candidates on truthfulness, found that 52% of Trump's evaluated statements were either outright false or worse "pants on fire." (As in "Liar. . .Liar. . ."). 52%! In contrast, Hillary Clinton's percentage is 12%.
Just because someone is an outsider, just because they break constraints, just because they can "sell" an idea with their presentation, just because they are bombastic or "really just puts it all out there". . .doesn't necessarily mean they are truth-tellers.
Decades ago, I had a friend, "Ruth." Ruth had a knack for presenting her ideas as if they had been handed down by God. Everything was stated as fact. . .the problem was, it was often wrong. Ruth's were led down paths of presumption and opinion and bias.
Similarly, I worked with C-Suite guy who had the seeming ability to do the most complex math in his head. "Let me see, if the wage differential were .15/hour for 23 employees, but .38/hour for the remaining 238, over the period of the next 14 weeks the incremental wage, plus indirect expenses would be. . . ." Everyone was amazed by this individual's head-calculating. Finally, I started to bring my calculator to meetings. While he was doing his verbal/mental number manipulation thing, I was fact-checking him on a calculator. Every time he was wrong. He wasn't even close. He was wowing the crowds, but he wasn't truthful. . .
My caution, whether in politics, work or personal relationships, is that we become so bedazelled by the polish, the bravado, the breakthrough presentation. . .that we neglect to seek and honor the truth. Here, then are some basics:
Be able to differentiate opinion from fact.
The greater the hyperbole ("the greatest," "the best," "thousands of people say") usually the further it is from the truth.
Is the individual most interested in promoting himself/herself? If so - usually the truth suffers.
Vagueness, as in "I've heard that. . ." seldom serves the truth well.
Is the individual pandering to you?
Be able to seek facts; be your own fact-checker.
Propogate facts; be willing to speak up if you know the true story.
Look beneath the sheens of "what a breath of fresh air" and "he really tells it like it is" to understand if the individual is really rooted in reality - or just exhaling truly hot and toxic air.
Truth is fundamental; it guides to the right conclusions. Falsehoods take us to bad places. Seek, sow and spread the truth.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon.
Friday, October 21, 2016
The Success of Reaching Across
Amidst all of the verbal firebombs of this current election cycle, there was also a real firebomb. The North Carolina headquarters of the GOP was destroyed by an incendiary device. The horror of that level of violence and depravity is almost offset by what happened next.
David Weinburger started a campaign on Gofundme.com to raise funds to help the Republicans rebuild the facility. Within just 40 minutes, over $13,000 was raised.
Here are the kickers. Mr. Weinburger doesn't even live in North Carolina; he lives in Massachusetts. Mr. Weinburger isn't a Republican; he is a Democrat. Mr. Weinburger specifically appealed to fellow Democrats in his Gofundme appeal, "No matter the result, this is not how Americans resolve their differences." Mr. Weinburger reached across. . .both geographic boundaries and party lines.
Contrast Mr. Weinburger's actions (and the actions of his donors) to the current political climate which has more and more become one of party isolationism and the desire of obliteration of those with opposing viewpoints.
As much as we may complain about the current political environment, or as much as we complain about obstructionism in the workplace; when we refuse to reach out to understand the other side and build bridges, we are part of the chaos we complain about.
Do we want to win? Do we want the world to be a better place? I believe that most of us do. We do not accomplish that by building increasingly extreme points of view; we do it by reaching out so that we may preserve and grow what is truly foundational to our success.
Mr. Weinburger could have sat on idealism and, in this case, found another notch of victory in that the opposing party suffered a physical loss. Instead, he took the larger view that a two party system and healthy arguments are essential to our democracy and he enabled others to reach across party lines to preserve that which is truly important.
In politics. In work. In family. Reach across. Build bridges. Be successful.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
David Weinburger started a campaign on Gofundme.com to raise funds to help the Republicans rebuild the facility. Within just 40 minutes, over $13,000 was raised.
Here are the kickers. Mr. Weinburger doesn't even live in North Carolina; he lives in Massachusetts. Mr. Weinburger isn't a Republican; he is a Democrat. Mr. Weinburger specifically appealed to fellow Democrats in his Gofundme appeal, "No matter the result, this is not how Americans resolve their differences." Mr. Weinburger reached across. . .both geographic boundaries and party lines.
Contrast Mr. Weinburger's actions (and the actions of his donors) to the current political climate which has more and more become one of party isolationism and the desire of obliteration of those with opposing viewpoints.
As much as we may complain about the current political environment, or as much as we complain about obstructionism in the workplace; when we refuse to reach out to understand the other side and build bridges, we are part of the chaos we complain about.
Do we want to win? Do we want the world to be a better place? I believe that most of us do. We do not accomplish that by building increasingly extreme points of view; we do it by reaching out so that we may preserve and grow what is truly foundational to our success.
Mr. Weinburger could have sat on idealism and, in this case, found another notch of victory in that the opposing party suffered a physical loss. Instead, he took the larger view that a two party system and healthy arguments are essential to our democracy and he enabled others to reach across party lines to preserve that which is truly important.
In politics. In work. In family. Reach across. Build bridges. Be successful.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, October 14, 2016
Would It Kill Us to Be a Little Nicer?
You could practically hear a collective exhale of relief. At the most recent, town-hall style presidential debate, a questioner asked both candidates to name something they admired about the other candidate. Right there, in the middle of full-tilt accusations and counters and name calling and what else. . .common sense had a moment.
So here's a reminder in the middle of the most crazy presidential election I've ever seen. . .in a society that seemingly thrives on Real Housewives drama. . .in a world in which an extreme, but vocal few view success as outright obliteration of anyone who is at all culturally different from them.
Let's all be a little nicer.
To the very practical side of this. I recently traveled for business. Want to see a bunch of grim faces? Go to an airport. But, really, why all of the anxiety and what-not? Lead with a little niceness. Tell agents you appreciate the expertise with which they board nearly 200 shoving people in a plane in less than twenty minutes. Let them you know you appreciate the patience they exhibited while handling the screaming, crying customer in front of you. Thank them when they scan your ticket. It comes as so unexpected that you can just see their entire day open to a perspective of better things.
Or shopping. Say something nice to the person behind the counter. Compliment them on what a great job they did in ringing that massive order. Tell them how much you appreciate their work every single day. And mean it.
And let the actions back up the words. After all, you pay $69/month for a gym membership, so it would be perfectly congruent for you to push your shopping cart to the designated corral as opposed to letting it sit in the middle of the parking lot. Or, sticking around a micro-second longer to open the door for someone. Or let someone merge in front of you.
At work: pull back the shoulders, adjust the strut and smile at people. Say "good morning" and "how are you" and stick around to hear a response. Open doors (literally and figuratively) Tell them you appreciate all of the work yesterday/last week/last month/last year. Tell them you admire their perspective on whatever it was that you were talking about in the hallway yesterday.
Here's my fear, that we are starting to confuse the "entertainment" value of drama (and in this I don't mean that drama of Downtown Abbey but rather the name calling and hair pulling of reality TV) with real life. That we may think that calling someone the devil on national television is something to be modeled. That we believe that punching and counter-punching is the way to win in this world.
Don't. Don't be those people. Eschew that behavior.
Be nice. The world, your world, will be a much better place.
Like it? Share it?
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
So here's a reminder in the middle of the most crazy presidential election I've ever seen. . .in a society that seemingly thrives on Real Housewives drama. . .in a world in which an extreme, but vocal few view success as outright obliteration of anyone who is at all culturally different from them.
Let's all be a little nicer.
To the very practical side of this. I recently traveled for business. Want to see a bunch of grim faces? Go to an airport. But, really, why all of the anxiety and what-not? Lead with a little niceness. Tell agents you appreciate the expertise with which they board nearly 200 shoving people in a plane in less than twenty minutes. Let them you know you appreciate the patience they exhibited while handling the screaming, crying customer in front of you. Thank them when they scan your ticket. It comes as so unexpected that you can just see their entire day open to a perspective of better things.
Or shopping. Say something nice to the person behind the counter. Compliment them on what a great job they did in ringing that massive order. Tell them how much you appreciate their work every single day. And mean it.
And let the actions back up the words. After all, you pay $69/month for a gym membership, so it would be perfectly congruent for you to push your shopping cart to the designated corral as opposed to letting it sit in the middle of the parking lot. Or, sticking around a micro-second longer to open the door for someone. Or let someone merge in front of you.
At work: pull back the shoulders, adjust the strut and smile at people. Say "good morning" and "how are you" and stick around to hear a response. Open doors (literally and figuratively) Tell them you appreciate all of the work yesterday/last week/last month/last year. Tell them you admire their perspective on whatever it was that you were talking about in the hallway yesterday.
Here's my fear, that we are starting to confuse the "entertainment" value of drama (and in this I don't mean that drama of Downtown Abbey but rather the name calling and hair pulling of reality TV) with real life. That we may think that calling someone the devil on national television is something to be modeled. That we believe that punching and counter-punching is the way to win in this world.
Don't. Don't be those people. Eschew that behavior.
Be nice. The world, your world, will be a much better place.
Like it? Share it?
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, October 7, 2016
Who is Getting In Your Way. . .?
Most of us have experienced situations in which we believe we are being held back. We can't accomplish our goals. The promotion seems elusive. We can't conduct business as we wish. It is tempting in these times to assume that someone is holding us back; and from what I've observed up front and personal. . .the person holding us back is the person we see when we stand in front of a mirror
More times than I care to recount, I have said of someone: "They are their own worst enemy." To be fair, many times I have been my own worst enemy. Now the wonderful thing about this is the center of control is within us. We don't have to try to change another person's behavior to accomplish what we want; we need to change our own behavior.
Often it is our own self-view that holds us back. We believe we are either not good enough; or conversely, that we are so good that we live in the ethos and truly cannot connect.
Sometimes it is our approach to a situation that prevents us from moving forward; our reluctance to change our approach means we are destined to bang our heads against the wall.
We may be refusing to change or seek help for that which we know needs to be changed: lifestyles, habits, addictions are all prime contributors to standing in the way of success.
Our world view is also important. Many times I have seen people unable to get ahead because their world view is that everyone is out to get them. This martyrdom, as opposed to effective actions to achieve goals, prohibits people from attaining what they truly want.
And again, the good news in all of this is that we have the tools to change that which is getting in our way. I've used this saying before and I'll use it again. . .
We cannot change what we do not own. So own it, change it and get out of your own way.
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More times than I care to recount, I have said of someone: "They are their own worst enemy." To be fair, many times I have been my own worst enemy. Now the wonderful thing about this is the center of control is within us. We don't have to try to change another person's behavior to accomplish what we want; we need to change our own behavior.
Often it is our own self-view that holds us back. We believe we are either not good enough; or conversely, that we are so good that we live in the ethos and truly cannot connect.
Sometimes it is our approach to a situation that prevents us from moving forward; our reluctance to change our approach means we are destined to bang our heads against the wall.
We may be refusing to change or seek help for that which we know needs to be changed: lifestyles, habits, addictions are all prime contributors to standing in the way of success.
Our world view is also important. Many times I have seen people unable to get ahead because their world view is that everyone is out to get them. This martyrdom, as opposed to effective actions to achieve goals, prohibits people from attaining what they truly want.
And again, the good news in all of this is that we have the tools to change that which is getting in our way. I've used this saying before and I'll use it again. . .
We cannot change what we do not own. So own it, change it and get out of your own way.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, September 30, 2016
The Secret to Customer (and Team Member) Loyalty
Having already confessed to spending too much time and money in Starbucks, it should come as no surprise that I have been the recipient (and subsequent respondent) to numerous on-line customer surveys. "Thank you for visiting Starbucks at Springfield and Fifth. Please take a few minutes to tell us. . ."
Yes, there are the usual questions about the quality of the food and beverage and condition of the store. One question, however, really stands out to me. The respondent is asked to rate their recent customer experience via this statement, "They (the team) made an effort to get to know me. . ."
I have originated and viewed many consumer surveys - never have I seen a question quite like this. It is brilliant. Internally, organizations are often so concerned about efficiency that they strive to avoid spending time with the customers. "Get the drink order, get the money and move on." Starbucks wisely acknowledges the value of "getting to know."
Why is this important from both a retail perspective as well as in a team situation? Getting to know someone creates bonds. It creates caring. It creates ownership.
Ask yourself to identify two distinctly different retail experiences; one in which you are a nameless wallet vs. the one in which people really know you. Which store are you likely to visit more often? Which experience makes you feel better about your investment? Which approach builds loyalty?
The same is true in the workplace. Often the popular concern is that getting to know team members on a personal level could somehow be dangerous: that we may slip and fall on harassment claims or charges of unequal treatment. But come on already - we all recognize what harassment is and what unequal treatment is. . .and it's not getting to know team members better. There is also the fear that if we become too familiar with team members that we are somehow compromised. Not true. We know boundaries and we can abide by boundaries; and we can also empathize and coach and promote team members with the knowledge we have of them.
There is also the matter of time. "I don't have time to spend with my team" is the workplace equivalent of "Get the drink order, get the money and move on." The time spent with team is richly rewarded not only with a greater human experience, but also with increased commitment to mission, a stronger knowledge of the workplace and greater efficiency.
By getting to know our team members, they are likely to visit with us more often. They will feel better about their investment of time at work. And it will build two-way loyalty.
And loyalty is a very good thing.
Like it? Share it!
Yes, there are the usual questions about the quality of the food and beverage and condition of the store. One question, however, really stands out to me. The respondent is asked to rate their recent customer experience via this statement, "They (the team) made an effort to get to know me. . ."
I have originated and viewed many consumer surveys - never have I seen a question quite like this. It is brilliant. Internally, organizations are often so concerned about efficiency that they strive to avoid spending time with the customers. "Get the drink order, get the money and move on." Starbucks wisely acknowledges the value of "getting to know."
Why is this important from both a retail perspective as well as in a team situation? Getting to know someone creates bonds. It creates caring. It creates ownership.
Ask yourself to identify two distinctly different retail experiences; one in which you are a nameless wallet vs. the one in which people really know you. Which store are you likely to visit more often? Which experience makes you feel better about your investment? Which approach builds loyalty?
The same is true in the workplace. Often the popular concern is that getting to know team members on a personal level could somehow be dangerous: that we may slip and fall on harassment claims or charges of unequal treatment. But come on already - we all recognize what harassment is and what unequal treatment is. . .and it's not getting to know team members better. There is also the fear that if we become too familiar with team members that we are somehow compromised. Not true. We know boundaries and we can abide by boundaries; and we can also empathize and coach and promote team members with the knowledge we have of them.
There is also the matter of time. "I don't have time to spend with my team" is the workplace equivalent of "Get the drink order, get the money and move on." The time spent with team is richly rewarded not only with a greater human experience, but also with increased commitment to mission, a stronger knowledge of the workplace and greater efficiency.
By getting to know our team members, they are likely to visit with us more often. They will feel better about their investment of time at work. And it will build two-way loyalty.
And loyalty is a very good thing.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle
Friday, September 23, 2016
The Smartest Answer of the Week
Beyond a shadow of a doubt, the smartest answer of the week. . .maybe of the year. . .maybe of the entire presidential campaign, came from. . .
Skittles.
More accurately, it came from their parent organization, Wrigley, which was unwittingly forced into the spotlight by Donald Trump Jr's comparison of refugees to a bowl of Skittles. From a "being-put-on-the-spot" position, this would stand out as a company's worst nightmare: due to nothing that they initiated, suddenly they are placed in a potentially unfavorable position because of the actions of a third party. Wrigley's response was brilliant. . .
"Skittles are candy; refugees are people. It's an inappropriate analogy. We respectfully refrain from further comment, as that could be misinterpreted as marketing."
Here is what we can learn. With a succinct, firm statement Wrigley took a stand and quickly extracted itself from potential PR chaos. Here's what is so right about their response. . .
They firmly re-stated their product market position. Yes, Skittles is a candy. . .we all know that. When a third party ties a product into a controversial statement, often the product itself can get all tangled up in public perceptions of that third party statement. Skittles came out and firmly said - we are a candy company, nothing more. You can practically hear America's collective sigh of relief.
They went one step further to acknowledge humanity. Then, they enhanced their statement with "Refugees are people." Again, they are re-stating the obvious - but the tone of the simple statement is forceful and positive - and in differentiating people from product - solidly reaffirmed the value of human life.
And. . .we aren't going to talk about this any more and here's why. Less there be any doubt among the media or public that they could further involve Wrigley in an ongoing chaos. . .Wrigley firmly put their foot down and said why: " . . .that could be misinterpreted as marketing." Here again, Wrigley differentiated the value of human life from marketing.
Timing is everything. This is the icing on the cake. Wrigley's response was lightning quick. They were totally on top of their game.
Stating one's position. Acknowledging humanity. Stating what to expect/what not to expect in the future. Timing. All elements of a successful response and positioning statement. Let's remember and value that.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Skittles.
More accurately, it came from their parent organization, Wrigley, which was unwittingly forced into the spotlight by Donald Trump Jr's comparison of refugees to a bowl of Skittles. From a "being-put-on-the-spot" position, this would stand out as a company's worst nightmare: due to nothing that they initiated, suddenly they are placed in a potentially unfavorable position because of the actions of a third party. Wrigley's response was brilliant. . .
"Skittles are candy; refugees are people. It's an inappropriate analogy. We respectfully refrain from further comment, as that could be misinterpreted as marketing."
Here is what we can learn. With a succinct, firm statement Wrigley took a stand and quickly extracted itself from potential PR chaos. Here's what is so right about their response. . .
They firmly re-stated their product market position. Yes, Skittles is a candy. . .we all know that. When a third party ties a product into a controversial statement, often the product itself can get all tangled up in public perceptions of that third party statement. Skittles came out and firmly said - we are a candy company, nothing more. You can practically hear America's collective sigh of relief.
They went one step further to acknowledge humanity. Then, they enhanced their statement with "Refugees are people." Again, they are re-stating the obvious - but the tone of the simple statement is forceful and positive - and in differentiating people from product - solidly reaffirmed the value of human life.
And. . .we aren't going to talk about this any more and here's why. Less there be any doubt among the media or public that they could further involve Wrigley in an ongoing chaos. . .Wrigley firmly put their foot down and said why: " . . .that could be misinterpreted as marketing." Here again, Wrigley differentiated the value of human life from marketing.
Timing is everything. This is the icing on the cake. Wrigley's response was lightning quick. They were totally on top of their game.
Stating one's position. Acknowledging humanity. Stating what to expect/what not to expect in the future. Timing. All elements of a successful response and positioning statement. Let's remember and value that.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, September 16, 2016
Really Caring
This is our inspiration.
I walk into Starbucks to get my iced grande caramel macchiato and a pumpkin scone (400+ calories, but I just worked out!). As usual, the Starbucks team members behind the counter are busy with everything they have to do: make drinks ("half caf/half decaf, 180 degrees"), get pastries, grind coffee, heat sandwiches. . .these are busy, busy people.
After I place my order, a woman approaches the counter and says something that is not only totally unrelated to procuring one's morning coffee, but it makes no sense. In a pleasant, but somewhat haltering delivery she asked whether it ever "gets light" in Seattle like it does in Tacoma. (Right there is the off ramp for many people - they are going to find a way to get out of this conversation as quickly as possible). Instead of sliding by the remark, the busy, busy barista is attentive and engages her in further conversation. After a few exchanges back and forth, I hear the barista ask her, "Are you concerned that you can't find your home?"
And the heartbreaking answer comes back. "Why, yes, I am."
He then asks a series of questions about where "home" is and makes preparations to call (it turns out it is a group home) so that he can secure this individual's passage back to where she feels safe and secure.
Don't you wish someone cared about you that much? A busy barista, he could have easily sidestepped the out-of-place question and gone about the tasks that make up his job. He could have justified that it "wasn't his job" and he "would let someone better suited figure out what was wrong." Instead, he wandered into the fray of this individual's dilemma and proceeded to do what ultimately we all want and need someone to do. . . take care of us.
The power of putting the job lists "on hold" to really take care of someone is immense. By helping an individual you have demonstrated that you truly do care. . .yes, about the individual but also about the state of the community. The little time it takes to invest in caring has a wide-ranging impact. The barista was self-less; in that act he demonstrated incredible leadership.
Stop. Really care. Do what you can.
This is how you change the world.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
I walk into Starbucks to get my iced grande caramel macchiato and a pumpkin scone (400+ calories, but I just worked out!). As usual, the Starbucks team members behind the counter are busy with everything they have to do: make drinks ("half caf/half decaf, 180 degrees"), get pastries, grind coffee, heat sandwiches. . .these are busy, busy people.
After I place my order, a woman approaches the counter and says something that is not only totally unrelated to procuring one's morning coffee, but it makes no sense. In a pleasant, but somewhat haltering delivery she asked whether it ever "gets light" in Seattle like it does in Tacoma. (Right there is the off ramp for many people - they are going to find a way to get out of this conversation as quickly as possible). Instead of sliding by the remark, the busy, busy barista is attentive and engages her in further conversation. After a few exchanges back and forth, I hear the barista ask her, "Are you concerned that you can't find your home?"
And the heartbreaking answer comes back. "Why, yes, I am."
He then asks a series of questions about where "home" is and makes preparations to call (it turns out it is a group home) so that he can secure this individual's passage back to where she feels safe and secure.
Don't you wish someone cared about you that much? A busy barista, he could have easily sidestepped the out-of-place question and gone about the tasks that make up his job. He could have justified that it "wasn't his job" and he "would let someone better suited figure out what was wrong." Instead, he wandered into the fray of this individual's dilemma and proceeded to do what ultimately we all want and need someone to do. . . take care of us.
The power of putting the job lists "on hold" to really take care of someone is immense. By helping an individual you have demonstrated that you truly do care. . .yes, about the individual but also about the state of the community. The little time it takes to invest in caring has a wide-ranging impact. The barista was self-less; in that act he demonstrated incredible leadership.
Stop. Really care. Do what you can.
This is how you change the world.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, September 9, 2016
To Be You
You have met RoboManager (or RoboDirector or RoboVicePresident or RoboSupervisor). May also go by the title of "StepfordManager."
RoboManager is very precise.
RoboManager communicates in sound-bites "Do this. . ." "Do that. . ."
RoboManager only smiles if they deem it as a necessary courtesy. Apart from that, it is an inefficient exertion of facial muscles.
RoboManager. Sense of humor. See - they can't even be in the same sentence.
RoboManager is cool, calm efficiency - much like your car's AC.
People do not talk to RoboManager much because. . .well, they don't want to. That is just fine with RoboManager.
RoboManager never shares their personal life with anyone at the office; office team members have justified their acceptance of this with the thought that there probably isn't much personal life there anyway.
RoboManager has the work personality of gravel.
RoboManager claims that they don't care if anyone likes them. The karmic beauty in this is that no one really does. Unfortunately, this makes it very difficult for RoboManager to establish and maintain strong working relationships.
Don't be RoboManager.
It is weird that in this age in which we should be celebrating diversity that some team leaders allow so little of themselves to show in the office. We spend over a third of our day at work, life is too short to not be ourselves (and not share ourselves with others) while working in a team environment. Personality makes the world go around. It makes the workplace fun and interesting and innovative. Personality is what enables us to establish strong working relationships. And no, we don't need to sacrifice the boundaries of political correctness to be ourselves .
Point is. . .be yourself at work. One of the greatest gifts you have is you. Please share it.
Like this? Share this.
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
RoboManager is very precise.
RoboManager communicates in sound-bites "Do this. . ." "Do that. . ."
RoboManager only smiles if they deem it as a necessary courtesy. Apart from that, it is an inefficient exertion of facial muscles.
RoboManager. Sense of humor. See - they can't even be in the same sentence.
RoboManager is cool, calm efficiency - much like your car's AC.
People do not talk to RoboManager much because. . .well, they don't want to. That is just fine with RoboManager.
RoboManager never shares their personal life with anyone at the office; office team members have justified their acceptance of this with the thought that there probably isn't much personal life there anyway.
RoboManager has the work personality of gravel.
RoboManager claims that they don't care if anyone likes them. The karmic beauty in this is that no one really does. Unfortunately, this makes it very difficult for RoboManager to establish and maintain strong working relationships.
Don't be RoboManager.
It is weird that in this age in which we should be celebrating diversity that some team leaders allow so little of themselves to show in the office. We spend over a third of our day at work, life is too short to not be ourselves (and not share ourselves with others) while working in a team environment. Personality makes the world go around. It makes the workplace fun and interesting and innovative. Personality is what enables us to establish strong working relationships. And no, we don't need to sacrifice the boundaries of political correctness to be ourselves .
Point is. . .be yourself at work. One of the greatest gifts you have is you. Please share it.
Like this? Share this.
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, September 2, 2016
How to Not Hate Work
When it comes to work, we are our own worst enemy. Truth is, work is part of our lives. Seriously, even if you have won the lottery and "quit work," you will be doing some kind of work nonetheless. Culturally, however, it has become part of our DNA to hate work (work=bad, play=good). And if that isn't enough to make us dread getting up and going to make a living - we have managed to instill some truly horrific practices in the workplace that if you didn't already hate it work, you will now.
Why do we insist on hating work? So the first big "what if" is this. . .what if we started to change our attitudes about work? What if we accepted that it is part of life and, as such, is to be enjoyed? That would get us a long way toward better work places. Truth be told, however, there is more to hating work than just attitude. Here are some major tactical things we can all own and do to make work more enjoyable.
What if . . .we embraced work as a place to be productive and socialize and that there was actually no stigma attached to saying out loud and proud "I really like what I do. . .and I really like my company and I really like my co-workers."
What if. . .we shake off that dodgy old adage of "It's not my job to be liked. . ." and decided that it truly is part of our job to be liked? (In addition to others liking us more. . .we would like ourselves more).
What if. . .we decided there shouldn't be any martyr merit badge for hating work? Just saying how hard your work is doesn't actually make it so - and it doesn't make you a stronger professional.
What if. . .we conducted ourselves at work like we really wanted to be proud of our ability to collaborate and work together?
What if. . .we were way less concerned about "writing people up" and more focused on creating work environments that are supportive and nurture team members to be at their best?
What if . . .we decided that for every critical thing we sling. . . we would find at least five positive things to send someone's way?
What if. . . we placed as much priority on training as we do on project completion?
What if. . .we said "thank you" more often and made it a practice to celebrate achievement?
What if. . .our workplace isn't so great? What would happen if we banded together to make it truly one of the best places to work?
Like it? What if. . .you shared it? Please.
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Why do we insist on hating work? So the first big "what if" is this. . .what if we started to change our attitudes about work? What if we accepted that it is part of life and, as such, is to be enjoyed? That would get us a long way toward better work places. Truth be told, however, there is more to hating work than just attitude. Here are some major tactical things we can all own and do to make work more enjoyable.
What if . . .we embraced work as a place to be productive and socialize and that there was actually no stigma attached to saying out loud and proud "I really like what I do. . .and I really like my company and I really like my co-workers."
What if. . .we shake off that dodgy old adage of "It's not my job to be liked. . ." and decided that it truly is part of our job to be liked? (In addition to others liking us more. . .we would like ourselves more).
What if. . .we decided there shouldn't be any martyr merit badge for hating work? Just saying how hard your work is doesn't actually make it so - and it doesn't make you a stronger professional.
What if. . .we conducted ourselves at work like we really wanted to be proud of our ability to collaborate and work together?
What if. . .we were way less concerned about "writing people up" and more focused on creating work environments that are supportive and nurture team members to be at their best?
What if . . .we decided that for every critical thing we sling. . . we would find at least five positive things to send someone's way?
What if. . . we placed as much priority on training as we do on project completion?
What if. . .we said "thank you" more often and made it a practice to celebrate achievement?
What if. . .our workplace isn't so great? What would happen if we banded together to make it truly one of the best places to work?
Like it? What if. . .you shared it? Please.
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, August 26, 2016
What Did You Teach Your Team Today?
Every day presents opportunities to learn - so the question is: what did you teach your team today? Let's imagine some after work conversations (that probably don't require a whole lot of imagination) to see what team members were taught today.
"You know that issue I've been grousing about - the one in which my boss just won't let me have my way? Well, today I essentially threw a temper tantrum and she finally caved. . ." What did the leader just teach the individual - hint: the future is filled with the behavior of a ten year old.
"I told my boss that despite what he wanted, I didn't see the value in collaborating with the shipping team - that I'm just going to do it myself. I don't think he was too happy but he didn't stop me." What did this individual learn from his boss's passive approach?
"I figure that if they don't look at the facts - it's their own damn fault - so I just threw some numbers in and everyone just nods their heads up and down and it's a done deal." Hmmmmm. . . .
"I waited and waited and waited for her. . .and she just kept talking to her friend from accounting and didn't even acknowledge that I was waiting. . ." So did this individual learn that she is important. . .or not?
"He always sounds as if he's upset by what people are doing. . .but he never writes anyone up or counsels them - so we all slide by. Cheers!"
Or. . .
"I don't like it, but I've been given my orders. At least she explained to me her reasoning - who knows, it may work."
"My boss clearly gave me the expectation that there is not an alternative to collaboration. So I guess I can't go it alone; maybe it will be less work."
"Crap. . .I thought I could slide by, but they had all of the numbers right in front of them. . ."
"I know she was crazy busy - but at least she took time to listen so there's hope."
"Rumor has it that several people were counseled for their behavior. . .so maybe things will work out after all."
Each day, through our actions, we are teaching lessons. Even passivity teaches an active lesson. Seize the opportunities. . .for you are a counselor, teacher and coach.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
"You know that issue I've been grousing about - the one in which my boss just won't let me have my way? Well, today I essentially threw a temper tantrum and she finally caved. . ." What did the leader just teach the individual - hint: the future is filled with the behavior of a ten year old.
"I told my boss that despite what he wanted, I didn't see the value in collaborating with the shipping team - that I'm just going to do it myself. I don't think he was too happy but he didn't stop me." What did this individual learn from his boss's passive approach?
"I figure that if they don't look at the facts - it's their own damn fault - so I just threw some numbers in and everyone just nods their heads up and down and it's a done deal." Hmmmmm. . . .
"I waited and waited and waited for her. . .and she just kept talking to her friend from accounting and didn't even acknowledge that I was waiting. . ." So did this individual learn that she is important. . .or not?
"He always sounds as if he's upset by what people are doing. . .but he never writes anyone up or counsels them - so we all slide by. Cheers!"
Or. . .
"I don't like it, but I've been given my orders. At least she explained to me her reasoning - who knows, it may work."
"My boss clearly gave me the expectation that there is not an alternative to collaboration. So I guess I can't go it alone; maybe it will be less work."
"Crap. . .I thought I could slide by, but they had all of the numbers right in front of them. . ."
"I know she was crazy busy - but at least she took time to listen so there's hope."
"Rumor has it that several people were counseled for their behavior. . .so maybe things will work out after all."
Each day, through our actions, we are teaching lessons. Even passivity teaches an active lesson. Seize the opportunities. . .for you are a counselor, teacher and coach.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, August 19, 2016
Relax, Already!
There you are, in the heat of the moment at work. The project deadline is like. . .now. . .but that weekly, useless meeting starts in two minutes. . .and now not just the desk phone is ringing, but so is your mobile. It is at that very moment that some well-meaning. . .but very misguided soul. . .pops their head in and says something akin to "You know, you would be so much better off if you could just relax. . .!"
"WHAT DO YOU MEAN. . .RELAX? I HAVE TEN THOUSAND THINGS TO DO - RELAXING WOULD MAKE IT TEN THOUSAND AND ONE. I DON'T HAVE TIME TO RELAX."
It was not the time (and timing is everything) for the co-workers comment. Just telling someone to relax while they are in the midst of it is never a wise idea. Yet, I find from personal experience that to be relaxed at work is far superior (and more productive) than being all tense. How then can we find that hard-to-find place of being able to move forward with a relaxed mindset?
First of all, realize that you own your state of mind. Yes, I know co-workers can be treacherous and bosses can be unreasonable and customers can be demanding. When I'm tense about it - I'm only going through the motions. When I'm relaxed about it - I'm being far more productive and strategic and consequently, I am more effective throughout the enterprise. It may seem contradictory (because relaxation being relaxation - we just expect it to automatically wash over us in a blessing), but you have to make an active choice to relax about what is at hand. And this choice of relaxation ideally is made before you get into the midst of whatever it is that you have to tackle for the day.
Another thing: recognize that not everything is your responsibility. To be clear, I love it when people own their business and their actions. It is possible to over-index on this and few things produce stress as quickly as feeling that one must solve every problem in their orbit. Balance your sense of ownership with what is really someone else's responsibility.
One foot in front of another. There have been times in my life when it just seems as if everything is demanding my time or everything is collapsing. In one of those moments I just told myself - "I'm going to do this as if I'm learning to walk, one foot over the other." This meant wading into just one issue, getting it done and moving on to the next. Stress overload appears in front of us like a big black ball - to be effective we need to unravel it one issue at a time.
Let's not confuse relaxation with laziness or less productivity or not caring. Let's not confuse flight or fight adrenaline with "being really good." Let's concentrate more on enjoying work and our co-workers and our lives. . .that's how to be really great.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle
"WHAT DO YOU MEAN. . .RELAX? I HAVE TEN THOUSAND THINGS TO DO - RELAXING WOULD MAKE IT TEN THOUSAND AND ONE. I DON'T HAVE TIME TO RELAX."
It was not the time (and timing is everything) for the co-workers comment. Just telling someone to relax while they are in the midst of it is never a wise idea. Yet, I find from personal experience that to be relaxed at work is far superior (and more productive) than being all tense. How then can we find that hard-to-find place of being able to move forward with a relaxed mindset?
First of all, realize that you own your state of mind. Yes, I know co-workers can be treacherous and bosses can be unreasonable and customers can be demanding. When I'm tense about it - I'm only going through the motions. When I'm relaxed about it - I'm being far more productive and strategic and consequently, I am more effective throughout the enterprise. It may seem contradictory (because relaxation being relaxation - we just expect it to automatically wash over us in a blessing), but you have to make an active choice to relax about what is at hand. And this choice of relaxation ideally is made before you get into the midst of whatever it is that you have to tackle for the day.
Another thing: recognize that not everything is your responsibility. To be clear, I love it when people own their business and their actions. It is possible to over-index on this and few things produce stress as quickly as feeling that one must solve every problem in their orbit. Balance your sense of ownership with what is really someone else's responsibility.
One foot in front of another. There have been times in my life when it just seems as if everything is demanding my time or everything is collapsing. In one of those moments I just told myself - "I'm going to do this as if I'm learning to walk, one foot over the other." This meant wading into just one issue, getting it done and moving on to the next. Stress overload appears in front of us like a big black ball - to be effective we need to unravel it one issue at a time.
Let's not confuse relaxation with laziness or less productivity or not caring. Let's not confuse flight or fight adrenaline with "being really good." Let's concentrate more on enjoying work and our co-workers and our lives. . .that's how to be really great.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle
Friday, August 12, 2016
Comfortable with Being the Boss
The question is - are you comfortable being the boss?
Here's the reason I ask; I have seen any number of potentially good conversations go upside down and sideways because the boss was clearly uncomfortable with their position and it showed in their communication style. What could be, and should be, normally positive conversations become awkward. . .and straight-laced. . .and edict filled. . . and in the end are totally bumbled because of the discomfort of being the boss.
Having the privilege of leading a work group is already complicated by the fact that culturally there are negative perceptions that come along with being "the boss." "He doesn't care." "She makes more money than I do." "They don't understand what's going on." Layer on top of that a leader's own discomfort and it's not pretty.
Here's the thing (or things). Because you are leading a workplace, it doesn't mean you need to be someone other than yourself (which is deadly - disingenuity is smelled like fear). You don't have to lose your sense of humor. You don't need to be all stern and up in their business.
You do, however, need to care: both about the business and about the people you are leading. Once you believe that, and live that belief - a lot of the discomfort goes away. Conversations, even corrective conversations, can become more casual. . .and because they are more casual. . .you will be heard better and you will listen better.
Here are a few tactical things that help you being comfortable being a leader. Live in the facts (not the rumors or innuendo). Know your business and practice it with excellence. Genuinely care about the team you have the privilege of working with. Constantly exam critical issues from various points of view. Be truthful.
Find comfort in being yourself.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle
Here's the reason I ask; I have seen any number of potentially good conversations go upside down and sideways because the boss was clearly uncomfortable with their position and it showed in their communication style. What could be, and should be, normally positive conversations become awkward. . .and straight-laced. . .and edict filled. . . and in the end are totally bumbled because of the discomfort of being the boss.
Having the privilege of leading a work group is already complicated by the fact that culturally there are negative perceptions that come along with being "the boss." "He doesn't care." "She makes more money than I do." "They don't understand what's going on." Layer on top of that a leader's own discomfort and it's not pretty.
Here's the thing (or things). Because you are leading a workplace, it doesn't mean you need to be someone other than yourself (which is deadly - disingenuity is smelled like fear). You don't have to lose your sense of humor. You don't need to be all stern and up in their business.
You do, however, need to care: both about the business and about the people you are leading. Once you believe that, and live that belief - a lot of the discomfort goes away. Conversations, even corrective conversations, can become more casual. . .and because they are more casual. . .you will be heard better and you will listen better.
Here are a few tactical things that help you being comfortable being a leader. Live in the facts (not the rumors or innuendo). Know your business and practice it with excellence. Genuinely care about the team you have the privilege of working with. Constantly exam critical issues from various points of view. Be truthful.
Find comfort in being yourself.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle
Friday, August 5, 2016
Winning by Letting It Go
Lessons from the week's news. . .
I'm in awe of the Shakespearean poetry of the whole Khizr Khan/Donald Trump thing - seriously, this whole incident will someday be the inspiration for a Tony-award winning drama. Cliff notes: at the Democratic National Convention Khan makes a speech that is critical of Trump. . .and in the style that is all-too-familiar by now. . .Trump rebuts. . .and rebuts. . .and rebuts. By doing so, he keeps the whole story alive in the press and lays his own land-mines. Latest poll shows that nearly 7 out of 10 Americans disagree with him on this issue. His overall poll numbers are going down and he is facing greater discontent within his own party. He. Could. Not. Let. It. Go.
Yet, many times I have seen this same mistake (and I've done it, too) at work. Someone raises an issue. . .or there is a perceived slight. . .or the snarky remark. . .and in the sake of some mistaken thought that this is how we will win at this - We. Can. Not. Let. It. Go.
Meanwhile, we dig ourselves a hole by paying too much attention to "this thing" as opposed to focusing on the business at hand. And by paying too much attention to it. . .we magnify the very usse that we wish would go away.
What's better? Rather than re-act with a series of counter-punches - strategize. If what has been brought up is a legitimate issue - address it and solve the problem - you win! If what has been brought up is an opinion that is counter to yours - state your opinion once (substantiated with facts) and move on - you will probably win! If it was snarky and unwarranted - ignore it and focus on making business happen - you win! If truly egregious - react as positively as possible by taking counsel with your boss and HR - you will win!
So many times we feel we need to respond and continue on in bloody battle until one person. . .wounded and scarred. . .finally emerges as the victor. While we may tell ourselves that's how we win - truly no one wins in that scenario.
Be the smart person. Address it or ignore it and move on already. Let. It. Go.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
I'm in awe of the Shakespearean poetry of the whole Khizr Khan/Donald Trump thing - seriously, this whole incident will someday be the inspiration for a Tony-award winning drama. Cliff notes: at the Democratic National Convention Khan makes a speech that is critical of Trump. . .and in the style that is all-too-familiar by now. . .Trump rebuts. . .and rebuts. . .and rebuts. By doing so, he keeps the whole story alive in the press and lays his own land-mines. Latest poll shows that nearly 7 out of 10 Americans disagree with him on this issue. His overall poll numbers are going down and he is facing greater discontent within his own party. He. Could. Not. Let. It. Go.
Yet, many times I have seen this same mistake (and I've done it, too) at work. Someone raises an issue. . .or there is a perceived slight. . .or the snarky remark. . .and in the sake of some mistaken thought that this is how we will win at this - We. Can. Not. Let. It. Go.
Meanwhile, we dig ourselves a hole by paying too much attention to "this thing" as opposed to focusing on the business at hand. And by paying too much attention to it. . .we magnify the very usse that we wish would go away.
What's better? Rather than re-act with a series of counter-punches - strategize. If what has been brought up is a legitimate issue - address it and solve the problem - you win! If what has been brought up is an opinion that is counter to yours - state your opinion once (substantiated with facts) and move on - you will probably win! If it was snarky and unwarranted - ignore it and focus on making business happen - you win! If truly egregious - react as positively as possible by taking counsel with your boss and HR - you will win!
So many times we feel we need to respond and continue on in bloody battle until one person. . .wounded and scarred. . .finally emerges as the victor. While we may tell ourselves that's how we win - truly no one wins in that scenario.
Be the smart person. Address it or ignore it and move on already. Let. It. Go.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, July 29, 2016
Happy to be Here
You know this to be true. You board the plane and the flight attendant who is responsible for your safety for the next four and a half hours looks as happy as a crustacean at Red Lobster - it's going to be a looooooooooong flight. Or, the flight attendant looks like they are genuinely happy to see you - suddenly your life is easier and so is theirs.
Or how about the person behind the counter at the fast food place who looks really irritated because you are interrupting their ritual of wiping yesterday's ketchup off of trays vs. the person who greets you with a smile?
Or what about your boss - don't you feel better when you sense they are actually happy to see you and happy to be at work?
One of the things that we can do to make life easier, both for our teams and for ourselves, is so simple. Be happy to be here. As a leader, you set the tone not only for the workplace, but for your sense of ownership. Isn't it better to be happy? Doesn't it make work a better place to be?
Happiness is not sappy. Happiness is a genuine, positive characteristic. It doesn't mean you can' t be serious and it certainly doesn't mean that you aren't working hard. In fact, some of the happiest people I know are, in fact, the hardest workers.
Happiness means you are bringing some of your best attributes to the workplace and actively sharing them with others. Besides a positive demeanor, it a judicious degree of social sharing, the ability to laugh at foibles and bonding over both near-misses and terrific wins.
And here's the thing - if you have a happy workplace - your job has suddenly become so much easier.
Work hard. . .play hard. . .and be happy.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Or how about the person behind the counter at the fast food place who looks really irritated because you are interrupting their ritual of wiping yesterday's ketchup off of trays vs. the person who greets you with a smile?
Or what about your boss - don't you feel better when you sense they are actually happy to see you and happy to be at work?
One of the things that we can do to make life easier, both for our teams and for ourselves, is so simple. Be happy to be here. As a leader, you set the tone not only for the workplace, but for your sense of ownership. Isn't it better to be happy? Doesn't it make work a better place to be?
Happiness is not sappy. Happiness is a genuine, positive characteristic. It doesn't mean you can' t be serious and it certainly doesn't mean that you aren't working hard. In fact, some of the happiest people I know are, in fact, the hardest workers.
Happiness means you are bringing some of your best attributes to the workplace and actively sharing them with others. Besides a positive demeanor, it a judicious degree of social sharing, the ability to laugh at foibles and bonding over both near-misses and terrific wins.
And here's the thing - if you have a happy workplace - your job has suddenly become so much easier.
Work hard. . .play hard. . .and be happy.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, July 22, 2016
Breaking That Hard Line
In amongst all of the convention rhetoric this past week - there stands a story that truly is newsworthy. In Wichita, the Black Lives Matter movement was planning a protest march. Certainly it would play out like most: members of the Black Lives Matter community marching - with police standing by "just in case." Very little communication - no resolution. As one news report named it, "That Hard Line."
Wichita, however, broke convention. Members of Black Lives Matter and police officials met. Instead of a march - they had a cookout! A cookout! Members of law enforcement and Black Lives Matter broke bread together. . .and played hoops together. . .and danced together. . .and there are selfies to prove it!
Wichita broke that hard line.
Instead of one faction protesting and another faction policing. . .we were given community that worked together and played together in an effort to find common ground. Police listened, fielded difficult questions and established rapport with the community. The community, instead of taking that hard line of "we're protesting and nobody is going to change that," broke their protocol so that they could partner in building that all important rapport.
And if you read carefully, it wasn't just members of Black Lives Matter that attended. At one table we had representatives from the police, the African American community and the Hispanic American community.
Wichita broke that hard line.
Let's face it - breaking the hard line is often more work that maintaining it. It is easier for two factions to stand in opposite corners and build animosity. But for what purpose? It solves nothing.
Whether it is race relations in America, international conflict or office politics. . .let's break with convention. Let's sit down together. Let's discuss. Let's play hoops and dance and take selfies.
Let's break that hard line.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Wichita, however, broke convention. Members of Black Lives Matter and police officials met. Instead of a march - they had a cookout! A cookout! Members of law enforcement and Black Lives Matter broke bread together. . .and played hoops together. . .and danced together. . .and there are selfies to prove it!
Wichita broke that hard line.
Instead of one faction protesting and another faction policing. . .we were given community that worked together and played together in an effort to find common ground. Police listened, fielded difficult questions and established rapport with the community. The community, instead of taking that hard line of "we're protesting and nobody is going to change that," broke their protocol so that they could partner in building that all important rapport.
And if you read carefully, it wasn't just members of Black Lives Matter that attended. At one table we had representatives from the police, the African American community and the Hispanic American community.
Wichita broke that hard line.
Let's face it - breaking the hard line is often more work that maintaining it. It is easier for two factions to stand in opposite corners and build animosity. But for what purpose? It solves nothing.
Whether it is race relations in America, international conflict or office politics. . .let's break with convention. Let's sit down together. Let's discuss. Let's play hoops and dance and take selfies.
Let's break that hard line.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, July 15, 2016
Turning Conflict Into Your Advantage (Surprise!)
For every action, there is an equal and opposite reaction.
Obviously this is a true statement. What I have found in workplace conflict, however, is that it's more like "For every action, there is a similar reaction that is often larger than the initial action." Hence. . .escalation of conflict.
Which, hopefully, is not something we want. Unfortunately, it is something that has been culturally built in to many workplaces (and politics). Firmly rooted into "an eye for an eye," when people shoot a verbal bullet - they are conditioned to expect a verbal grenade in return.
So, what if you do something different? What if you did something smarter? Don't respond the way they expect you to. Let's play out a scenario. Team member says something akin to: "your team (pointing a finger in your face) isn't organized, isn't effective and frankly is the worst-run team in the company." This real-housewives phraseology is such that it warrants a fighting response - and that is probably exactly what the accuser wants. Don't give them a fight - give them an honest response that they don't expect. Such as:
"I'm really sorry that you feel that way. I may not share your opinion - but I understand that you are passionate about this. How about this? Let's set up an appointment in three days and if you could bring specific examples to the meeting - then let's sit down and discuss. Maybe we could even have coffee?" This does several things: acknowledges the concern, sets a specific time to discuss, asks for specific facts. . .and seriously (?!) extends an olive branch for coffee. Strategically, is this what the accuser expected? Oh no. Does it give you an honest advantage in the discussion? Oh yeah.
Here's the point: the honest, but unexpected response in the face of conflict often diffuses the situation to your advantage. You are not responding as expected (but you are responding smartly), it throws the complainant off their game and buys you time to honestly look at the situation that's presented.
One of the things that gives me joy in the workplace is the break from the routine, the things that are surprises. Use this one to your advantage.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Obviously this is a true statement. What I have found in workplace conflict, however, is that it's more like "For every action, there is a similar reaction that is often larger than the initial action." Hence. . .escalation of conflict.
Which, hopefully, is not something we want. Unfortunately, it is something that has been culturally built in to many workplaces (and politics). Firmly rooted into "an eye for an eye," when people shoot a verbal bullet - they are conditioned to expect a verbal grenade in return.
So, what if you do something different? What if you did something smarter? Don't respond the way they expect you to. Let's play out a scenario. Team member says something akin to: "your team (pointing a finger in your face) isn't organized, isn't effective and frankly is the worst-run team in the company." This real-housewives phraseology is such that it warrants a fighting response - and that is probably exactly what the accuser wants. Don't give them a fight - give them an honest response that they don't expect. Such as:
"I'm really sorry that you feel that way. I may not share your opinion - but I understand that you are passionate about this. How about this? Let's set up an appointment in three days and if you could bring specific examples to the meeting - then let's sit down and discuss. Maybe we could even have coffee?" This does several things: acknowledges the concern, sets a specific time to discuss, asks for specific facts. . .and seriously (?!) extends an olive branch for coffee. Strategically, is this what the accuser expected? Oh no. Does it give you an honest advantage in the discussion? Oh yeah.
Here's the point: the honest, but unexpected response in the face of conflict often diffuses the situation to your advantage. You are not responding as expected (but you are responding smartly), it throws the complainant off their game and buys you time to honestly look at the situation that's presented.
One of the things that gives me joy in the workplace is the break from the routine, the things that are surprises. Use this one to your advantage.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, July 8, 2016
At Our Core
Assuredly, I understand, even endorse, performance based appraisals. "Sam sold 10,000 units, kept his marketing dollars 5% under budget and improved his margin by 3%. Sam's a winner!" Got it.
Too often, however, we focus (either as managers or as contributors) solely on these metrics; sadly, we neglect the true core of the individual (be it another person or ourselves.)
There must be something in the core of the individual that makes them a valuable asset. Let me suggest a critical few: honesty, integrity, loyalty, caring, teamwork, selflessness. We should recognize and reward these as much as performance.
If we are all about performance metrics, but neglect the core of the individual, we have failed as business leaders and as human beings; while there may be short-term success, the long-term is not promising.
Here's what happens if we neglect our core. Let's say that Sally is recognized for producing 5,000 widgets a day. We emphasize over and over again to Sally how valuable she is because she produces 5,000 widgets a day. Sally buys in completely and recognizes, above all else, how valuable she is because she produces 5,000 widgets a day. Then, Sally breaks her arm and can't produce any widgets. Now what happens to Sally's worth in the company? What happens to Sally's own sense of worth?
Let's say that Sally has a strong core. She works smartly. She is honest. She gets her team through the most difficult of circumstances. When Sally can no longer produce 5,000 widgets, have we recognized these other strengths (aside from performance metrics) and can we use this valuable person in another, and perhaps more important role? Can Sally herself recognize the value she brings to the team without production and honor her own commitment to the work and her fellow workers?
I do believe that it is more difficult to manage to a solid core and metrics vs. just the latter. It is more difficult because it requires that we make judgments. It is also more rewarding. We are not only building stronger and more versatile teams, but we are also building better team members.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Too often, however, we focus (either as managers or as contributors) solely on these metrics; sadly, we neglect the true core of the individual (be it another person or ourselves.)
There must be something in the core of the individual that makes them a valuable asset. Let me suggest a critical few: honesty, integrity, loyalty, caring, teamwork, selflessness. We should recognize and reward these as much as performance.
If we are all about performance metrics, but neglect the core of the individual, we have failed as business leaders and as human beings; while there may be short-term success, the long-term is not promising.
Here's what happens if we neglect our core. Let's say that Sally is recognized for producing 5,000 widgets a day. We emphasize over and over again to Sally how valuable she is because she produces 5,000 widgets a day. Sally buys in completely and recognizes, above all else, how valuable she is because she produces 5,000 widgets a day. Then, Sally breaks her arm and can't produce any widgets. Now what happens to Sally's worth in the company? What happens to Sally's own sense of worth?
Let's say that Sally has a strong core. She works smartly. She is honest. She gets her team through the most difficult of circumstances. When Sally can no longer produce 5,000 widgets, have we recognized these other strengths (aside from performance metrics) and can we use this valuable person in another, and perhaps more important role? Can Sally herself recognize the value she brings to the team without production and honor her own commitment to the work and her fellow workers?
I do believe that it is more difficult to manage to a solid core and metrics vs. just the latter. It is more difficult because it requires that we make judgments. It is also more rewarding. We are not only building stronger and more versatile teams, but we are also building better team members.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, July 1, 2016
If it Ain't Fair, It Ain't Great
A few days ago, in talking about trade, Donald Trump said this: "I want great deals. I don’t care if they’re free. I don’t care if they’re fair. I don’t care if they’re good. I don’t care if they’re horrendous. I just want great deals. I’ll do it all different ways.”
How very early-1980's. You know, The Despicable Age when everyone was expendable and it was profit at any cost, baby.
Gratefully, the world has moved on - well, at least most of the world. I am struck especially by this in the quote, "I don't care if they're fair."
All of us, especially leaders, must be concerned with fairness; in each decision we make we must strive for the important ethical goal of treating all equally. Why? Because simply put it is the right thing to do; it is the ethical thing to do.
And as is the case with many things, because it is the right thing to do it creates many side benefits.
Unfair treatment, in its very nature, creates a deliberately lopsided playing field. Someone is at a disadvantage. While that may be seemingly justified in terms of securing a short-term win; that win is quickly tainted with the idea that the winning side didn't play as aggressively, as hard, as honestly as they could because they had an unfair advantage. On the other side, it creates belligerence and ill-will that will evidence itself for days and years to come.
When things are fair, the exact opposite happens. People need to play and work to their best. They win and lose honestly and they take that satisfaction and move on. There is no call for belligerence or disrespect because all have played by the rules and have been fair with one another.
Some will excuse unfair treatment with this (ahem) gem - "well, life isn't fair." Well, here's the thing - people who have that high level of disregard for life are probably miserable human beings because they can't see fairness to begin with. To be able to see equal and ethical treatment of all is a gift. It is a gift that we can all share. . .because we must be convicted and consistent with the idea that fairness is an integral part of greatness.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
How very early-1980's. You know, The Despicable Age when everyone was expendable and it was profit at any cost, baby.
Gratefully, the world has moved on - well, at least most of the world. I am struck especially by this in the quote, "I don't care if they're fair."
All of us, especially leaders, must be concerned with fairness; in each decision we make we must strive for the important ethical goal of treating all equally. Why? Because simply put it is the right thing to do; it is the ethical thing to do.
And as is the case with many things, because it is the right thing to do it creates many side benefits.
Unfair treatment, in its very nature, creates a deliberately lopsided playing field. Someone is at a disadvantage. While that may be seemingly justified in terms of securing a short-term win; that win is quickly tainted with the idea that the winning side didn't play as aggressively, as hard, as honestly as they could because they had an unfair advantage. On the other side, it creates belligerence and ill-will that will evidence itself for days and years to come.
When things are fair, the exact opposite happens. People need to play and work to their best. They win and lose honestly and they take that satisfaction and move on. There is no call for belligerence or disrespect because all have played by the rules and have been fair with one another.
Some will excuse unfair treatment with this (ahem) gem - "well, life isn't fair." Well, here's the thing - people who have that high level of disregard for life are probably miserable human beings because they can't see fairness to begin with. To be able to see equal and ethical treatment of all is a gift. It is a gift that we can all share. . .because we must be convicted and consistent with the idea that fairness is an integral part of greatness.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, June 24, 2016
The Ability to Move Forward
Perhaps you are frustrated because your team is stuck. Immovable, can't innovate, can't think beyond the current. . .stuck, stuck, stuck.
Perhaps worse yet - they want to go back in time: "why can't we do things the way we used to?"
Here's the truism: moving forward is an expression of faith. People, teams, organizations that move forward do so with the absolute belief that they are doing something better. They believe that they can create and innovate not only to deliver a superior product or service, but to improve their satisfaction at work.
How is that forward-looking faith built?
First of all, learn from the past, don't try to repeat it. The idea of "going back in time" or even "trying to keep things just the way they are," is folly. The very nature of life is that we move forward. People need to not only be reassured that we cannot go back in time, but that to try to just repeat yesterday's successes doesn't leverage the opportunities that are presented today and tomorrow. Be a progressive team.
Build an organization that allows people to take risks. This starts at the very top with the idea that we don't have to be right all of the time - it's okay to be wrong as long as we seek a better answer. It is good to build strong solutions from teams, not from a solo point of view. Giving input should be a welcomed initiative in a workplace that values a diversity of thought and talents.
Reassure and coach team members. To move forward, each one of us needs assurance. We need to fully realize that what has been built in the past, generally, is a good foundation for the future. We need to recognize that while fear moves us backward, the embrace of good work and better lives moves us forward. Encourage people by listening; reassure them by offering constructive criticism, praise and the guidance that a multi-dimensional view of the world provides.
Most of all, be willing to move forward as a leader - people cannot follow if they don't know where you are going.
It is true, faith is the act of moving forward.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Perhaps worse yet - they want to go back in time: "why can't we do things the way we used to?"
Here's the truism: moving forward is an expression of faith. People, teams, organizations that move forward do so with the absolute belief that they are doing something better. They believe that they can create and innovate not only to deliver a superior product or service, but to improve their satisfaction at work.
How is that forward-looking faith built?
First of all, learn from the past, don't try to repeat it. The idea of "going back in time" or even "trying to keep things just the way they are," is folly. The very nature of life is that we move forward. People need to not only be reassured that we cannot go back in time, but that to try to just repeat yesterday's successes doesn't leverage the opportunities that are presented today and tomorrow. Be a progressive team.
Build an organization that allows people to take risks. This starts at the very top with the idea that we don't have to be right all of the time - it's okay to be wrong as long as we seek a better answer. It is good to build strong solutions from teams, not from a solo point of view. Giving input should be a welcomed initiative in a workplace that values a diversity of thought and talents.
Reassure and coach team members. To move forward, each one of us needs assurance. We need to fully realize that what has been built in the past, generally, is a good foundation for the future. We need to recognize that while fear moves us backward, the embrace of good work and better lives moves us forward. Encourage people by listening; reassure them by offering constructive criticism, praise and the guidance that a multi-dimensional view of the world provides.
Most of all, be willing to move forward as a leader - people cannot follow if they don't know where you are going.
It is true, faith is the act of moving forward.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, June 17, 2016
How Can We Build a Better World?
Let's pay attention to the events surrounding us; the horrific shootings at a nightclub in Orlando, the often crazy campaign rhetoric, the acts of terrorism in the United States and abroad, the political assassination in Great Britain, the ongoing discrimination. We must use these events not as a detraction from the task at hand, but instead as motive. . .we must continually work to build a better world.
We must genuinely care for, and take care of, one another.
We must reject extremism (right-wing extremism, left-wing extremism, religious extremism - you name it - reject it). Extremists claim their path is the way to true salvation; instead it is a road of ruin.
Let's be clear, violence and aggression, whether we generate it or someone else generates it, tears the world apart.
Clear, concise, rational thinking makes us better.
Eschew selfishness. The world is not about me. . .or you. . .it is about all of us.
Compromise gets things done.
Be honest. Be truthful. Be fact-based.
Search for and publicize that which is really true.
If you need to be angry - let it lead you to better solutions and a truer justice. And if you can be compassionate instead of angry - be compassionate.
Own a world-view; truly understand as much as you can.
Each of us will be fuller beings if each day we pledge ourselves to build a better world.
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We must genuinely care for, and take care of, one another.
We must reject extremism (right-wing extremism, left-wing extremism, religious extremism - you name it - reject it). Extremists claim their path is the way to true salvation; instead it is a road of ruin.
Let's be clear, violence and aggression, whether we generate it or someone else generates it, tears the world apart.
Clear, concise, rational thinking makes us better.
Eschew selfishness. The world is not about me. . .or you. . .it is about all of us.
Compromise gets things done.
Be honest. Be truthful. Be fact-based.
Search for and publicize that which is really true.
If you need to be angry - let it lead you to better solutions and a truer justice. And if you can be compassionate instead of angry - be compassionate.
Own a world-view; truly understand as much as you can.
Each of us will be fuller beings if each day we pledge ourselves to build a better world.
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Friday, June 10, 2016
The Utter Futility of the Blame Game
I suppose that there is some cathartic benefit to assigning blame. And that's about as far as it goes.
Some of the most maddening meetings I've been in have been the blame game; these are conversations that seemingly start out civil enough and then end up in full-on yelling matches between two self-righteous accusatory parties while the rest of us have intense cases of back sweat.
For what purpose? The blame game solves nothing and in most instances, furthers the obstruction that is making progress nearly impossible. He said that, she did that, you should have done this, they didn't do this. . .all said without any true sense of ownership or any commitment to a solution is worse than a waste of time; it disallows cooperation for the future.
Yes, there is a definite rationale for finding the cause of that which went wrong and there is an infallible business case for correction of that wrong. That, my friends, is everyday business. Despite how good we may think we are - things go wrong - strong teams work collectively to correct those wrongs and find better ways to do things going forward. This should be accepted as part of what we do every single day.
How then, do we avoid the expense of the blame game?
Don't honor those who engage. Part of the enticement to participate in the blame game is that it often gives one the spotlight on center stage. Don't let this happen. If the blame game starts to show up in a meeting - tell the participants you will meet with them in private. . .later. . .in a place where no one can be permanently damaged by their virus.
Stress facts. Don't let the organization function on innuendo, or what someone may have said. Always lay down a foundation of the truth.
Tell your team to have pride in ownership - even if it means they will have to admit they were wrong. A very wise person once told me "You cannot change what you do not own." This is so true. As opposed to pointing fingers, have team members figure what they truly can own and thus, change.
The blame game is one of the reasons people hate work; cooperating together with a strong sense of camaraderie and accomplishment is one of the reasons people love work.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Some of the most maddening meetings I've been in have been the blame game; these are conversations that seemingly start out civil enough and then end up in full-on yelling matches between two self-righteous accusatory parties while the rest of us have intense cases of back sweat.
For what purpose? The blame game solves nothing and in most instances, furthers the obstruction that is making progress nearly impossible. He said that, she did that, you should have done this, they didn't do this. . .all said without any true sense of ownership or any commitment to a solution is worse than a waste of time; it disallows cooperation for the future.
Yes, there is a definite rationale for finding the cause of that which went wrong and there is an infallible business case for correction of that wrong. That, my friends, is everyday business. Despite how good we may think we are - things go wrong - strong teams work collectively to correct those wrongs and find better ways to do things going forward. This should be accepted as part of what we do every single day.
How then, do we avoid the expense of the blame game?
Don't honor those who engage. Part of the enticement to participate in the blame game is that it often gives one the spotlight on center stage. Don't let this happen. If the blame game starts to show up in a meeting - tell the participants you will meet with them in private. . .later. . .in a place where no one can be permanently damaged by their virus.
Stress facts. Don't let the organization function on innuendo, or what someone may have said. Always lay down a foundation of the truth.
Tell your team to have pride in ownership - even if it means they will have to admit they were wrong. A very wise person once told me "You cannot change what you do not own." This is so true. As opposed to pointing fingers, have team members figure what they truly can own and thus, change.
The blame game is one of the reasons people hate work; cooperating together with a strong sense of camaraderie and accomplishment is one of the reasons people love work.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, June 3, 2016
The Kardashian Factor. . .
Press-bashing is not my thing; often I believe we hold the press accountable for that which we ourselves should have ownership. That being said, both the public and the press hold accountability for what I will call the Kardashian factor. This is the rush to print headlines about the antics of what would be/should be regular everyday people - except that they are attention hounds and both the public and the press are gullible enough to fall for it.
Think about it. There is nothing special about the Kardashians save for their innate ability to get attention. Their lives are really no different than yours or mine. The challenge I find with this attention-seeking, and the subsequent public receptivity, is that it pulls focus away from that which is truly valuable and worth noticing.
The same is true for work. Time and time again I have seen attention-seekers in the workplace pull stunts or say outrageous things for the sole purpose of promoting themselves; and again the challenge is the receptive gullibility that allows them to get away with it.
There is a sub-set of this which I will name the Trump factor; this is attention seeking by throwing verbal grenades that are so outrageous one feels they are worth attention. Meanwhile, the real issues go unaddressed.
As leaders, it is our responsibility to be judicious, not gullible. Attention seekers in the workplace (or any place) are seldom, if ever, worth much more. But, if we give them what they seek, we are doing so at the price of ignoring that, and those, who are really worthwhile.
So, how do we deal with the headline-grabbers? Don't let them get away with it. Don't give them undue attention to their antics. Give more time and more props to the people who are doing the real work - and then promote them vs. the attention seekers. Counsel the attention seekers; put them on notice that their clowning is not going to get them promoted and is bad for the business.
Here are the two groups; there are the attention seekers who flame up the workplace for their own personal gain. . .and there are those who are dedicated to the cause and who promote the team and their own careers by just doing excellent work on the real issues.
Who are you going to invest with?
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Think about it. There is nothing special about the Kardashians save for their innate ability to get attention. Their lives are really no different than yours or mine. The challenge I find with this attention-seeking, and the subsequent public receptivity, is that it pulls focus away from that which is truly valuable and worth noticing.
The same is true for work. Time and time again I have seen attention-seekers in the workplace pull stunts or say outrageous things for the sole purpose of promoting themselves; and again the challenge is the receptive gullibility that allows them to get away with it.
There is a sub-set of this which I will name the Trump factor; this is attention seeking by throwing verbal grenades that are so outrageous one feels they are worth attention. Meanwhile, the real issues go unaddressed.
As leaders, it is our responsibility to be judicious, not gullible. Attention seekers in the workplace (or any place) are seldom, if ever, worth much more. But, if we give them what they seek, we are doing so at the price of ignoring that, and those, who are really worthwhile.
So, how do we deal with the headline-grabbers? Don't let them get away with it. Don't give them undue attention to their antics. Give more time and more props to the people who are doing the real work - and then promote them vs. the attention seekers. Counsel the attention seekers; put them on notice that their clowning is not going to get them promoted and is bad for the business.
Here are the two groups; there are the attention seekers who flame up the workplace for their own personal gain. . .and there are those who are dedicated to the cause and who promote the team and their own careers by just doing excellent work on the real issues.
Who are you going to invest with?
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, May 27, 2016
The Easiest Ways to Lead. . .
What is consistently fascinating to me is that what seems contradictory is often congruent. Cultural myths have been built about what is "hard" or "time consuming" at work. Truth is, many of these things are in fact the "easiest" things to do. . .in a good way.
It is easier to spend time with a team member, especially time spent listening - even if you believe you have more pressing needs. Why? Time spent with team members builds your team and honors your team. In turn, this makes the team run faster and better. It also results in less team turnover. Think how time-consuming it is when you have vacancies that need to be filled.
It is easier to spend time being thoughtful in responding to a challenging situation as opposed to being quick off the mark in an effort to "resolve and move on." Why? A thoughtful, multi-dimension solution is far better than spending hours, days, months on the back end of a bad decision trying to justify what was done.
It is easier to spend time up front in team alignment; this requires explaining the goals, why the goals are important and how to implement the tactics to successful goal achievement. Why? If you set the team out to "just do it" without a fuller explanation, I can assure you that there will be limited team commitment and mistakes will be made.
It is easier to admit that you are wrong than to stand on the quicksand of "I am the boss and therefore I am right." Why? The latter corrodes your credibility while the former builds it. In addition, the pressure of believing that one always has to be right is a faux investment in vanity.
It is easier to spend the time to engage in what might be perceived as idle chit chat than to be a robotron that just talks about work AND NOTHING ELSE. Why? You are not only a leader in the workplace, you are a leader in a social community. The better the latter works means the better the former works.
These investments of time may seem counter intuitive to "getting work done." Assure yourself that these measures are, in fact, getting work done. They are allowing you, and your team, to produce greater quality. The greater imperative beyond making work easier, however, is that these things are the right things to do.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
It is easier to spend time with a team member, especially time spent listening - even if you believe you have more pressing needs. Why? Time spent with team members builds your team and honors your team. In turn, this makes the team run faster and better. It also results in less team turnover. Think how time-consuming it is when you have vacancies that need to be filled.
It is easier to spend time being thoughtful in responding to a challenging situation as opposed to being quick off the mark in an effort to "resolve and move on." Why? A thoughtful, multi-dimension solution is far better than spending hours, days, months on the back end of a bad decision trying to justify what was done.
It is easier to spend time up front in team alignment; this requires explaining the goals, why the goals are important and how to implement the tactics to successful goal achievement. Why? If you set the team out to "just do it" without a fuller explanation, I can assure you that there will be limited team commitment and mistakes will be made.
It is easier to admit that you are wrong than to stand on the quicksand of "I am the boss and therefore I am right." Why? The latter corrodes your credibility while the former builds it. In addition, the pressure of believing that one always has to be right is a faux investment in vanity.
It is easier to spend the time to engage in what might be perceived as idle chit chat than to be a robotron that just talks about work AND NOTHING ELSE. Why? You are not only a leader in the workplace, you are a leader in a social community. The better the latter works means the better the former works.
These investments of time may seem counter intuitive to "getting work done." Assure yourself that these measures are, in fact, getting work done. They are allowing you, and your team, to produce greater quality. The greater imperative beyond making work easier, however, is that these things are the right things to do.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, May 20, 2016
You Look Smarter If. . . .
And who doesn't want to look (and feel) smarter? So a few suggestions. . .
If you engage in collaboration and cooperation you will look way smarter than if you are an obstructionist.
If you base your argument in fact. . .vs emotion or innuendo - people will respect you and (if you work in a company worth its salt) you will win the day.
If you give yourself the chance to mull over a quickly rising issue. . .and look at as many sides as possible - people will think you are far wiser than if you just instantly react from a singular viewpoint.
Conducting your business and life in such a way so that people genuinely like you is way oh-so-much-better than whining "It's not my job to be liked."
Prioritizing to the business and to people. . .very wise. Running around without such direction. . .not so much.
Listening makes you look smart. . . listening and asking question - BONUS! Issuing a monologue makes you look like a demagogue.
Emotional intelligence, people! Yes!
The ability to pivot from a heavy conversation to a light one. . .from financials to HR. . .from something worth celebrating to helping someone who really needs you. . .smart people can do that.
Insisting you are always right is not realistic. . .so it is not so smart.
And. . .you always look smarter if you know you are not the only smart person in the room and if you humbly realize you are indebted to the teams you support.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
If you engage in collaboration and cooperation you will look way smarter than if you are an obstructionist.
If you base your argument in fact. . .vs emotion or innuendo - people will respect you and (if you work in a company worth its salt) you will win the day.
If you give yourself the chance to mull over a quickly rising issue. . .and look at as many sides as possible - people will think you are far wiser than if you just instantly react from a singular viewpoint.
Conducting your business and life in such a way so that people genuinely like you is way oh-so-much-better than whining "It's not my job to be liked."
Prioritizing to the business and to people. . .very wise. Running around without such direction. . .not so much.
Listening makes you look smart. . . listening and asking question - BONUS! Issuing a monologue makes you look like a demagogue.
Emotional intelligence, people! Yes!
The ability to pivot from a heavy conversation to a light one. . .from financials to HR. . .from something worth celebrating to helping someone who really needs you. . .smart people can do that.
Insisting you are always right is not realistic. . .so it is not so smart.
And. . .you always look smarter if you know you are not the only smart person in the room and if you humbly realize you are indebted to the teams you support.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, May 13, 2016
Sad to be All Alone in the World
Last night we went to the opening of a quite excellent high school production of "Thoroughly Modern Millie." Those familiar with the show understand that it fairly swirls around this iconic line, "Sad to be all alone in the world."
The set-up from the line is that those without family are subject to kidnapping (and other bad things) because they have no ties; because they have no ties, ultimately no one wonders (or cares) what happens to them.
And how many times have you seen this happen in the workplace? Probably many.
Whether through self-isolation, lack of social skills or just being ignored. . .there are those in the workplace who are all alone in the world. They may be excellent contributors, but because of a lack of ties (social and professional) they can drift in and out of the picture and no one ends up caring. Or, like what happens in the show, they fall prey to truly bad things.
I'm convinced that work should be a social place with strong, genuine interpersonal ties so that all are looped in and everyone ultimately cares what happens. Here's what we can do:
If you have someone who is victim of their own self-isolation - draw them out into the team. Listen to them, integrate them into both casual and formal discussions, make them feel confident in their abilities to be both a contributing member of the team and an important part of the social group.
Same principles apply to that team member who is just "drifting" out there without any strong connections. As a leader, you can form connections and pull that individual into the social circles that drive your workplace.
And if you have someone who is isolated because of lack of social skills - take them with you and demonstrate what needs to be done to integrate into the ecosystem that drives your enterprise.
If a team member is isolated - bad things happen; if they are part of the bigger world good things happen to them and to the entire team.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
The set-up from the line is that those without family are subject to kidnapping (and other bad things) because they have no ties; because they have no ties, ultimately no one wonders (or cares) what happens to them.
And how many times have you seen this happen in the workplace? Probably many.
Whether through self-isolation, lack of social skills or just being ignored. . .there are those in the workplace who are all alone in the world. They may be excellent contributors, but because of a lack of ties (social and professional) they can drift in and out of the picture and no one ends up caring. Or, like what happens in the show, they fall prey to truly bad things.
I'm convinced that work should be a social place with strong, genuine interpersonal ties so that all are looped in and everyone ultimately cares what happens. Here's what we can do:
If you have someone who is victim of their own self-isolation - draw them out into the team. Listen to them, integrate them into both casual and formal discussions, make them feel confident in their abilities to be both a contributing member of the team and an important part of the social group.
Same principles apply to that team member who is just "drifting" out there without any strong connections. As a leader, you can form connections and pull that individual into the social circles that drive your workplace.
And if you have someone who is isolated because of lack of social skills - take them with you and demonstrate what needs to be done to integrate into the ecosystem that drives your enterprise.
If a team member is isolated - bad things happen; if they are part of the bigger world good things happen to them and to the entire team.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, May 6, 2016
The Team Members I Don't Worry About
True confession: I am a worrier. Now I wouldn't say that I dramatically over-index on the chart of world worry. I do, however, concern myself with small details and big strategies. I usually have my eyes open and ears alert for things that can, and do, go wrong.
In casual conversation with members of my team, I have come up with the ultimate test of whether we have the right team members in place. Here's what I found myself saying. . ."If (this specific person or persons) is working. . .I don't worry about it."
It is absolutely true - when the right team members are on task, because of their track record and my knowledge of their work history - I don't worry about what's going on in that realm - allowing me to focus on other things.
So - what are the common characteristics of these individuals who permit me not to worry?
This recent understanding that a criteria of "not having to worry about it" if the right person is on the job has now taken a role in hiring decisions. I find I am assessing potential team members through this filter and its supporting characteristics.
What's more important is that if we have people running parts of our business so we don't have to worry about it - in all likelihood the people who work with them are happy and on-task.
And that allows everyone to do more productive things than worry.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
In casual conversation with members of my team, I have come up with the ultimate test of whether we have the right team members in place. Here's what I found myself saying. . ."If (this specific person or persons) is working. . .I don't worry about it."
It is absolutely true - when the right team members are on task, because of their track record and my knowledge of their work history - I don't worry about what's going on in that realm - allowing me to focus on other things.
So - what are the common characteristics of these individuals who permit me not to worry?
- Ownership: they take both responsibility and pride in what they do
- Understanding of their role and contribution to the process
- Strong, reliable work ethic
- Ability to assess the big picture and execute tactics (both big and small) to make everything run better
- Ability to like and get along with their team
- Knowledge of when and how to reach out to ask questions
- Independent decision making that aligns with overall goals
- Good communication skills
This recent understanding that a criteria of "not having to worry about it" if the right person is on the job has now taken a role in hiring decisions. I find I am assessing potential team members through this filter and its supporting characteristics.
What's more important is that if we have people running parts of our business so we don't have to worry about it - in all likelihood the people who work with them are happy and on-task.
And that allows everyone to do more productive things than worry.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, April 29, 2016
HGTV and the Ultimate Discomfort of Predictability
Okay, HGTV denizens, you know this to be true. The one constant throughout all of this Home Buying/Improvement/Selling/Gnashing-of-Teeth-Regarding-the-Kitchen-Island programming is the unfailing commitment to predictability. Week after week, it is the same. . .
Can even one Househunters show air without the following: "Yes, I can really see myself having my morning coffee on this patio/deck/front porch/slab of concrete." "Oh, look honey (said as if one is seeing the pope) crown molding!" "This closet will just fit my wardrobe," one says before turning coyly to their partner, "but where will you put your clothes?" And, of course, the hunting couple always come to the conclusion that the best way to make a decision among the predictable three choices is, "I think we should eliminate one." Now THAT'S creative problem solving!
But HGTV's predictability doesn't end there. The couple on Property Brothers is always shocked (!) that they can't get everything on their wish list (open floor plan, four bedrooms, three bathrooms, a rolling lawn, home office, nursery, maids quarters, spa-like master bathroom and the fountains of Bellagio). . .for their budget of $89,000. Despite their protests that "we really don't want a fixer-upper" they spend the next 50 minutes sledgehammering through rodent infested walls until they arrive at a remodeled home that looks remarkably like the home from last week's installment.
On Love It or List It, we are treated to the couple parading through the requisite three homes whilst Hillary invariably discovers a costly "surprise" that means that they have to make the tough decision between replacing a faulty sewer line that's backed up within inches of the new bamboo flooring or to go forward with adding the much-needed gift wrapping room.
After 1,318 episodes of the expected. . .one gets a little weary of the same-old, same-old and you really wish that the couple from International Househunters would just say "We really wanted an American fridge so we are going to give up our exotic dreams of living in Bora Bora and just go back home. After all, there's no place like Peoria."
So, here's the HGTV allegory. We profess to love predictability at work. We want everything to go like clockwork - and that's not a bad ambition. At the end of the day, however, it can also be pretty unexciting and definitely unchallenging. There are no true surprises, no reason to exercise creative thinking and frankly, we are bored.. And while we may profess to hate surprises - they also keep things interesting. . .and stretch our strong teams in new ways. So while we love (and even build predictability). . .we should also welcome the freshness, learning and excitement that the unexpected can bring to our lives.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Can even one Househunters show air without the following: "Yes, I can really see myself having my morning coffee on this patio/deck/front porch/slab of concrete." "Oh, look honey (said as if one is seeing the pope) crown molding!" "This closet will just fit my wardrobe," one says before turning coyly to their partner, "but where will you put your clothes?" And, of course, the hunting couple always come to the conclusion that the best way to make a decision among the predictable three choices is, "I think we should eliminate one." Now THAT'S creative problem solving!
But HGTV's predictability doesn't end there. The couple on Property Brothers is always shocked (!) that they can't get everything on their wish list (open floor plan, four bedrooms, three bathrooms, a rolling lawn, home office, nursery, maids quarters, spa-like master bathroom and the fountains of Bellagio). . .for their budget of $89,000. Despite their protests that "we really don't want a fixer-upper" they spend the next 50 minutes sledgehammering through rodent infested walls until they arrive at a remodeled home that looks remarkably like the home from last week's installment.
On Love It or List It, we are treated to the couple parading through the requisite three homes whilst Hillary invariably discovers a costly "surprise" that means that they have to make the tough decision between replacing a faulty sewer line that's backed up within inches of the new bamboo flooring or to go forward with adding the much-needed gift wrapping room.
After 1,318 episodes of the expected. . .one gets a little weary of the same-old, same-old and you really wish that the couple from International Househunters would just say "We really wanted an American fridge so we are going to give up our exotic dreams of living in Bora Bora and just go back home. After all, there's no place like Peoria."
So, here's the HGTV allegory. We profess to love predictability at work. We want everything to go like clockwork - and that's not a bad ambition. At the end of the day, however, it can also be pretty unexciting and definitely unchallenging. There are no true surprises, no reason to exercise creative thinking and frankly, we are bored.. And while we may profess to hate surprises - they also keep things interesting. . .and stretch our strong teams in new ways. So while we love (and even build predictability). . .we should also welcome the freshness, learning and excitement that the unexpected can bring to our lives.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, April 22, 2016
What's Important to You?
Hands down - this is one of the most important discussions that team members can have with one another. What's important to you?
The forsaking of this question leaves so much collateral uncollected - whereas a discussion around this provides so much information that benefits the leader and the team.
What's important to you? is a key motivator of the individual. We may think we know what's going on with that person. We may guess at that individual's intents. We may wonder endlessly why that team member does what they do. When "What's important to you?" is honestly asked and answered - all of that useless speculation goes away and one can move on with work and life.
Beyond removing the veil of mystery; the answer to this question provides the leader with great opportunities to enhance the team member's performance. If the answer is "doing great work" we should provide that individual with the opportunity to do great work and reward them with ample praise once the work is done. If the answer is "my family" let's assure that the individual (and all individuals, for that matter) have the opportunity for a great balance of personal and professional time. If the answer is "security" let's take the opportunity (often) to assure the individual of their contribution and their ongoing importance in the organization.
A strong secondary benefit to asking a question this powerful is that it removes barriers that may have prevented other conversations from happening. Once individuals go to the place of this depth, the opportunities open up for other conversations of equal importance.
And finally, ask yourself "What's important to me?" Give yourself the chance to answer the question and let the answer guide your work and life going forward.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
The forsaking of this question leaves so much collateral uncollected - whereas a discussion around this provides so much information that benefits the leader and the team.
What's important to you? is a key motivator of the individual. We may think we know what's going on with that person. We may guess at that individual's intents. We may wonder endlessly why that team member does what they do. When "What's important to you?" is honestly asked and answered - all of that useless speculation goes away and one can move on with work and life.
Beyond removing the veil of mystery; the answer to this question provides the leader with great opportunities to enhance the team member's performance. If the answer is "doing great work" we should provide that individual with the opportunity to do great work and reward them with ample praise once the work is done. If the answer is "my family" let's assure that the individual (and all individuals, for that matter) have the opportunity for a great balance of personal and professional time. If the answer is "security" let's take the opportunity (often) to assure the individual of their contribution and their ongoing importance in the organization.
A strong secondary benefit to asking a question this powerful is that it removes barriers that may have prevented other conversations from happening. Once individuals go to the place of this depth, the opportunities open up for other conversations of equal importance.
And finally, ask yourself "What's important to me?" Give yourself the chance to answer the question and let the answer guide your work and life going forward.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, April 15, 2016
I Will Take Care of You
Think of an excellent customer service experience, be it retail, hospitality, medical. Perhaps you had a certain level of anxiety regarding a specific issue. I bet you it was resolved by an individual who reassured you, and then followed up with real actions. At that moment that you knew the issue was resolved you could exhale all of the anxiety because in your mind that person had effectively said, "I will take care of you."
Not in the mafia-sense of "I'll-take-care-of-you-now-go-for-a-ride-in-the-trunk-of-my-Desoto." Not in the world weary, alright-already, let's just get this over-with sense. No. "I will take care of you," said genuinely and followed up with action, is one of the best and most effective things that leaders can do for their teams.
"I will take care of you" should mean many things. I will be fair, in fact, I will be more than fair. I will do more than look out for your best interests; I will adopt your interests as my own. I will drive the business forward positively with ethics and integrity. I will assure that we as a team are successful. I will make tough decisions based on the greatest good. I will have an extra sense that looks for both opportunities that can be leveraged for the team member as well as dangers that can be avoided. I will conduct my own business so that you, as a team member, can rightfully be confident in engaging my trust on both professional and personal matters.
It is a tall order. To suggest that this is wishful thinking or pandering to the masses is an excuse. Think of it this way. Think of people who have your back, who will go the second mile to assure that you are both protected and successful. . .wouldn't you follow them to the moon and back?
The fact that rightfully taking care of the workforce assures that people follow you is, however, a side benefit. The main benefit is that you, and everyone who engages in the act of caring, become fuller individuals who contribute to a better society.
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My book, "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Not in the mafia-sense of "I'll-take-care-of-you-now-go-for-a-ride-in-the-trunk-of-my-Desoto." Not in the world weary, alright-already, let's just get this over-with sense. No. "I will take care of you," said genuinely and followed up with action, is one of the best and most effective things that leaders can do for their teams.
"I will take care of you" should mean many things. I will be fair, in fact, I will be more than fair. I will do more than look out for your best interests; I will adopt your interests as my own. I will drive the business forward positively with ethics and integrity. I will assure that we as a team are successful. I will make tough decisions based on the greatest good. I will have an extra sense that looks for both opportunities that can be leveraged for the team member as well as dangers that can be avoided. I will conduct my own business so that you, as a team member, can rightfully be confident in engaging my trust on both professional and personal matters.
It is a tall order. To suggest that this is wishful thinking or pandering to the masses is an excuse. Think of it this way. Think of people who have your back, who will go the second mile to assure that you are both protected and successful. . .wouldn't you follow them to the moon and back?
The fact that rightfully taking care of the workforce assures that people follow you is, however, a side benefit. The main benefit is that you, and everyone who engages in the act of caring, become fuller individuals who contribute to a better society.
Like it? Share it!
My book, "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, April 8, 2016
To Own It
Of all the factors that make a difference in a team member's performance, here is one of the most important.
Does the team member own the business? (And, as a leader, do you allow them that privilege of ownership?)
When I went to work at a previous company, I was alarmed by what I experienced. Team members came in and left at the appointed time, kept their heads down in their cubicles: the office had all of the quietness, but none of the solace, of a mausoleum. Entrepreneurialism was replaced the execution of tactics. Cooperation? Teamwork? Really didn't exist.
None of the team members felt ownership of their part of the business. Previous management made it clear that the team was only there to do management's bidding. Their investment in their work earned them only a paycheck with benefits, but not the greatest benefit of feeling invested in their collective accomplishments.
After a couple years - once the team understood they owned the business and were responsible for their decisions, the place gradually came to life. And not too long after that, they became a well-functioning group that both individually and collectively owned the business.
How can you tell when someone owns the business?
They protect it.
They are well aware of their contribution to the greater good.
They exhibit a strong understanding of mission and goals.
They are strong ambassadors for the team.
They know the business well enough that they can be entrepreneurial with it; the business does not stagnate.
They bring their ideas and their personas to what they do.
Instead of the leader always bringing ideas to the team, the team brings ideas to the leader.
Here's another advantage of owning the business. A wise person once instructed a somewhat dysfunctional group (who kept making excuses why they couldn't get things done) "You cannot change what you do not own."
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Does the team member own the business? (And, as a leader, do you allow them that privilege of ownership?)
When I went to work at a previous company, I was alarmed by what I experienced. Team members came in and left at the appointed time, kept their heads down in their cubicles: the office had all of the quietness, but none of the solace, of a mausoleum. Entrepreneurialism was replaced the execution of tactics. Cooperation? Teamwork? Really didn't exist.
None of the team members felt ownership of their part of the business. Previous management made it clear that the team was only there to do management's bidding. Their investment in their work earned them only a paycheck with benefits, but not the greatest benefit of feeling invested in their collective accomplishments.
After a couple years - once the team understood they owned the business and were responsible for their decisions, the place gradually came to life. And not too long after that, they became a well-functioning group that both individually and collectively owned the business.
How can you tell when someone owns the business?
They protect it.
They are well aware of their contribution to the greater good.
They exhibit a strong understanding of mission and goals.
They are strong ambassadors for the team.
They know the business well enough that they can be entrepreneurial with it; the business does not stagnate.
They bring their ideas and their personas to what they do.
Instead of the leader always bringing ideas to the team, the team brings ideas to the leader.
Here's another advantage of owning the business. A wise person once instructed a somewhat dysfunctional group (who kept making excuses why they couldn't get things done) "You cannot change what you do not own."
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, April 1, 2016
Extremism: Bad for Business and for Us
Daily we see the repercussions of extremism, both in terms of personal tolls and business liability. Certainly terrorism wrought by extremists has a high personal and business cost: following the recent tragedy in Brussels, many airlines took a significant hit to stock price. Recent examples of extremism (discrimination masquerading as "religious freedom") passed as law in Georgia (but vetoed) and in North Carolina. National businesses were quick to condemn, recognizing not only the financial repercussions but the unfairness to individual lives.
And business, in this case, is absolutely right. Rarely, if ever, in history have we seen businesses, or individuals, prosper in extreme environments - whether they be left or right.
Extremism causes polarity, not collectivity - and that's a bad thing. But let's bring it down a level or two - have your ever been in a company in which there was an extremely righteous and unyielding view on how to do the business? Also - not good for business. Extremists within a team are usually fighting for a single point of view - and great companies know they must function from multiple points of view. Fundamentally, the extremist is out of contact with this world truth.
The extremist is also unwilling to bend. . .and nature clearly shows that the unwillingness to adapt usually results in breakage.
To the extremist - compromise is a bad word. Compromise should be a very good word - meaning that multiple points of view have been duly considered to arrive at a collective decision for the overall good of the majority.
Extremists often are very aware of the blockage that those on the opposite extreme cause, but are blissfully unaware of the logjam their own actions create. Or worse yet - they justify the logjam they create as some sort of higher purpose.
Whether it is a business point of view within a company, or an extreme political point of view, extremism not something to be worshipped, but rather an unproductive evil to be eschewed. Extremism is not good for business or people.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
And business, in this case, is absolutely right. Rarely, if ever, in history have we seen businesses, or individuals, prosper in extreme environments - whether they be left or right.
Extremism causes polarity, not collectivity - and that's a bad thing. But let's bring it down a level or two - have your ever been in a company in which there was an extremely righteous and unyielding view on how to do the business? Also - not good for business. Extremists within a team are usually fighting for a single point of view - and great companies know they must function from multiple points of view. Fundamentally, the extremist is out of contact with this world truth.
The extremist is also unwilling to bend. . .and nature clearly shows that the unwillingness to adapt usually results in breakage.
To the extremist - compromise is a bad word. Compromise should be a very good word - meaning that multiple points of view have been duly considered to arrive at a collective decision for the overall good of the majority.
Extremists often are very aware of the blockage that those on the opposite extreme cause, but are blissfully unaware of the logjam their own actions create. Or worse yet - they justify the logjam they create as some sort of higher purpose.
Whether it is a business point of view within a company, or an extreme political point of view, extremism not something to be worshipped, but rather an unproductive evil to be eschewed. Extremism is not good for business or people.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, March 18, 2016
What It Takes. . .to Lead a Winning Team
My son is part of the Shorecrest Marching Band. . .which yesterday performed in the St. Paddy's Day Parade in Dublin. Let me tell you, this unit is a spectacle. As "The Scots" they are outfitted in kilts and full tilt Irish garb. The parade line-up starts with cheerleaders, then Irish dancers, then bagpipers (!), drum major, the band and the flag team. It is magnificent.
In Dublin, they were playing with bands from around the world - so imagine our delight when we received word that they won Best Overall Band!
The best.
This makes me contemplate - what does it take to lead a winning team?
Let me tell you about the conductor. Respected, liked and loved by his students (the antithesis of "It's not my job to be liked"). He earns the respect and adulation. . .and in turn, he respects and genuinely cares for his band.
He is not authoritarian or shrill.
He is genuine.
He has realistically high expectations.
He is committed to his team and their success.
He is a great communicator.
Before he allows his band to begin a performance, he assures that people have what they need and that they are aligned in purpose to what they are about to do.
Even in concert situations, he has an ease about him that allows great energy and great performances to flow.
He can bring diverse elements together as one (brass, drumline, dancers, flag team, bagpipers!!!)
Here's what else. . . in this particular school, the culture of great leadership was started in middle school with an equally adept music teacher.
And they couldn't have been effective (and winning!) leaders without having a team that was focused to the cause and enabled each other to be at their best.
Let's just think about that.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
In Dublin, they were playing with bands from around the world - so imagine our delight when we received word that they won Best Overall Band!
The best.
This makes me contemplate - what does it take to lead a winning team?
Let me tell you about the conductor. Respected, liked and loved by his students (the antithesis of "It's not my job to be liked"). He earns the respect and adulation. . .and in turn, he respects and genuinely cares for his band.
He is not authoritarian or shrill.
He is genuine.
He has realistically high expectations.
He is committed to his team and their success.
He is a great communicator.
Before he allows his band to begin a performance, he assures that people have what they need and that they are aligned in purpose to what they are about to do.
Even in concert situations, he has an ease about him that allows great energy and great performances to flow.
He can bring diverse elements together as one (brass, drumline, dancers, flag team, bagpipers!!!)
Here's what else. . . in this particular school, the culture of great leadership was started in middle school with an equally adept music teacher.
And they couldn't have been effective (and winning!) leaders without having a team that was focused to the cause and enabled each other to be at their best.
Let's just think about that.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
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