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.
Friday, June 24, 2016
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?
Like it? Share it!
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?
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
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