Spreadsheets (thank you, Excel) fascinate me. If you change sales by even a half of a percentage point, all of a sudden things look so much better. Change the number by a full percentage point and things look positively brilliant. Just 1%.
So that becomes something for us to contemplate. Sometimes we may feel that what we do doesn't make so much difference - that there may be so much adversity that overwhelms our singular contribution that it really isn't worthwhile. But, we must be steadfast - what we do, no matter how small of a percentage it may be to the total, makes a difference.
So, yes, do say "please" and "thank you."
Be genuinely grateful.
Practice both small and big acts of kindness.
Spend an extra minute (or two) and genuinely listen.
Do spend time with people; coach out of authentic interest and concern.
Be empathetic.
Don't engage in group think; be inquisitive. Turn the world around a couple of times and look at it from all angles.
Be generous.
And truthful.
What we do each and every day makes the difference between the world going on just as it is and making it a better place. And just in case you think the world is so big that 1% doesn't make a difference - contemplate this. On spreadsheets, the bigger the universal number, the more impact 1% of positivity makes.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, December 28, 2018
Friday, December 21, 2018
But. . .Do We Connect?
We all recognize what utter chaos is caused when connectivity in our IT systems is lost. The world seemingly comes to a screeching halt; correct information is not relayed in a timely manner and people are drumming their fingertips on their desks just hoping that a connection will be restored.
The same is absolutely true for the connectivity in communication. So often we are given a script to communicate or know that we need to talk to a certain team member about a certain issue or we desire to address the entire team.
And often just the words have the impact of a bag of stale potato chips: worse than no flavor, the message becomes something distasteful. What's lacking? Connectivity.
It may not be the most popular thing to talk about an emotional connection in the workplace, but it is needed. To be clear, we are not talking about a "romantic" connection or a conversation that crosses lines that are considered ethical. To be clear, we are talking about the emotional intelligence that allows us to create an important connection from speaker to listener.
What's in it for the listener? How will this message make their life better? Is the listener assured they are being understood? Is there room for response, for conversational interplay? What do we know about the listener from previous conversations that can be applied to this conversation?
What is important about both the message and the listener and how do we tie those things together?
Once the answers to these questions are applied, the rocket fuel in the conversation then becomes delivery. Can it be realistic without being cardboard? Can there be an appropriate sense of humor? Can we talk about important issues, even issues of professional improvement, in a casual way that allows the message to be heard?
Words are just words. When words are spoken with genuine care and concern, they then truly become a connection - and we all realize that connectivity is needed for work to occur.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle
The same is absolutely true for the connectivity in communication. So often we are given a script to communicate or know that we need to talk to a certain team member about a certain issue or we desire to address the entire team.
And often just the words have the impact of a bag of stale potato chips: worse than no flavor, the message becomes something distasteful. What's lacking? Connectivity.
It may not be the most popular thing to talk about an emotional connection in the workplace, but it is needed. To be clear, we are not talking about a "romantic" connection or a conversation that crosses lines that are considered ethical. To be clear, we are talking about the emotional intelligence that allows us to create an important connection from speaker to listener.
What's in it for the listener? How will this message make their life better? Is the listener assured they are being understood? Is there room for response, for conversational interplay? What do we know about the listener from previous conversations that can be applied to this conversation?
What is important about both the message and the listener and how do we tie those things together?
Once the answers to these questions are applied, the rocket fuel in the conversation then becomes delivery. Can it be realistic without being cardboard? Can there be an appropriate sense of humor? Can we talk about important issues, even issues of professional improvement, in a casual way that allows the message to be heard?
Words are just words. When words are spoken with genuine care and concern, they then truly become a connection - and we all realize that connectivity is needed for work to occur.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle
Friday, December 14, 2018
JOY
Our first and perhaps most-natural filter for looking at the world around us is. . .how does this impact me?
Part of that is self-preservation and that's fine. . . and then there's the over-indexing in which we look at everything through the lens of "me." And the world doesn't work that way. . .and truthfully, looking at the world through the lens of "me" doesn't really work well for any of us.
Hence, "get over yourself."
It may be more than that, though. "Getting over ourselves" hints that we reluctantly leave behind that which doesn't serve us well; that after days or months of hmm-ing and haw-ing we finally allow viewpoints other than our own to prevail. It may take more action than just stepping around our personal bias for a minute. Maybe it should be more dramatic? Maybe willfully moving beyond ourselves requires a bigger action.
So, maybe it takes a little JOY: "Jump Over Yourself."
Sometimes we look at things through the "me" filter out of fear. Sometimes we look through the "me" filter out of habit - perhaps perpetuating things that we wish we really didn't do. Whatever the reason, the point is that we can't move forward because we are standing in our own shadow as opposed to stepping into the light; we are standing in the way of progress.
So maybe it takes a more deliberate action to move beyond ourselves - an action of resolve for the greater good (and our own good). Maybe it takes a big jump beyond what we know to get to a place we really like or love.
Not accidentally, the acronym "JOY" indicates that happiness we feel when we take that jump to move beyond what we mistakenly believe serves us well to what serves all of us better.
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Part of that is self-preservation and that's fine. . . and then there's the over-indexing in which we look at everything through the lens of "me." And the world doesn't work that way. . .and truthfully, looking at the world through the lens of "me" doesn't really work well for any of us.
Hence, "get over yourself."
It may be more than that, though. "Getting over ourselves" hints that we reluctantly leave behind that which doesn't serve us well; that after days or months of hmm-ing and haw-ing we finally allow viewpoints other than our own to prevail. It may take more action than just stepping around our personal bias for a minute. Maybe it should be more dramatic? Maybe willfully moving beyond ourselves requires a bigger action.
So, maybe it takes a little JOY: "Jump Over Yourself."
Sometimes we look at things through the "me" filter out of fear. Sometimes we look through the "me" filter out of habit - perhaps perpetuating things that we wish we really didn't do. Whatever the reason, the point is that we can't move forward because we are standing in our own shadow as opposed to stepping into the light; we are standing in the way of progress.
So maybe it takes a more deliberate action to move beyond ourselves - an action of resolve for the greater good (and our own good). Maybe it takes a big jump beyond what we know to get to a place we really like or love.
Not accidentally, the acronym "JOY" indicates that happiness we feel when we take that jump to move beyond what we mistakenly believe serves us well to what serves all of us better.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, December 7, 2018
The Edge
What is it that takes an enterprise from really good to truly remarkable?
Vision.
Many organizations function remarkably well - and that's terrific. And a few organizations are truly remarkable - and the difference is the vision of "what could be."
The vision to be best in class.
The vision to grow the business by an unprecedented amount.
The vision to expand the enterprise by adding channels that heretofore had not been considered.
The vision to utilize people and technology and natural resources in new and different ways that make sense.
Vision creates that picture that teams can both own and modify as they move forward. Vision, however, has to be believable. To be believable it must be firmly rooted in the reality of what is true today. If an organization is visibly not functioning well and a leader launches a vision of being first in class without a roadmap of how to span the chasm - it just becomes more of a morale breaking cycle.
If, on the other hand, an organization is reasonably well -functioning and a leader paints the picture of both a world class organization and a map of how (and why!) the enterprise can get there - then that becomes inspiration that every team member can believe in - it is more than an adherence point - it then becomes a commitment.
The commitment then starts to fulfill the vision - and that is one of the truly amazing things to watch in business. Amazon, Microsoft, Starbucks. . .they would not be the giants of industry that they are without a terrific, cooperatively owned vision.
You, too, can paint that picture.
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My book is available on Amazon Kindle.
Vision.
Many organizations function remarkably well - and that's terrific. And a few organizations are truly remarkable - and the difference is the vision of "what could be."
The vision to be best in class.
The vision to grow the business by an unprecedented amount.
The vision to expand the enterprise by adding channels that heretofore had not been considered.
The vision to utilize people and technology and natural resources in new and different ways that make sense.
Vision creates that picture that teams can both own and modify as they move forward. Vision, however, has to be believable. To be believable it must be firmly rooted in the reality of what is true today. If an organization is visibly not functioning well and a leader launches a vision of being first in class without a roadmap of how to span the chasm - it just becomes more of a morale breaking cycle.
If, on the other hand, an organization is reasonably well -functioning and a leader paints the picture of both a world class organization and a map of how (and why!) the enterprise can get there - then that becomes inspiration that every team member can believe in - it is more than an adherence point - it then becomes a commitment.
The commitment then starts to fulfill the vision - and that is one of the truly amazing things to watch in business. Amazon, Microsoft, Starbucks. . .they would not be the giants of industry that they are without a terrific, cooperatively owned vision.
You, too, can paint that picture.
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My book is available on Amazon Kindle.
Friday, November 30, 2018
An Invitation to Disagree
We love it when people agree with us. We craft conversations so that people will nod their heads up and down even if they don't totally know why they are doing so. When people agree with us - we win!
Or do we?
What about the voices of caution? What about viewpoints that we haven't seen or can't see? Heck, what about the voices of dissent? If we listened, and then re-crafted our proposition - wouldn't we then have an even stronger case? One that could withstand criticism and could serve teams well for a prolonged period of time?
So, how can we have such conversations and see our idea live to see another day (or generation)? We know this to be true - often criticism causes the tent to fold and the circus to leave town - a trail of good ideas are left in the sawdust.
Here's how to have that strong conversation that can invite diverse viewpoints that make your effort stronger.
State the case. Why are you suggesting change? What is the common cause or common pain? If solved, what are the benefits? At the outset - what can you agree upon?
Then, make your suggestion. Not as if God has just dropped two stone tablets into your cubicle with THE MOST DIVINE idea ever - but with humility. Your idea is to get the conversation started. It is a draft to invite input. It is the napkin sketch of what will eventually be a detailed blueprint.
And be very public with "You know, I don't have to be right about this - but one of the thoughts I've had is. . . ." "I'd like to hear your ideas, or maybe together we can figure this out." Essentially, it is an invitation to disagree, with the whole purpose of crafting the strongest possible agreement between you and the team.
Being "right" is highly over-rated. . .and it's a false doctrine. None of us are 100% right - so we should face that reality so that truly we can move on. Inviting people, even if they disagree, to strengthen your position through their input is what is going to win the day.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Or do we?
What about the voices of caution? What about viewpoints that we haven't seen or can't see? Heck, what about the voices of dissent? If we listened, and then re-crafted our proposition - wouldn't we then have an even stronger case? One that could withstand criticism and could serve teams well for a prolonged period of time?
So, how can we have such conversations and see our idea live to see another day (or generation)? We know this to be true - often criticism causes the tent to fold and the circus to leave town - a trail of good ideas are left in the sawdust.
Here's how to have that strong conversation that can invite diverse viewpoints that make your effort stronger.
State the case. Why are you suggesting change? What is the common cause or common pain? If solved, what are the benefits? At the outset - what can you agree upon?
Then, make your suggestion. Not as if God has just dropped two stone tablets into your cubicle with THE MOST DIVINE idea ever - but with humility. Your idea is to get the conversation started. It is a draft to invite input. It is the napkin sketch of what will eventually be a detailed blueprint.
And be very public with "You know, I don't have to be right about this - but one of the thoughts I've had is. . . ." "I'd like to hear your ideas, or maybe together we can figure this out." Essentially, it is an invitation to disagree, with the whole purpose of crafting the strongest possible agreement between you and the team.
Being "right" is highly over-rated. . .and it's a false doctrine. None of us are 100% right - so we should face that reality so that truly we can move on. Inviting people, even if they disagree, to strengthen your position through their input is what is going to win the day.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Wednesday, November 21, 2018
How to (Really) Get Rich Quick
Let's think about true wealth.
Engulf yourself in the diversity that surrounds you. Embrace the cultural, ethnic, gender and sexual orientation differences that bring us new ways of thinking and innovation.
Be part of a high-functioning team; if there isn't one - create one.
Recognize that mistakes happen - sometimes for a reason, sometimes not. Learn and move on. Repeat.
Talent and intellect surrounds you each and every day. They are wasted unless you access them.
Give up being right all of the time. . . or even half of the time. Others are right, too. Recognizing the latter doesn't make you wrong.
The people that surround you have trainloads of gifts to give everyday. Be accepting.
We all have the ability to look at things from different viewpoints.
Common sense. Humor. Empathy.
The ability to strive for justice, fairness and equity.
Integrity.
Here's the thing. These wonderful things are not fully available to us unless we are genuinely and humbly grateful for this world in which we get to work. Embracing that gratitude, in turn, allows us to give these gifts to others. That gratitude and that ability to give back - that's wealth.
Engulf yourself in the diversity that surrounds you. Embrace the cultural, ethnic, gender and sexual orientation differences that bring us new ways of thinking and innovation.
Be part of a high-functioning team; if there isn't one - create one.
Recognize that mistakes happen - sometimes for a reason, sometimes not. Learn and move on. Repeat.
Talent and intellect surrounds you each and every day. They are wasted unless you access them.
Give up being right all of the time. . . or even half of the time. Others are right, too. Recognizing the latter doesn't make you wrong.
The people that surround you have trainloads of gifts to give everyday. Be accepting.
We all have the ability to look at things from different viewpoints.
Common sense. Humor. Empathy.
The ability to strive for justice, fairness and equity.
Integrity.
Here's the thing. These wonderful things are not fully available to us unless we are genuinely and humbly grateful for this world in which we get to work. Embracing that gratitude, in turn, allows us to give these gifts to others. That gratitude and that ability to give back - that's wealth.
Friday, November 16, 2018
"It Is What It Is" (Isn't Complacent)
These days I find a strange comfort in the phrase "It is what it is." I challenge myself - because it can be interpreted as too passive - or even worse, not caring. And honestly, this is the conclusion I've arrived at. . ."It is what it is" is a perfectly good statement - provided that there is a commitment to action and learning that follows it.
Here's what I like about "It is what it is." It is foundational - it acknowledges that which is true. More important, however, it acknowledges that which is done. All too often if something goes wrong we end up spending an inordinate amount of energy trying to go back in time to change the outcome. Or we spend countless hours in the blame game.
Both of these actions are a waste of time. . .and crazy making.
Instead of going back in time to change the outcome. . .let's move forward to change the future.
Instead. . .if things didn't turn out the way we wanted. . .let's use it as a time of reflection. Did things really turn out wrong. . .or just not the way we had planned? Often if we can back off our preconceptions - we find that even though things didn't go as planned - they turned out just fine. . .or perhaps even better than plan.
Instead. . .if things didn't turn out the way we wanted. . .what can we learn from this? What is our ownership? How can we better use that which is available to us? What resources can we possibly recruit?
Instead. . .if things didn't turn out the way we wanted. . .what can we do to change the game going forward. If the chess piece didn't end up the way we expected. . .how are we going to change our next actions to secure a greater success?
Here is the comfort I find in "it is what it is." It is not a stumbling block, instead it is the starting block that enables us to begin the race forward.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Here's what I like about "It is what it is." It is foundational - it acknowledges that which is true. More important, however, it acknowledges that which is done. All too often if something goes wrong we end up spending an inordinate amount of energy trying to go back in time to change the outcome. Or we spend countless hours in the blame game.
Both of these actions are a waste of time. . .and crazy making.
Instead of going back in time to change the outcome. . .let's move forward to change the future.
Instead. . .if things didn't turn out the way we wanted. . .let's use it as a time of reflection. Did things really turn out wrong. . .or just not the way we had planned? Often if we can back off our preconceptions - we find that even though things didn't go as planned - they turned out just fine. . .or perhaps even better than plan.
Instead. . .if things didn't turn out the way we wanted. . .what can we learn from this? What is our ownership? How can we better use that which is available to us? What resources can we possibly recruit?
Instead. . .if things didn't turn out the way we wanted. . .what can we do to change the game going forward. If the chess piece didn't end up the way we expected. . .how are we going to change our next actions to secure a greater success?
Here is the comfort I find in "it is what it is." It is not a stumbling block, instead it is the starting block that enables us to begin the race forward.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, November 9, 2018
It Can't All Be About the Money
Having worked with retailers who use coupons as a driving marketing strategy - let me explain one of the basic problems with that strategy. Retailers who rely upon coupons to drive traffic are often negating or neglecting the other dimensions that are needed to run a successful business: strong merchandise, interesting presentation, great customer service and a relationship with the customer.
The result? As soon as another retailer waves a higher value coupon in front of the customer - the customer is gone. Coupons do not build customer loyalty.
And so it is with money in terms of compensation; money alone does not build team member loyalty. Don't get me wrong - I'm all in favor of paying people what they are worth - but often the focus becomes so much on the dollar figure of compensation that we ignore the other, very necessary elements of job satisfaction.
Do team members know their contribution to the enterprise and do others recognize them for their importance? Feeling useful, knowing that one is important and integral - this is also part of compensation.
Is heartfelt thanks (genuine gratitude) offered ethically and often? "Thank you" is not only warranted, but it is necessary to sustain work and life. This is also part of compensation.
Is the framework set so that people can work as a team? Knowing that others are reliant upon you. . .and that others have your back. . .this makes work enjoyable - and we should all enjoy work. . . because this is also part of compensation.
And do you have a strong professional and ethical relationship with team members? Do you put intent behind building those relationships? Relationships build loyalty and loyalty beats money. . .
Just as coupons are only a tentative and tenuous marketing strategy . . .so is relying upon paychecks as the only form of compensation. There must be something more.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
The result? As soon as another retailer waves a higher value coupon in front of the customer - the customer is gone. Coupons do not build customer loyalty.
And so it is with money in terms of compensation; money alone does not build team member loyalty. Don't get me wrong - I'm all in favor of paying people what they are worth - but often the focus becomes so much on the dollar figure of compensation that we ignore the other, very necessary elements of job satisfaction.
Do team members know their contribution to the enterprise and do others recognize them for their importance? Feeling useful, knowing that one is important and integral - this is also part of compensation.
Is heartfelt thanks (genuine gratitude) offered ethically and often? "Thank you" is not only warranted, but it is necessary to sustain work and life. This is also part of compensation.
Is the framework set so that people can work as a team? Knowing that others are reliant upon you. . .and that others have your back. . .this makes work enjoyable - and we should all enjoy work. . . because this is also part of compensation.
And do you have a strong professional and ethical relationship with team members? Do you put intent behind building those relationships? Relationships build loyalty and loyalty beats money. . .
Just as coupons are only a tentative and tenuous marketing strategy . . .so is relying upon paychecks as the only form of compensation. There must be something more.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, November 2, 2018
Great Confidence in the Change of Things
These two things give me hope.
Things change. . .and we can make things change.
Change is the natural order of things: what is fact today may change significantly tomorrow. . .or next week. . .or next year. The circumstances that we face today will be, to some extent, somewhat different tomorrow.
This is worth noting for a number of reasons. Hardly ever are we ever facing the exact same set of circumstances - many are beyond our control and our versatility allows us to function (and hopefully, function well) through an ever changing environment. If we are doing our jobs (that is our jobs as humans) right, we are also working to change the environment in which we live and work for the better. This means that due to our own activity we are changing the landscape; and in responsiveness to the natural change of things we are then responding to our own fluidity.
To me, this is the entrance of both hope and faith. When we face seemingly insurmountable barriers - hope is kept alive because of the change of things - what may present an obstacle today may be an opportunity tomorrow. Faith: the belief in life itself and our ability to impact life is what enables us to move forward, step after step, leap after leap.
True it is a balance - the knowledge that things will naturally change - without falling into the pitfall that we have no responsibility or ability to work for change. There is also balance in understanding that we have responsibility for initiating positive change when possible - and also understanding what circumstances may be beyond our control.
True story - change use to make me nervous and anxious. I now welcome and embrace it. It moves all of us forward.
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My book "Courageous Questions, Confident Leaders" is now available on Amazon Kindle.
Things change. . .and we can make things change.
Change is the natural order of things: what is fact today may change significantly tomorrow. . .or next week. . .or next year. The circumstances that we face today will be, to some extent, somewhat different tomorrow.
This is worth noting for a number of reasons. Hardly ever are we ever facing the exact same set of circumstances - many are beyond our control and our versatility allows us to function (and hopefully, function well) through an ever changing environment. If we are doing our jobs (that is our jobs as humans) right, we are also working to change the environment in which we live and work for the better. This means that due to our own activity we are changing the landscape; and in responsiveness to the natural change of things we are then responding to our own fluidity.
To me, this is the entrance of both hope and faith. When we face seemingly insurmountable barriers - hope is kept alive because of the change of things - what may present an obstacle today may be an opportunity tomorrow. Faith: the belief in life itself and our ability to impact life is what enables us to move forward, step after step, leap after leap.
True it is a balance - the knowledge that things will naturally change - without falling into the pitfall that we have no responsibility or ability to work for change. There is also balance in understanding that we have responsibility for initiating positive change when possible - and also understanding what circumstances may be beyond our control.
True story - change use to make me nervous and anxious. I now welcome and embrace it. It moves all of us forward.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is now available on Amazon Kindle.
Friday, October 26, 2018
A Good Day at Work
Culturally, we tend to measure productivity in terms of tasks completed - and those tasks are usually not relational. First quarter budget completed - check. Two reviews written and administered. Check. Planning session for kick-off meeting. Check. Reviewed expenses. Check.
And if we check all of the boxes - it is meant to translate that we had a good, productive day at work. And that is true. To an extent. . .
And. . . to be successful leaders, we need to re-examine and be more inclusive in our definition of work completed. What if a really great day included having (2) one to one conversations with team members - to check in on how they are doing, if they have the resources they need, what their career aspirations might be? What if we were learning if they have any concerns about their job and what improvements could be made?
What if a really great day included listening to a trusted team member because they were stressed or had things going on in life? What if we had a stronger understanding that the time spent builds bonds and thereby creates greater work?
And a really great day should include time for the cultivation of relationships between team members and peers so that everyone can enjoy work and contribute more. We should practice working together to achieve greater things.
The temptation at the end of a long (but good) conversation is "well, now I've got to get back to work." Or, "Well, that was nice but I didn't get any work done." Truth is, the examples above are good work (if not great work) that produce positive ROIs in the short and long term.
A good day at work may well be spent in Excel sheets and projects. . .and a great day at work may be spent in building relationships that will yield results for years to come.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
And if we check all of the boxes - it is meant to translate that we had a good, productive day at work. And that is true. To an extent. . .
And. . . to be successful leaders, we need to re-examine and be more inclusive in our definition of work completed. What if a really great day included having (2) one to one conversations with team members - to check in on how they are doing, if they have the resources they need, what their career aspirations might be? What if we were learning if they have any concerns about their job and what improvements could be made?
What if a really great day included listening to a trusted team member because they were stressed or had things going on in life? What if we had a stronger understanding that the time spent builds bonds and thereby creates greater work?
And a really great day should include time for the cultivation of relationships between team members and peers so that everyone can enjoy work and contribute more. We should practice working together to achieve greater things.
The temptation at the end of a long (but good) conversation is "well, now I've got to get back to work." Or, "Well, that was nice but I didn't get any work done." Truth is, the examples above are good work (if not great work) that produce positive ROIs in the short and long term.
A good day at work may well be spent in Excel sheets and projects. . .and a great day at work may be spent in building relationships that will yield results for years to come.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, October 12, 2018
Getting the Hell Out of Dodge
Some of my most strategic business decisions have been made during short walks to Starbucks.
Getting away from work should not be about escape - it should be about re-creation. (If it is about escape - you may need to change jobs). Let's face it - after sitting in front of a terminal for 6 hours, or in a meeting for 3, or a combination of the above - we all need a change of scenery. For our sanity. For a different point of view. Just to shake things up a little.
Some of my most creative, professional ideas happen when I'm not at my desk.
Getting away from an office that may resemble Grand Central Station. . .or a keyboard and mouse that begin to feel like physical extensions of our arms. . .allows us a different perspective. All of a sudden we are no longer looking at a problem through the same Word document. . .or seeing a team member in the familiar stance of standing in our doorway with 37 pounds of reports. That change of perspective is good for us, and. . .
Some of the best work that is done by our team members may well happen when we are away from the office. . .
Shaking things up by not being in the office is not only good for us. . . but it is good for the rest of the team. Much as we may need a respite from them, they need a respite from us. . .even in the best of working conditions. When we step away from our desks, the rest of the team needs to step up. They are making decisions that are new territory for them. They are working with leaders that they may not get to routinely work with. Our absence gives the team new experience and a new perspective on the job that we do - and if done right, mutual respect should flourish.
Absolutely leaders should be present at work. . .leaders should also recognize the value of stepping away from work - if only for a few minutes. . . .or even a few weeks. It changes perspective and changes dynamics. It allows us all to do better work.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Getting away from work should not be about escape - it should be about re-creation. (If it is about escape - you may need to change jobs). Let's face it - after sitting in front of a terminal for 6 hours, or in a meeting for 3, or a combination of the above - we all need a change of scenery. For our sanity. For a different point of view. Just to shake things up a little.
Some of my most creative, professional ideas happen when I'm not at my desk.
Getting away from an office that may resemble Grand Central Station. . .or a keyboard and mouse that begin to feel like physical extensions of our arms. . .allows us a different perspective. All of a sudden we are no longer looking at a problem through the same Word document. . .or seeing a team member in the familiar stance of standing in our doorway with 37 pounds of reports. That change of perspective is good for us, and. . .
Some of the best work that is done by our team members may well happen when we are away from the office. . .
Shaking things up by not being in the office is not only good for us. . . but it is good for the rest of the team. Much as we may need a respite from them, they need a respite from us. . .even in the best of working conditions. When we step away from our desks, the rest of the team needs to step up. They are making decisions that are new territory for them. They are working with leaders that they may not get to routinely work with. Our absence gives the team new experience and a new perspective on the job that we do - and if done right, mutual respect should flourish.
Absolutely leaders should be present at work. . .leaders should also recognize the value of stepping away from work - if only for a few minutes. . . .or even a few weeks. It changes perspective and changes dynamics. It allows us all to do better work.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, October 5, 2018
The Battle
We draw the lines in the sand. We arm ourselves with tactics and facts (or, if unscrupulous, with innuendo and supposition). We prepare for the worst. And with that mindset we head into war.
Here's the thing, though. Not everything is a fight, not everything is a battle - yet often we live our lives that way. Much of current American culture does nothing to dissuade this - from Bravo to the White House - rationale and reasoning has gone with the wind to be replaced with the mindset that daily we need to vanquish foes to assure our place in society and maintain our egos.
What a waste.
Much of life can be, and should be, without conflict. To get what we need is not impossible - often it requires more work or a little bit of diplomacy or a dose of negotiations. And that's just the way life is.
But I have witnessed people approach life from the downside. They have convinced themselves that to get what they need they will have to battle for every little thing - and because that is their perception, it then becomes their reality.
Then they become exhausted and disillusioned. Then they are worn out.
So it's really how we approach life, isn't it?
Not everything is easy, not everything is hard. Sometimes the advantage swings our way, sometimes it doesn't. Yesterday we were lucky - today someone else is. That's the way it goes. One of the gifts we've been given inherently is to be able to navigate through life using our talents and creativity. To find our way to peace through this is truly a good thing.
The points are these: we don't have to accept everything that's thrown our way - but not everything is a battle. If we create battles daily - we won't have the energy left to fight for what really is worth fighting for.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Here's the thing, though. Not everything is a fight, not everything is a battle - yet often we live our lives that way. Much of current American culture does nothing to dissuade this - from Bravo to the White House - rationale and reasoning has gone with the wind to be replaced with the mindset that daily we need to vanquish foes to assure our place in society and maintain our egos.
What a waste.
Much of life can be, and should be, without conflict. To get what we need is not impossible - often it requires more work or a little bit of diplomacy or a dose of negotiations. And that's just the way life is.
But I have witnessed people approach life from the downside. They have convinced themselves that to get what they need they will have to battle for every little thing - and because that is their perception, it then becomes their reality.
Then they become exhausted and disillusioned. Then they are worn out.
So it's really how we approach life, isn't it?
Not everything is easy, not everything is hard. Sometimes the advantage swings our way, sometimes it doesn't. Yesterday we were lucky - today someone else is. That's the way it goes. One of the gifts we've been given inherently is to be able to navigate through life using our talents and creativity. To find our way to peace through this is truly a good thing.
The points are these: we don't have to accept everything that's thrown our way - but not everything is a battle. If we create battles daily - we won't have the energy left to fight for what really is worth fighting for.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, September 28, 2018
Organic
That which is natural. That which springs up from within.
In leadership, we need to think about the value of organic. Often, instead, we think about "cut and paste." "If only Roger could have the exact same presentation skills as Sally." "If only Sally had the analytic skills of Brenda." "If only Brenda had my sales acumen." These may all be legitimate observations, but then we make the mistake of copying those skills sets onto individuals as a quick fix solution. This is not organic.
Here's what works better. Let's find out the true skills of a Roger and Sally and Brenda. Let's find out what motivates them. What are their discovered and undiscovered talents? In earnest conversation with Roger and Sally and Brenda, let's listen to what direction they would like their careers to take. And whatever their talents and directions are - let's not stipulate that they have to do things one, precise way that worked for you or their predecessor.
Let's be really smart and encourage people to find their inner talents and skill sets that will benefit the enterprise. If we do this - we will have individuals who are really good at their jobs. . . and we will have team members who have invested themselves into the company. When that happens, they have true ownership and when people have true ownership, they perform at their best.
Consistently I have found this to be true: it is, at best, a sub-standard success when trying to force a skill set or method upon someone - usually it is unsuccessful and disruptive to the team. When, however, we find that which truly motivates an individual - that which they enjoy - the individual, the team and the enterprise all move forward.
Constantin Stanslavski, known for the creation of method acting, could have been incredibly proprietary and enforceful about what he believed made a successful actor. Instead, he said this: "Create your own method. Don't depend slavishly on mine. Make up something that will work for you. But keep breaking traditions, I beg you."
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
In leadership, we need to think about the value of organic. Often, instead, we think about "cut and paste." "If only Roger could have the exact same presentation skills as Sally." "If only Sally had the analytic skills of Brenda." "If only Brenda had my sales acumen." These may all be legitimate observations, but then we make the mistake of copying those skills sets onto individuals as a quick fix solution. This is not organic.
Here's what works better. Let's find out the true skills of a Roger and Sally and Brenda. Let's find out what motivates them. What are their discovered and undiscovered talents? In earnest conversation with Roger and Sally and Brenda, let's listen to what direction they would like their careers to take. And whatever their talents and directions are - let's not stipulate that they have to do things one, precise way that worked for you or their predecessor.
Let's be really smart and encourage people to find their inner talents and skill sets that will benefit the enterprise. If we do this - we will have individuals who are really good at their jobs. . . and we will have team members who have invested themselves into the company. When that happens, they have true ownership and when people have true ownership, they perform at their best.
Consistently I have found this to be true: it is, at best, a sub-standard success when trying to force a skill set or method upon someone - usually it is unsuccessful and disruptive to the team. When, however, we find that which truly motivates an individual - that which they enjoy - the individual, the team and the enterprise all move forward.
Constantin Stanslavski, known for the creation of method acting, could have been incredibly proprietary and enforceful about what he believed made a successful actor. Instead, he said this: "Create your own method. Don't depend slavishly on mine. Make up something that will work for you. But keep breaking traditions, I beg you."
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, September 21, 2018
Eyes Wide Open
We may call it focus. We may call it selective vision. We may even call it an omission. Here's the headline: we are not well served by that which we do not see.
Often in work and life we are very single minded - eyes forward with our brain oriented toward a goal. And that's great - but what are we missing on that journey? Often I witness this in business; there is an opportunity or a challenge that is as plain as day, even to the uneducated eye - but those in charge of the business fail to see it.
We are blessed with great senses; it is a waste not to fully utilize these as we support our team and our enterprise. Let's scan. Let's look at the world around us. Let's recognize that which presents opportunities. Let's recognize that which we would prefer not to deal with. . .because the more we "see" the more we are able to optimize our tasks.
"Seeing" also includes emotional intelligence. At times leaders just "shut down" to the input they could be receiving from emotional intelligence. Maybe we don't want to bother with it. Maybe we think it's not our business. . .or not impactful to our business. Truth is, "seeing" through emotional intelligence is an extremely powerful tool to support our team, grow professionals and build a strong enterprise.
Do these views of the world around us take extra energy? Yes. . .but not that much - especially when one considers the benefit that is created by having a more universal view of the workplace.
The analogy is this: when driving an automobile our focus is/should be the road ahead. That's how we get to our destination. Part of the task of driving is also scanning the road around us: what's on our right? Our left? Take a look in the rear view mirror. Look over one's shoulder. All of these things create awareness; some of these things require an action so that we may get to our destination more efficiently and without accident.
The same is true in work and life.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Often in work and life we are very single minded - eyes forward with our brain oriented toward a goal. And that's great - but what are we missing on that journey? Often I witness this in business; there is an opportunity or a challenge that is as plain as day, even to the uneducated eye - but those in charge of the business fail to see it.
We are blessed with great senses; it is a waste not to fully utilize these as we support our team and our enterprise. Let's scan. Let's look at the world around us. Let's recognize that which presents opportunities. Let's recognize that which we would prefer not to deal with. . .because the more we "see" the more we are able to optimize our tasks.
"Seeing" also includes emotional intelligence. At times leaders just "shut down" to the input they could be receiving from emotional intelligence. Maybe we don't want to bother with it. Maybe we think it's not our business. . .or not impactful to our business. Truth is, "seeing" through emotional intelligence is an extremely powerful tool to support our team, grow professionals and build a strong enterprise.
Do these views of the world around us take extra energy? Yes. . .but not that much - especially when one considers the benefit that is created by having a more universal view of the workplace.
The analogy is this: when driving an automobile our focus is/should be the road ahead. That's how we get to our destination. Part of the task of driving is also scanning the road around us: what's on our right? Our left? Take a look in the rear view mirror. Look over one's shoulder. All of these things create awareness; some of these things require an action so that we may get to our destination more efficiently and without accident.
The same is true in work and life.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, September 14, 2018
The Illusionist
In the gym, she berated her class "FIVE YEAR OLDS WORK HARDER THAN YOU." She consistently re-iterated to anyone within earshot how hard they were working, "This is tough, people, really tough." Unlike other instructors who would open the windows and doors to provide ventilation - she would not. The temperature in the workout room was 18 degrees hotter than hell.
Truth is - her class wasn't tougher than any other - but she created the illusion that it was - and people bought into it. While her participants weren't working harder or making more fitness gains in her class than in any other, she created the illusion they were.
The dishonesty, while it may be amusing, is galling. . .
And I have seen people do this at work: the creation or maintenance of undesirable working conditions. Sometimes it is done to convince the team how hard they are working - other times it's to convince others (and win the sympathy vote) of how difficult this all is. And it is dishonest.
The creation of a falsehood to convince people that what they are doing really is very, very difficult is unrealistic and just bizarre: "I know you are supposed to have Friday afternoon off - but no one is leaving until the work is done." "Yes, you've worked through two weekends, but that is the price that has to be paid." Truth is, work can sometimes be difficult; truth is, there are often ways to make it easier.
Further the creation of "this is all so overwhelming that we are about fall over into a dead heap" often leads to the perception of martyrdom - that somehow our amount of suffering is directly proportionate to our success. Again, this is an illusion.
As leaders, we need to make work as easy as possible. We need to be inspiring. We need to be honest. This is what will win the day; illusions get you nothing.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Truth is - her class wasn't tougher than any other - but she created the illusion that it was - and people bought into it. While her participants weren't working harder or making more fitness gains in her class than in any other, she created the illusion they were.
The dishonesty, while it may be amusing, is galling. . .
And I have seen people do this at work: the creation or maintenance of undesirable working conditions. Sometimes it is done to convince the team how hard they are working - other times it's to convince others (and win the sympathy vote) of how difficult this all is. And it is dishonest.
The creation of a falsehood to convince people that what they are doing really is very, very difficult is unrealistic and just bizarre: "I know you are supposed to have Friday afternoon off - but no one is leaving until the work is done." "Yes, you've worked through two weekends, but that is the price that has to be paid." Truth is, work can sometimes be difficult; truth is, there are often ways to make it easier.
Further the creation of "this is all so overwhelming that we are about fall over into a dead heap" often leads to the perception of martyrdom - that somehow our amount of suffering is directly proportionate to our success. Again, this is an illusion.
As leaders, we need to make work as easy as possible. We need to be inspiring. We need to be honest. This is what will win the day; illusions get you nothing.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, September 7, 2018
How Do You Know. . .
I'll claim it again, the relationship is everything. But, how can you tell that you have strong, bonded relationships at work?
Recently a valued team member left the enterprise, and as I shook his hand for the last time, I could feel myself tearing up. That's how you know a relationship has been formed.
When someone takes a day off and you genuinely miss their advice - you have formed a relationship.
When you have someeone at work who you can talk to about a customer service initiative one minute and about the dogs and kids the next - you have a great professional relationship.
If, out of a desire for partnership you seek out a person to run an idea past them - and that leads to discussions and opinions and counter-opinions, you have established more than a peer connection - you have built a bond.
People you trust. People who have your back. Those who value and tell the truth. This is foundational to working relationships.
Each of us has ownership in this, each of us can and should build these bridges that link ideas, challenges and opportunities together. Strong relationships at work seldom just happen - they require initiative and consistent nurturing.
If we resigned our place of employment, would those around us feel a genuine sense of loss? What have we done today to build those bonds?
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Recently a valued team member left the enterprise, and as I shook his hand for the last time, I could feel myself tearing up. That's how you know a relationship has been formed.
When someone takes a day off and you genuinely miss their advice - you have formed a relationship.
When you have someeone at work who you can talk to about a customer service initiative one minute and about the dogs and kids the next - you have a great professional relationship.
If, out of a desire for partnership you seek out a person to run an idea past them - and that leads to discussions and opinions and counter-opinions, you have established more than a peer connection - you have built a bond.
People you trust. People who have your back. Those who value and tell the truth. This is foundational to working relationships.
Each of us has ownership in this, each of us can and should build these bridges that link ideas, challenges and opportunities together. Strong relationships at work seldom just happen - they require initiative and consistent nurturing.
If we resigned our place of employment, would those around us feel a genuine sense of loss? What have we done today to build those bonds?
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, August 31, 2018
The Definition of You.
I am. . .(fill in the blank).
In addition, I am also. . .(since you are a multi-dimensional being, add another quality) and. . . (fill in this blank) as well.
I am happiest when. . .
I am at my best when. . .
I am strongest when. . .
My skill sets are. . .
What I would like to learn is. . .
What I would like to do less of is. . .
What I would like to do more of is. . .
I want to spend more time. . .
Define yourself.
Ask yourself the important questions and arrive at the answers that are foundational to who you really want to be.
Too often we let others define us; we buy in to what others want us to be or default to what they believe we are. We are then compromised. We are living the life that others want us to live - not the life that we are gifted to inhabit. If we let others define us, we are not fulfilled.
Or we let circumstances define us; we lose our better selves to the pressures that surround us. We let the consistent sway of the day decide what kind of person we are. We lose control to that which we have no ownership. If we let circumstances define us, we are not fulfilled.
Foundationally, nothing can really define you - but you. So if we let anyone or anything define us we have lost one of our greatest gifts.
So, take a few meditative minutes . . .or days. Talk a walk. . .go to coffee. Get to the most basic truth by defining yourself. . .to yourself. Then let that be how you live your life.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, August 24, 2018
The Right Place. . .
Here is the problem with "I won't pass a problem employee on to another department." It fails to differentiate what the problem might be. If the problem is attendance, insubordination, failure to get along with others. . .there is strong merit in dealing with the issues and not passing the challenges on down the chain.
If, however, the problem is production, a seemingly unmatched skill set to the task at hand, failure to exploit opportunities. . .it is then a classic case of the wrong person in the wrong job. Our task is then to find the right place.
Time and time again I have seen this dynamic: an individual is an average, or perhaps even sub-par performer in their given task. A different opportunity comes along and leadership decides to give the individual the chance - and they far exceed expectations. In fact, in many of these instances, these individuals become star performers in their new roles.
Enter the art of understanding. . .understanding that not all roles are good fits for all people. Understanding that not all people come with the same skill sets (this is yet another reason why diversity is important). Understanding that in some instances what people need to succeed is a new challenge. Understanding that it is an expensive waste of human capital to separate someone from an enterprise when, in fact, they still have so much they can offer.
What this requires is that we consider the team as humans; that we utilize emotional intelligence in our business intelligence. If it's a machine that's failing to do a job - yes, we get another machine because that one machine is meant for one task. But, if it's a human that isn't performing - that individual has a whole other set of talents and interests that may pay big dividends if given another opportunity.
This, of course, requires that we know our business and it's functions well. . .and that we know the individuals on our teams even better.
If we truly believe that individuals are the strongest assets of our enterprise - then we must employ those individuals in the place in which they will prosper and that then becomes the right place.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
If, however, the problem is production, a seemingly unmatched skill set to the task at hand, failure to exploit opportunities. . .it is then a classic case of the wrong person in the wrong job. Our task is then to find the right place.
Time and time again I have seen this dynamic: an individual is an average, or perhaps even sub-par performer in their given task. A different opportunity comes along and leadership decides to give the individual the chance - and they far exceed expectations. In fact, in many of these instances, these individuals become star performers in their new roles.
Enter the art of understanding. . .understanding that not all roles are good fits for all people. Understanding that not all people come with the same skill sets (this is yet another reason why diversity is important). Understanding that in some instances what people need to succeed is a new challenge. Understanding that it is an expensive waste of human capital to separate someone from an enterprise when, in fact, they still have so much they can offer.
What this requires is that we consider the team as humans; that we utilize emotional intelligence in our business intelligence. If it's a machine that's failing to do a job - yes, we get another machine because that one machine is meant for one task. But, if it's a human that isn't performing - that individual has a whole other set of talents and interests that may pay big dividends if given another opportunity.
This, of course, requires that we know our business and it's functions well. . .and that we know the individuals on our teams even better.
If we truly believe that individuals are the strongest assets of our enterprise - then we must employ those individuals in the place in which they will prosper and that then becomes the right place.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, August 17, 2018
Nothing a Bear Claw Wouldn't Solve
Growing up in a very small town on the plains of South Dakota, one of childhood's simple pleasures was walking the three blocks or so to Main Street with my dad. We might go into the (now, in hindsight, incredibly small) IGA grocery store or the slightly bigger G+W Market. Surely the post office would be included. Occasionally Miller's Drug Store. A really good walk would also include the bakery by the G+W. On summer days, only the screen door would separate the outdoors from the comforting fragrance of baked goods inside. Breads and rolls and Danish and Bear Claws - each one was a treat. Each one was comfort food. Somehow one of those bear claws made almost everything alright.
The memories inspire good thoughts. During a particular challenging week at work, I found myself thinking about what's ahead and the potential personal impact. . .and then I found myself reflecting: "It's nothing a bear claw wouldn't solve."
And that is a raw, simple emotion. . . and it's also very real. Sometimes in the heat of work - we often miss those simple things that can make us. . .and our team, feel better. So, I encourage each of us to seek and know that which is simple. If a team member is feeling bad - would taking them out for a latte make them feel better? A box of doughnuts? A milk shake? Letting someone go to the park for a few hours of respite? Sometimes even just an encouraging word offers enough comfort to make it through the week.
To know the simple things that can mean the world. . .and to be able to connect those simple things to individuals. . .that really is a great gift.
And these are not solutions that cover every single problem - certainly most business (and life) problems are complex and we are not well-served to pretend that a simple thing will solve everything.
There are those times, however, that if a simple gift is offered and received. . .then the world becomes a better place and we are able to move on. And we must remember this - we are not reliant upon others for these things; we can also do this for ourselves.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
The memories inspire good thoughts. During a particular challenging week at work, I found myself thinking about what's ahead and the potential personal impact. . .and then I found myself reflecting: "It's nothing a bear claw wouldn't solve."
And that is a raw, simple emotion. . . and it's also very real. Sometimes in the heat of work - we often miss those simple things that can make us. . .and our team, feel better. So, I encourage each of us to seek and know that which is simple. If a team member is feeling bad - would taking them out for a latte make them feel better? A box of doughnuts? A milk shake? Letting someone go to the park for a few hours of respite? Sometimes even just an encouraging word offers enough comfort to make it through the week.
To know the simple things that can mean the world. . .and to be able to connect those simple things to individuals. . .that really is a great gift.
And these are not solutions that cover every single problem - certainly most business (and life) problems are complex and we are not well-served to pretend that a simple thing will solve everything.
There are those times, however, that if a simple gift is offered and received. . .then the world becomes a better place and we are able to move on. And we must remember this - we are not reliant upon others for these things; we can also do this for ourselves.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, August 10, 2018
Guardrails and Kindness
Guardrails are meant to protect us - they are very good things. When I am driving on a mountain pass and there are guardrails on the side, protecting me from the cliff - I feel better. It allows me to focus on the highway ahead. If I'm driving on the inside lane of a four lane road and there are guardrails between my vehicle and oncoming traffic - I feel reassured.
Often in business there is a reluctance to put up figurative guardrails. "No, let's not prescribe that - we don't want to quash entrepreneurial spirit." "We want to encourage our people to have ownership of their work - so let's allow them to figure this out." "This should be a place in which people enjoy their work - they won't like it if we put too many rules down."
And all of these statements are true - but only to a point. Like most things, there is a balance - in many instances, it is the kinder thing to do to put in place certain restrictions.
What do you want people in the workplace to focus on? Their relationship with the team? Developing talent? Daily sales? Much like the example of the mountain road, guardrails help guide the focus to that which you feel is most important. Left to their own devices, people will often worry and take an entrepreneurial spin on items that really do not warrant the time or energy (this is why we have processes in place). Instead of focusing on that which is truly important, teams will literally be "all over the road" unless there are strong guardrails of consistency and rigor in place.
And to allow teams to be "all of over the road" is not kind. It does not give them ownership of the business. It does not make them better professionals. "All over the road" often equates to chaos and causes accidents. What does make people better professionals is to create focus around those select few priorities which are truly important to the business - that is what guardrails in business should do.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Often in business there is a reluctance to put up figurative guardrails. "No, let's not prescribe that - we don't want to quash entrepreneurial spirit." "We want to encourage our people to have ownership of their work - so let's allow them to figure this out." "This should be a place in which people enjoy their work - they won't like it if we put too many rules down."
And all of these statements are true - but only to a point. Like most things, there is a balance - in many instances, it is the kinder thing to do to put in place certain restrictions.
What do you want people in the workplace to focus on? Their relationship with the team? Developing talent? Daily sales? Much like the example of the mountain road, guardrails help guide the focus to that which you feel is most important. Left to their own devices, people will often worry and take an entrepreneurial spin on items that really do not warrant the time or energy (this is why we have processes in place). Instead of focusing on that which is truly important, teams will literally be "all over the road" unless there are strong guardrails of consistency and rigor in place.
And to allow teams to be "all of over the road" is not kind. It does not give them ownership of the business. It does not make them better professionals. "All over the road" often equates to chaos and causes accidents. What does make people better professionals is to create focus around those select few priorities which are truly important to the business - that is what guardrails in business should do.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, July 27, 2018
Question = Invitation
To get a positive resolution to almost any challenge - we need interaction. The old model of "I'm just going to shout directions and you're just going to do what I say" is flawed and if successful, is only successful for a few minutes.
Whether peer to peer or leader to team member, sometimes it is difficult to get a conversation going; it is often more difficult to get true engagement. The good news here is that it is fairly easy to change these dynamics: ask questions.
When faced with a challenge, our minds often run the tape of "This is what I need to say." "This is what I need to get off of my chest." "I need to set things straight." All of these are statements that seldom will elicit a response that is constructive. And let's think about a further disservice: these are assumptive statements that may not be correct, putting us in a compromised territory.
We learn nothing from assumptive statements and assumptive statements do not build a relationship. And, yes, the relationship is pretty much everything.
Change the dynamics. Ask questions instead.
Questions implicitly require a response; they are an invitation to engage. As opposed to a directive which practically requires no response - a question invites a conversation. It breaks down that initial, awkward wall of unresponsiveness.
Further, a question puts the conversation on equal footing because it now becomes an exchange: an explanation, an opinion, a counter opinion or even perhaps another question. It also avoids the assumptive trap that doesn't serve either party well; it allows, instead, for learning and growing.
If you are in the business of building relationships - start with questions.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Whether peer to peer or leader to team member, sometimes it is difficult to get a conversation going; it is often more difficult to get true engagement. The good news here is that it is fairly easy to change these dynamics: ask questions.
When faced with a challenge, our minds often run the tape of "This is what I need to say." "This is what I need to get off of my chest." "I need to set things straight." All of these are statements that seldom will elicit a response that is constructive. And let's think about a further disservice: these are assumptive statements that may not be correct, putting us in a compromised territory.
We learn nothing from assumptive statements and assumptive statements do not build a relationship. And, yes, the relationship is pretty much everything.
Change the dynamics. Ask questions instead.
Questions implicitly require a response; they are an invitation to engage. As opposed to a directive which practically requires no response - a question invites a conversation. It breaks down that initial, awkward wall of unresponsiveness.
Further, a question puts the conversation on equal footing because it now becomes an exchange: an explanation, an opinion, a counter opinion or even perhaps another question. It also avoids the assumptive trap that doesn't serve either party well; it allows, instead, for learning and growing.
If you are in the business of building relationships - start with questions.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, July 20, 2018
Judgment
We love formulas - especially those that lead to quick fixes: "3 tried and true ways to lose 10 pounds in 30 days." "The surefire way to win at negotiations." "5 Easy Steps to a Better You."
The self-help aisle is filled with formulas; infomercials thrive on them.
Yes, it's true - often good instructions lead to even better results. It is also true that often in life a set formula. . .or even a black and white solution. . .will not achieve the desired results.
There are times . . .often. . .when we need to use that great gift that humans have. . . judgment. Daily we face difficult decisions: it is not immediately clear what is the best path and by trying to apply a set formula we will miss the mark.
Formulas are often very easy; often decisions are not. There are many factors to be considered that one formula will simply not accommodate. Our brains are built to make complex decisions, yet often we choose to default to what is easier - and that is a mistake. Why is it a mistake? Because often fairness and justice get missed in venda-decisions. Opportunities often are unrewarded.
Yes, strong judgments require more work. They take more time (and in an age of "rushing" - we should dedicate ourselves to more thoughtful decision making.) Critical thinking and inquiry mean that we are looking at difficult decisions from many angles and differing points of view. While these tools may not necessarily mean we are making decisions that make everyone happy - they do assure that we are making better-informed decisions.
You see if every decision is automated by a formula- then there really isn't a need for human thought and emotional intelligence. Be assured, that now more than ever, there is a great desire for both.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
The self-help aisle is filled with formulas; infomercials thrive on them.
Yes, it's true - often good instructions lead to even better results. It is also true that often in life a set formula. . .or even a black and white solution. . .will not achieve the desired results.
There are times . . .often. . .when we need to use that great gift that humans have. . . judgment. Daily we face difficult decisions: it is not immediately clear what is the best path and by trying to apply a set formula we will miss the mark.
Formulas are often very easy; often decisions are not. There are many factors to be considered that one formula will simply not accommodate. Our brains are built to make complex decisions, yet often we choose to default to what is easier - and that is a mistake. Why is it a mistake? Because often fairness and justice get missed in venda-decisions. Opportunities often are unrewarded.
Yes, strong judgments require more work. They take more time (and in an age of "rushing" - we should dedicate ourselves to more thoughtful decision making.) Critical thinking and inquiry mean that we are looking at difficult decisions from many angles and differing points of view. While these tools may not necessarily mean we are making decisions that make everyone happy - they do assure that we are making better-informed decisions.
You see if every decision is automated by a formula- then there really isn't a need for human thought and emotional intelligence. Be assured, that now more than ever, there is a great desire for both.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, July 13, 2018
Good People
On my way to work I stopped and got a gift card for a team member. This individual does not work directly with me; however, she brings an incredible amount of value not only to my team but to the rest of the enterprise. She is smart. She is kind. She knows and supports the business. She is reliable. She takes the work seriously and she has a sense of humor.
She is one of the good people.
And there are many good people to be celebrated. The problem is that often we get very tangled up in what people aren't doing right or who didn't follow directions or who did this wrong - and that becomes the focus of our work and life. Yes, there are challenges that need to be dealt with - but do we spend at least as much time celebrating and emphasizing the good people as we do with those who present challenges to us?
First of all, focusing on the good people is the right thing to do: we must tell people what they are doing right. We need to underscore the foundation that makes them good. We should be unafraid to praise over and over those qualities that make them valuable to us and the remainder of the team.
After we underscore the right things they do - we must thank them. Truly they make our jobs, and everyone else's job, a little bit easier and lot more enjoyable. It is a gift that they give, we receive and we should extend authentic gratitude.
We should celebrate them. Both in our thoughts and publicly. Be unafraid to reward the good people. Sometimes you hear something akin to "But he was employee of the month last month - I can't give to him again." Yes, yes you can.
There are so many good people, yet our attention waivers toward what isn't so good. Let's re-direct; let's be thankful and celebrate the people that make life, and work, so worthwhile!
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
She is one of the good people.
And there are many good people to be celebrated. The problem is that often we get very tangled up in what people aren't doing right or who didn't follow directions or who did this wrong - and that becomes the focus of our work and life. Yes, there are challenges that need to be dealt with - but do we spend at least as much time celebrating and emphasizing the good people as we do with those who present challenges to us?
First of all, focusing on the good people is the right thing to do: we must tell people what they are doing right. We need to underscore the foundation that makes them good. We should be unafraid to praise over and over those qualities that make them valuable to us and the remainder of the team.
After we underscore the right things they do - we must thank them. Truly they make our jobs, and everyone else's job, a little bit easier and lot more enjoyable. It is a gift that they give, we receive and we should extend authentic gratitude.
We should celebrate them. Both in our thoughts and publicly. Be unafraid to reward the good people. Sometimes you hear something akin to "But he was employee of the month last month - I can't give to him again." Yes, yes you can.
There are so many good people, yet our attention waivers toward what isn't so good. Let's re-direct; let's be thankful and celebrate the people that make life, and work, so worthwhile!
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, July 6, 2018
The Right Things to Do. . .
Why do we do things?
We honor diversity because it is at the very core of our being. We are all different. We all think differently, act differently. . . we have varying cultural experiences. . .we look at life through different lenses. These differences are the super cement by which we build a better world. And. . .oh by the way. . .if we truly honor diversity our business will be better.
We take time to talk with people to build bridges. Through communication we learn - both the good things and the not-so-good things. We establish both professional and personal relationships that are mutually enriching. And. . .oh by the way. . .if we take time with people our business will be better.
We are concerned about the environment because it sustains us - it allows us to live and thrive. If we deplete it, our sustenance is gone. And. . .oh by the way. . .environmentalism is good business.
Communities are at the forefront of our thought process. We are communities - we are the composites that comprise villages. To neglect our community is self-neglect as well as the neglect of others. And. . .oh by the way. . .community support is good for business.
The world community is at the forefront of our thought process because it is the reality of today. Integration throughout the globe is not only key to leadership but integral to a stronger understanding of what it means to truly succeed. And it is good business.
And we are progressive because that is the very nature of life. Rivers move onward, land masses change. . .and so must we. Adaptability combined with a strong vision of a peaceful future is key to our survival. . .in life and in business.
I think about these things often; as referenced above, these things are often talked about just in terms of building a better business. And it is true. Diversity, relationships, environmental and community support, an understanding of not only a global economy but of a global integration. . .all of these things are good for business.
But first and foremost, we must remember this - we do these things because they are the right things to do.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
We honor diversity because it is at the very core of our being. We are all different. We all think differently, act differently. . . we have varying cultural experiences. . .we look at life through different lenses. These differences are the super cement by which we build a better world. And. . .oh by the way. . .if we truly honor diversity our business will be better.
We take time to talk with people to build bridges. Through communication we learn - both the good things and the not-so-good things. We establish both professional and personal relationships that are mutually enriching. And. . .oh by the way. . .if we take time with people our business will be better.
We are concerned about the environment because it sustains us - it allows us to live and thrive. If we deplete it, our sustenance is gone. And. . .oh by the way. . .environmentalism is good business.
Communities are at the forefront of our thought process. We are communities - we are the composites that comprise villages. To neglect our community is self-neglect as well as the neglect of others. And. . .oh by the way. . .community support is good for business.
The world community is at the forefront of our thought process because it is the reality of today. Integration throughout the globe is not only key to leadership but integral to a stronger understanding of what it means to truly succeed. And it is good business.
And we are progressive because that is the very nature of life. Rivers move onward, land masses change. . .and so must we. Adaptability combined with a strong vision of a peaceful future is key to our survival. . .in life and in business.
I think about these things often; as referenced above, these things are often talked about just in terms of building a better business. And it is true. Diversity, relationships, environmental and community support, an understanding of not only a global economy but of a global integration. . .all of these things are good for business.
But first and foremost, we must remember this - we do these things because they are the right things to do.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, June 29, 2018
The Math of Leadership
If you are a number, let's say 8, and you stand alone, the value is 8. Simple.
If, however, you start to apply equations to 8 - it gets interesting.
As an 8, you can interact with others. But, if you choose to cut some people of the team out. . .let's say there are a couple of people you don't respect or you don't like them or perhaps you think that you're better than them. Well, then you are subtracting 2. Your value is now 6. Through subtraction you have lessened your value.
Or, let's say that as a leader you choose to be divisive. You're saying one thing to one group of people and another thing to another group. You pit your team against others in an unsanctioned game of office politics. Through sheer competition you have eliminated an entirely different work group and let's say that you are so unpleasant that others just don't want to work with you. You have now divided your worth by 4. Your value then is 2.
But, let's say instead you take two people into your circle. You coach them, you mentor them. They understand the company goals and they like working with you. You are using addition - and you have just added 2 to your value - so your value is now 10.
Or, wait - what about multiplication! You reach out to work collaboratively with one work group. Your team has built a bridge to another team in seeking help. You consistently work in an interdisciplinary fashion with other support groups. Another group is working with your group on a new idea. You have a multiple of 4 - your value is now 32!
I once worked with an entrepreneur who was fond of this phrase: "You can't grow through subtraction." Simple addition incrementally increases your leadership; multiplication grows it exponentially.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle
If, however, you start to apply equations to 8 - it gets interesting.
As an 8, you can interact with others. But, if you choose to cut some people of the team out. . .let's say there are a couple of people you don't respect or you don't like them or perhaps you think that you're better than them. Well, then you are subtracting 2. Your value is now 6. Through subtraction you have lessened your value.
Or, let's say that as a leader you choose to be divisive. You're saying one thing to one group of people and another thing to another group. You pit your team against others in an unsanctioned game of office politics. Through sheer competition you have eliminated an entirely different work group and let's say that you are so unpleasant that others just don't want to work with you. You have now divided your worth by 4. Your value then is 2.
But, let's say instead you take two people into your circle. You coach them, you mentor them. They understand the company goals and they like working with you. You are using addition - and you have just added 2 to your value - so your value is now 10.
Or, wait - what about multiplication! You reach out to work collaboratively with one work group. Your team has built a bridge to another team in seeking help. You consistently work in an interdisciplinary fashion with other support groups. Another group is working with your group on a new idea. You have a multiple of 4 - your value is now 32!
I once worked with an entrepreneur who was fond of this phrase: "You can't grow through subtraction." Simple addition incrementally increases your leadership; multiplication grows it exponentially.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle
Friday, June 22, 2018
Don't Post a Sign; Have a Conversation
There are definitely uses for signage: "Women's Restroom - This Way." "New York Steak 13.99 lb"
"Please, no swimming - alligator infested waters."
But then we get carried away with what we believe signing can accomplish, especially by itself.
"Let's make a sign expressing thanks to the entire team." No sign can ever take the place of a personal thank you to individuals.
"Let's make this a better place to work by posting positive messages throughout the building." You've seen these. . .because they've been on the walls for seven years, are yellowed with age and are now partially obscured by the mandatory HR posters. .
You want people to desist from doing something? "We'll have a sign made." Really? I have never seen anyone not improperly dispose of litter or return a cart because they stopped and read a sign admonishing them not to.
Signage should never, never. . .oh, and never be used as a passive aggressive admonishment. "Please clean up your dishes - your Mother doesn't work here." It's snarky and snarky doesn't work to a permanent change in behavior.
As a stand-alone, signing is not motivational. No one gives a rip about your poster re: achieving sales goals if 1) there are not core conversations regarding sales goals and 2) if the morale of the work group is compromised.
Too often we believe we have done our duty and can check that box if we go to the effort of creating and posting a sign - only to have it ignored by the intended masses. If we cannot change behavior with a simple conversation, no amount of signage will rectify the situation. The sign is not the leader - we are.
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My book "Courageous Questions, Confident Leaders" is on Amazon Kindle.
"Please, no swimming - alligator infested waters."
But then we get carried away with what we believe signing can accomplish, especially by itself.
"Let's make a sign expressing thanks to the entire team." No sign can ever take the place of a personal thank you to individuals.
"Let's make this a better place to work by posting positive messages throughout the building." You've seen these. . .because they've been on the walls for seven years, are yellowed with age and are now partially obscured by the mandatory HR posters. .
You want people to desist from doing something? "We'll have a sign made." Really? I have never seen anyone not improperly dispose of litter or return a cart because they stopped and read a sign admonishing them not to.
Signage should never, never. . .oh, and never be used as a passive aggressive admonishment. "Please clean up your dishes - your Mother doesn't work here." It's snarky and snarky doesn't work to a permanent change in behavior.
As a stand-alone, signing is not motivational. No one gives a rip about your poster re: achieving sales goals if 1) there are not core conversations regarding sales goals and 2) if the morale of the work group is compromised.
Too often we believe we have done our duty and can check that box if we go to the effort of creating and posting a sign - only to have it ignored by the intended masses. If we cannot change behavior with a simple conversation, no amount of signage will rectify the situation. The sign is not the leader - we are.
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My book "Courageous Questions, Confident Leaders" is on Amazon Kindle.
Friday, June 15, 2018
Once is Not Enough
If you had a team member who could not hear, you would assure that your directions were in a written form or were being translated so that everyone would be included.
If you had a team member who could not see, you would assure that your directions to the team were in an alternative form so that everyone got the point.
So, here's the thing. . .
We all have people on our team who are great at reading directions. . .and some who are not. We have people who excel at listening . . .while others would prefer to read directions. There are those who hear a "thank you" expressed in the hallway and absorb the gratitude. . .and then there are those who merely acknowledge it as a greeting.
The diversity of the workplace that brings us different skill sets, educational experiences and cultural backgrounds. . .also brings us a wide diversity in how people understand and absorb information.
Simply put, often one form of giving directions is not adequate; saying it just one time is not enough.
This is not to say that every communication has to be in a memo and given in a meeting and sent by e-mail, tweeted out and posted on Instagram. It is to say that the use of more than one form of communication with a frequency of greater than one time will do a lot to assure success.
A few thoughts. . .
Never underestimate the ROI of a one-to-one meeting - less distractions and time spent with people signifies they are a priority. Then follow-up with an e-mail.
Morning memos are a great place to repeat stuff - they establish themselves as reference points.
Gratitude is often not expected and so is discounted. If you thank someone once - thank them twice: once in a meeting and the second time with a thank you note.
"Read" people and start to learn how they learn - then use that in your communication.
Think of this: often undercommunication is identified as a root cause for problems; hardly anyone has ever been accused of overcommunication.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
If you had a team member who could not see, you would assure that your directions to the team were in an alternative form so that everyone got the point.
So, here's the thing. . .
We all have people on our team who are great at reading directions. . .and some who are not. We have people who excel at listening . . .while others would prefer to read directions. There are those who hear a "thank you" expressed in the hallway and absorb the gratitude. . .and then there are those who merely acknowledge it as a greeting.
The diversity of the workplace that brings us different skill sets, educational experiences and cultural backgrounds. . .also brings us a wide diversity in how people understand and absorb information.
Simply put, often one form of giving directions is not adequate; saying it just one time is not enough.
This is not to say that every communication has to be in a memo and given in a meeting and sent by e-mail, tweeted out and posted on Instagram. It is to say that the use of more than one form of communication with a frequency of greater than one time will do a lot to assure success.
A few thoughts. . .
Never underestimate the ROI of a one-to-one meeting - less distractions and time spent with people signifies they are a priority. Then follow-up with an e-mail.
Morning memos are a great place to repeat stuff - they establish themselves as reference points.
Gratitude is often not expected and so is discounted. If you thank someone once - thank them twice: once in a meeting and the second time with a thank you note.
"Read" people and start to learn how they learn - then use that in your communication.
Think of this: often undercommunication is identified as a root cause for problems; hardly anyone has ever been accused of overcommunication.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, June 8, 2018
There Is a Difference. . .
Phrases are often thrown around and so become interchangeable. When carefully evaluated, however, certain semantics have a knife's edge of difference between them. . .and that distinction is vital.
There is a difference between micro-managing and attention to detail. The former is often disrespectful and a waste of time - the latter shows concern for the work. At the end of the day, no one is positively recognized for micro-managing, but they are respected for attention to detail.
Intrusive or "snoopy" are not positive words for which we wish to be known. We do want to be known for being interested and engaged with the workforce.
Stubbornness is not the same as consistency. The former is the inability to move forward while the latter is the ability to progress within given guardrails.
People don't respect a "know-it-all," defined as someone who is willing to throw out their two cents at a drop of a dime. People have great respect for someone who truly brings knowledge and skill to the workplace.
There is a chasm of difference between arrogance and self-confident; the former doesn't care about anyone else while the latter has the self-assuredness to engage and be compassionate.
Reactivity often signals bouncing from one emergency to another. . .the ability to quickly manage a situation brings confidence and calm to the team.
Narcissism and being a role model are entirely different things. The former is a spotlight shining on one's self while the latter is beacon to others to lead the way.
Giving work to others often means avoiding responsibility while delegating means giving authority while coaching.
These words and phrases have real meaning - think of which distinction defines you.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
There is a difference between micro-managing and attention to detail. The former is often disrespectful and a waste of time - the latter shows concern for the work. At the end of the day, no one is positively recognized for micro-managing, but they are respected for attention to detail.
Intrusive or "snoopy" are not positive words for which we wish to be known. We do want to be known for being interested and engaged with the workforce.
Stubbornness is not the same as consistency. The former is the inability to move forward while the latter is the ability to progress within given guardrails.
People don't respect a "know-it-all," defined as someone who is willing to throw out their two cents at a drop of a dime. People have great respect for someone who truly brings knowledge and skill to the workplace.
There is a chasm of difference between arrogance and self-confident; the former doesn't care about anyone else while the latter has the self-assuredness to engage and be compassionate.
Reactivity often signals bouncing from one emergency to another. . .the ability to quickly manage a situation brings confidence and calm to the team.
Narcissism and being a role model are entirely different things. The former is a spotlight shining on one's self while the latter is beacon to others to lead the way.
Giving work to others often means avoiding responsibility while delegating means giving authority while coaching.
These words and phrases have real meaning - think of which distinction defines you.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, June 1, 2018
Looking Outward
By the very definition, leadership is an act of looking outward and forward.
How unfortunate, then, that often when we are coaching leaders we are focusing much of their attention inward.
To be sure, there is a legitimate case that must be made and acted upon regarding self-reflection. We all have our internal work to do.
Often, though, the conversation with other leaders disproportionately focuses too much inward with little thought toward the outward focus of leadership.
"You didn't do this." "Why did you do it this way?" "It would have been much better if you have followed my advice."
Comments like these turn a leaders thoughts inward. When the leader is constantly thinking about themselves - up to and including self preservation - they cannot think about the support and leadership of others.
How much better then is it to ask questions like "How is the team doing?" "What support/guidance do people need from you today?" "What specific challenges does the team face that you can coach them through?"
Questions like these focus the attention outward and attention focused outward is multiplied by the number of team members affected, whereas attention focused inward really only has a multiple of one.
As leaders we must be at our best; it is our responsibility to take care of ourselves through self-reflection and healthy habits. As leaders, we must assure the teams we have been given stewardship of are at their best - outward focus assures that goal is being met.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
How unfortunate, then, that often when we are coaching leaders we are focusing much of their attention inward.
To be sure, there is a legitimate case that must be made and acted upon regarding self-reflection. We all have our internal work to do.
Often, though, the conversation with other leaders disproportionately focuses too much inward with little thought toward the outward focus of leadership.
"You didn't do this." "Why did you do it this way?" "It would have been much better if you have followed my advice."
Comments like these turn a leaders thoughts inward. When the leader is constantly thinking about themselves - up to and including self preservation - they cannot think about the support and leadership of others.
How much better then is it to ask questions like "How is the team doing?" "What support/guidance do people need from you today?" "What specific challenges does the team face that you can coach them through?"
Questions like these focus the attention outward and attention focused outward is multiplied by the number of team members affected, whereas attention focused inward really only has a multiple of one.
As leaders we must be at our best; it is our responsibility to take care of ourselves through self-reflection and healthy habits. As leaders, we must assure the teams we have been given stewardship of are at their best - outward focus assures that goal is being met.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, May 25, 2018
Being There
When I am observant of leaders in the workplace, there is a recurring theme: one of the best, most-meaningful (and yes, revenue producing) things a leader can do is to be present to the workplace.
I will not let it be a trite phrase; this is what it deeply means.
To be present for the team and workplace is a consciously unselfish act. The leader knows that the well being of the team is first and foremost. The leader demonstrates that by making it a priority to spend time with the team in earnest listening, idea building and yes, even social conversation.
To be present for the team means optimal availability. To be sure, 24/7 isn't a reasonable expectation - but neither is it unreasonable to ask that the leader is able to be readily contacted. And when the leader isn't available, the team should be assured that the ability to take care of them has been carefully delegated to someone who can be available in the leader's absence.
Strong leaders recognize that bringing with them a laundry list of micromanagement details is unnecessary baggage. To support the team, the leader should bring with them a few, strong action points that will make the team and the business better.
While it is fair for the leader to express concern about the state of business, it is unwise for the leader to exude anxiety and pressure; these are counterproductive to being available for whatever support it is that the team really needs to be successful. In their conversations with the team, leaders should focus on the very real and positive opportunities that are here and now.
To be present means that the leader is there to share opinions and have opinions shared with them. "Being in the business" means that the leader is freely collaborative with the team in creating a shared agenda.
And simply put, being present means that the leader is there just to listen. . .which is perhaps one of the greatest gifts of all
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
I will not let it be a trite phrase; this is what it deeply means.
To be present for the team and workplace is a consciously unselfish act. The leader knows that the well being of the team is first and foremost. The leader demonstrates that by making it a priority to spend time with the team in earnest listening, idea building and yes, even social conversation.
To be present for the team means optimal availability. To be sure, 24/7 isn't a reasonable expectation - but neither is it unreasonable to ask that the leader is able to be readily contacted. And when the leader isn't available, the team should be assured that the ability to take care of them has been carefully delegated to someone who can be available in the leader's absence.
Strong leaders recognize that bringing with them a laundry list of micromanagement details is unnecessary baggage. To support the team, the leader should bring with them a few, strong action points that will make the team and the business better.
While it is fair for the leader to express concern about the state of business, it is unwise for the leader to exude anxiety and pressure; these are counterproductive to being available for whatever support it is that the team really needs to be successful. In their conversations with the team, leaders should focus on the very real and positive opportunities that are here and now.
To be present means that the leader is there to share opinions and have opinions shared with them. "Being in the business" means that the leader is freely collaborative with the team in creating a shared agenda.
And simply put, being present means that the leader is there just to listen. . .which is perhaps one of the greatest gifts of all
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, May 18, 2018
What to Do Next?
Of all the tools we possess as leaders, prioritization is one of the most powerful. Provided it is used correctly.
As is true with most disciplines, there are two extremes: "I do the exact same thing every day at the exact same time because these things are important to me," and the other extreme is "I have no plan or discipline in my life whatsoever." Somewhere between these two is the sweet spot which is defined as this:
"I have a great understanding of the goals of the company and what our team needs to do to attain those goals." This is foundational for the setting of priorities. For instance, if you work for a retail organization, sales should be at the forefront of everyone's mindset.
"Since I understand the business well - I also recognize that fluidity is important in prioritization." This is absolutely key to success; without this ability, people drive themselves (and others) bonkers. Currently at my place of work, we are in the annual budgeting process. For a few weeks, it is a priority - it is essential to the business and it must be done within a limited time frame. Even when I think I may be through with budgeting - but a question comes up - it needs to go to the front of the line for a successful completion of this task.
Yes, I have many other priorities: reports to be done, conversations to be had and planning to be accomplished. During budgeting season, I find I am constantly re-prioritizing so that I am serving the needs of the business to the best of my ability. If I didn't re-arrange my priorities - the budgeting would never get done (or it would get done without me - and I don't like that alternative!)
"I understand that helping team members re-set priorities is one of the most helpful things I can do." This is a story of one of the smartest people I ever had the privilege of working with. About every 3-6 months she would present herself in my office and being a smart person, she would ask this smart question "I have all of these things to do - what do you want me to work on first?" So, we would work through the list - decide which things were high importance, which ones were low and which tasks could perhaps go away. It enabled her, and the team, to work so much better.
Priorities should be not rigid; the fluidity of priorities should serve the business as well as the team members.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
As is true with most disciplines, there are two extremes: "I do the exact same thing every day at the exact same time because these things are important to me," and the other extreme is "I have no plan or discipline in my life whatsoever." Somewhere between these two is the sweet spot which is defined as this:
"I have a great understanding of the goals of the company and what our team needs to do to attain those goals." This is foundational for the setting of priorities. For instance, if you work for a retail organization, sales should be at the forefront of everyone's mindset.
"Since I understand the business well - I also recognize that fluidity is important in prioritization." This is absolutely key to success; without this ability, people drive themselves (and others) bonkers. Currently at my place of work, we are in the annual budgeting process. For a few weeks, it is a priority - it is essential to the business and it must be done within a limited time frame. Even when I think I may be through with budgeting - but a question comes up - it needs to go to the front of the line for a successful completion of this task.
Yes, I have many other priorities: reports to be done, conversations to be had and planning to be accomplished. During budgeting season, I find I am constantly re-prioritizing so that I am serving the needs of the business to the best of my ability. If I didn't re-arrange my priorities - the budgeting would never get done (or it would get done without me - and I don't like that alternative!)
"I understand that helping team members re-set priorities is one of the most helpful things I can do." This is a story of one of the smartest people I ever had the privilege of working with. About every 3-6 months she would present herself in my office and being a smart person, she would ask this smart question "I have all of these things to do - what do you want me to work on first?" So, we would work through the list - decide which things were high importance, which ones were low and which tasks could perhaps go away. It enabled her, and the team, to work so much better.
Priorities should be not rigid; the fluidity of priorities should serve the business as well as the team members.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, May 11, 2018
So. . .You Want People to Stay
Imagine for a minute that you are a houseguest of friends. Even though your hosts feed you and provide you a room - they are distant. Yes, they cordially greet you: "Good Morning," with a perfunctory smile. "Is your room okay?" they query out of necessity. They even communicate, "I'll be back from work at 6."
They do not, however, engage in conversation other than that they consider absolutely necessary. When they inquire regarding your well-being, the question comes with the distinct feeling that "Well, that box was checked." In fact, they do absolutely nothing to suggest that they are interested in an ongoing relationship with you.
Do you feel welcome? Probably not. Are you thinking about how soon you should be leaving? Probably yes.
So it is with work. If bosses communicate only out of work necessity. . .if the questions are perfunctory (checking that box) . . and if perhaps the boss really doesn't seem interested. . . .do you feel welcome? Are you thinking of leaving? Probably yes.
Check it out. Google or Bing "Why do people leave their jobs?" Among the top ten, or even top five answers is. . .ding-ding. . .the relationship that people have with their boss.
So when the company strategic conversations turn to retaining top talent or being a great place to work. . .please, please don't suggest that more swag (with the company logo!) or picnics or social gatherings or even recognition drives retention. As nice as all of that is - none of it is as powerful as the choice you have as a leader - and that is to have a solid working relationship with your colleagues.
Taking time to have meaningful (or maybe not even that meaningful) conversations is important. Sincerely being interested in the team's work and life is important. Genuinely caring is essential.
Recently I had a top assistant manager tell me that he spent the last three hours in conversation with his team. Here's the thing - in an age when it is difficult to attract talent - this leader has 3-6 people waiting to work for him.
He wants people to stay. . .he wants to attract talent. . .and he invests in the relationships that meets both of those goals.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
They do not, however, engage in conversation other than that they consider absolutely necessary. When they inquire regarding your well-being, the question comes with the distinct feeling that "Well, that box was checked." In fact, they do absolutely nothing to suggest that they are interested in an ongoing relationship with you.
Do you feel welcome? Probably not. Are you thinking about how soon you should be leaving? Probably yes.
So it is with work. If bosses communicate only out of work necessity. . .if the questions are perfunctory (checking that box) . . and if perhaps the boss really doesn't seem interested. . . .do you feel welcome? Are you thinking of leaving? Probably yes.
Check it out. Google or Bing "Why do people leave their jobs?" Among the top ten, or even top five answers is. . .ding-ding. . .the relationship that people have with their boss.
So when the company strategic conversations turn to retaining top talent or being a great place to work. . .please, please don't suggest that more swag (with the company logo!) or picnics or social gatherings or even recognition drives retention. As nice as all of that is - none of it is as powerful as the choice you have as a leader - and that is to have a solid working relationship with your colleagues.
Taking time to have meaningful (or maybe not even that meaningful) conversations is important. Sincerely being interested in the team's work and life is important. Genuinely caring is essential.
Recently I had a top assistant manager tell me that he spent the last three hours in conversation with his team. Here's the thing - in an age when it is difficult to attract talent - this leader has 3-6 people waiting to work for him.
He wants people to stay. . .he wants to attract talent. . .and he invests in the relationships that meets both of those goals.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, May 4, 2018
But. . .Do You Really Want to Be a Manager???
Recently, a feature piece said there are five questions we are to ask ourselves if we want to be a manager. It suggested that questions regarding career, conflict, motivation and fairness are in order. . .and, of course, they are. Glaringly absent from the list of suggested self-inquiries, however, is the one that I consider to be the most key.
Do you want to be responsible for the workforce?
Leading others is a sacred responsibility. . .and that responsibility is to the team. Are you prepared to support the team? Are you prepared to step out in front of the team and show them the way? Are you prepared to take care each individual and nurture them to the best of your ability?
Do you care?
And you know what - if you don't, that's okay - just don't take the responsibility for the workforce. All too often in our society we come to the conclusion that the only why we can achieve career aspirations and make more money is to manage people. If you really just want to be responsible for yourself and your own personal achievements. . .that's cool. Find a job in which you can do that.
On the other side, if you get a great deal of satisfaction out of working with a team. . .
If you love collaboration. . .
If you are certain you can drive a business through group accomplishment. . .
If you are prepared to pick up the pieces after someone fails. If you can coach and counsel. If you selflessly not only share credit, but give credit. If you are able to admit failure and secure victories. If you believe in options. If you truly value diverse opinions and skill sets. If you can move forward and others willingly follow. . .
Then by all means, be a manager. Lead.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Do you want to be responsible for the workforce?
Leading others is a sacred responsibility. . .and that responsibility is to the team. Are you prepared to support the team? Are you prepared to step out in front of the team and show them the way? Are you prepared to take care each individual and nurture them to the best of your ability?
Do you care?
And you know what - if you don't, that's okay - just don't take the responsibility for the workforce. All too often in our society we come to the conclusion that the only why we can achieve career aspirations and make more money is to manage people. If you really just want to be responsible for yourself and your own personal achievements. . .that's cool. Find a job in which you can do that.
On the other side, if you get a great deal of satisfaction out of working with a team. . .
If you love collaboration. . .
If you are certain you can drive a business through group accomplishment. . .
If you are prepared to pick up the pieces after someone fails. If you can coach and counsel. If you selflessly not only share credit, but give credit. If you are able to admit failure and secure victories. If you believe in options. If you truly value diverse opinions and skill sets. If you can move forward and others willingly follow. . .
Then by all means, be a manager. Lead.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, April 27, 2018
Selflessness = Great Leadership
Great leadership is selflessness.
It is more than the ability to "get over one's self;" it is the power to prioritize others.
Great leaders do not always have to be right; they regard the inclusion of diverse opinions as a means to get to an answer better than their own. Great leaders do not bask in their own praise; instead, they consistently raise others up. Great leaders do not over-protect themselves; they are very protective of those they get the opportunity to work with.
The result of this: great work and great results.
The result can also be this: great leaders can also burn out. As with everything in life in which we need to make discerning decisions, we need to understand the distinction between selflessness and not taking care of one's self.
Great leaders who are selfless can easily over-index in worry, or take on everyone's burden or try to do all of the work themselves. The result is that they diminish their effectiveness to the entire team and they do themselves a disservice.
Taking care of one's self - understanding one's limits - knowing that one person cannot solve the world's ills - are all antidotes to "overdoing it" and consequently burning out.
To understand that we are not always going to have the correct answer, that we cannot make everything right (no matter how much we want to), that while we do our best for each individual that we cannot save everyone - this is the reality that goes with selflessness.
To be really good - we need to take care of ourselves. That means we are then enabled to take of our teams - selflessly - and that's really great.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
It is more than the ability to "get over one's self;" it is the power to prioritize others.
Great leaders do not always have to be right; they regard the inclusion of diverse opinions as a means to get to an answer better than their own. Great leaders do not bask in their own praise; instead, they consistently raise others up. Great leaders do not over-protect themselves; they are very protective of those they get the opportunity to work with.
The result of this: great work and great results.
The result can also be this: great leaders can also burn out. As with everything in life in which we need to make discerning decisions, we need to understand the distinction between selflessness and not taking care of one's self.
Great leaders who are selfless can easily over-index in worry, or take on everyone's burden or try to do all of the work themselves. The result is that they diminish their effectiveness to the entire team and they do themselves a disservice.
Taking care of one's self - understanding one's limits - knowing that one person cannot solve the world's ills - are all antidotes to "overdoing it" and consequently burning out.
To understand that we are not always going to have the correct answer, that we cannot make everything right (no matter how much we want to), that while we do our best for each individual that we cannot save everyone - this is the reality that goes with selflessness.
To be really good - we need to take care of ourselves. That means we are then enabled to take of our teams - selflessly - and that's really great.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, April 20, 2018
Use(d)less Gifts
While not unique in this trait, my mother was still notorious in this trait. She would be given a gift - or even buy something nice for herself - and then put it away - perhaps never to be seen again. When the time came to clean out her estate, there were new items that were never used stuffed into dresser drawers, filing cabinets, storage boxes and just laying in stacks under the bed. Never used and thus, use(d)less.
These items were given to her for her enjoyment and fulfillment. Perhaps in some ways these items, if used, could have expanded her horizons and outlook on life. Resolutely, however, she opted to "save" them - so the items stayed stashed away and she remained in her seemingly comfortable status quo.
Why? Maybe she was afraid of scarcity, that if she used it now she wouldn't have anything left for later. Maybe there was the fear that she really wasn't good enough to receive and utilize. Maybe she thought others would think her ostentatious. Perhaps she thought that if used it would be ruined.
So what about the gifts that are given to us? The position we occupy. The ability to organize. The chance to speak. The opportunity to collaborate. The challenge to step up. The privilege to be part of a team. Do we use these, and other such gifts that we are given. . .or do we quietly put them away. . .out of fear. What will people think of me? Am I up to the challenge? I'm really not good enough. What if this is my one and only chance and I blow it?
Are we not using the gifts we've been given out of fear? And if so - what fulfillment are we missing?
Gifts are resources - resources are meant to be used. Resources are meant to make our professional and personal lives fuller and expand our horizons.
Let's use the gifts we've been given.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
These items were given to her for her enjoyment and fulfillment. Perhaps in some ways these items, if used, could have expanded her horizons and outlook on life. Resolutely, however, she opted to "save" them - so the items stayed stashed away and she remained in her seemingly comfortable status quo.
Why? Maybe she was afraid of scarcity, that if she used it now she wouldn't have anything left for later. Maybe there was the fear that she really wasn't good enough to receive and utilize. Maybe she thought others would think her ostentatious. Perhaps she thought that if used it would be ruined.
So what about the gifts that are given to us? The position we occupy. The ability to organize. The chance to speak. The opportunity to collaborate. The challenge to step up. The privilege to be part of a team. Do we use these, and other such gifts that we are given. . .or do we quietly put them away. . .out of fear. What will people think of me? Am I up to the challenge? I'm really not good enough. What if this is my one and only chance and I blow it?
Are we not using the gifts we've been given out of fear? And if so - what fulfillment are we missing?
Gifts are resources - resources are meant to be used. Resources are meant to make our professional and personal lives fuller and expand our horizons.
Let's use the gifts we've been given.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, April 13, 2018
What You are Told (May Not be True)
This week I once again experienced this truism; what appears to be true, or what you may be told is true, may not be true at all.
I was informed by a co-worker that my car was leaking oil in the parking garage. Obviously, not a good thing. I went to inspect. Well, sure enough. . .next to the front of my car was a puddle of brackish looking liquid. Hmmm. I got down on my knees and looked under the car. Well, that's interesting. . .there didn't seem to be a drip line from anywhere near the engine; there was one, however, near the mid-rear of the car. I got up, went to the brackish brown puddle and put two fingers in it. It was watery. . .didn't feel like a petroleum based product at all. I smelled it. Oh, okay. . .
You see, first thing that morning I picked up a two and a half gallon thermos of coffee for a meeting. I placed it rather haphazardly in the back of my car. . .and apparently the thermos wasn't meant to be placed haphazardly, so. . .
My car was leaking caffeine.
What appeared to be true, and what would be cause for alarm. . .wasn't true at all and ended up being (well, just a little bit) funny.
I have found this to be a reassurance in life. . .that often what appears to be the case, upon close inspection, is not the case at all. How often do we jump to conclusions about what caused an end result? How often do we worry ourselves over what has been purportedly seen and said? What anxiety is caused because we really don't know the truth?
Truth is a great mediator and often we only find the truth through inquiry. Ask questions. Inspect. Ponder why. . .and then ponder some more. Research. Discuss with others. Test.
Despite what we might think, the truth is indeed a great friend. Stop for a few minutes to find out the true story.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
I was informed by a co-worker that my car was leaking oil in the parking garage. Obviously, not a good thing. I went to inspect. Well, sure enough. . .next to the front of my car was a puddle of brackish looking liquid. Hmmm. I got down on my knees and looked under the car. Well, that's interesting. . .there didn't seem to be a drip line from anywhere near the engine; there was one, however, near the mid-rear of the car. I got up, went to the brackish brown puddle and put two fingers in it. It was watery. . .didn't feel like a petroleum based product at all. I smelled it. Oh, okay. . .
You see, first thing that morning I picked up a two and a half gallon thermos of coffee for a meeting. I placed it rather haphazardly in the back of my car. . .and apparently the thermos wasn't meant to be placed haphazardly, so. . .
My car was leaking caffeine.
What appeared to be true, and what would be cause for alarm. . .wasn't true at all and ended up being (well, just a little bit) funny.
I have found this to be a reassurance in life. . .that often what appears to be the case, upon close inspection, is not the case at all. How often do we jump to conclusions about what caused an end result? How often do we worry ourselves over what has been purportedly seen and said? What anxiety is caused because we really don't know the truth?
Truth is a great mediator and often we only find the truth through inquiry. Ask questions. Inspect. Ponder why. . .and then ponder some more. Research. Discuss with others. Test.
Despite what we might think, the truth is indeed a great friend. Stop for a few minutes to find out the true story.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, April 6, 2018
The Velcro Conversation
Velcro is a tremendously effective and easy fastening tool. . .as long as it has something to stick to. Simply put, one side of Velcro is the "hook" whereas the other side is a "loop" into which the hook can engage. To truly be effective you need both components.
Often when contemplating a conversation, we are using just one side of the Velcro. We prepare, or perhaps even get anxious over, what we are going to say. We have points we wish to deliver. . . things that need to be said. . .something we need to get off our chest. And that is only one side of the Velcro. If you want your conversation to stick, you truly need the other side of the Velcro - and that other side of the conversation is your ability to listen.
Equally important, or perhaps more important than talking, is the ability to listen. When preparing for a conversation, do we prepare ourselves to listen?
We should plan to hear both the expected and the unexpected. . .what we will like and perhaps not like so much. We need to be open and alert and to some degree, vulnerable. But when you think about it - that's a pretty exciting prospect.
We also need to be prepared to facilitate listening. Let's face it, often peer to peer conversations can be awkward. . .perhaps even more awkward is the conversation between a leader and a team member. It's an uneven playing field and the onus to facilitate listening falls to the leader. So, how is that done?
When preparing to speak, we often have mental or literal bullet points. Likewise, when preparing to listen, we should have mental or literal questions. Think of questions that give you knowledge of the team member and the workplace. From the team member's point of view, what questions will truly engage them and give them the ability to tell you the important information you need to know?
Conversations should be both sides - both the talking and listening. It's what makes a conversation, and a business relationship, stick together.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Often when contemplating a conversation, we are using just one side of the Velcro. We prepare, or perhaps even get anxious over, what we are going to say. We have points we wish to deliver. . . things that need to be said. . .something we need to get off our chest. And that is only one side of the Velcro. If you want your conversation to stick, you truly need the other side of the Velcro - and that other side of the conversation is your ability to listen.
Equally important, or perhaps more important than talking, is the ability to listen. When preparing for a conversation, do we prepare ourselves to listen?
We should plan to hear both the expected and the unexpected. . .what we will like and perhaps not like so much. We need to be open and alert and to some degree, vulnerable. But when you think about it - that's a pretty exciting prospect.
We also need to be prepared to facilitate listening. Let's face it, often peer to peer conversations can be awkward. . .perhaps even more awkward is the conversation between a leader and a team member. It's an uneven playing field and the onus to facilitate listening falls to the leader. So, how is that done?
When preparing to speak, we often have mental or literal bullet points. Likewise, when preparing to listen, we should have mental or literal questions. Think of questions that give you knowledge of the team member and the workplace. From the team member's point of view, what questions will truly engage them and give them the ability to tell you the important information you need to know?
Conversations should be both sides - both the talking and listening. It's what makes a conversation, and a business relationship, stick together.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, March 30, 2018
Victimized by the Formula for Success
In the gym, I'm going through the weight routine that I can practically do in my sleep. Part of the formula is progression - that if I am working with 30 pound weights - then certainly 32 pounds is just a little bit better. Since I'm a fairly fit individual, I have very little reason to question the formula - in fact, just the opposite is true - the formula has worked for me.
The problem here is that I'm thinking in just one dimension of success - in this case, the successful repetition and progression of a certain activity. There are days, like yesterday, when my head told me that I had to do 15 reps - but by the 13th rep my muscles were aching and I could feel my shoulder start to strain. If I had dogmatically followed my formula, I would have kept going and perhaps injured myself. Instead, I stopped, recognizing that the formula for success must be met with the dimensionality of both brain and emotional intelligence.
Too often we are the victims of our own formula for success. That if something has worked well for us (and let's face it - we are chagrined to acknowledge that perhaps something hasn't worked well) that then we will just repeat. . .and the more we repeat the more successful we will be.
This isn't true. A formula for success is a guideline; it is meant to be tested by other factors. Has the work climate changed? What is going on with the competitive landscape? What has happened to the team composition? How is everyone (including yourself) feeling these days? If you don't exactly repeat what has been done in the past - what are the opportunities and challenges? Is what has been done in the past truly that effective currently?
Having one's pulse on the workplace and the teams that comprise the workplace is invaluable. It bring dimensionality to whatever formula you may be using. The consistent inquiry regarding formulas used is not heresy; instead, it avoids a dogma that can become deadly.
Formulas can be great - inquiry and emotional intelligence create dimensionality around those formulas - that, then, becomes a winning combination.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
The problem here is that I'm thinking in just one dimension of success - in this case, the successful repetition and progression of a certain activity. There are days, like yesterday, when my head told me that I had to do 15 reps - but by the 13th rep my muscles were aching and I could feel my shoulder start to strain. If I had dogmatically followed my formula, I would have kept going and perhaps injured myself. Instead, I stopped, recognizing that the formula for success must be met with the dimensionality of both brain and emotional intelligence.
Too often we are the victims of our own formula for success. That if something has worked well for us (and let's face it - we are chagrined to acknowledge that perhaps something hasn't worked well) that then we will just repeat. . .and the more we repeat the more successful we will be.
This isn't true. A formula for success is a guideline; it is meant to be tested by other factors. Has the work climate changed? What is going on with the competitive landscape? What has happened to the team composition? How is everyone (including yourself) feeling these days? If you don't exactly repeat what has been done in the past - what are the opportunities and challenges? Is what has been done in the past truly that effective currently?
Having one's pulse on the workplace and the teams that comprise the workplace is invaluable. It bring dimensionality to whatever formula you may be using. The consistent inquiry regarding formulas used is not heresy; instead, it avoids a dogma that can become deadly.
Formulas can be great - inquiry and emotional intelligence create dimensionality around those formulas - that, then, becomes a winning combination.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, March 23, 2018
The Very Definition of Winning
I'm afraid that reality television (and our current political climate) is twisting the meaning of what it is to win: they would have you believe that whatever means is necessary (bullying, name calling, deceitfulness) to obliterate the competition is warranted as long as one gets one's own way. And the singular is not a mistake - it seems that parallel to this is the thought that the fewer that "win" (top 1%?) the bigger the victory.
And it's wrong.
Let's talk about sportsmanship - and let's name it what it is - integrity. You want to win? Be honest, invest the hard work in thoughtfulness. . .be fair. Consistently conduct your business with integrity.
Let's talk about the value of the team. As much as many people think they can do it all by themselves - truth is - most can't. An even greater truth is that the solutions created and executed by dedicated, hard-working and honest teams are always more successful than the work of one. You want to win? Choose, embrace and support a great team.
Let's not confuse who the competition is. The competition is not someone on your team. Once while interviewing a potential employee from a competing retailer, he disclosed to me that the environment at his current store was "running gun battles in the hall." What a waste of time and resources. It wasn't long until this particular retailer declared bankruptcy. They mistakenly thought the competition was interior - the competition is truly exterior. You want to win? Be clear about who the competition really is.
Don't isolate yourself. Reach out to others for the very reason of building a better solution that will include as many people as possible. You want to win? Be inclusive.
The old adage of winning the battle and losing the war has merit. Winning through bullying, deceitfulness and no thought to integrity is only a temporary victory. We must believe that great teamwork, honesty, thoughtfulness, progressiveness combined with a true understanding of the goal is what ultimately wins.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
And it's wrong.
Let's talk about sportsmanship - and let's name it what it is - integrity. You want to win? Be honest, invest the hard work in thoughtfulness. . .be fair. Consistently conduct your business with integrity.
Let's talk about the value of the team. As much as many people think they can do it all by themselves - truth is - most can't. An even greater truth is that the solutions created and executed by dedicated, hard-working and honest teams are always more successful than the work of one. You want to win? Choose, embrace and support a great team.
Let's not confuse who the competition is. The competition is not someone on your team. Once while interviewing a potential employee from a competing retailer, he disclosed to me that the environment at his current store was "running gun battles in the hall." What a waste of time and resources. It wasn't long until this particular retailer declared bankruptcy. They mistakenly thought the competition was interior - the competition is truly exterior. You want to win? Be clear about who the competition really is.
Don't isolate yourself. Reach out to others for the very reason of building a better solution that will include as many people as possible. You want to win? Be inclusive.
The old adage of winning the battle and losing the war has merit. Winning through bullying, deceitfulness and no thought to integrity is only a temporary victory. We must believe that great teamwork, honesty, thoughtfulness, progressiveness combined with a true understanding of the goal is what ultimately wins.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, March 16, 2018
Grey matter on grey matters. . .
How easy it seems to be able to see matters in the simplistic terms of either black or white.
Here's what strikes me; black and white photography is really not about those two extremes - but it is the shades of grey that provide the true picture. It is not simply the black or simply the white. . .but it is the complications in between that make it so rewarding.
I believe the same is true in life and work. . .it is not the "yes" and "no" of seeming black and white decision making. . .it is understanding the complexity, the emotional comprehension, the intellect utilized that makes the greys of work and life so rewarding.
Face it. . .it is easy to be dogmatic. It is reassuring even to claim that things are either this way or that. It doesn't really require any emotional commitment to the subject at hand. . .it eschews inquiry or multi-dimensional thought.
Hercule Poirot, Agatha Christie's somewhat persnickety sleuth, often referred to the little grey cells: using one's brain. Often I find that in popular culture we neglect using our own grey matter, choosing instead for the easy way out - the quick flight to either black or white.
Ultimately, however, one does not win this way. We win through inquiry. We win by being willing to be wrong - and then figuring out what it takes to be right. We win through the utilization of emotional intelligence. We win by using our brain. . .and heart.
Black and white thinking really does very little of this - it's vend-a-decision - and it's a waste. Utilizing the resources we've been given to be thoughtful, to be strong. . .that is what allows us to explore the greys of an issue. And that is what enables us to bring a decision to life.
"It is the brain, the little grey cells on which one must rely. One must seek the truth within - not without." - Hercule Poirot
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Here's what strikes me; black and white photography is really not about those two extremes - but it is the shades of grey that provide the true picture. It is not simply the black or simply the white. . .but it is the complications in between that make it so rewarding.
I believe the same is true in life and work. . .it is not the "yes" and "no" of seeming black and white decision making. . .it is understanding the complexity, the emotional comprehension, the intellect utilized that makes the greys of work and life so rewarding.
Face it. . .it is easy to be dogmatic. It is reassuring even to claim that things are either this way or that. It doesn't really require any emotional commitment to the subject at hand. . .it eschews inquiry or multi-dimensional thought.
Hercule Poirot, Agatha Christie's somewhat persnickety sleuth, often referred to the little grey cells: using one's brain. Often I find that in popular culture we neglect using our own grey matter, choosing instead for the easy way out - the quick flight to either black or white.
Ultimately, however, one does not win this way. We win through inquiry. We win by being willing to be wrong - and then figuring out what it takes to be right. We win through the utilization of emotional intelligence. We win by using our brain. . .and heart.
Black and white thinking really does very little of this - it's vend-a-decision - and it's a waste. Utilizing the resources we've been given to be thoughtful, to be strong. . .that is what allows us to explore the greys of an issue. And that is what enables us to bring a decision to life.
"It is the brain, the little grey cells on which one must rely. One must seek the truth within - not without." - Hercule Poirot
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, March 9, 2018
What Do People Want to Do For You?
So, here's the thing. We, every one of us, are much more likely to do things (and to do a better job of things) that we like to do . . .that we want to do.
So, what do you want people to do for you? And do you position yourself so that people want to do what you want them to do?
I think of this even as I order my latte in the morning. I want a great cup of coffee. . .I want my coffee cake. . .and I want it all in a reasonable amount of time and in a pleasant fashion. So, you know what? I approach the barista positively and pleasantly. I do this first and foremost because it is the right thing to do. . .but the result, far more often than not, is that the positivity is returned to me in the form of getting what I want.
The same is true in the workplace. I create a solid vision of what I want. . .and then I treat people so that they will want to do this. And again, let's be clear. . .the primary reason to do this is because we want to treat people right. . .but it is a huge benefit if they are engaged and really want to do what is requested.
If the team or peers are following your directions as if they are hauling around a heavy weight, you are losing a whole lot of efficiency as well as intellectual capital. People who don't want to do what they are doing seldom optimize the task. They are not happy and it is a heavy contributor to team dysfunction.
Often to "get people on board" requires even more than a great attitude and good interpersonal skills. It requires explaining the rationale that is driving the request. It requires the investment of time in conversation with the team to discuss pros and cons. . .to genuinely seek and respect feedback. It requires praise and gratitude upon completion.
If you are feeling defensive - let it go - people seldom want to follow a defensive leader.
If you feel it's not your job to be liked - let it go. People want to do things for people they like.
If you conduct your business and life with integrity and thoughtfulness and kindness. . .you are in the right lane. . .and yes, people will want to follow you.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
So, what do you want people to do for you? And do you position yourself so that people want to do what you want them to do?
I think of this even as I order my latte in the morning. I want a great cup of coffee. . .I want my coffee cake. . .and I want it all in a reasonable amount of time and in a pleasant fashion. So, you know what? I approach the barista positively and pleasantly. I do this first and foremost because it is the right thing to do. . .but the result, far more often than not, is that the positivity is returned to me in the form of getting what I want.
The same is true in the workplace. I create a solid vision of what I want. . .and then I treat people so that they will want to do this. And again, let's be clear. . .the primary reason to do this is because we want to treat people right. . .but it is a huge benefit if they are engaged and really want to do what is requested.
If the team or peers are following your directions as if they are hauling around a heavy weight, you are losing a whole lot of efficiency as well as intellectual capital. People who don't want to do what they are doing seldom optimize the task. They are not happy and it is a heavy contributor to team dysfunction.
Often to "get people on board" requires even more than a great attitude and good interpersonal skills. It requires explaining the rationale that is driving the request. It requires the investment of time in conversation with the team to discuss pros and cons. . .to genuinely seek and respect feedback. It requires praise and gratitude upon completion.
If you are feeling defensive - let it go - people seldom want to follow a defensive leader.
If you feel it's not your job to be liked - let it go. People want to do things for people they like.
If you conduct your business and life with integrity and thoughtfulness and kindness. . .you are in the right lane. . .and yes, people will want to follow you.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, March 2, 2018
Praise. Pure and Simple.
Imagine getting a present. It is beautifully wrapped. You open it and find a much-wanted/needed gift inside - and attached to the gift is a list of chores that the giver believes you should be doing. . . like, right now.
Or attached to your bonus check is a performance improvement document from your boss.
Kind of deflating - right? Yet, this is how leaders often deliver praise in the workplace: "Thank you for doing a great job - but I really need you to pay more attention to your payroll." Is the praise heard? No.
It's kind of this crazy thing that a) we consider ourselves so time deprived that we have to hit all communication points in one shot, or b) God forbid that we actually let our team be praised without giving them something else "to aim for."
There is a caveat; if the goal is to counsel for performance improvement, often the message is better received if a multi-dimensional view of the receiver's performance is achieved. This means that the leader is acknowledging the strong points of the work as well as addressing that which is challenging.
There is a different purpose for praise; it is to offer gratitude for a great job performance. It should be special. It should stand alone.
Consider that much of the work force is more finely attuned to criticism vs. praise. They are conditioned to hear about the things that need improvement. If a message of praise is mixed with one of "and you can do this better" it is the latter statement that will be louder.
Often we consider offering praise and gratitude as just a nice little icing on the cake. A special treat that we occasionally do. That's wrong. Praise, the recognition of how we want things done, should be an extremely powerful tool. It points people in the right direction - it says "let's do this again and again and again." Praise leads someplace positive.
If we want positive feedback to hit its mark, separate it from all other messages. Don't tag it on anything else. Recognize people and thank people. . .pure and simple.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Or attached to your bonus check is a performance improvement document from your boss.
Kind of deflating - right? Yet, this is how leaders often deliver praise in the workplace: "Thank you for doing a great job - but I really need you to pay more attention to your payroll." Is the praise heard? No.
It's kind of this crazy thing that a) we consider ourselves so time deprived that we have to hit all communication points in one shot, or b) God forbid that we actually let our team be praised without giving them something else "to aim for."
There is a caveat; if the goal is to counsel for performance improvement, often the message is better received if a multi-dimensional view of the receiver's performance is achieved. This means that the leader is acknowledging the strong points of the work as well as addressing that which is challenging.
There is a different purpose for praise; it is to offer gratitude for a great job performance. It should be special. It should stand alone.
Consider that much of the work force is more finely attuned to criticism vs. praise. They are conditioned to hear about the things that need improvement. If a message of praise is mixed with one of "and you can do this better" it is the latter statement that will be louder.
Often we consider offering praise and gratitude as just a nice little icing on the cake. A special treat that we occasionally do. That's wrong. Praise, the recognition of how we want things done, should be an extremely powerful tool. It points people in the right direction - it says "let's do this again and again and again." Praise leads someplace positive.
If we want positive feedback to hit its mark, separate it from all other messages. Don't tag it on anything else. Recognize people and thank people. . .pure and simple.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, February 23, 2018
A Little Song, A Little Dance. . .
One of the best sit-coms of all time, the Mary Tyler Moore show, had one of the best episodes of all time "Chuckles Bites the Dust." The set-up was that a TV children's' program host, Chuckles the Clown, met his untimely demise while dressed as a peanut in a circus parade; unfortunately, he was "shelled" by a rogue elephant.
The point of the episode is that we face dimensions in life and the workplace. Certainly in the face of tragedy involving a co-worker, Chuckles' friends try their best to maintain the decorum that is expected of them. But as they recount the life of a clown, they can't help but see the humor. Routinely gales of laughter interrupt eulogies to Chuckles, culminating in Chuckles' favorite phrase, "A little song, a little dance, a little seltzer in your pants."
Laughter in the workplace is all too rare. It is also incredibly valuable. Not the fake "I'm-trying-to-put-on-a-happy-face-to-cover-how-insecure/intimidated/uncomfortable I am." But instead, genuine, honest laughter that proves that team members enjoy not only each other's company, but are also inspired by the multi-dimensionality of life.
Yes, we should take work seriously, but we should also bring it forward with a sense of humor. Believing in diversity in the workplace means the belief that we should look at challenges and opportunities from different angles. One of those angles should be to find the humor in what we do.
Humor adds dimensionality to a decision. Humor often informs us. Humor gives us perspective.
Humor is fun; it enables us to enjoy our professional lives.
There are probably those who say that political correctness has taken humor out of the workplace; this is a poor excuse. We can easily maintain the boundaries of being appropriate while riding within the wide highway of having fun at work.
Observe. The teams that function well together have fun together. They enjoy each other's company. They are willing to see the humor, the folly, the sometimes ridiculousness of what we do - while still honoring their team and their mission. You can mark teams that work well together because you can hear genuine laughter coming from their meetings.
Let's be better at work by honoring the humor and laughter in life!
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The point of the episode is that we face dimensions in life and the workplace. Certainly in the face of tragedy involving a co-worker, Chuckles' friends try their best to maintain the decorum that is expected of them. But as they recount the life of a clown, they can't help but see the humor. Routinely gales of laughter interrupt eulogies to Chuckles, culminating in Chuckles' favorite phrase, "A little song, a little dance, a little seltzer in your pants."
Laughter in the workplace is all too rare. It is also incredibly valuable. Not the fake "I'm-trying-to-put-on-a-happy-face-to-cover-how-insecure/intimidated/uncomfortable I am." But instead, genuine, honest laughter that proves that team members enjoy not only each other's company, but are also inspired by the multi-dimensionality of life.
Yes, we should take work seriously, but we should also bring it forward with a sense of humor. Believing in diversity in the workplace means the belief that we should look at challenges and opportunities from different angles. One of those angles should be to find the humor in what we do.
Humor adds dimensionality to a decision. Humor often informs us. Humor gives us perspective.
Humor is fun; it enables us to enjoy our professional lives.
There are probably those who say that political correctness has taken humor out of the workplace; this is a poor excuse. We can easily maintain the boundaries of being appropriate while riding within the wide highway of having fun at work.
Observe. The teams that function well together have fun together. They enjoy each other's company. They are willing to see the humor, the folly, the sometimes ridiculousness of what we do - while still honoring their team and their mission. You can mark teams that work well together because you can hear genuine laughter coming from their meetings.
Let's be better at work by honoring the humor and laughter in life!
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, February 16, 2018
That Moment
Germans Shavchenko and Massot put together many great moments in this week's Olympics Gold Medal winning pairs free skate: hold-your-breath lifts, perfect synchronization, the way they made eye contact in the middle of the routine. . .that sense at the end when you knew they knew they had it.
And of course, the winning: especially sweet for Shavchenko who is in her fifth Olympic games and up to this point had not won gold.
There was one moment that for me - stood out; in its simplicity it was spectacular. In the middle of a routine filled with speed and strength and endurance and lifts and jumps - in the middle of all of that activity and showmanship - both skaters came to a nearly complete stop. Physically, they did almost nothing for just a second or two.
It was that moment. That breath. That respite from all that was spectacular. It was that silence.
I'm afraid that often in our quest to get things done or to be amazing or even to get our point across - we just keep going. But, like Shavchenko and Massot, we need to engage moments of stillness. That breath. That respite. That silence.
Whether it is the political stage or reality television. . .or the workplace, often things just seem to feel like a freight train going downhill with no ability to brake. Everything seems to be at the same fevered pitch with no modulation or grace whatsoever. And if everything is always at the same level of activity - there is no context for what has been or what is about to be.
How much better it would be if we built in those moments. That time for taking a breath. Or taking a contemplative walk. Or having a really nice conversation. That moment of rest. . .when seemingly nothing is happening, but in truth everything is happening.
That moment. Shavchenko and Massot put together a spectacular program. But it was that moment in the middle that made us stop, look at them, and in our breath come to a full realization of what we had just experienced and what we were about to see.
We need more of those moments.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
And of course, the winning: especially sweet for Shavchenko who is in her fifth Olympic games and up to this point had not won gold.
There was one moment that for me - stood out; in its simplicity it was spectacular. In the middle of a routine filled with speed and strength and endurance and lifts and jumps - in the middle of all of that activity and showmanship - both skaters came to a nearly complete stop. Physically, they did almost nothing for just a second or two.
It was that moment. That breath. That respite from all that was spectacular. It was that silence.
I'm afraid that often in our quest to get things done or to be amazing or even to get our point across - we just keep going. But, like Shavchenko and Massot, we need to engage moments of stillness. That breath. That respite. That silence.
Whether it is the political stage or reality television. . .or the workplace, often things just seem to feel like a freight train going downhill with no ability to brake. Everything seems to be at the same fevered pitch with no modulation or grace whatsoever. And if everything is always at the same level of activity - there is no context for what has been or what is about to be.
How much better it would be if we built in those moments. That time for taking a breath. Or taking a contemplative walk. Or having a really nice conversation. That moment of rest. . .when seemingly nothing is happening, but in truth everything is happening.
That moment. Shavchenko and Massot put together a spectacular program. But it was that moment in the middle that made us stop, look at them, and in our breath come to a full realization of what we had just experienced and what we were about to see.
We need more of those moments.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
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