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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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.

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.

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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.

About That Icing on the Cake. . .

Not to brag - but the reality is I'm a fairly decent cook.   Routinely, we have thrown both small and large dinner parties.   So, when I make a colossal mistake in the kitchen - it is memorable.

So let's say I plan a dinner party for a dear friend's birthday. . .and as a special surprise, I  make her favorite red velvet cake.   It does not go well.   At all.   So, instead of correcting the problem which, let's say, is a horrendously mis-shapen cake - I decide to spread more icing on it.   After a couple of coats - the problems are still obvious.   I double down - make another batch of icing and smear it all over.

Guests arrive.   Dinner is served.   Cake is presented and. . .since we have a very polite group of friends they struggle for what redeeming feature can be found, "Well, you certainly captured that red coloring nicely."   Truth is, the basic cake isn't right. . .and I further exacerbate the problem by just adding stuff on top of it.

I have seen retailers do the same.    The basic premise of their business (be it content, customer service, delivery) isn't right. . .so they smear something over it (usually a financial incentive for customers) to try to rectify the situation.  Problem is - the problem is still there.

And we do this in the workplace. . .instead of getting the basics right for our team, we tend to address issues by smearing another layer ("let's have a party,"   "let's give everyone pizza,"   "let's take them to a game or give them more money or invite a hypnotist or whatever. . .) on top of that which is not right to begin with.

The basics in the workplace are relatively simple.   Do people know the goals of the enterprise and their contribution toward those goals?     Are people provided with the tools and the knowledge they need to do their job?    Are they treated fairly and are they fairly compensated?    Is gratitude properly and consistently expressed?   Do we take time to engage in conversation?   As leaders do we support them?

This is what is important - and it needs to be right before we start adding on anything else.

Looking at this another way:   I love my Starbuck's Reward program (who wouldn't like a free venti latte now and then?)   But the real reason I like going to my local Starbucks is that the product is good, the atmosphere is pleasant and I enjoy the relationship I have with the Starbucks baristas.   It is because they have the basics right that I enjoy going to Starbucks - and in this case - because the product is right, the loyalty program is just a nice icing on top of a product that is foundationally solid.

Let's get the basics right.

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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.

Try It On. . .and Then Walk Away

When decision making, one of the models that has served me well was learned while buying clothes.  I try it on, put it back on the rack. . .and then I walk away.

I check on how the jacket fits, take a look in the mirror. . .close it, open it.  Maybe try it with a different shirt.   See how that looks.    Then  take the jacket off and leave it in the store.   And I walk away.

Sometimes we get so caught up in the process of making a decision that we believe it is a completely linear process that requires an immediate "yes" or "no."  And, of course, salespeople desire for us to make a "yes" decision immediately.  Truth is, we own the decision making and we own the timing that accompanies it.

Try a decision on as if you would try an article of clothing.   Slip into a state of mind as if you have made the decision in the affirmative.  Does it fit?  How does it feel?  Does it work for you?    Have you  held a mirror to the decision?    How does it look on you - from this angle and then that?   Now try your decision on with something else.   If you've looked at the decision on how it impacts your week, try it on with your weekend.     If you've looked at it on how it impacts your checking account, see how the decision feels with your savings account.  If you've look at a workplace decision on how it impacts you, consider how it may impact your team.

Reversely, now try on how you feel as if you decided not to go ahead with the planned course of action.   How does that work for you?   Are you really fine, or even better, for deciding you are not going ahead with the decision?

Now, take a breather.  Walk away.  Take the decision out of your mind.   Go to another task.   Go to lunch.   Take a walk.  Take a vacation.   Rest, get focused.

Get the perspective of real life.   Enjoy the time you have to think of other things.  Now, come back to the decision.    Which side seems to make the most sense to you?  Activate.  Make the best decision you can.

Remember this - not every decision is easy.  Not every decision is perfect.   Relax in the imperfection and have confidence that you will make the best decision you can given the information and resources you have.

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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.