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.

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.

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

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.

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.