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.

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.

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.

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.