Common directions: "Go 3.5 miles and you will come a "Y" in the road." This means you have a decision to make.
Directions at work: you are communicating an initiative and you will come to a "Why" in the road. You have a decision to make.
Do we just tell people "what" to do? Or do we continue the journey and tell them "why" we want them to do what it is we are requesting?
I was reminded again today of the power of "why?" Not only am I a strong proponent of asking the question "why?"; I'm also a strong proponent of answering the question (preferably before being asked to explain myself!).
It is obvious. "Why" is the reason. "Why" is the rationale. This is the whole point of the undertaking. Often though, in a rush, we get the basic task done of telling people "what" without telling them the "why." That, then, is an incomplete conversation. It's like building the framing of a house without a foundation.
Everyone (justifiably) wants to know "why." It is power. And if we provide that power, we are enabling people not only to feel complete and part of the team - we are enabling them to do so much more. We are giving the complete picture that integrates team members and actions so that it all makes sense. Once people understand the purpose and how everything works together - they can proceed with ownership, responsibility and with greater independence.
With every directive you will come to the "Why" in the road. Take it. You and your team will go a lot further.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, February 22, 2019
Friday, February 15, 2019
Well Connected
If you know a lot of people and know a lot about a lot of people then generally you are recognized as being well connected.
And usually that means you are well connected outside of your company, outside of your work group - but are you as well connected with the people within your work group? And, if not, why not?
As much as connectivity increases relational capital outside of your company, that formula can be multiplied within the work group. Often, however, we (falsely) find it unnecessary to connect to people we have the privilege of working with each day.
"I see them every day or the week - I know plenty." But, do you?
"I really want to keep my professional distance." But, what does that mean? True - there is a wise "professional distance" - and that is true of all professional relationships. But sometimes it becomes an excuse not to do the work. And a price accompanies that distance.
"They work for me, I shouldn't have to work that hard at it." Wrong. Just plain wrong.
If there is any place or any group with which we should have great connectivity - it is with the team that we are working with. That knowledge. . .that skill set. . .allows teams to operate at maximum efficiency. It also allows teams to work with maximum care: recognizing strengths and weaknesses or each individual and being able to tailor, daily, how we interact.
The time it takes to genuinely know someone is one of the best time investments we can possible make.
As is true with every power source, when we are disconnected, nothing works. When we are well-connected - everything works.
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My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
And usually that means you are well connected outside of your company, outside of your work group - but are you as well connected with the people within your work group? And, if not, why not?
As much as connectivity increases relational capital outside of your company, that formula can be multiplied within the work group. Often, however, we (falsely) find it unnecessary to connect to people we have the privilege of working with each day.
"I see them every day or the week - I know plenty." But, do you?
"I really want to keep my professional distance." But, what does that mean? True - there is a wise "professional distance" - and that is true of all professional relationships. But sometimes it becomes an excuse not to do the work. And a price accompanies that distance.
"They work for me, I shouldn't have to work that hard at it." Wrong. Just plain wrong.
If there is any place or any group with which we should have great connectivity - it is with the team that we are working with. That knowledge. . .that skill set. . .allows teams to operate at maximum efficiency. It also allows teams to work with maximum care: recognizing strengths and weaknesses or each individual and being able to tailor, daily, how we interact.
The time it takes to genuinely know someone is one of the best time investments we can possible make.
As is true with every power source, when we are disconnected, nothing works. When we are well-connected - everything works.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, February 8, 2019
Can You Really See What's in the Future?
At the neighborhood shopping center the other day, my reverie in my walk across the parking lot to Starbucks was rudely interrupted by someone laying on the horn. Cranking my head 90 degrees I could see that the horn honker was seeming perturbed by the SUV in front of them; it's pace was slow. What the horn honker did not see was that the SUV was going at a very slow pace to allow an elderly couple to cross in front so they could safely get to the grocery store.
So. . .do we really see what's in front of us. . .or do we only see what is blocking our vision of the future?
In reactive moments (and life is filled with reactive moments) we tend to access that which is only immediately available. We may be looking down a "clear road" devoid of obstacles, when suddenly something is plopped in front of us. No longer do we have a clear or a long vision - we become consumed by that which is seemingly blocking our progress.
If the "horn honker" in my story had not immediately reacted and perhaps had a little more patience, they could have easily looked around the SUV in front to understand that it was accommodating an elderly couple and providing safety. If the "horn honker" had taken a minute to think about possible options of why the SUV was impeding their progress - perhaps they would not have reacted in the manner in which they did. If the "horn honker" had more patience to wait for a clear view - the disruption could have been avoided.
Sometimes a little patience is a lot of great things. To have a long view - an accurate view of the future - really does not happen in the moment. It is not reactive. While recognizing that short term obstacles can sometimes obstruct our view - the long view recognizes that these are, in fact, only short term and it pays to keep focused on all of the great things ahead.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
So. . .do we really see what's in front of us. . .or do we only see what is blocking our vision of the future?
In reactive moments (and life is filled with reactive moments) we tend to access that which is only immediately available. We may be looking down a "clear road" devoid of obstacles, when suddenly something is plopped in front of us. No longer do we have a clear or a long vision - we become consumed by that which is seemingly blocking our progress.
If the "horn honker" in my story had not immediately reacted and perhaps had a little more patience, they could have easily looked around the SUV in front to understand that it was accommodating an elderly couple and providing safety. If the "horn honker" had taken a minute to think about possible options of why the SUV was impeding their progress - perhaps they would not have reacted in the manner in which they did. If the "horn honker" had more patience to wait for a clear view - the disruption could have been avoided.
Sometimes a little patience is a lot of great things. To have a long view - an accurate view of the future - really does not happen in the moment. It is not reactive. While recognizing that short term obstacles can sometimes obstruct our view - the long view recognizes that these are, in fact, only short term and it pays to keep focused on all of the great things ahead.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
Friday, February 1, 2019
Who is That Person You are Talking With?
Many times during the workday we find ourselves in conversations with bosses, peers and team members we support as leaders. Sometimes those conversations are superficial, other times the conversations mine deeper territory. We see and interpret that which is directly in front of us, that which immediately presents itself. There is, however, much more. It is always important to remember that we don't what we don't know.
That person you are talking with: how do they really feel about their work? How does their job intersect with the remainder of their life? How do those factors influence their conversation with you?
That person you are talking with may have had the worst morning on record: kids were late to school, traffic was a nightmare, a terse discussion with their significant other. Often you don't know these things - but, yes, these things impact the conversation.
You often don't know much about the background of the person you are talking with. What was their childhood like? What is their impression of organizational structure and how do they react to it? How did they learn to interact with their own skill set: are they honestly proud of it or do they feel as if it could never be enough?
Culturally, what kind of conversation is this person equipped to have? Does a robust discussion in which shared opinions, sometimes adverse, a welcoming or threatening event?
What nourishes this person? What builds them? What makes them feel good and also challenges them?
We don't know what we don't know.
It is always good to remember this when in conversation. But it is also a reminder (without invading privacy and common sense) to know the people we have the privilege of working with. The more we know (within reason) the more we can support, nurture, encourage and have conversations that genuinely build working relationships.
That person you are talking with is an amalgamation of years of cultural and maturation process. To be truly supportive, we understand that and work with that.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
That person you are talking with: how do they really feel about their work? How does their job intersect with the remainder of their life? How do those factors influence their conversation with you?
That person you are talking with may have had the worst morning on record: kids were late to school, traffic was a nightmare, a terse discussion with their significant other. Often you don't know these things - but, yes, these things impact the conversation.
You often don't know much about the background of the person you are talking with. What was their childhood like? What is their impression of organizational structure and how do they react to it? How did they learn to interact with their own skill set: are they honestly proud of it or do they feel as if it could never be enough?
Culturally, what kind of conversation is this person equipped to have? Does a robust discussion in which shared opinions, sometimes adverse, a welcoming or threatening event?
What nourishes this person? What builds them? What makes them feel good and also challenges them?
We don't know what we don't know.
It is always good to remember this when in conversation. But it is also a reminder (without invading privacy and common sense) to know the people we have the privilege of working with. The more we know (within reason) the more we can support, nurture, encourage and have conversations that genuinely build working relationships.
That person you are talking with is an amalgamation of years of cultural and maturation process. To be truly supportive, we understand that and work with that.
Like it? Share it!
My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.
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