Been stuck in traffic jam recently? I was just yesterday and maybe you were too. I bet it wasn't like the one in China, but I'll get to that in a minute. Let's say you're in a traffic snarl on the outerbelt freeway - yeh the one that's supposed to save you time. Your trip normally takes you 20 minutes even in rush hour. Today, though, in that same twenty minutes you've covered, well, you can still see the on ramp in your rear view mirror. How do you feel? Anxious? Frustrated? Angry?
Now, That's A Jam!
Now imagine being in a traffic jam that would last . . . a month! According to the Associated Press this is happening right now just outside Beijing, China due to construction. This is a whopper of a traffic planning snafu. How did authorities not know this would happen . . . or did they? Cars are lined up for 60 miles!! for Pete's sake, certainly no one would do that on purpose . . . or would they? There is no indication that anyone is surprised by it. The authorities have only offered, quite unemotionally that the construction will complete by the middle of September.
Let me ask you...how long would you last?
What would you think about?
You've got a problem - if you are stuck in traffic that only moves a 1/2 a mile a day - I think I can push my car that far in a day - that has to be solved. You are no longer thinking about getting to the market or what you're going to say in your sales pitch - you've got to survive. And this isn't a problem you can solve on your own unless you just happen to have a months worth of three square meals in your trunk. You need somebody who has access to solutions you don't have.
What if some enterprising person saw the gridlock, did a few calculations in his head, loaded up his cart with Big Mac's and Bottled Water and decided to hop the fence and bring it to you - at a premium! This is exactly what is happening in Beijing. People are carting cups of noodles and water to the stranded drivers and making a nice profit. Some complain about this, and I see their point...sort of. Look, life is tough and you need solutions.
Opportunities In The Middle Of Problems
When times get really tough, opportunities are created for enterprising, creative people to solve problems in a way others can't. But if you're in the middle of the problem you may be the least likely to see solutions. Many management theorists that haven't actually gotten stuck in anything but an elevator will tell you that this is the time for you to see the opportunity in the problem. I would say it's true, but you may need to get help from outside your sphere. The guy stuck in traffic is continually looking for a way out and focusing on how very jammed up they are. Problem is, there may not be a way out, but a way through that someone else must provide.
Tight As Ticks
Where will you get help from? From whom do you gain a different perspective? I once heard an executive say that for a long time he didn't expect any really imaginative thinking from his team because they were 'tight as ticks.' Now, I am not sure how tight a group of ticks really are, but one thing is for sure; it wasn't a compliment. So, break out of your little tick groupthink, widen your thinking sphere three ways:
1. Actually Ask Your Peers For Ideas. There is a common thought among businesses and people that are experts in their field (or, have at least done it a long time) that you can only get valuable input from someone who knows what it's like to do your job in your industry. I will tell you that Marketing has some thoughts about Operations that might really make a difference to clients. Finance (oh, here we go) will likely have some quite pragmatic and useful thoughts for you to consider - and if they're any good it won't be followed by "...and you can't have any budget to do it." Silo thinking still exists and it's a terrible loss of creativity and solutions.
2. Join Industry Groups - And Get Ideas From People. I think this is most likely to happen away from the formal presentations. Nothing makes people feel better - rightly - than being asked their opinion about something you are struggling with. Buy them dinner after the day's formal program and ask them three pointed questions about a hypothetical situation. This might be difficult - and maybe improper - to do with a competitor, but suppliers and business partners will gladly help. Remember, these people are sitting in a different spot of the value chain and may well see things you don't - so ask.
3. Talk to Your Customers. Go ahead, they will not bite.... Okay, maybe they will and it might leave a mark. But that mark will forever remind you that the single greatest source of innovation and ideas is the same group of people that are paying the bills today. Many people, and oddly, some companies are scared to death to talk with their customers. Some of the greatest insights that I've used to solve problems for multiple customers came out of difficult conversations with clients about products and services we were delivering to them. They will tell you - and that's better than just telling everyone at the next industry get together.
Tuesday, August 24, 2010
Monday, August 23, 2010
BLT #24: Execution Trumps Strategy . . . But We're A Strategy Culture
The following is excerpted from The Universe In A Nutshell by Stephen Hawking:
"Toward the end of the nineteenth century, scientists believed they were close to a complete description of the universe... All that was needed for a complete theory were careful measurements... Anticipating such measurements, the Jefferson Lab at Harvard University was built entirely without iron nails so as not to interfere with delicate magnetic measurements."
When people get excited about a goal, they will go to extraordinary lengths to achieve it. We will work crazy hours, miss family picnics and, well, find a way to build a building without any iron nails - which in pre-1900 construction was quite a feat. Is it possible, though, to get very small things right, but seemingly big things overlooked?
"...the planners forgot that the reddish brown bricks of which the lab and most of Harvard are built contain large amounts of iron. The building is still in use today, although Harvard is still not sure how much weight a library floor without iron nails will support." (emphasis mine)
The people asked to execute this task - with great funding and promise - paid attention to many minute details and in fact did build a building. Unfortunately rather than building a laboratory that would provide measurements to support the most important scientific thinking of the time, they ended up building a library. Imagine the immense disappointment of getting to the place where the building is done, all the equipment is loaded and ready to use. The scientists turn everything on and . . . plop. Imagine the feeling at first realizing that your beautiful machines (strategy) are surrounded by a barrier that will keep you from reaching your goal.
It is often true that product and service development efforts aimed at fulfilling a strategic vision, end short of the mark. Read any story you like regarding "renewal" or "strategic alignment" or "performance improvement" and you will, generally, read stories of sadness and missed opportunities. I suggest that in many cases we get so infatuated with strategic planning as the source of a new future that we look past a critical question: "Are we a company that executes?"
I think there are three keys to organizations which excel in execution, and it is in firms that can master these that strategic thinking can be turned to action.
You may say, "But my dear fellow, three is far too small a number for a problem of this size." And I might respond, "That kind of thinking may be precisely why you struggle to get important things done - you have too many of them!" I tell you what, nail these three in your organization and you'll be getting somewhere - you will notice it. Then I'll give you the next three. Until then, you don't need 4,5 and 6 - they'll just clutter your thinking.
1. A Clear Set of Priorities. You will likely agree that is hard to make a decision among alternatives where each one is just as important as another. I've seen priority lists where there are numerous "priority 1" initiatives listed. How, then, are people to make decisions about where to spend time and allocate scarce resources? They don't. They can't. They won't. They spread themselves and others too thin and the things we must get an 'A' on we end up getting a 'C'. Here is the test, ask three of your peers what the three most important things in your business are for 2010 - the things that if nothing else gets done these will. If you don't get the same answer from each, you have a window - a giant, overlooking the Pacific Ocean type bay window - into your execution problems. This is stop light issue: if you don't have alignment at the top you won't have it anywhere else - and you will struggle.
2. Disciplined People and Processes. Getting things done requires people that are disciplined thinkers and organize work, and others, well. They make connections from one thing to another and - often unconsciously - build models in their heads around how things work together. You need people who are diligent in details. By the way , this must be true across the organization. We are very selective about project leaders, etc. but what about the rest of the people on the team? A good project manager cannot make up for 10 others who are disorganized and poor collaborators. I don't know if everyone needs to be Six Sigma black belts or not - I've seen these types become slaves to their process and someone not trained in it run wildly successful efforts - but there needs to be a single commonly held approach to managing projects and resolving issues.
3. A Culture of Resolution & Willingness To Make Trade-off Decisions. There is a string that runs through your organization, a part of its fiber. How dogged we are at sticking to the job at hand, at focusing on the important and resolutely solving every issue that comes about. This is NOT an unwavering commitment to the way we envision things at the start - it's to results and making a difference for our business. This may - actually, almost certainly will - require some hard decisions along the way among Timeline, Quality, Features and Cost. Look to see if these tradeoffs are always getting kicked upstairs - if so, your not being clear enough for people to execute. (I'll write later about how to make these tradeoffs - or, at least how I do it.)
Strategy is fun and intellectually challenging. Executives -yes me included - can sometimes be lulled into thinking they've done their job once finished. It is also the key role of leadership to translate that strategy into a useful decision framework which disciplined, committed people can use to make the needed adjustments for execution.
.
"Toward the end of the nineteenth century, scientists believed they were close to a complete description of the universe... All that was needed for a complete theory were careful measurements... Anticipating such measurements, the Jefferson Lab at Harvard University was built entirely without iron nails so as not to interfere with delicate magnetic measurements."
When people get excited about a goal, they will go to extraordinary lengths to achieve it. We will work crazy hours, miss family picnics and, well, find a way to build a building without any iron nails - which in pre-1900 construction was quite a feat. Is it possible, though, to get very small things right, but seemingly big things overlooked?
"...the planners forgot that the reddish brown bricks of which the lab and most of Harvard are built contain large amounts of iron. The building is still in use today, although Harvard is still not sure how much weight a library floor without iron nails will support." (emphasis mine)
The people asked to execute this task - with great funding and promise - paid attention to many minute details and in fact did build a building. Unfortunately rather than building a laboratory that would provide measurements to support the most important scientific thinking of the time, they ended up building a library. Imagine the immense disappointment of getting to the place where the building is done, all the equipment is loaded and ready to use. The scientists turn everything on and . . . plop. Imagine the feeling at first realizing that your beautiful machines (strategy) are surrounded by a barrier that will keep you from reaching your goal.
It is often true that product and service development efforts aimed at fulfilling a strategic vision, end short of the mark. Read any story you like regarding "renewal" or "strategic alignment" or "performance improvement" and you will, generally, read stories of sadness and missed opportunities. I suggest that in many cases we get so infatuated with strategic planning as the source of a new future that we look past a critical question: "Are we a company that executes?"
I think there are three keys to organizations which excel in execution, and it is in firms that can master these that strategic thinking can be turned to action.
You may say, "But my dear fellow, three is far too small a number for a problem of this size." And I might respond, "That kind of thinking may be precisely why you struggle to get important things done - you have too many of them!" I tell you what, nail these three in your organization and you'll be getting somewhere - you will notice it. Then I'll give you the next three. Until then, you don't need 4,5 and 6 - they'll just clutter your thinking.
1. A Clear Set of Priorities. You will likely agree that is hard to make a decision among alternatives where each one is just as important as another. I've seen priority lists where there are numerous "priority 1" initiatives listed. How, then, are people to make decisions about where to spend time and allocate scarce resources? They don't. They can't. They won't. They spread themselves and others too thin and the things we must get an 'A' on we end up getting a 'C'. Here is the test, ask three of your peers what the three most important things in your business are for 2010 - the things that if nothing else gets done these will. If you don't get the same answer from each, you have a window - a giant, overlooking the Pacific Ocean type bay window - into your execution problems. This is stop light issue: if you don't have alignment at the top you won't have it anywhere else - and you will struggle.
2. Disciplined People and Processes. Getting things done requires people that are disciplined thinkers and organize work, and others, well. They make connections from one thing to another and - often unconsciously - build models in their heads around how things work together. You need people who are diligent in details. By the way , this must be true across the organization. We are very selective about project leaders, etc. but what about the rest of the people on the team? A good project manager cannot make up for 10 others who are disorganized and poor collaborators. I don't know if everyone needs to be Six Sigma black belts or not - I've seen these types become slaves to their process and someone not trained in it run wildly successful efforts - but there needs to be a single commonly held approach to managing projects and resolving issues.
3. A Culture of Resolution & Willingness To Make Trade-off Decisions. There is a string that runs through your organization, a part of its fiber. How dogged we are at sticking to the job at hand, at focusing on the important and resolutely solving every issue that comes about. This is NOT an unwavering commitment to the way we envision things at the start - it's to results and making a difference for our business. This may - actually, almost certainly will - require some hard decisions along the way among Timeline, Quality, Features and Cost. Look to see if these tradeoffs are always getting kicked upstairs - if so, your not being clear enough for people to execute. (I'll write later about how to make these tradeoffs - or, at least how I do it.)
Strategy is fun and intellectually challenging. Executives -yes me included - can sometimes be lulled into thinking they've done their job once finished. It is also the key role of leadership to translate that strategy into a useful decision framework which disciplined, committed people can use to make the needed adjustments for execution.
.
Wednesday, August 18, 2010
BLT #23: Status is 'Yellow' . . . Or Is It?
Companies, departments and divisions all have some way of communicating how it's projects are progressing. Whether they are multi-million dollar game-changing technology investments or a special effort to clean up some client record keeping, someone asks for an update or status - and we find a clean way to say it.
In many cases it's pretty straightforward, but for high profile efforts it can be hard to get the straight stuff from the project team. I'm accustomed to a scale you may have seen in your organization which I call the 'stoplight' update: Red, Yellow and Green. Yours may use "1,2,3" or "On Schedule, On with concerns, Behind." The idea is the same - to efficiently communicate what is going on to management and let them read details if they wish.
I have found, however, that when you take the time to look under the covers, some statuses aren't what they seem - and that can be catastrophic.
Now, let's start with the easiest to read: "Red". It jumps off the page, gets phones and hands ringing and calendars filling. it is for this reason that no one calls anything a "Red/3/Behind" status unless things are in really bad shape and there is a clear need for management intervention - and even then it might not be valued to say it. A past colleague of mine was managing a large important project that the division president's - and many others' - bonuses were tied to. The effort was running out of daylight and issues were piling up at the very last. She issued a status of "Red" and was immediately summoned to her boss's boss's office to discuss it. To emphasize two things, no, I didn't accidentally type 'boss's' twice in that prior sentence. Also, sometimes "immediately" means different things to different people. This was the right now kind.
No one really knows what the conversation was about that morning but some kind of wonderful magic was worked. It seems that within the walls of the boss's boss's (!!) office a genius wonder work took place. I can say this because 5 minutes after that meeting the project was 'Green' and zooming along like a rocket sled on rails. My cohort's countenance, though, somehow didn't seem to have perked up at all. In fact she had an ashen, frowny face. You figure it out. We can agree that regardless of the manner your leadership reacts, "Red" says what it is.
Jumping to the other end of the scale we have happy, perky, pleased as punch "Green". Life is good in these projects. You can imagine rose petals falling form the ceiling of any room in which status meetings take place. Objectives are being met, it's within budget and the project manager sleeps like a baby at night. Now it's fair to say also that just because someone says a project is on schedule they may be hiding problems. If your organization has any standards at all, though, it's difficult to justify the risk of saying something is fine, when everyone knows it isn't. I have seen projects that were referred to as being on schedule, but it should have been called "on-schedule depending on whom you speak with."
The toughest one of all, the one that you better look at are projects that are in the middle ground of "Yellow." As you might imagine this means caution is needed and some things are being dealt with inside the group. I once worked for a person I quote roughly 5 times a week - sometimes consciously sometimes not - who said this about statuses of "Yellow": "Lance, a yellow is a red but nobody wants to say it." I have found his point of view, unfortunately, accurate on more than one occasion. If you see middle ground updates on important efforts, you likely ought to act like it's got momentum to being delayed and do something.
What's going on here? I've kind of adopted the idea that the willingness of an organization to speak clearly about issues, acknowledge them and begin acting on them shows up in many ways. Projects are just one. If an organization can embrace a project that is behind schedule and not grind up the project manager for saying it, isn't it likely that same organization wants to know issues in other areas of it's operations? I think this is a reflection of the culture of an organization's commitment, accountability and performance ethic. As leaders we have an opportunity to impact the way our businesses work from the inside out based on our approach and response to daily operating issues.
1. Don't wait for status reports. If you are waiting for status reports to tell you about something that's important to you, that's a passive mistake. If something matters, you'd better be getting to the meeting and hearing the discussion firsthand. Asking hard questions and not letting people or issues slide off the hook. Be actively engaged in lending a hand to keeping things on track, which might involve championing the cause yourself to others.
2. Embrace and appreciate issues. Nothing will get around quicker than your acceptance of the issues in play and your appreciation for knowing them. I've seen people not communicate issues for another week past their discovery because they haven't had a chance to talk to their boss yet. Then later they have to deal with challenges to their credibility because it is disclosed they knew about it much earlier. Maybe you can help them by getting on the phone with the other leader and asking them to come to the meeting and help resolve the issues faster. Again, how you react to issues is a direct predictor as to how many issues you'll actually hear about.
3. Get executive leadership involved. When I was with Nationwide Insurance we had a great model in place where each project of any significance had an Executive Sponsor, someone on the business unit leadership team who owned the project and was actively involved in resolving issues, etc. This model, when used properly, empowers people to speak candidly about concerns and know they have someone involved that can help move blockages. When I served in these roles I often referred to myself as "The Bush Hog." I couldn't build what these talented peolpe were building, but I could help clear the brush and boulders so they could work.
If projects and special efforts are part of your business' reality - and it almost has to be - your active involvement can go along way to accomplish two goals of leadership: engaging people in their work and helping them succeed.
In many cases it's pretty straightforward, but for high profile efforts it can be hard to get the straight stuff from the project team. I'm accustomed to a scale you may have seen in your organization which I call the 'stoplight' update: Red, Yellow and Green. Yours may use "1,2,3" or "On Schedule, On with concerns, Behind." The idea is the same - to efficiently communicate what is going on to management and let them read details if they wish.
I have found, however, that when you take the time to look under the covers, some statuses aren't what they seem - and that can be catastrophic.
Now, let's start with the easiest to read: "Red". It jumps off the page, gets phones and hands ringing and calendars filling. it is for this reason that no one calls anything a "Red/3/Behind" status unless things are in really bad shape and there is a clear need for management intervention - and even then it might not be valued to say it. A past colleague of mine was managing a large important project that the division president's - and many others' - bonuses were tied to. The effort was running out of daylight and issues were piling up at the very last. She issued a status of "Red" and was immediately summoned to her boss's boss's office to discuss it. To emphasize two things, no, I didn't accidentally type 'boss's' twice in that prior sentence. Also, sometimes "immediately" means different things to different people. This was the right now kind.
No one really knows what the conversation was about that morning but some kind of wonderful magic was worked. It seems that within the walls of the boss's boss's (!!) office a genius wonder work took place. I can say this because 5 minutes after that meeting the project was 'Green' and zooming along like a rocket sled on rails. My cohort's countenance, though, somehow didn't seem to have perked up at all. In fact she had an ashen, frowny face. You figure it out. We can agree that regardless of the manner your leadership reacts, "Red" says what it is.
Jumping to the other end of the scale we have happy, perky, pleased as punch "Green". Life is good in these projects. You can imagine rose petals falling form the ceiling of any room in which status meetings take place. Objectives are being met, it's within budget and the project manager sleeps like a baby at night. Now it's fair to say also that just because someone says a project is on schedule they may be hiding problems. If your organization has any standards at all, though, it's difficult to justify the risk of saying something is fine, when everyone knows it isn't. I have seen projects that were referred to as being on schedule, but it should have been called "on-schedule depending on whom you speak with."
The toughest one of all, the one that you better look at are projects that are in the middle ground of "Yellow." As you might imagine this means caution is needed and some things are being dealt with inside the group. I once worked for a person I quote roughly 5 times a week - sometimes consciously sometimes not - who said this about statuses of "Yellow": "Lance, a yellow is a red but nobody wants to say it." I have found his point of view, unfortunately, accurate on more than one occasion. If you see middle ground updates on important efforts, you likely ought to act like it's got momentum to being delayed and do something.
What's going on here? I've kind of adopted the idea that the willingness of an organization to speak clearly about issues, acknowledge them and begin acting on them shows up in many ways. Projects are just one. If an organization can embrace a project that is behind schedule and not grind up the project manager for saying it, isn't it likely that same organization wants to know issues in other areas of it's operations? I think this is a reflection of the culture of an organization's commitment, accountability and performance ethic. As leaders we have an opportunity to impact the way our businesses work from the inside out based on our approach and response to daily operating issues.
1. Don't wait for status reports. If you are waiting for status reports to tell you about something that's important to you, that's a passive mistake. If something matters, you'd better be getting to the meeting and hearing the discussion firsthand. Asking hard questions and not letting people or issues slide off the hook. Be actively engaged in lending a hand to keeping things on track, which might involve championing the cause yourself to others.
2. Embrace and appreciate issues. Nothing will get around quicker than your acceptance of the issues in play and your appreciation for knowing them. I've seen people not communicate issues for another week past their discovery because they haven't had a chance to talk to their boss yet. Then later they have to deal with challenges to their credibility because it is disclosed they knew about it much earlier. Maybe you can help them by getting on the phone with the other leader and asking them to come to the meeting and help resolve the issues faster. Again, how you react to issues is a direct predictor as to how many issues you'll actually hear about.
3. Get executive leadership involved. When I was with Nationwide Insurance we had a great model in place where each project of any significance had an Executive Sponsor, someone on the business unit leadership team who owned the project and was actively involved in resolving issues, etc. This model, when used properly, empowers people to speak candidly about concerns and know they have someone involved that can help move blockages. When I served in these roles I often referred to myself as "The Bush Hog." I couldn't build what these talented peolpe were building, but I could help clear the brush and boulders so they could work.
If projects and special efforts are part of your business' reality - and it almost has to be - your active involvement can go along way to accomplish two goals of leadership: engaging people in their work and helping them succeed.
Monday, August 16, 2010
BLT #22: Does Your Shadow Strike Fear . . . Or Inspire Excellence
Because everything we say and do is the length and shadow of our own souls, our influence is determined by the quality of our being.
- Dale Turner
There is a story about a man who complains to his therapist that there is a person, very much like himself, that is following him everywhere. He can't escape the presence of this person and he is threatened and scared by him. Whatever he does, this man mocks him. The therapist asks whether he has sought help from the authorities to keep this man from bothering him. The man simply replies, "You don't understand, my shadow is with me in everything I do - how could I possibly get away from him?"
Every leader must recognize that you too cast a shadow you cannot escape, for good or ill. That is right, you are a leader. Now, when I say 'leader' I do not mean "CEO" or "Chief / VP / Director or Manager of anything." I do not mean to point to a block on an organization chart. Leaders are everywhere, even in the very chair you occupy as you read my words. If you don't see yourself as a leader let's change that right now. There, you are one. If you interact with people and have an opportunity to provide insight, learning, direction, caring, help or results of any kind, you are a leader. You may be excellent at leading or poor, and that is the point of this thinking today.
You see, each of us casts a real shadow like the one our friend on the therapists sofa. But we also cast a figurative shadow with every word we speak, every email we send and every decision we make. Students of middle school mathematics learn to calculate the length and area of a shadow cast by an object. They can also work backwards to tell you about the object based on the size and shape of the shadow.
Your shadow is much the same. People who are touched by your shadow either are energized by it, or simply blocked out from the sun. You either build up and clarify or you tear down and muddy the water. Your shadow either stays on the surface or reaches to people's souls. Your shadow either takes, or gives. Much like our math students, people can - and do - tell much about you by looking at your shadow. The energizing (or frightening part if you've never thought about it) part of this is that your shadow touches people every day!.
Here are some thoughts I'd ask you take into this day - to choose to cast a shadow that builds; that energizes; that makes people better for having been within it.
1. Think about your shadow? Before you leave your office/cube/desk/truck, before you answer that email, before you call your client you must think consciously about the shadow you are casting. This is particularly important when you are having difficult conversations that require candor and resolution. Difficult things can be done in such a way - with proper thought - that others feel that they've been treated fairly, openly and honestly. Your shadow will leave an imprint - don't leave it to chance.
2. Think and speak well of others. I believe it's impossible to cast a shadow that builds others up without generally thinking well of people, what they're doing and who they are. If you are in the habit of thinking or speaking poorly of anyone, put that away - it's beneath you. You must also develop the ability to rise above petty discussions. I once was with a group who had begun tearing down another executive. I pointed out a couple of very valuable traits of that person and, voila!!, the negativity ended.
Negative energy dissipates quickly in the presence of someone who won't permit it to exist. Be that person. Negativity and cynicism is lazy thinking - it's easy. You have to sometimes look for the good in people so do it.
3. Find Opportunities to say 'YES.' I've been known as a problem solver. People have come to feel that I can be given just about any business problem and I will find a way through. I've not known why that's the case until I began writing this. I believe it starts with seeing every problem as solvable. It might not be a straight line and there may be many competing interests but I know there is a balance to all of it - I just have to find it. Having a positive attitude about problems and challenges - isn't that what work is??? - casts a shadow of opportunism and propels others forward.
Today is the day to begin shaping your shadow and the impact it has on those around you.
- Dale Turner
There is a story about a man who complains to his therapist that there is a person, very much like himself, that is following him everywhere. He can't escape the presence of this person and he is threatened and scared by him. Whatever he does, this man mocks him. The therapist asks whether he has sought help from the authorities to keep this man from bothering him. The man simply replies, "You don't understand, my shadow is with me in everything I do - how could I possibly get away from him?"
Every leader must recognize that you too cast a shadow you cannot escape, for good or ill. That is right, you are a leader. Now, when I say 'leader' I do not mean "CEO" or "Chief / VP / Director or Manager of anything." I do not mean to point to a block on an organization chart. Leaders are everywhere, even in the very chair you occupy as you read my words. If you don't see yourself as a leader let's change that right now. There, you are one. If you interact with people and have an opportunity to provide insight, learning, direction, caring, help or results of any kind, you are a leader. You may be excellent at leading or poor, and that is the point of this thinking today.
You see, each of us casts a real shadow like the one our friend on the therapists sofa. But we also cast a figurative shadow with every word we speak, every email we send and every decision we make. Students of middle school mathematics learn to calculate the length and area of a shadow cast by an object. They can also work backwards to tell you about the object based on the size and shape of the shadow.
Your shadow is much the same. People who are touched by your shadow either are energized by it, or simply blocked out from the sun. You either build up and clarify or you tear down and muddy the water. Your shadow either stays on the surface or reaches to people's souls. Your shadow either takes, or gives. Much like our math students, people can - and do - tell much about you by looking at your shadow. The energizing (or frightening part if you've never thought about it) part of this is that your shadow touches people every day!.
Here are some thoughts I'd ask you take into this day - to choose to cast a shadow that builds; that energizes; that makes people better for having been within it.
1. Think about your shadow? Before you leave your office/cube/desk/truck, before you answer that email, before you call your client you must think consciously about the shadow you are casting. This is particularly important when you are having difficult conversations that require candor and resolution. Difficult things can be done in such a way - with proper thought - that others feel that they've been treated fairly, openly and honestly. Your shadow will leave an imprint - don't leave it to chance.
2. Think and speak well of others. I believe it's impossible to cast a shadow that builds others up without generally thinking well of people, what they're doing and who they are. If you are in the habit of thinking or speaking poorly of anyone, put that away - it's beneath you. You must also develop the ability to rise above petty discussions. I once was with a group who had begun tearing down another executive. I pointed out a couple of very valuable traits of that person and, voila!!, the negativity ended.
Negative energy dissipates quickly in the presence of someone who won't permit it to exist. Be that person. Negativity and cynicism is lazy thinking - it's easy. You have to sometimes look for the good in people so do it.
3. Find Opportunities to say 'YES.' I've been known as a problem solver. People have come to feel that I can be given just about any business problem and I will find a way through. I've not known why that's the case until I began writing this. I believe it starts with seeing every problem as solvable. It might not be a straight line and there may be many competing interests but I know there is a balance to all of it - I just have to find it. Having a positive attitude about problems and challenges - isn't that what work is??? - casts a shadow of opportunism and propels others forward.
Today is the day to begin shaping your shadow and the impact it has on those around you.
Friday, August 13, 2010
BLT #21: You Want To Succeed? . . . Get Me Some Tea
It had just begun, the way many valuable things begin, in a way that I could never have guessed. I was in the first minute of the first class in my first year of graduate studies at The Ohio State University. I had been working for just about 8 years after completing my undergraduate work. At the insistence of my wife, Anne, I took the GMAT scoring in the top 5% (maybe it was 8%?) and felt strongly that I had something meaningful to offer this very serious undertaking. This was no messin' around. I was going to get an MBA, so I was ready to dig into some serious mountain-top thinking. After all, wasn't that how one got ahead in this world?
The professor for our first course, Organizational Behavior, strode into the lecture about 5 minutes late. I do not recall his name, but he was originally from Korea - I forget which side of the border - and I liked him immediately. He smiled and asked, "Who in this room wants to receive a grade of 'A' in this course?' I sheepishly raised my hand, along with many others, knowing there was a second half to that question.
We put our hands down and he gave us the formula. You know, the formula that so many people look for in life, work and relationships that shoot us to the front of the class, that lock in the love of the person we desire and that gets the adulation and promotion we seek professionally. You know....the formula!
But he didn't say what I expected, which wasn't a specific guess on my part but rather a general idea that it would be something meaningful; deeply felt. He said . . . wait for it, "If you want an A in this course you will bring tea to me at each lecture on Tuesday and Thursday with a lemon in it." Silence. Staring.
Success - with your boss, your spouse or your customers - is often not about the base 'product'. It's really about something else altogether. Don't get me wrong, you must do the core things properly and at a high level of quality and maybe a good dash of panache. But this is something else. It requires understanding people and the things important to them. My wife, who is far more attractive than I can justify being with, knew what I looked like. She understood what I was about and what level of intelligence I had/didn't have. However, with all that in my, um, favor, she told me years later that she fell in love with me because of one act: a Fribble.
I was picking her up late from work one night - she worked the night shift at Children's Hospital - and remembered like a bolt of lightning that she told me how much she loved these strawberry milkshakes. I left my apartment early enough so I could drop by Friendly's Ice Cream and get her one on the way down. No big plan, no ulterior motives, just doing something she'd like. When she got in the car and saw the shake - remember it's 11 PM and she's just worked 10 hours - she lit up. And I instantly transformed from regular guy into a superhero.
There are of course, no formulas for success at much of anything but I do offer these thoughts from my experience:
1. You have to know what matters to people. The job you are doing for them is a given. If you don't get that done all the Fribbles in the world won't save you. Oh yeah and by the way, people won't always tell you exactly what they need or like. You'll have to work at finding out. When you do . . .
2. Do it for them. The first part of this is the action the second part is the motivation. Once you know what matters to people and what will wow them, you have to take action. Something memorable. Something personal. Something that very clearly says "I've paid attention and I have done this specifically for you." Finally, you must expect nothing in return. You do it for the sheer joy and fulfillment of doing something meaningful for another. Don't assume that 33% of the people you do this for will buy another XX widgets. You appreciate them and just want to do it for them - not you.
3. Smile the whole time knowing you're doing something that matters. There is one little selfish thing you can do for yourself and that is this: when you know you are doing something kind and meaningful for someone else you feel good and that is just fine. And when you feel good you smile and walk a little more upright and briskly. And when you smile people want to know what's up with you. And you tell them. And it spreads.
The professor didn't really give A's for tea - but he did get some tea out of the deal. And I felt great about it!!
The professor for our first course, Organizational Behavior, strode into the lecture about 5 minutes late. I do not recall his name, but he was originally from Korea - I forget which side of the border - and I liked him immediately. He smiled and asked, "Who in this room wants to receive a grade of 'A' in this course?' I sheepishly raised my hand, along with many others, knowing there was a second half to that question.
We put our hands down and he gave us the formula. You know, the formula that so many people look for in life, work and relationships that shoot us to the front of the class, that lock in the love of the person we desire and that gets the adulation and promotion we seek professionally. You know....the formula!
But he didn't say what I expected, which wasn't a specific guess on my part but rather a general idea that it would be something meaningful; deeply felt. He said . . . wait for it, "If you want an A in this course you will bring tea to me at each lecture on Tuesday and Thursday with a lemon in it." Silence. Staring.
Success - with your boss, your spouse or your customers - is often not about the base 'product'. It's really about something else altogether. Don't get me wrong, you must do the core things properly and at a high level of quality and maybe a good dash of panache. But this is something else. It requires understanding people and the things important to them. My wife, who is far more attractive than I can justify being with, knew what I looked like. She understood what I was about and what level of intelligence I had/didn't have. However, with all that in my, um, favor, she told me years later that she fell in love with me because of one act: a Fribble.
I was picking her up late from work one night - she worked the night shift at Children's Hospital - and remembered like a bolt of lightning that she told me how much she loved these strawberry milkshakes. I left my apartment early enough so I could drop by Friendly's Ice Cream and get her one on the way down. No big plan, no ulterior motives, just doing something she'd like. When she got in the car and saw the shake - remember it's 11 PM and she's just worked 10 hours - she lit up. And I instantly transformed from regular guy into a superhero.
There are of course, no formulas for success at much of anything but I do offer these thoughts from my experience:
1. You have to know what matters to people. The job you are doing for them is a given. If you don't get that done all the Fribbles in the world won't save you. Oh yeah and by the way, people won't always tell you exactly what they need or like. You'll have to work at finding out. When you do . . .
2. Do it for them. The first part of this is the action the second part is the motivation. Once you know what matters to people and what will wow them, you have to take action. Something memorable. Something personal. Something that very clearly says "I've paid attention and I have done this specifically for you." Finally, you must expect nothing in return. You do it for the sheer joy and fulfillment of doing something meaningful for another. Don't assume that 33% of the people you do this for will buy another XX widgets. You appreciate them and just want to do it for them - not you.
3. Smile the whole time knowing you're doing something that matters. There is one little selfish thing you can do for yourself and that is this: when you know you are doing something kind and meaningful for someone else you feel good and that is just fine. And when you feel good you smile and walk a little more upright and briskly. And when you smile people want to know what's up with you. And you tell them. And it spreads.
The professor didn't really give A's for tea - but he did get some tea out of the deal. And I felt great about it!!
Wednesday, August 11, 2010
BLT #20: Excellence . . . Are You Only Cloudbursting?
“If you are going to achieve excellence in big things, you develop the habit in little matters.”
- Colin Powell
I believe we can all agree - and if we cannot then you might be better off reading something else - that, in the main, leaders tend to pay much attention to things higher up and leave the ground level matters to those closer to the action. This is a perilous approach, as humorously illustrated in a scene from the movie Men Who Stare At Goats. George Clooney's character is driving through the desert - nothing for miles but sand and the road he's travelling - along wth Ewan MacGregor. The camera focuses closely on Clooney who, while driving, is staring intently up to the sky for long periods, then only briefly down the road, then immediately up again to the sky. When asked what he's doing, he replies that he is cloudbursting - breaking up clouds with his mind. MacGregor's character responds with a look that says, "Oh, of course you are, how silly of me to ask." Just as you are letting that sink in, Clooney crashes the car into what appears to be the only rock - heck the only obstacle of any sort - in the entire desert.
The physical humor of it gets a laugh and the action picks up quickly, so if you aren't paying attention you can miss the irony of it. A man who truly believes he has the incredible mind power to burst clouds at 40,000 feet cannot avoid hitting a rock right in front of him. He may (or more likely not) have the ability to deal with these 'higher up things', but it's the issues closer to the ground that are thwarting his mission.
I was once responsible for a multi-functioning service group that performed every function for our assigned group of customers - phone service, transaction processing, complaint handling, statements. Not long after I took over, I learned that we had been getting some feedback from the field that our phone service was perceived poorly by our customers. We had responded by placing a new quality review in production and believed we were improving. Now, there are some who might say, "Good, they owned up to the feedback and got cracking on a solution. Booyah!" I said, "Let's go listen to some calls."
My call center leaders, trying to be considerate of my busy schedule with 'important things', offered to make a disk for me of selected calls and I could listen to them in my car at my convenience. I wanted to send the message that listening to customer calls was not a matter of convenience but that it was critical to our mission of delivering a service experience our customers would remember and be loyal to. I also didn't want to simply listen to good calls someone would select, but as they came - randomly. I wanted to see how the managers would rate the calls so we all independently rated a call using the framework they'd designed.
During the very first call we listened to I asked for their reviews. The good news is that everyone of them was within a point or two so we had achieved consistency. Everyone agreed that the only trip was a particular question related to taxation of the transaction that the representative had not answered correctly. They had been kind, patient and attentive and had accurately handled the client's transaction, but booted the explanation of the taxes. The call was rated a 'low passing' grade with a note for feedback to the representative. I then asked a question that changed how we challenged ourselves from that point forward:
"I rated that call a '0'." Pins dropping. Then someone tried to re-explain the grid to me, sure that I had missed a nuance of the scale. After they'd finished I made as plain as I could without yelling. "If we give a customer poor information, it does not matter in the slightest how kind we are, how efficient we are or whether we listen with interest to the customer's complaint about rain in the forecast. Everything begins and ends with the assumption of giving accurate information to our customer."
I tell that story not because I am brilliant or special. But I know what mattered most. Too many leaders - and I've been guilty of it too - spend a great deal of time cloudbursting and are crashing into rocks right in front of them. If you really want to do the special things that matter all the way up, delight your customers by paying attention to the details.
My tips are these:
1. Meet your customer on the ground. If you couldn't identify a customer standing right in front of you, you'd better find a way to get your sales people to take you on some ride-alongs. If they won't take you, buy a better suit, comb your hair and ask them again. When you see how much help they need and how much trouble you give them with the smallest failures, your cloudbursting days will be over. Iti will change your life. I promise.
2. Spend time in the trenches. It might make people a little uneasy at the start, but soon they'll learn that you truly care not only about how we are treating our customers, but whether they have the right tools and training to deliver a sparkling experience. You will also find out things your managers are not telling you - not out of deception but because they assume you are too busy to be bothered (see above story).
3. Look deeply into and challenge what you measure. I absolutely believe the scorecard used to evaluate the calls I mentioned earlier was built with the right intention, but from a limited perspective. Ask customers what matters to them and measure that. You will be challenged and at the same time helping your buiness keep delighted customers.
PS - A buddy of mine bet me that I couldn't find a connection out of Men Who Stare At Goats. So there.
Tuesday, August 10, 2010
BLT #19: The Learning Cyle . . . Someone Else Must Benefit
It's a question long asked and mostly unanswered. Why do we have so many challenges? Some say they are for us to learn and improve from. And what about the fact - well, for me anyway - that we seem to get them coming at us with more and more frequency and energy. Does that mean I have A LOT of learning to do?
In fact, the number of challenges you have may not be anything you can do anything about - just which one's are active at the time. I heard about a young man who was living a life full of difficulties, challenges and issues. Recalling a professional development seminar - okay, "class" - he'd attended, he knew that it can be helpful to write your challenges down - to see them for what they are. He did this. As he finished up he realized he'd filled 5 sheets of paper. As he surveyed the vastness of the source of his poor humor and stomach discomfort, he recalled a story of an elderly woman who offered advice to people. He decided to go see her.
She lived alone in a small cottage at the top of a hill just outside of town. No roads led to her door so he had to hike. Upon reaching the front door he - just briefly - wondered what in the heck he was doing here. He knocked anyway and was greeted quickly by the lady he'd heard about. You know how somebody just looks smart when you see them. Well she looked so intelligent and, well, regal that he almost forgot why he was there. She surveyed him a moment and then said, "Your face tells me you have a question for me."
"Yes, I do" he said, "but I'm not sure how to ask it."
"Let me help. I suppose in those papers you're carrying that you have a list of problems, eighty-three of them to be precise and that you suppose that with some help you could improve your life by making the list shorter."
He was stunned. First that she already seemed to know why he was there, but chillingly she had numbered his list of problems - he hadn't even done that. Quickly he began counting his list. His amazement grew toward the end as he realized he had, precisely, eighty-three problems. "How did you know that?" he asked.
She answered him in a way that changed his view forever: "My son, you problem isn't that you have eighty-three problems. It's that you think your not supposed to have them."
This story illustrates for me a truth about our challenges with life, family, business and friends. Many will rightly say that part of the circle of learning is resolving the issues, learning from them and applying what you learn to the next set. But that misses something. Something critical to our purpose in any walk of like : to use what we've learned to help another down the road.
If all we do is help ourselves, the circle of learning remains incomplete and the full value of our experience cannot be fully reached.
Said more positively, the world can be made a better place because of the challenges you've worked through - in each one is an opportunity. You can complete the circle today, but you have to be looking:
Value what you've learned. You did much more than just get through it and put it behind you. You've added significantly to the storehouse of impact you can have for others. That sounds a lot better than 'just got through it' and it's true. Your life is like a bag of surprises that people can reach into and benefit from.
Make the value accessible to others. It's my experience people aren't very good at saying they have a problem they need help with. I know I don't like to own up to my shortfall of ability to handle a given task and I bet I am not alone. You may have to go looking for a place to apply what you've learned. Pay attention to the things that are challenging your organization, your family or friends. Offer help.
Give it away with no expectations of repayment. As leaders - at work, in our homes or in our community - we have a responsibility to 'give our experiences legs' by helping others. My wife and her family have experienced a great deal in working through the emotional issues associated with her mother's progression to and through Alzheimer's disease. Sometimes she has wondered why it happened. This past week the head of the facility Anne's mother is in approached her and told her that another family is in need of support. That Anne and her family have become the 'model family' and wanted to know if Anne was willing to meet with them to help them with their struggles. I think we now know part of the 'why?'
See your struggles as the first step to one day helping someone else - they won't look quite the same to you again.
In fact, the number of challenges you have may not be anything you can do anything about - just which one's are active at the time. I heard about a young man who was living a life full of difficulties, challenges and issues. Recalling a professional development seminar - okay, "class" - he'd attended, he knew that it can be helpful to write your challenges down - to see them for what they are. He did this. As he finished up he realized he'd filled 5 sheets of paper. As he surveyed the vastness of the source of his poor humor and stomach discomfort, he recalled a story of an elderly woman who offered advice to people. He decided to go see her.
She lived alone in a small cottage at the top of a hill just outside of town. No roads led to her door so he had to hike. Upon reaching the front door he - just briefly - wondered what in the heck he was doing here. He knocked anyway and was greeted quickly by the lady he'd heard about. You know how somebody just looks smart when you see them. Well she looked so intelligent and, well, regal that he almost forgot why he was there. She surveyed him a moment and then said, "Your face tells me you have a question for me."
"Yes, I do" he said, "but I'm not sure how to ask it."
"Let me help. I suppose in those papers you're carrying that you have a list of problems, eighty-three of them to be precise and that you suppose that with some help you could improve your life by making the list shorter."
He was stunned. First that she already seemed to know why he was there, but chillingly she had numbered his list of problems - he hadn't even done that. Quickly he began counting his list. His amazement grew toward the end as he realized he had, precisely, eighty-three problems. "How did you know that?" he asked.
She answered him in a way that changed his view forever: "My son, you problem isn't that you have eighty-three problems. It's that you think your not supposed to have them."
This story illustrates for me a truth about our challenges with life, family, business and friends. Many will rightly say that part of the circle of learning is resolving the issues, learning from them and applying what you learn to the next set. But that misses something. Something critical to our purpose in any walk of like : to use what we've learned to help another down the road.
If all we do is help ourselves, the circle of learning remains incomplete and the full value of our experience cannot be fully reached.
Said more positively, the world can be made a better place because of the challenges you've worked through - in each one is an opportunity. You can complete the circle today, but you have to be looking:
Value what you've learned. You did much more than just get through it and put it behind you. You've added significantly to the storehouse of impact you can have for others. That sounds a lot better than 'just got through it' and it's true. Your life is like a bag of surprises that people can reach into and benefit from.
Make the value accessible to others. It's my experience people aren't very good at saying they have a problem they need help with. I know I don't like to own up to my shortfall of ability to handle a given task and I bet I am not alone. You may have to go looking for a place to apply what you've learned. Pay attention to the things that are challenging your organization, your family or friends. Offer help.
Give it away with no expectations of repayment. As leaders - at work, in our homes or in our community - we have a responsibility to 'give our experiences legs' by helping others. My wife and her family have experienced a great deal in working through the emotional issues associated with her mother's progression to and through Alzheimer's disease. Sometimes she has wondered why it happened. This past week the head of the facility Anne's mother is in approached her and told her that another family is in need of support. That Anne and her family have become the 'model family' and wanted to know if Anne was willing to meet with them to help them with their struggles. I think we now know part of the 'why?'
See your struggles as the first step to one day helping someone else - they won't look quite the same to you again.
Monday, August 9, 2010
BLT #18: Finding Answers . . . By Being Quiet and Looking In The Right Place
Go faster or slow down? When the pressure's on what do you do? Most of us speed up, nerves running hard and the mind whirring like a top. Is that always the best way. Let's look at a story I read some time ago - I cannot recall where - and see if there's a better way.
Jim and three of his coworkers had been tasked to clean out an old warehouse. It was a sweltering morning already, and the radio weather reader - isn't that all they are - had predicted it would be getting worse. He recalled the report saying the high temperature would be 97, but with the humidity it would feel more like 105. He laughed to himself when he wondered why they didn't just say it was going to be 105 if that's what it would feel like. It seemed to him, at that moment already bathed in sweat, a little silly to tell him what it would feel like if there were more clouds and a lot less humidity. This was going to be a long day.
Glancing down at the watch his wife of 20 years had just given him to commemorate the occasion, he told the guys they needed to get back to work. Remembering the watch's special meaning, he decided to take it off and put it in his pocket where it would be less exposed to scratching and banging. Six hours later the men came out of the warehouse that had been freshly purged of 10 years of junk, dirt and rust. Jim reached into his pocket to retrieve his watch and found nothing. Panic. Forgetting to breathe. Dizzy. What would his wife say? How much would she be hurt if he had to tell her the watch was already lost. He told his buddies and the four of them went frantically searching in the warehouse, refuse piles and even their truck. No watch.
Does this feel like anything your going through right now? There's a problem and you are running like crazy as fast as you can, but it seems the faster you run the farther you feel from an answer. The boss hates your presentation draft. Your sales pitch isn't ready. The quality issues in your team continue no matter what you try. If not you, then maybe you know someone who is. I encourage you to read on.
When they emerged from the building an hour later and still without the watch, the three men were trying to console Jim, apologizing for not being able to locate the watch. A young, scruffy little kid who'd been hanging around during the afternoon heard the conversation and quietly slipped into the warehouse through the door. Five minutes later he jumped in front of the truck as the men were driving away, walked to the cab and handed Jim his watch.
The four men wondered how this could be, they'd looked everywhere...twice. How had he found it so fast? The boy simply answered, "I laid down on the floor, very still and quiet. I could hear the watch ticking so I just moved toward the ticking and there it was under a pile of rubbish."
You see, in all the rushing and frantic action they'd missed the best opportunity to find the watch - in fact they made it impossible to find it.
Many of us deceive ourselves into thinking that we do our best work under pressure, almost creating artificial fires so we can hammer things out at the last. And we've proven our ability to make this model work. You're smart, you know your business and frankly like the harried pace. But does it offer our best? I learned some time ago from valuable mentors the value of taking time out to think about things - to re-evaluate my assumptions and see if new thinking emerges. I've been shocked by how often I've missed things in the hustle - and so are you.
Let me offer you three steps for dealing with your current struggle.
1. Know that you are the right person for the task. Nothing will get in the way of solution faster than doubt and a lack of confidence in ourselves.
2. Ask for input from multiple people of different disciplines. It isn't popular today to admit that we need help, but it is the genius that realizes his own blind spots and asks for guidance from trusted advisers.
3. Focus on strategy and alignment first, then process, then people. I was once asked to look at a process for responding to pricing requests that were taking too long. After a little digging I began to wonder whether this was the problem at all. Pricing requests had been growing astronomically, telling me that what we were offering wasn't good enough. That is what had to be dealt with.
It was a strategy, capabilities and product problem, not a pricing process issue. We could have spent months fixing the process, but our strategy and competitive issues would be masked. Only once you've made sure your strategy is clear and that processes are reasonable, then you can focus on the performance of people.
It's easy to blame people, but the system might be set up for them to fail and you might not know it.
Jim and three of his coworkers had been tasked to clean out an old warehouse. It was a sweltering morning already, and the radio weather reader - isn't that all they are - had predicted it would be getting worse. He recalled the report saying the high temperature would be 97, but with the humidity it would feel more like 105. He laughed to himself when he wondered why they didn't just say it was going to be 105 if that's what it would feel like. It seemed to him, at that moment already bathed in sweat, a little silly to tell him what it would feel like if there were more clouds and a lot less humidity. This was going to be a long day.
Glancing down at the watch his wife of 20 years had just given him to commemorate the occasion, he told the guys they needed to get back to work. Remembering the watch's special meaning, he decided to take it off and put it in his pocket where it would be less exposed to scratching and banging. Six hours later the men came out of the warehouse that had been freshly purged of 10 years of junk, dirt and rust. Jim reached into his pocket to retrieve his watch and found nothing. Panic. Forgetting to breathe. Dizzy. What would his wife say? How much would she be hurt if he had to tell her the watch was already lost. He told his buddies and the four of them went frantically searching in the warehouse, refuse piles and even their truck. No watch.
Does this feel like anything your going through right now? There's a problem and you are running like crazy as fast as you can, but it seems the faster you run the farther you feel from an answer. The boss hates your presentation draft. Your sales pitch isn't ready. The quality issues in your team continue no matter what you try. If not you, then maybe you know someone who is. I encourage you to read on.
When they emerged from the building an hour later and still without the watch, the three men were trying to console Jim, apologizing for not being able to locate the watch. A young, scruffy little kid who'd been hanging around during the afternoon heard the conversation and quietly slipped into the warehouse through the door. Five minutes later he jumped in front of the truck as the men were driving away, walked to the cab and handed Jim his watch.
The four men wondered how this could be, they'd looked everywhere...twice. How had he found it so fast? The boy simply answered, "I laid down on the floor, very still and quiet. I could hear the watch ticking so I just moved toward the ticking and there it was under a pile of rubbish."
You see, in all the rushing and frantic action they'd missed the best opportunity to find the watch - in fact they made it impossible to find it.
Many of us deceive ourselves into thinking that we do our best work under pressure, almost creating artificial fires so we can hammer things out at the last. And we've proven our ability to make this model work. You're smart, you know your business and frankly like the harried pace. But does it offer our best? I learned some time ago from valuable mentors the value of taking time out to think about things - to re-evaluate my assumptions and see if new thinking emerges. I've been shocked by how often I've missed things in the hustle - and so are you.
Let me offer you three steps for dealing with your current struggle.
1. Know that you are the right person for the task. Nothing will get in the way of solution faster than doubt and a lack of confidence in ourselves.
2. Ask for input from multiple people of different disciplines. It isn't popular today to admit that we need help, but it is the genius that realizes his own blind spots and asks for guidance from trusted advisers.
3. Focus on strategy and alignment first, then process, then people. I was once asked to look at a process for responding to pricing requests that were taking too long. After a little digging I began to wonder whether this was the problem at all. Pricing requests had been growing astronomically, telling me that what we were offering wasn't good enough. That is what had to be dealt with.
It was a strategy, capabilities and product problem, not a pricing process issue. We could have spent months fixing the process, but our strategy and competitive issues would be masked. Only once you've made sure your strategy is clear and that processes are reasonable, then you can focus on the performance of people.
It's easy to blame people, but the system might be set up for them to fail and you might not know it.
Saturday, August 7, 2010
BLT #17- The Scout Law - Day 4 . . . We Ought To Be Servant Leaders
This is the final installment of my thoughts regarding the difference you and I can make through thoughtful application of the expected behavior and thinking of scouts. You will recall that The Scout Law lays out 12 of these expectations and each is stated as a fact - an accepted truth that each scout is to live up to. The word 'is' plays a critical role as it leaves no opportunity for alternative behavior toward others. So let's look at the last 3.
Courage is not the absence of fear, but the ability to overcome it.
- A. M. Gray, Commandant of the US Marine Corps (Warfighting)
Reverence is what we see of what others believe in and respect most
- Anonymous
This one is short and simple - there is coming a time in your career where your worth will be determined by the way you respond. How you react to the risks, how you act towards others and how you use the principles you care about the most to deal with it will leave a lasting legacy. Today's three tenets are sobering reminders that life is full of challenges. Work (or not), boss, kids (or not), wife (or not), friends, family - you name it, challenges are all around us. Your response to them is like your signature on everyday and every heart and mind you affect.
A Scout is Brave. There are some who will try to tell us they are not afraid and do not experience anxiety or times of doubt in themselves and their abilities. This is the western culture. "Never let 'em see you sweat" was a tag line for a deodorant product, but it says a lot about what we think people are supposed to do. Take your problems, put 'em in your pocket and go off in a corner and fight with them yourself. When you're all done come out and act like nothing ever happened. This is not bravery. Bravery is, in fact, acknowledging the things we are concerned about and wrestling them to the ground. Are you concerned about giving someone some difficult feedback? Are you worried about your job? Finding a job?
Your lack of confidence is likely not based on much but our own minds going to work on us and buying into the culture of negativity we see everyday. Fight it back, push it out and take one more step. You must also find someone you can confide in. Smile and tell yourself that you are exactly the right person to handle the situation - people are watching you and they need you - someone - to stand up and step into the breech.
A Scout is Clean. Okay, I don't think this means only to shower everyday and wear deodorant. I think this is about the places we let our feet, hands, ears and mind go. The old kids song song says (briefly) to beware where you let each of these go. Keep your company with people who raise you up and don't bring you down. If you happen to look around at lunch this week and find yourself among people complaining and knocking others down, you better find yourself some new lunch friends. Read something uplifting everyday.
A Scout is Reverent. We have to be about something bigger than ourselves. I once worked for a man who referred to the work we did as a 'noble purpose'. That stuck with me and engendered a focus on our clients - the nobility of it was helping them and focusing solely on what they needed. How often do you stop and think about the larger things your company is trying to become. Are you committed to, and do you speak respectfully and carefully about your firm's mission, strategy and operational execution? We, as leaders must inspire respect and commitment to the direction of our business and be able to explain the 'why's?" of it. If we can't, we must find something to do with a firm we can do that with. Develop an ability to generate that kind of commitment and loyalty to a cause. Your customers will benefit.
As I've been writing these last few days on the The Scout Law, I've found more than one opportunity to look inside my own professional life and challenge things I've felt, said and done. I hope I've given you that gift as well.
Courage is not the absence of fear, but the ability to overcome it.
- A. M. Gray, Commandant of the US Marine Corps (Warfighting)
Reverence is what we see of what others believe in and respect most
- Anonymous
This one is short and simple - there is coming a time in your career where your worth will be determined by the way you respond. How you react to the risks, how you act towards others and how you use the principles you care about the most to deal with it will leave a lasting legacy. Today's three tenets are sobering reminders that life is full of challenges. Work (or not), boss, kids (or not), wife (or not), friends, family - you name it, challenges are all around us. Your response to them is like your signature on everyday and every heart and mind you affect.
A Scout is Brave. There are some who will try to tell us they are not afraid and do not experience anxiety or times of doubt in themselves and their abilities. This is the western culture. "Never let 'em see you sweat" was a tag line for a deodorant product, but it says a lot about what we think people are supposed to do. Take your problems, put 'em in your pocket and go off in a corner and fight with them yourself. When you're all done come out and act like nothing ever happened. This is not bravery. Bravery is, in fact, acknowledging the things we are concerned about and wrestling them to the ground. Are you concerned about giving someone some difficult feedback? Are you worried about your job? Finding a job?
Your lack of confidence is likely not based on much but our own minds going to work on us and buying into the culture of negativity we see everyday. Fight it back, push it out and take one more step. You must also find someone you can confide in. Smile and tell yourself that you are exactly the right person to handle the situation - people are watching you and they need you - someone - to stand up and step into the breech.
A Scout is Clean. Okay, I don't think this means only to shower everyday and wear deodorant. I think this is about the places we let our feet, hands, ears and mind go. The old kids song song says (briefly) to beware where you let each of these go. Keep your company with people who raise you up and don't bring you down. If you happen to look around at lunch this week and find yourself among people complaining and knocking others down, you better find yourself some new lunch friends. Read something uplifting everyday.
A Scout is Reverent. We have to be about something bigger than ourselves. I once worked for a man who referred to the work we did as a 'noble purpose'. That stuck with me and engendered a focus on our clients - the nobility of it was helping them and focusing solely on what they needed. How often do you stop and think about the larger things your company is trying to become. Are you committed to, and do you speak respectfully and carefully about your firm's mission, strategy and operational execution? We, as leaders must inspire respect and commitment to the direction of our business and be able to explain the 'why's?" of it. If we can't, we must find something to do with a firm we can do that with. Develop an ability to generate that kind of commitment and loyalty to a cause. Your customers will benefit.
As I've been writing these last few days on the The Scout Law, I've found more than one opportunity to look inside my own professional life and challenge things I've felt, said and done. I hope I've given you that gift as well.
Friday, August 6, 2010
The Scout Law - Day 3 . . . We Are To Be Good Stewards
Have you ever noticed someone just going through the motions? A colleague at the office, a client going about their day or the cashier on line at the grocery store - or even yourself? Look at the last 3-6 months of your daily performance - what percentage of the time do you feel you've been done more than get the job done? I've found, and you know it to be true, that some of the greatest impact a leader can have is not in what he or she is doing but how they go about it.
There is a story of an executive who took over operations following purchase of a smaller firm. He'd come from the home office of the acquirer and was getting about seeing how things were done in the office. One peculiar thing he noticed was a certain woman had a large colorful parrot perched above her desk - a real one. No cage and no place for it's, uh, droppings to fall but on the floor of the office. I'd have hated to have the desk next over. Now this manager had not been used to such things given he's grown up in a large corporate setting - he was appalled. He went to the person's manager and told him that the bird had to go. It was unsanitary and had to be disruptive in the office.
The lady's manager, who'd been with the company many years before being purchased, slowly looked up from the work on his desk, peering around his boss to see the bird on it's perch. Then looking back at his boss said, "Jerry, the best work in my department comes from that desk." Pointing that direction he added, "I've not been able to tell whether it's coming from Marge or the bird...the bird stays."
You may or may not find that situation untenable, but that's not the point so don't get too worked up at me if you're a bird lover. I like 'em, just not pooping on my desk at work. We put up with certain behaviors and oddities with people, at times, based on what they get done. I believe it's a mistake to ignore the manner in which people actually go about getting things done. We ought to be about developing people in a way that helps them get results in a way that is also beneficial to others. Today's three Scout Law Tenets, I believe, begin pointing in the right direction. But, much like oxygen masks in an airplane emergency, it's important to be sure you've got it working right for you before helping another.
A Scout is Obedient. This is not mindless following of silly orders from above nor sitting around waiting like a dog with slippers in its mouth. It is a clear understanding of the direction of the business, my role in it and a determination to get the job done. How many times have you had to explain something 3 times before getting people moving, and graciously assumed you hadn't communicated well enough. Well, one time is fine, but the 2nd and 3rd times it happens it could be people's way of delaying execution of your instructions. If you want to be running an excellent organization you'd better learn the difference and quickly. And another thing just struck me. If you are a leader, or want to be one, you do yourself no favors by huffing and puffing about direction you receive privately, but then ramming your nose in the boss's kiester if they stop too quickly in public (that was the most pleasant way I had of putting that one). Get about figuring out what you're going to do to help. Period.
A Scout is Cheerful. I didn't used to think it mattered whether you smiled at people or were pleasantly effective at chit chat with people. If you're one of those 'heavy' people (no not physically, personality-y) that carries an air that the world is on their shoulders and slowly sliding off, I guarantee you you're like walking people repellent. Lighten up - you might actually get somebody to help you lift 'earth' off your shoulders. Oh yeah, and nobody likes a snotty, backbiting whiner who uses crude humor to make a point or just try to be funny. If you happen to fit that category - ever - you need to stop right away. Don't mistake crude jokes for good humor. Smile, look people in the eye, say 'Good morning' and actually act like it is. Your mood will change, your performance will improve and you will impact every person you meet.
A Scout is Thrifty. Ahhh, the one the CFOs love. I wonder whether much of the cutting that has to go on in companies is the result of shoddy spending / investment habits and culture over long periods of time. I know that's a broad brush, but must of us don't look for daily opportunities to use less resources to get a job done. Now, this is different than cutting costs and affecting your customers negatively - that's not thrifty it's stupid. Do you have a way for good ideas - from anyone - to reduce costs to get vetted and implemented without a ton of bureaucracy? Do you push in assumptions about what it takes to do something or the best use of scarce resources?
Ultimately the bird did stay at Marge's desk, but she had to get him a cage and an ergonomic keyboard.
There is a story of an executive who took over operations following purchase of a smaller firm. He'd come from the home office of the acquirer and was getting about seeing how things were done in the office. One peculiar thing he noticed was a certain woman had a large colorful parrot perched above her desk - a real one. No cage and no place for it's, uh, droppings to fall but on the floor of the office. I'd have hated to have the desk next over. Now this manager had not been used to such things given he's grown up in a large corporate setting - he was appalled. He went to the person's manager and told him that the bird had to go. It was unsanitary and had to be disruptive in the office.
The lady's manager, who'd been with the company many years before being purchased, slowly looked up from the work on his desk, peering around his boss to see the bird on it's perch. Then looking back at his boss said, "Jerry, the best work in my department comes from that desk." Pointing that direction he added, "I've not been able to tell whether it's coming from Marge or the bird...the bird stays."
You may or may not find that situation untenable, but that's not the point so don't get too worked up at me if you're a bird lover. I like 'em, just not pooping on my desk at work. We put up with certain behaviors and oddities with people, at times, based on what they get done. I believe it's a mistake to ignore the manner in which people actually go about getting things done. We ought to be about developing people in a way that helps them get results in a way that is also beneficial to others. Today's three Scout Law Tenets, I believe, begin pointing in the right direction. But, much like oxygen masks in an airplane emergency, it's important to be sure you've got it working right for you before helping another.
A Scout is Obedient. This is not mindless following of silly orders from above nor sitting around waiting like a dog with slippers in its mouth. It is a clear understanding of the direction of the business, my role in it and a determination to get the job done. How many times have you had to explain something 3 times before getting people moving, and graciously assumed you hadn't communicated well enough. Well, one time is fine, but the 2nd and 3rd times it happens it could be people's way of delaying execution of your instructions. If you want to be running an excellent organization you'd better learn the difference and quickly. And another thing just struck me. If you are a leader, or want to be one, you do yourself no favors by huffing and puffing about direction you receive privately, but then ramming your nose in the boss's kiester if they stop too quickly in public (that was the most pleasant way I had of putting that one). Get about figuring out what you're going to do to help. Period.
A Scout is Cheerful. I didn't used to think it mattered whether you smiled at people or were pleasantly effective at chit chat with people. If you're one of those 'heavy' people (no not physically, personality-y) that carries an air that the world is on their shoulders and slowly sliding off, I guarantee you you're like walking people repellent. Lighten up - you might actually get somebody to help you lift 'earth' off your shoulders. Oh yeah, and nobody likes a snotty, backbiting whiner who uses crude humor to make a point or just try to be funny. If you happen to fit that category - ever - you need to stop right away. Don't mistake crude jokes for good humor. Smile, look people in the eye, say 'Good morning' and actually act like it is. Your mood will change, your performance will improve and you will impact every person you meet.
A Scout is Thrifty. Ahhh, the one the CFOs love. I wonder whether much of the cutting that has to go on in companies is the result of shoddy spending / investment habits and culture over long periods of time. I know that's a broad brush, but must of us don't look for daily opportunities to use less resources to get a job done. Now, this is different than cutting costs and affecting your customers negatively - that's not thrifty it's stupid. Do you have a way for good ideas - from anyone - to reduce costs to get vetted and implemented without a ton of bureaucracy? Do you push in assumptions about what it takes to do something or the best use of scarce resources?
Ultimately the bird did stay at Marge's desk, but she had to get him a cage and an ergonomic keyboard.
Wednesday, August 4, 2010
The Scout Law 'Is' You . . . Nice Matters (2nd of 4)
Intelligence and courtesy not always are combined; Often in a wooden house a golden room we find.
-- Henry Wadsworth Longfellow, author
A mistake made by many people with great convictions is they will let nothing stand in the way of their views, not even kindness.
-- Bryant C. McGill, poet
"Can I give you some feedback?" Let me give you the setting around how that wonderful question came to me. Early in my career as a manager I was riding with a small group in a company van to several days of meetings with a vendor. Some of those in the car reported up through the organization to me. As we were talking about numerous topics, many of them resulting in laughs at my expense as I recall, one of the associates asked me a question that immediately sent a chill down my spine: "Lance, do you mind if I give you some feedback?"
I braced myself and said, "Of course, not. I'd appreciate it." The gift they gave me next would change how I viewed my role as a leader and challenged me in a way I'd not been challenged before. They said, "It's funny but here in the van we're all talking and you seem so easy to get along with, approachable (corporate-speak I know) and funny. Back at the office you rarely smile and seem so serious. When we see you in the halls you look so intent in your thoughts you don't seem to want to be bothered so people don't speak to you. You should be more like this all the time."
It was the first time anyone had, in a way, said to me that I wasn't perceived as being a very nice person. I was practically hyperventilating. I hadn't realized how important it was for people to know that I was a nice person - just that I was smart, energetic and got the job done. You see, we impact every single person that is anywhere within a 10 yard radius of us during a day. People want to be noticed, they want to know that they matter and their day is raised by a kind smile, a 'hello' or a simply a 'point' from far away. When we have disagreements, people are energized when we focus our attention on the issues and address them courteously, respectfully - as a friend would.
The Scout Law provides three character traits and behaviors in succession related to, well, being nice:
A Scout is Friendly. Ever hear of the 'mood elevator'? We all ride one every day all day long. What if I told you that you have the ability to rise another person's elevator to the upper most floors from wheresoever they may be? It's simple: treat them as you would a friend. Greet everyone with a smile and by saying their actual name (no more 'heeyyy youuuu good to see ya's'). Let them know they are welcome. If you are the senior person in the room, go out of your way to offer a welcome personally to everyone entering. You'll shoot people's elevators through the roof.
A Scout is Courteous. I watched two grown men open doors to a local store the other day only to let it close on someone behind them. They didn't even look. It's as if people are saying 'hey, we're all on our own - open your own door.' Some people get so caught up in who they are or what they're about that they forget common courtesy and manners. When someone does something for you at the office, in your neighborhood that you weren't present to see, seek them out and say 'thank you' right to them. Go ahead, offer your seat to someone in a doctor's waiting room and see what reaction you get.
A Scout is Kind. Remaining calm and gentle to others in difficult circumstances isn't our normal course I'm afraid. We allow situations to dictate whether we are kind. To the puppy who comes stumbling over to relieve himself on your shoe we show grace. To the person at work whom we don't agree, or frankly have come not to enjoy the company of, we are short and efficient with our words. We treat better a dog going to the bathroom on our foot than a human being that happens to have the misfortune of thinking differently than we. Simple, unnecessary acts of kindness that are unasked for and maybe even undeserved are where this takes us.
I bet you could do any of this right now, but you haven't decided it's for you. Have you noticed The power of one small word. One simple tiny word, part of each of the attributes of a Boy Scout? It removes all excuses, clarifications, circumstances, qualifications, rationalizations, ifs or buts. It does not provide an alternative course of action for treating people around them. It's this: 'is'. You see, A scout simply, "is." These are not ideals that a scout shoots for one day - they must be now, today in whatever situation they find themselves. We ought follow this model, not limiting our performance to the times all things are pulling in our direction or on certain days of the week. They are required when we do not feel like it. In fact, just the doing of them has the curious effect of making us feel more like doing them.
Say the following to yourself 3 times daily, with your name inserted in place of mine and get yourself in that frame of who you 'is':
Lance is Friendly
Lance is Courteous
Lance is Kind
I know that if I 'is' those things, many people will benefit day in a day out. Give others this gift today - because you 'is'!!!
-- Henry Wadsworth Longfellow, author
A mistake made by many people with great convictions is they will let nothing stand in the way of their views, not even kindness.
-- Bryant C. McGill, poet
"Can I give you some feedback?" Let me give you the setting around how that wonderful question came to me. Early in my career as a manager I was riding with a small group in a company van to several days of meetings with a vendor. Some of those in the car reported up through the organization to me. As we were talking about numerous topics, many of them resulting in laughs at my expense as I recall, one of the associates asked me a question that immediately sent a chill down my spine: "Lance, do you mind if I give you some feedback?"
I braced myself and said, "Of course, not. I'd appreciate it." The gift they gave me next would change how I viewed my role as a leader and challenged me in a way I'd not been challenged before. They said, "It's funny but here in the van we're all talking and you seem so easy to get along with, approachable (corporate-speak I know) and funny. Back at the office you rarely smile and seem so serious. When we see you in the halls you look so intent in your thoughts you don't seem to want to be bothered so people don't speak to you. You should be more like this all the time."
It was the first time anyone had, in a way, said to me that I wasn't perceived as being a very nice person. I was practically hyperventilating. I hadn't realized how important it was for people to know that I was a nice person - just that I was smart, energetic and got the job done. You see, we impact every single person that is anywhere within a 10 yard radius of us during a day. People want to be noticed, they want to know that they matter and their day is raised by a kind smile, a 'hello' or a simply a 'point' from far away. When we have disagreements, people are energized when we focus our attention on the issues and address them courteously, respectfully - as a friend would.
The Scout Law provides three character traits and behaviors in succession related to, well, being nice:
A Scout is Friendly. Ever hear of the 'mood elevator'? We all ride one every day all day long. What if I told you that you have the ability to rise another person's elevator to the upper most floors from wheresoever they may be? It's simple: treat them as you would a friend. Greet everyone with a smile and by saying their actual name (no more 'heeyyy youuuu good to see ya's'). Let them know they are welcome. If you are the senior person in the room, go out of your way to offer a welcome personally to everyone entering. You'll shoot people's elevators through the roof.
A Scout is Courteous. I watched two grown men open doors to a local store the other day only to let it close on someone behind them. They didn't even look. It's as if people are saying 'hey, we're all on our own - open your own door.' Some people get so caught up in who they are or what they're about that they forget common courtesy and manners. When someone does something for you at the office, in your neighborhood that you weren't present to see, seek them out and say 'thank you' right to them. Go ahead, offer your seat to someone in a doctor's waiting room and see what reaction you get.
A Scout is Kind. Remaining calm and gentle to others in difficult circumstances isn't our normal course I'm afraid. We allow situations to dictate whether we are kind. To the puppy who comes stumbling over to relieve himself on your shoe we show grace. To the person at work whom we don't agree, or frankly have come not to enjoy the company of, we are short and efficient with our words. We treat better a dog going to the bathroom on our foot than a human being that happens to have the misfortune of thinking differently than we. Simple, unnecessary acts of kindness that are unasked for and maybe even undeserved are where this takes us.
I bet you could do any of this right now, but you haven't decided it's for you. Have you noticed The power of one small word. One simple tiny word, part of each of the attributes of a Boy Scout? It removes all excuses, clarifications, circumstances, qualifications, rationalizations, ifs or buts. It does not provide an alternative course of action for treating people around them. It's this: 'is'. You see, A scout simply, "is." These are not ideals that a scout shoots for one day - they must be now, today in whatever situation they find themselves. We ought follow this model, not limiting our performance to the times all things are pulling in our direction or on certain days of the week. They are required when we do not feel like it. In fact, just the doing of them has the curious effect of making us feel more like doing them.
Say the following to yourself 3 times daily, with your name inserted in place of mine and get yourself in that frame of who you 'is':
Lance is Friendly
Lance is Courteous
Lance is Kind
I know that if I 'is' those things, many people will benefit day in a day out. Give others this gift today - because you 'is'!!!
Tuesday, August 3, 2010
Ever Read The Scout Law? . . . It Applies To You (1st of 4)
I was reminded today that the Boy Scouts of America are celebrating 100 years in America. My youngest son, Mason, is 13 and is working his way through numerous merit badges and rank advancement tests. He used to need constant nudging and reminders to get things done, but I have seen considerable growth in his independence, commitment to a task and willingness to work with others as he has progressed through his rank. These are things any parent would be proud of and ought to be pleased that organizations exist to help raise our children to make a principled difference in this world.
I should probably pause here and say that I recognize the Boy Scouts of America's stand on certain public issues aren't universally held, placing it among politics and religion as things not discussed in polite company. Whether we agree or disagree on those issues, we ought not forget the baby while we wonder about what's in the bath water. Have you ever actually read The Scout Law? It lays out 12 character and behavior traits that, I dare say, could encourage our organizations to move mountains if we would all grasp and practice them daily. If you serve or advise others, think about each one and how you might put them into practice - and how you might right the ship if these things don't exist in your teams.
Today I'll cover the first three and three more each day for the next 3 until we cover them all. As you read, I encourage you to think about each one and make notes and observations about your own leadership, treatment of others and particularly those to whom you owe a duty of service: an employer, a boss, a peer, a client, a spouse, a child, a friend, a neighbor. But most immediately I would like you to look deeply at the performance of our companies and how different our trajectory might be if we could live to these standards.
1. A Scout Is Trustworthy. There are two parts to this, the first being the dependability of our word and the second a clear connection of those words with our actions. People must be able to depend on what you say as wholly truthful and honest. This is most easily achieved with clear, concise communication. When asked a direct question whether we have succeeded or failed in something, we ought not begin with, "Well, you know, it's very complicated when you consider all the variables and ......" I know that about four words into that I know that the rest of what I'm about to hear is lipstick on the proverbial pig - it looks bad and smells surprisingly. I have to keep digging for truth.
It is also damaging to one's trustworthiness to say one thing and do another altogether. Let's avoid splitting hairs here. This doesn't have to be a purposeful deception, it could simply be a failure to meet an honest commitment. Either way, we damage our credibility when we don't do what we say. Stay up later, stay at work longer or skip lunch. Whatever it takes you must follow through with what you say. A couple of days back I shared my formula for building a trusted relationship:
(Doing What You Say) + (Doing It When You Said You Would) + (Doing It Right The First Time) = Trusted Relationship
There is also great strength in holding others accountable for their commitments to you.
2. A Scout Is Loyal. Loyalty is thought of today as a little, well, schmaltzy. I can hear some of you saying, "Yes, I am loyal to and looking out for Number 1." I don't know about you but I cannot live that way. When I was finishing my graduate studies a cohort of mine asked if I'd be leaving my company for greener pastures. I told him I would not since they had paid for the vast majority of my graduate education I felt I owed them some return on that investment. My loyalty, which to me seemed the only right thing, became the raw material for jibes from my friends for some time after that. I promise you this: it's not always repaid in kind, but it is the right way to treat people.
Do you see back-biting and slander of other's work and thoughts? What is your response? If we do nothing we are guilty too. For any team to be effective, these things cannot exist. Disagreements have to be hammered out with each other. I once told a group of peers of an operations team that we had a significant issue on our hands and needed to know if everyone was willing to, "...get in the boat and grab an oar to help out..." All but one voiced support. I knew from that point on I could not depend on that person. Can the people you work with and for count you as loyal to them?
3. A Scout is Helpful. We can go a long way by taking an interest in the cares and concerns of others. But there is a very great difference, by the way, in caring 'about' and caring 'for' someone. The former is thinking the latter is doing - without expectation of anything in return. When the issues strike my mind, I care very much about world hunger, the health of the ozone and the relative size of my waistline versus 20 years ago. And while they matter, I cannot say I am doing much of anything to be helpful to advance their cause.
For us to make a difference right where we are we must do something beneficial to another person in addressing their needs and cares without expecting benefit. This is caring for. It's actually a sacrificial act, putting others before ourselves and helping them first. It's a powerful thing and it generates a feeling you cannot get from anything else.
So, today I'd like to ask you to do three things to help your relationships and the value of your leadership to others. You do not have to solve world peace with any of these, I promise you opportunities are there:
I should probably pause here and say that I recognize the Boy Scouts of America's stand on certain public issues aren't universally held, placing it among politics and religion as things not discussed in polite company. Whether we agree or disagree on those issues, we ought not forget the baby while we wonder about what's in the bath water. Have you ever actually read The Scout Law? It lays out 12 character and behavior traits that, I dare say, could encourage our organizations to move mountains if we would all grasp and practice them daily. If you serve or advise others, think about each one and how you might put them into practice - and how you might right the ship if these things don't exist in your teams.
Today I'll cover the first three and three more each day for the next 3 until we cover them all. As you read, I encourage you to think about each one and make notes and observations about your own leadership, treatment of others and particularly those to whom you owe a duty of service: an employer, a boss, a peer, a client, a spouse, a child, a friend, a neighbor. But most immediately I would like you to look deeply at the performance of our companies and how different our trajectory might be if we could live to these standards.
1. A Scout Is Trustworthy. There are two parts to this, the first being the dependability of our word and the second a clear connection of those words with our actions. People must be able to depend on what you say as wholly truthful and honest. This is most easily achieved with clear, concise communication. When asked a direct question whether we have succeeded or failed in something, we ought not begin with, "Well, you know, it's very complicated when you consider all the variables and ......" I know that about four words into that I know that the rest of what I'm about to hear is lipstick on the proverbial pig - it looks bad and smells surprisingly. I have to keep digging for truth.
It is also damaging to one's trustworthiness to say one thing and do another altogether. Let's avoid splitting hairs here. This doesn't have to be a purposeful deception, it could simply be a failure to meet an honest commitment. Either way, we damage our credibility when we don't do what we say. Stay up later, stay at work longer or skip lunch. Whatever it takes you must follow through with what you say. A couple of days back I shared my formula for building a trusted relationship:
(Doing What You Say) + (Doing It When You Said You Would) + (Doing It Right The First Time) = Trusted Relationship
There is also great strength in holding others accountable for their commitments to you.
2. A Scout Is Loyal. Loyalty is thought of today as a little, well, schmaltzy. I can hear some of you saying, "Yes, I am loyal to and looking out for Number 1." I don't know about you but I cannot live that way. When I was finishing my graduate studies a cohort of mine asked if I'd be leaving my company for greener pastures. I told him I would not since they had paid for the vast majority of my graduate education I felt I owed them some return on that investment. My loyalty, which to me seemed the only right thing, became the raw material for jibes from my friends for some time after that. I promise you this: it's not always repaid in kind, but it is the right way to treat people.
Do you see back-biting and slander of other's work and thoughts? What is your response? If we do nothing we are guilty too. For any team to be effective, these things cannot exist. Disagreements have to be hammered out with each other. I once told a group of peers of an operations team that we had a significant issue on our hands and needed to know if everyone was willing to, "...get in the boat and grab an oar to help out..." All but one voiced support. I knew from that point on I could not depend on that person. Can the people you work with and for count you as loyal to them?
3. A Scout is Helpful. We can go a long way by taking an interest in the cares and concerns of others. But there is a very great difference, by the way, in caring 'about' and caring 'for' someone. The former is thinking the latter is doing - without expectation of anything in return. When the issues strike my mind, I care very much about world hunger, the health of the ozone and the relative size of my waistline versus 20 years ago. And while they matter, I cannot say I am doing much of anything to be helpful to advance their cause.
For us to make a difference right where we are we must do something beneficial to another person in addressing their needs and cares without expecting benefit. This is caring for. It's actually a sacrificial act, putting others before ourselves and helping them first. It's a powerful thing and it generates a feeling you cannot get from anything else.
So, today I'd like to ask you to do three things to help your relationships and the value of your leadership to others. You do not have to solve world peace with any of these, I promise you opportunities are there:
- Speak the truth thoughtfully and deliver on your promises daily
- Come to the support of someone under fire or who is being spoken poorly about behind their backs
- Find a way to help someone in their priorities without expectation of a return effort
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