Vannoy and Ross

originally posted September 14, 2009

Imagine you’re the head coach of a professional American football team. You’re playing in front of 70,000 people, and there’s millions more watching on T.V. Suddenly, your team’s in a unique situation: It’s 4th down, and you’re just a couple of yards from the end zone. Do you take the risk and go for it? The crowd is in a frenzy! They’re chanting “Run! Run! Run!” But you also know that if you do – and fail – you’ll be fried like southern catfish on the Monday morning talk shows.

So you do what most coaches do: You play it safe – and kick.

Guess what? If you had gone for it, research shows you would have measurably increased your chances of winning the game. David Romer of the University of California, Berkeley, analyzed over 700 football games between 1998 and 2000. His work revealed that those teams who go for it on 4th down increase their overall chance of success compared with those teams who don’t.*

So why don’t more coaches “go for it” when they find themselves in such a situation? Perhaps more importantly, why don’t more people in your organization “go for it” when they have an opportunity to take a risk and advance the cause of the organization?

The answer is not that people are afraid of making a mistake; the answer is that people are afraid of the consequences from others when they make a mistake.

Just as the football coach has to face the chorus of boos from the home crowd – and the blistering analysis in the media – when his team fails, so do people like you have to face the judgment of others when you step up and try something…and fail.

It’s easy to consider how we feel our colleagues will respond to the ‘mistakes’ we make. But that’s not the point. The challenge is this: How do you and others respond when someone else takes a risk? Do you boo – or cheer?

In a very real way, the crowd of 70,000 and the media talk shows represent your culture. Does your culture support others when they “go for it” on 4th down? Do your part today to make sure it does.

*(http://elsa.berkeley.edu/~dromer/papers/PAPER_NFL_JULY05_FORWEB_CORRECTED.pdf).

Originally Printed: August 18, 2009

Are you teaching your competition a lesson? Or is your competition teaching you?

They say you can learn a lot from children. Even so, there’s one thing we don’t want to learn.  Children across the land are going “back to school.” This means, of course, that they’ve been out of school; they took a break from learning; they stopped improving themselves. Can you imagine what would happen if adults functioned the same way?

Can you imagine what would happen if adults functioned the same way?

Sadly, it doesn’t take much imagination to answer that question. Are there people all around you who are making a dire mistake? Indeed, there are entire organizations who are plagued by this “elephant in the office.”

In these unfortunate organizations, experiences – in fact entire days – are tossed aside as being worthless because people failed to leverage the events of the day by asking one simple question:

“What can we learn from this experience?”

Intellectually, people know they should be driving “learning organizations.” Such companies out perform their competition. Yet, in some organizations, day after day unravels and the question above is not being asked.

It’s a fact: If you don’t teach yourself, you’ll be tutored by your competition.

Given the current state of the economy, there is no doubt about it: School is in session. We’d best sit up in our seat and take notes. Only the ‘A’ students will graduate. Here are questions that will ensure you move to the head of the class:

1. During this period, what strengths have we discovered that we possess?
2. What did we learn from the period of prosperity that proceeded this recession – that we will remember to apply when the economy speeds up?
3. What have we done in past periods of difficulty that we can replicate now?
4. What have we learned about our customer needs that will guide us?
5. What motivations can we tap into that will inspire greater accountability?

Vince Lombardi once stated, “I never said it would be easy. I only said it would be worth it.” This inspires an additional question that will ensure you harvest perhaps the most important lesson:

How will we function today so that in the future when we look back at this period we can say “

…but it was worth it.”

August 17, 2010

This week’s blog is written by our Master Facilitator, Natalie Sayer. A former Lean Six Sigma Black Belt, Natalie is the co-author of the book, “Lean for Dummies,” (2007).

Some companies once a year have “Bring Your Children to Work” Day, where kids get to see where their parents work. Have you ever seen an employee who operates like they need a “Bring Your Mother to Work” Day”? They seem to need someone to tell them to mind their manners, treat people nicely, do their homework and to behave.

What is the cost to the organization when employees “need their mothers” at work? How likely will projects succeed and results materialize if we are waiting to be told what to do and how to act? What elephants are created with this lack of leadership?

What’s the alternative?

Enlightened leaders learned from their mothers (and fathers). They learned values, the consequences of their actions, and how to engage and bring out the best in their people. These leaders know outsourcing their leadership to “their mother” is not an option. They drive the culture, which drives results. They are conscious that their people are always watching and they model integrity, and aligned actions and words for their organization. They are conscious that small things count - like punctuality, respect, adherence to guidelines and policies.

Consider:

• How are you driving your organization to results in a way that strengthens your people and culture?
• How is your culture supporting the achievement of your stated goals?
• What behaviours are you modeling to your employees?
• What do you need to do more of, differently or better to build the culture even more?

Vannoy and Ross

August 10, 2010

Time to challenge the status quo: It’s been said “you shouldn’t say anything about anybody that you wouldn’t say to their face.” But what happens if this guideline is wrong and handcuffs teams?

It’s a fact: There are moments when we are challenged by the attitudes, actions or leadership styles of others. This is a natural occurrence for teams who have achieved coveted diversity.

When these challenges materialize “stuffing” our thoughts doesn’t do any good. And toxic behind-the-back chatter ruins people, relationships, and progress. So what do we do?

First, people with self-confidence who are in healthy relationships with others know they can approach the person in question and have an honest and direct conversation. The key is to discuss what is important and why, and explore with questions on how best to move forward.

Second, let’s end the illusion that we always possess the confidence and skill to take the step above. Therefore, because we want to move forward as effectively as we can, let’s release others to talk behind our back so they can build the qualities required to have critical conversations.

One leader reports, “I told my team I expected them to talk behind my back. And when they do they can still ‘have my back.’ We work hard to create the culture where they can approach me. But I’m not perfect – and nor are they. So I tell them, ‘I trust that when you can’t come to me and you do talk behind my back, you’ll do it in a way that serves me, further develops our relationship, and frees us to move forward faster.’ I haven’t been disappointed yet.”

Who’s already talking behind your back – and waiting for your coaching on how to do so more effectively?

Vannoy and Ross

July 27, 2010

A construction crew was building a bridge. The foreman was barking orders, commanding the men to work faster and smarter. As time went on, the crew began to ignore their boss. This frustrated the foreman. When he’d had enough, he stood on the bridge in front of them and shouted, “You need to listen to me. I have 20 years of experience!”

One of the men spoke up, “No you don’t. You have one year of experience that you’ve had over and over for 20 years.”  

It’s an old story, but it isn’t tired. There are many lessons to mine. Including this one: When do a person’s years of experience become a detriment rather than an asset?

How many of your teammates use experiences that occur every day as their greatest resource for getting better? And not just as the capabilities necessary to deliver their job description – but as a resource to become a greater leader, a greater person?

It sounds easy in theory, doesn’t it? “Yes, I wake up every day knowing I can get better.” Yet, when, during my day, am I shaking my head in frustration? What “buttons” do people push that continue to drive me crazy? Who in the organization keeps torturing me with their attitudes and behaviors? What to-do item do I continue to avoid?

The answers to these questions reveal that I, too, may suffer from the illusion that “my-years-of-experience-mean-I’m-getting-better.”

What’s the fundamental message to ourselves if the same people, the same issues, the same circumstances provoke some sort of dysfunctional reaction by us?

My unenlightened answer is: “Well, they’ve got to change.”

My enlightened answer is: “I may have worked here for 20 years, but I’m not sure I have that many years of experience. How will I gain greater experiences today?”

Vannoy and Ross

I’m in Aberdeen, Scotland. (For work, I assure you.) After jumping into a cab, I quickly remembered that I am a foreigner: Even though I speak English, this Scottish accent is tough to decode. (Though they have informed me it is I with the accent.)

But the cabbie is happy to see me, and eager to share his love of the city that has been his  home for 56 years. After peppering him with questions – how old is this city? where’s the best pub to watch the World Cup tonight? does Mel Gibson really look like William Wallace? – he smiles and tells me the fare. I have no idea if he’s telling me the truth; I also have no concept of what I’m supposed to add for a tip. I’m at his mercy.

Feeling rather stupid, I offer, “Thanks for all your help. It’s appreciated.”

He grins. (And plug in your favorite, rich Scottish accent on what he says next.) “No problem at all. We’re all looking for the same thing, see?” He laughs, and adds, “We’re all just trying to figure it out.”

Call it a moment of Zen or whatever. I smile at him, acknowledging that indeed he has figured it out.

And I wonder: In our rush-rush-and-you’re-still-behind world, what would happen if we had the patience of a Scottish cabbie? Sure, you could argue that Aberdeen is not London or New York, and that such patience would melt away under pressure. But I’m not so sure. And more importantly, what would happen if it didn’t?

Who’s in your cab today? Who’s asking stupid questions, floundering in confusion? Who’s seems to be a foreigner (read: metaphor) on your team? Yes, business is about delivering results – faster than your competition. Still, is there a place in all of that for patience? Is there a line between needing now…and developing for then?

Those of you who are building something great – results and a business that will endure – know the answer to that question.

Vannoy and Ross

Right now, let’s admit the obvious: We all have friends – or at least we should – who will tell us the truth. If we’re doing something wrong, they’ll tell us. The difference between high-performing organizations and average-performing ones is that you don’t have to be friends to tell the truth; you simply have to be on the same team.

Somewhere, somehow, someone made a leadership rule that we’re supposed to be nice to each other. Granted, as humans we want to be benevolent; we don’t want to hurt people. What gets many teams stuck in the abyss of averageness is when being nice takes precedent over being professional: Respectful, supportive, direct, collaborative, truthful and trustworthy (among other things).

Yet, it’s one thing to muster the courage to tell someone they’ve got an issue. It’s an even bigger event to receive the feedback in a way that moves everyone forward.

Consider this: You’ve got spinach in your teeth. There’s something you’re doing – or not doing – that is slowing you or others down. Heck, it might even be embarrassing. But of course, addressing this “spinach affliction” isn’t nearly as embarrassing as it is for your company when it under-whelms its customers. Now that’s some big spinach that’s mighty embarrassing.

Here are the top three reasons why people may not tell you you’ve got green, leafy things stuck in your teeth:

1)      When they’ve told you in the past, you’ve argued with them and denied the evidence;

2)      You’ve rationalized why you had to have spinach in your teeth, why you have to be less than perfect. Or,

3)      You’ve received their feedback as a threat against who you are as a person. You reasoned “spinach in my teeth = I’m a loser.” Consequently, your production plummeted. (Interpretation to others: Just be nice to him or her.)

Today, discuss with those around you what it would look like to take the next step in fighting for each other’s success by telling the truth even more. For example, talk about what it would look like to receive constructive feedback and:

A)    Listen intently;

B)    Ask for their help in moving forward;

C)    And then thank them.

(And now, who feels like brushing their teeth?)

Whether it’s a 4th of July celebration in the U.S. or a World Cup Soccer party you’re attending this weekend, there are certain leadership lessons you’ll want to keep in mind. Do these – and you may not want the party to end:

#1 When you’re standing in the back yard having a cold one and the other person says, “Hey, I think I hear someone calling for me,” this is a good indication you’re probably talking too much about yourself. Barbecue Survival Lesson: Ask questions of the person you’re hanging with, such as, “What’s new since we were here together last year?” or “What are you enjoying most about…?”

 #2 Undoubtedly, there’ll be someone show up who’s loud and obnoxious – at least more so than you. It may be tempting to roll your eyes and let others know what you really think. But why spoil a good party? Barbecue Survival Lesson: Low Road comments say more about us than the people we’re talking about. Besides, the person making noise wants to be great; so what if it’s not our version of great. Fan the flames of fun, and watch what happens to your own experience.

#3 Your cousin Louie will probably show. (Or some other distant relative.) He’ll tell jokes that make your nose crinkle, and end up asking you for a loan, too. Barbecue Survival Lesson: Family is family, and messin’ with it only leads to regrets. Acceptance is the name of the game; it’s not about changing Louie – it’s about changing how we see him.

#4 And be ready! That could be your boss that just showed up. So relax: It’s helpful to remember that they’re human, too. You may be behind on the numbers they’re waiting for, but now is not the time for that. Barbecue Survival Lesson: Put yourself in their flip-flops and talk about what they want to talk about. (See survival lesson #1 above: Ask questions!) It’s a fact: People who have strong relationships with one another – work better together. Skip the spread-sheet conversation, and talk Barbecue.

Vannoy and Ross

Allow us a personal moment: In the last couple of years both of our fathers passed away. These men, these leaders, influenced our lives significantly. In fact, it’s fair to say that if it weren’t for their parenting work and vision, we would not know or be partnering with many of you.

In the United States this past weekend marked Father’s Day. Did you celebrate? Our fathers, like most, shaped our lives dramatically. Yet, many things have happened since their deaths, including:

1. We have, to a much greater degree, identified our fathers’ “gifts” to us. Everywhere we turn there’s something we know or do that our fathers somehow influenced.
2. Our memories are rarely tied up in the difficulties and challenges our fathers created while they were alive. Indeed, when such subjects are broached, even then the “good” is easily seen in the disguised “bad.”

Something else has happened since my father’s death: I’ve completely released the remaining upsets I was holding against him. And in the place of those upsets, in the void that has been created, a joy and bond has surfaced that is stronger than – well, stronger than when he was alive.

Which begs the question: Why didn’t I let go of the upsets sooner? (Whoops. By far, a much better question to ask is…) What can I do in the relationships I have, with people who are here, to move towards a greater relationship of acceptance and appreciation?

(I know. I know. It’s about business. It’s about making money. It’s about getting work done. But I can’t help realize at a deeper level: By holding even the slightest upset with anyone it is not them who pays the price – but me. So, doesn’t functioning with a greater sense of acceptance and appreciation make me a better leader?)

No new wisdom there. Perhaps what is new is doing something about it. Today. (Thanks, Dad.)

Vannoy and Ross

A friend shared that he was at a dinner sitting next to an older fellow. The man was retired, and was reflecting on a career that had taken him high in the leadership ranks. “While we respected the man, there was an important disconnect between what he was saying – and what others knew to be true,” said my friend. “He told us numerous times that he would always be known as a ‘people person.’ That he had always put people first.”

My friend shook his head. “The entire time he was making these claims the rest of us were looking down at our plates. We knew it wasn’t true. This man had built a career on being strictly a numbers guy, and there was little evidence that people mattered.

“As I listened to him I thought about how sad it would be to get to that point in your career and realize that what you will be known for isn’t what you want to be known for. And in the end be left to rhetoric in an attempt to shape your reputation. The problem is that no amount of talking can reshape your actions.”

What will you be known for? My friend’s story has been important for me to consider as in the last two weeks I’ve attended the funerals of two people I respect and care for greatly. At each funeral it was remarkable listening to people speak about the deceased with tremendous admiration and affection. Consistent were the stories about the difference these men made in the lives of others.

I listened with awe, humbled by sum of their efforts and the extraordinary impact of their lives. And I wondered, “What will we be known for? And how will our answer shape our actions today?”