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).

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

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

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.)

In every single Pathways to Leadership session we conduct, the desire to achieve “balance” is loudly stated as an objective. The lack of balance in the work place is an epidemic, one that research shows has a grave effect on results.

“Among more than 1,000 employees recently polled nationwide by Harris Interactive for Deloitte & Touche, the vast majority (91%) cited work-life balance as having a bigger impact on fostering good behavior than enforcing harsh workplace rules and penalties, the survey found.” (Quoted from Angus Loten’s web-article, Stress and Long Hours Prompt Employees to Lie, Cheat, and Steal at Inc.com.)

Sometimes I wonder who pays to have such research done, when the collective response is “Duh” – as in “who didn’t know that?” What’s equally surprising is the number of people who apparently hold their employer responsible for their work-life balance.

Innovate Your Leadership Focus.

It’s understandable that people feel significant pressure to perform at work. As the president of mechanical organization told me on the phone today, “It’s definitely a ‘do more with less’ world.” But this leader didn’t stop there. His follow-up comment was even more valuable than the first: “We can’t do things the same way. We have to innovate.”

He was talking about business leadership. He just as well could have been talking about personal leadership.

You Determine Your Work-Life Balance.

Fact: if you’re waiting for the conditions in your life to change (i.e. your boss, employer…) before you create work-life balance, throw away your watches because you’ll be waiting for a long time. Conditions may not change, but your choices can. Work-life balance is determined by one person: you.

Here’s the cool news: you don’t have to change your job to get work-life balance. True, plenty of employers abuse their workforce, and they, rightfully, have to deal with the high cost of turnover and poor ethics, among other ailments. What is equally true is that there are countless people who have taken the issue of work-life balance into their own hands by what they choose to focus on.

Graduates of the Pathways to Leadership program know that during the drive home from work they can take a Magic Moment. They use this precious time to ask themselves key questions to shift their focus.

• Instead of, “What do I really hate about my job?” they ask, “What did I learn today that will be valuable?”
• Rather than, “What didn’t I get done today?” these people ask themselves, “What did I do well today?”
• Not, “Why is my life such a mess?” – rather - “What are the greatest blessings in my life?”
• And instead of, “How come the relatives have to come over tonight?” they ask, “How can I be the best _____ (you fill in the blank – mom, dad, husband, wife…) that I can possibly be tonight?”

No surprise, the people that ask the subsequent questions report being “on-a-roll” when they get home – just in time to do the most important leadership work of the day.

The subtle but equally important part of this equation is that these people also report going back to work the next day equally enthusiastic. (Talk about impacting ethical behavior.)

Whose responsibility is it that you have work-life balance? What’s bigger, the circumstances in your life – or you?   You decide.

Vannoy and Ross

We’re sending out a call to all strategic slow-pokes. In this rush-rush-rush world where it’s all about results-results-results, some of your peers have missed the point. Some of your colleagues have fallen under the illusion that going faster all the time is the answer to delivering greater results.

But, as Neil Young so sagely reminds us, “When I was faster, I was always behind.”

The equation is easy to recognize:

Rush + rush + rush (multiplied by “dog-gone-it-I’ll-never-get-it-all-done-sort-of-stress) = results – short term gain (multiplied by poor quality).

Of course, we’re not advocating for full-time slow-poke-iness. The sort of slowness we’re talking about is the sort of time it takes to build sustainable, high quality results – which ultimately means your team moves faster.

Use this guide to help your colleagues know when they should act with urgency…and when they should be a strategic slow-poke:

1. When someone else shares a concern, your colleague can say “got it” (rush-rush-rush)…or they can state, “Tell me more,” and take the time to listen so others feel listened to (slow-poke).
2. They can start a meeting focusing on the problem (rush-rush-rush), which means they’ll be experts at why knowing why they’re failures…or they can start with “What are our strengths in this area?” (slow-poke) which means they’ll gain clues on how to be a greater success.
3. And when a peer doesn’t perform to expectations, your colleague can sternly state their disapproval by insinuating, “I’m extremely disappointed in you – you’re a loser” (rush-rush-rush)…or your colleague can tap into greater motivations by asking, “I want to know why it’s important to you deliver excellence as you complete this project?” (slow-poke).

Being a strategic slow-poke isn’t for everyone. It’s an approach reserved for those who desire results and quality and sustainability so their team can ultimately move faster.

Where can you help others get strategically slow today?

You’re going somewhere. As an achiever you know what you want to accomplish. Often, the question is – how? How will you get where you want to go?

If you had to choose only one skill to get you from here (today) to there (tomorrow), what would that skill be?

The “most important skill to master” doesn’t require additional time, nor will it cost you a penny.

The most important skill to master is the ability to utilize every moment – every interaction, effort and thought – as a priceless resource for improvement. Many companies understand “continuous improvement” as it relates to the quality of their products; you can help your team differentiate itself by evolving this mindset to life and leadership.

It’s a fact: Many people are moving through the day with the objective of…getting to the end of the day. Operating from the illusion that “they need to get away” to rest or improve, they forfeit the daily experiences that would deliver them to higher ground. Additionally, you can nearly guarantee your competition “goes through the paces of business” throwing away millions of interactions between their employees…only to wait until the holiday season to build teamwork.

Every moment you’ve lived and led has been your personal training ground for…now. The best time to improve as a person, leader, parent, and spouse is now.

How will you seize the moments of today to prepare you for tomorrow? Periodically, ask yourselves questions like:

1. Emotionally, am I/we responding to this event in a way that will allow us to move forward faster and more effectively?
2. What greater strengths and disciplines am I discovering about myself/our team that will serve me/us moving forward?
3. What will I/we do even better next time to ensure we develop people, relationships and results?

You’ve made it to today. How will you make it count for something?

 

There once was an important man who ran a warehouse business. After decades on the job, he determined he knew everything there was to know about the people in the company. He knew who to communicate with, whom to go to when he needed to get a job done. And he knew who he could trust.

Year after year he made decisions based on the information he had. For instance, he knew that everyone in the finance department had a one-word vocabulary: NO. Everyone in sales was GREEDY. Everyone in production was SLOW. Those in HR didn’t have a clue about how to run a business. And the techies and engineers in the organization were the same NERDS who drove him crazy in high school.

Even with all his experience and wisdom, one thing eluded this manager: success. This man coveted big, leave-a-legacy and be-a-benchmark-in-the-industry sort of success. Confused, he pondered, “What do I need to do to take the next step?”

Just then his phone rang. “Hello?” he answered. It was his manager calling – to report how difficult ‘the NO people’ in finance were making things…and how the sales people were putting unrealistic demands on him…and how production was slower than a snail…and…and…

“Can I call you back?” the man interrupted his manager. And he hung up. And then he stood up.

“That’s it,” he realized. “I’ve been making decisions based on information I have – and the only information I have is why people are jerks, why things won’t work, and all the reasons we can’t move forward faster.” He looked at himself in the mirror and continued, “I’m in the warehouse business, alright. I collect and store and dispense the same destructive information! And, because those around me know how I think about people and things that’s the only type of information they share with me. People who don’t feel the way I do don’t share information with me – and it’s their information and perspectives that I need to make better leadership decisions.”

He put his coat on and uttered, “I’ve been tricking myself into thinking I have the information I need. It’s time to get out of the warehouse business – and into the business of leadership.”