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

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?”

 

Did you celebrate Leadership Day this past weekend?

Sunday, in the United States, was “Mother’s Day,” a time to celebrate and thank your mom for her significance. Most countries around the world have similar celebrations throughout the year.

And the savvy leaders reading this know that the day has been misnamed. It’s not really Mother’s Day. It’s Leadership Day.This past weekend, did you thank your Mom for her leadership? As our friend Rich says, “Your mother is the first leader you ever know! And they provide the model for firmness and courage that shapes and affects most everything we do today.”

So all in favor of changing the name of Mothers Day to Leadership Day shout “I do!” For its mother’s leadership lessons that carry the most successful businesses forward:

• “Rise and shine!” was more than a wake-up call…it was an understanding that you can be better than you were yesterday – and this remains one of the greatest reasons for getting out of bed in the morning;
• Listening is an art, and saying, “I understand,”…builds bonds that are unbreakable;
• Insisting you do your homework…reminds us that vision without execution is meaningless;
• Playing well with others is more important than being the smartest kid on the block…and having no one to play with;
• Waiting for everyone to sit down before you pick up your dinner fork…shows a respect of others that will get you invited back to the table;
• The lessons you’ll remember most aren’t the ones mom lectured you on…it’s the wisdom she ensured you discovered;
• Skinned knees and “owies” are to be treasured…it lets the world know you’re “going for it;”
• Calling each other names won’t break bones, but it breaks bonds…the family is only as strong as the weakest relationship.

And mother’s greatest leadership lesson?

Remember that having a positive spread sheet isn’t much fun…if it doesn’t come with a cookie sheet full of those steaming, oozing chocolate chip cookies: Enjoy the journey.

Uh-Oh: Is It Too Late To Be Good?

Kids everywhere are chewing their fingernails and looking over their shoulders. If it’s true, they wonder, that Santa is “making a list and checking it twice, going to find out who’s naughty or nice,” then – given all my sins of the past year – do I have any chance of getting that present I wish for?

It’s the same for adults, of course. Have you noticed those around you who are limping to 2009’s finish line? They’ve bagged the year. They’ve given up on others – and themselves. “I’m done,” is spoken everywhere.

And why not give up on 2009? After all, it’s too difficult too care – to be good – anymore, isn’t it? With the shape the economy is in, with “we-have-to-do-more-with-less” bosses everywhere, and a body that’s rounder and softer than 12 months ago, there probably won’t be the wished-for present under the tree for you this year, will there.

It’s Not Too Late!

Don’t believe the illusion for a second. It’s not too late. Santa doesn’t care about what you did and didn’t do in the past – he cares about right now. What happens if Santa is as forward-focused as you want to be? Because he’s in your corner, all he cares about is you picking yourself up, dusting off the crumbs of 2009, and preparing for the opportunities of tomorrow.

Sound like rhetoric to you? Perhaps, but we should remind ourselves that momentum is an invaluable resource. Therefore, what happens if your success in 2010 depends on your finish to 2009?

Besides, the only difference between 2009 and 2010 is the tick of a clock – the same sort of tick that’s been ticking, well, your entire life.

It’s not too late to be good. In fact, now’s the perfect time.

The Most Important Contribution You Can Make to Your Team

Vannoy and Ross

How can you best contribute to your team’s success? The answer may surprise you.

Our last leadership post received an abundance of attention – and created some confusion. “Shame on you for putting forth an example that voting against ourselves (with the implication we’re voting for others) guarantees a loss,” shared one reader. We love this reader’s passion to do whatever it takes to ensure her team wins!

So let’s clarify: “Voting for yourself” in this context does not mean voting against someone else. It is not designed to imply that you must win…so someone else can lose. And unquestionably, as we review the metaphor imbedded in the last post, we can see how such assumptions can be made. So yes, shame on us for a poor metaphor.

Let’s kick out the metaphor – and leverage the idea.

It’s shocking – staggering, really – how many people want, wish and hope their team will perform better, yet they severely limit their own contributions to others and the team. How does this happen? Ask yourself,

• Am I my own worst critic? Does my self-criticism build my confidence – or destroy it?On a regular basis, am I showing up “off a roll” just hoping to slog through another day – or am I doing my best…so I can be my best…and give my best to others?
• Am I retelling old stories about who’s a jerk and what’s making my life difficult, thus sabotaging any chances of a productive mindset – or am I using every day to create a new script, a new, more productive story?

How can you give anything to someone else if you can’t hold it yourself? Those who lack the awareness demonstrated in the questions above move through their day “voting against themselves.” (Rats! There we go again with the metaphor!) As a result, these people have little to give others and their organization.

How can you best contribute to your team’s success? Take regular steps to be the best you. That’s what your teammates are asking for.

Are You Telling the Truth? Take the BBQ Test

“Oh, I can’t wait for the weekend.”

“Why?”

“Because…so I can let my hair down and be me. I can’t be ‘on’ all the time.”

(Pause.) “What are you ‘on’ while you’re at work?”

“I’m not on anything. I just mean that I can be the real me when I’m at home.”

“Why can’t you be the real you while you’re at work?”

(Alarm.) “Are you kidding? I have to be on my toes and at my best while I’m at work.”

“Don’t you want to be at your best while you’re at home?”

(Gasp.) “Well of course I do. But at home I’ve got people who support me no matter who I am or what I’m doing.”

“That says a lot about you. And a lot about us.”

(Confusion.) “What do you mean?”

“I call it the BBQ test. How do people talk when they get together for a beer or a BBQ? How different are people in a social, relaxed setting – as compared to when they’re at work. If their words and attitudes are different, then you can guarantee you’ve got an elephant in the office.”

“But I’m not going to be the real me in front of my co-workers. I can’t.”

“That means you – and we – have failed the BBQ test.”

“How so?”

“Because you can’t be your authentic self at work it requires you to expend a lot of extra effort and energy – so you can be ‘on.’ This effort is a waste, because every minute you can’t be yourself, is every minute you’re not moving your life forward.”

(Pause.)” I hadn’t thought of it that way.”

“But it’s good feedback for us, too. We fail if we don’t create an environment where you can come to work and be supported for being the real you. Until we create that sort of workplace, we’ll be paying you a full wage – but only getting .50 cents on the dollar.”

 

Tell the Truth: Are You Bringing the Fireworks Show into the Office?

 Want to see some excitement in the office this week?

Fireworks exploded all across the U.S. this past weekend as the country celebrated its birthday. But fireworks don’t have to be a “weekend” activity! In too many offices, fireworks can be a daily occurrence. And it’s done simply by telling…the truth.

It’s a huge “elephant in the office” for many organizations: The truth is unacceptable. And the reason why is because a system – a culture – has been established that when the truth is stated it means someone is wrong. And being wrong is not cool. So when the truth is told it ignites explosions and tirades that – in this case – are not at all entertaining, but are severely destructive.

Because people are trained to “not play with fire,” truth-telling is not an exercise that is often experienced by most teams. Like a stockpile of fireworks just waiting for a match, here is a list of the most common lies being told in offices today:

• “If we work harder, we’ll succeed.” (That’s a lie! It’s HOW we’re doing our work that must evolve.)
• “My leadership behavior is not what needs to change; it’s others who need to change.” (You’re kidding, right? All significant change begins by altering the approach taken by the only person you can control: you).
• “I can’t take time from my schedule to work on our culture.” (Huh? This statement reveals the missed paradigm – and why the culture is probably toxic: Your culture is always under construction; right now you are either creating or dismantling it.)
• “We don’t have an accountable workforce because we don’t have responsible employees.” (Give me a break. Accountability is not legislated. Lack of accountability in an organization is a greater testament to poor leadership and culture than it is a statement about mankind.)

The speed at which your organization moves forward is equal to your ability to tell the truth. If you’re not telling the truth, you’re conducting faux meetings and having artificial conversations. And incremental progress is all you’ll ever know.

This week ask your team, “Can we do a better job of telling the truth?” And let people tell their truth.

Telling the truth does not have to ignite fireworks. The key is HOW you tell the truth. In next week’s blog we’ll explore steps on how to do that.

 

Vannoy and Ross
May 10, 2009

This is what’s taking place on the average team: Sally is a strong contributor, but she doesn’t give her ‘A’ game because Ted drives her crazy. Ted is average, and he refuses to give his ‘great’ effort until John quits taking all the credit. John’s pretty good at what he does, but he refuses to “raise the bar” until…you guessed, Sally brings her ‘A’ game.

This affair of “conditional effort” is a HUGE “elephant in the office” (and frankly marriages, as well).

Are you ‘all in’ – or not? It’s safe to say that most people live and lead with “conditional effort.” These are people who withhold their best ideas and the discretionary effort. They focus on what they are not getting from their colleagues and the company for which they work. And they often have a “people never change” mentality.

“Conditional effort” people have, well, conditioned themselves to a ho-hum life. And isn’t it ironic: They commit to giving the conditional effort to protect themselves from being hurt, but in the end, it’s their commitment to mediocrity that limits them.

Unconditional leaders know that it’s their decision to experience the exhilarating feeling of living and leading full-on. “The reward for giving the unconditional effort is as rewarding as my paycheck, if not more so,” shares a friend, Tim. “It’s also the only way I can ensure that every day is a great day – because I determine my effort.”

It’s trite, but true. One person can make a tremendous change. On the team above, the moment Sally or Ted or John change their conditioned approach – is the moment the team delivers a breakthrough.

Who do you work with that has affected your effort? Change that now.

“Conditional effort” thinkers believe life is like a game of chess. But it’s not: Because in leadership, it’s always our move.

Where will you lead – where will you stomp elephants – today?

 My eleven-year-old daughter unearthed a new, highly technical business term: the mollusk. While preparing for a science test she asked me if I knew what such a creature was. Because I’d fallen asleep in 10^th grade science class (I didn’t tell her this), I replied, “Nope. Do tell.”

 

“It’s an invertebrate, meaning it has a hard outer-shell and no backbone.”

 

Unbeknownst to my daughter, in that moment she helped me prepare for a test – an important leadership exam. Recently, I had made a mistake at the office, and rather than owning up to it I was being defensive. And I was delaying, delaying, delaying the steps needed to rectify the situation.

 

Translation: I had the outer shell: defensiveness. And I had no backbone: I was unwilling to take action. I was an office mollusk.

 

Mollusks turn into big elephants for a lot of teams, evidenced by the fact that so many organizations move at a snail’s pace. (Those who didn’t fall asleep in science class caught the intended pun: The snail is a mollusk.) Teams with mollusk-mania often hear these phrases:

 

• “I could never have that conversation with him. He’s my boss.”
• “Let’s ensure we have 32 meetings to discuss this before we make a decision.”
• “I didn’t do anything wrong. He’s the butthead.”
• “Don’t even try. The budget will never get approved.”
• “I wouldn’t say anything if I were you. CYA, baby.”

 

It’s time to lose the defensive shell and grow a backbone. Here are the words our team will hear me utter more often:

 

• “I take responsibility for this.”
• “I recommend we…because…”
• “What can we do to move this forward – faster?”
• “These are the facts…and here are possible solutions.”

 

How strong is your backbone? Will you pass your leadership exam today?

 

Where will you lead – where will you stomp elephants – today?