ELEPHANT ALERT!

Where are you getting your gas? What makes you go? It’s long been said that information is power. But what happens if you have bad information? If so, be aware of the power outage.

Upon hearing that a colleague was communicating incorrect information, a friend stated, “He’s been getting gas at the wrong station again.” That’s a power outage. This person was losing their power by communicating rumors.

Here’s the elephant in the office: With the tightening marketplace, companies are making decisions so fast that sometimes the only information shared are the rumors that spread like wildfire in advance. As a result, these companies have to deal with a tough economy – and a loss of power due to the spread of gossip. The workforce is rendered powerless by the distractions.

STOMP THE ELEPHANT

Economies around the world are getting serious about using alternative fuels. What about you? Are your conversations giving you energy? It may be time for a new source of power.

Time spent addressing information that isn’t accurate or verified is like dreaming up ‘negative fantasies.’ Such jibber-jabber drains energy – energy that is in demand as creative solutions are a must for survival.

If you find yourself at a gas pump that is giving bad gas, such as a conversation where gossip is being spread, excuse yourself and find an alternative fuel source. Commit to these steps:

1. Deal with facts. What are the things we can control?
2. Practice creativity. How will we make the most with what we have?
3. Be an alternative fuel source for others. Build a solutions-focus environment.

Correct information is power. Make sure you fill up with the correct gas.

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

ELEPHANT ALERT!

Things are bad. Retirement savings have been slashed. Unemployment is up. The value of houses is down. No one is buying what’s being sold. The future is bleak. What’s a person to do?

Here’s the elephant in the office: People are quitting everywhere. They’re showing up for work paralyzed. They’re talking about their fears, all the things they disagree with, who’s to blame, and how they feel hopeless. It’s ugly – and little work is being done.

There are options. We recommend you tell them to quit.

STOMP THE ELEPHANT

Do you know someone who is stressed and miserable? Encourage them to quit.

Tell them to,

• “Quit feeling sorry for yourself. Quit giving up your emotional control to a bunch of numbers generated by Wall Street. Quit trying to figure out who to blame. Quit perpetuating you fears by re-exploring them each time you see your friends. Quit thinking you’re the only one who is right. Quit thinking you’re always wrong. Quit replaying old, worn-out tapes of the would’ves, should’ves and could’ves. Quit pretending you’re somebody you’re not. Quit getting angry at others who reveal who you are. Quit putting everyone you disagree with in a box. Quit discriminating against things you don’t understand. Quit bringing the poison of your day home for your family to taste. Quit looking at the flaws in the details that make up your life.
• “(Most of all, quit quitting.)
• “And if you’re serious about quitting, stop focusing on what you intend to quit – and spend your time thinking about what you want.”

Today, stop and consider: What do you want? What’s important to you? Why is it important? And how will you take a step in that direction – beginning now?

Quitting is easy…when you know what you want.

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

ELEPHANT ALERT!

Robocalls are the curse of a campaign season. These pre-recorded messages terrorize family time, and usually take two approaches: 1) They attack their opponents and their ideas; and 2) the message attempts to persuade you to make “a better choice.”

As difficult as this is to endure in your home, isn’t it crazy to be subjected to the same strategy at work?

Here’s the elephant in the office: It seems most teams have a robocaller who attends meetings. When a new or innovative idea is offered, the robocaller leans forward and attacks the idea, stating why it won’t work. And then they attempt to persuade (sell) others on their own idea.

This divisive “You’re wrong – I’m right” approach ruins collaboration, teams and results. 

STOMP THE ELEPHANT

Robocalling should be outlawed – beginning at work. The next time you’re in a meeting where people are brainstorming new ideas and the robocaller dials in, don’t answer. Instead:

1. Acknowledge that you hear them.
2. Understand they want the same thing you want: to see the organization win.
3. State clearly what’s important to you and why. For example, “It’s important that we look closely at all ideas not at face value, but for where they may take us and what new ideas they may generate. We must evolve if we expect to succeed.”
4. Discuss the difference between “why an idea won’t work” vs. “given the circumstances, how could we make that idea work?”
5. Look for those moments when the robocaller has used their mute button and kept quiet. Privately thank them.

Stop the repetitive pitches that hurt people and results – and allow everyone to win.

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

ELEPHANT ALERT!

Different leadership styles are necessary for different times. When your team is ahead in the game, the tone, approach, and techniques necessary to ensure victory are different than when you’re behind.

It’s stunning to observe some bosses blow it.

Here’s the elephant in the office: As stress increases, have you witnessed some bosses who move to a default setting of “command and control”? They make decisions behind closed doors; they assume they know the motivations of others; and they resort to the illogical “I’m-going-to-make-you-feel-bad-so-you-can-start-to-do-good” method of execution.

Consequently, the tough times are exacerbated as these bosses make bad results worse.

STOMP THE ELEPHANT

When times are tough decisive leadership action is a must. Regardless of the style that is needed, there are some elements of quality leadership that are consistent no matter what the situation.

• Fear is a motivator, but only for short bursts. Now more than ever, people are starving for confidence. A focus on what is working creates this needed element.
• Cultures of inclusion always out-perform cultures of exclusion. You might not always be able to include people’s ideas in WHAT needs to be done, but when you exclude them from HOW they need to get things done, you’re guaranteeing you’ll see bigger problems.
• Success is relative. Leaders who are beating their teams up for not delivering the same results they achieved under different market conditions are sowing the seeds of cancer within their team. The market is different, so success is different. Create a “we will persevere” mentality by celebrating the successes of today.

Are you adapting how you lead? And are you remaining consistent in the important ways that will allow your team to win?

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

ELEPHANT ALERT!

(If you know it all, then this isn’t for you.)

Curiously, this blog deals with something everyone knows. Yet, astonishingly, just because humans have the capacity to know something, it doesn’t mean we have the ability to do it.

As you become more knowledgeable can you prove that you’re becoming more effective as a leader?

Here’s the elephant in the office: Too often we hear:  “My boss can’t keep his mouth shut. He has to interject everywhere.” Perhaps there’s a “code of conduct for leaders” that states the boss has the final say in meetings and should be involved in every step of every initiative.

Because such an approach shuts down other people, the know-it-all boss then must become the do-it-all boss.

STOMP THE ELEPHANT

After a keynote in Ohio a man named Steve approached us. “The power of understanding that everyone wants to be great is amazing. When the company decided to spin off our division, I had a problem: I didn’t know any more than the team did!”

“Rather than make something up, I asked a question: ‘Whether you stay with the company or go, what are three things you’re going to do to make the new company more successful than ever?”

“I was stunned. Their ideas were light years ahead of anything I could come up with,” Steve reports. “Moving forward, they executed flawlessly.”

Steve reminds us that great leadership doesn’t mean you’re the smartest person in the room – and that your job is to leverage the talent around you, not dominate it.

A challenge: This week ask questions 10% more – and keep your mouth closed 10% more. You really don’t know it all – which means you don’t have to do it all.

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

ELEPHANT ALERT!

Recently, a top leader told hundreds in the audience, “We need to correct course. I made a decision on a strategy last year – and it has alienated some of you. That wasn’t my intention. I take full responsibility and apologize.”

The person sitting next me inspired the title of this blog when he said, “That bailout was nicely done.” 

The US government has confessed that the economy is screwed up. Time is so short, that rather than take the typical route of finding blame and scapegoats, they agree that a corrective course of action is needed immediately.

Here’s the elephant in the office: Do you work with someone who has made a mistake, but refuses to accept responsibility for it? Consequently, they carry around a “fog of disillusionment” that repels even innocent bystanders. It takes a gas mask to have a meeting with such people!

Remarkably, it takes one simple act to clear the air – and get back to work.

STOMP THE ELEPHANT

Making an apology – taking responsibility – is a powerful leadership act. And while it’s easy to identify those people we work with who have the “fog of disillusionment” around them, consider that you, too, have such a challenge.

Are you ready to conduct your own bailout? With whom do you have a troubled relationship? It may be time to say, “I apologize. I take responsibility.” (If your ego has a grip on you, you can add, “I apologize for my part.”) And of course, it’s illegal to add “…but you need to take responsibility too.”

Bailouts save sinking ships. And they immediately put relationships on a course to greater productivity.

Bailouts are in vogue. Why not conduct your own?

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

ELEPHANT ALERT!

Effective leaders know their company must be better than the competition. But how many leaders add this twist: they think they must also be better than the people around them?

Are you putting pressure on yourself to be the best – and a version of “best” that means better than everyone else?

Here’s the elephant in the office: Too many think “leadership” means being better than those around them. They make sure others are good at what they do…but not too good; they claim the credit; they ensure they speak last; and they keep people from running with their greatest strengths, lest those strengths claim too much attention.

This approach incurs many costs, including:

1. whenever the “leader” is out of the room results suffer, and
2. tomorrow’s success is left to chance as eventually the “leader” will depart.

STOMP THE ELEPHANT

Want to create magic? Over the next fourteen days make a commitment to operate with a rare and effective mindset. Commit to lead in a way that makes everyone around you better than you. Take steps in your communications and actions to ensure that every single time they leave you they are better than when they came to you.

Then observe what happens to the level of trust and respect around you. Watch how people solicit your feedback and guidance. Measure how your influence – and results – grows.

The old adage is true: the more you give, the more you get back. Are you leading so you can be great – or using an approach that focuses on making those around you great first? Your answer determines your success. And only one answer guarantees that tomorrow will be better than today.

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

ELEPHANT ALERT!

Alarming news: “On your next flight your plane will be on target – it will have its nose directly in line with your destination – less than 5% of the time,” a participant recently shared.

Even with a clear vision, strong execution and determination, there will be moments when we are not on target. How leaders respond in such moments determines their results.

Here’s the elephant in the office: Some people spend hours focusing on, ridiculing and criticizing those who are off target. Somehow, these bosses believe that by making people feel bad, stupid or incompetent, that off-target people will respond in a healthy way.

Yet, how excited do you get about changing when you feel like gum on the sole of a shoe? This approach exacerbates errors. Conversely, people change when they feel good about themselves.

STOMP THE ELEPHANT

Imagine if every time your flight was off course you went to the cockpit and yelled, “Hey pilot, you’re an idiot! We’re off course. You’re not flying this tin can the right way!” This seems ludicrous. Yet, have you observed others who use this approach when giving others feedback?

This doesn’t mean we should tolerate being “off target.” The key is: As a leader, how quickly can you get yourself and others back on target? Two course-correcting steps achieve this:

1. Provide a statement of affirmation that builds confidence. For example, “It’s clear you are passionate about delivering excellence.”
2. Ask a question that allows the pilot to self-correct. “What will be your next steps to ensuring greater quality?” Or, “What does your completed objective look like now?”

We go in the direction of our focus. Today, help two people course correct: another person – and yourself.

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

ELEPHANT ALERT!

When I was ten I had an experience I will never forget. It was a typical, oppressive, hot and humid day in Minnesota. I’d been in the field picking rock for hours and wasn’t happy.

Suddenly, an idea came to me that would make my life easier – and possibly change the world!

Walking into the house I shared my secret. “Dad! Someday I’m going to invent a very thin, lotion-like substance that will insulate me from the sun and keep me cool. It will be like an invisible suit you can wear in the heat.”

My dad looked at me and laughed. “It’s already been invented, son.”

I was shocked. “Really?”

“Yep,” my dad replied. “It’s called sweat.”

Here’s the elephant in the office: There’s a lot of people under stress who are functioning as if they’re incomplete, as if they lack what it takes to be a success. They whine, complain, and mope around…wishing they had what they already have. Such people function in a perpetual state of failure.

What does it mean to you and your chances for success knowing that most of your competition is probably using this “elephant in the office” approach?

STOMP THE ELEPHANT

Try this conversation with a friend or team: What is the difference between determining what we need to acquire in order to be a success vs. determining what we can do to leverage what we already have to be an even greater success? As you consider your results, include in your observations the varied impact the two approaches have on attitudes, confidence and momentum.

Consider that you don’t need to invent sweat to be a success – you simply need to sweat.

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

ELEPHANT ALERT!

Do you inspire people? Do people like being around you? Do you influence the effectiveness of others – for the greater good – when you’re in the room?

These are questions aspiring leaders should ask themselves. The answers tell us a lot.

Here’s the elephant in the office: There are some people who don’t care what people think of them. “Screw ‘em,” they say. “What you see is what you get. I’m not going to change me. Deal with it.” (Is this a form of laziness? Denial? Insecurity?)

This, of course, leaves everyone else dealing with what they get: breakdowns in communication, poor relationships, and ugly results.

STOMP THE ELEPHANT

Autonomy, the ability to determine your own value, is a strong characteristic of influential leaders. It also has a dark side: when we disregard the feedback we receive from others and no longer work to improve who we are.

We just worked with a team in Medellin, Colombia. The top 30 leaders of this already-successful organization are determined to take their company to new highs. And here’s one reason why we’re betting they’ll succeed: they’re dedicated to functioning in a way where those they lead say, “I want to be like you.”

Their secret to achieving this is simple: in every interaction with others they focus on building stronger relationships.

At the end of the day what do people say about you? Are you functioning in a way that inspires people to emulate you…or are you a model that leaves people muttering, “I’m learning a lot from him: everything I don’t want to do when I’m in his position”?

This end-of-the-day test has a bonus section: who do your children wish they could be like?

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