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

There’s lot of talk recently about having ‘fun in the workplace.’ But what is fun? Too many bosses get it wrong.

Here are the three most common strategies to create “fun” and the reasons why they tend to backfire.

1. The Pizza Party Ploy – People can’t be bought, even with their stomach. This event gives them time to stand in cliques and reinforce what they don’t like about…
2. Bonus Boomerang – Competition is a healthy thing, but when you create losers at work you’re set up for disaster. Plus, what happens if the same people win each time?
3. High-Five Fakers – When compliments are conniving and enthusiasm forced, people can sense it and rebel.

But wait! Aren’t the strategies above fun things? Aren’t they effective at injecting a workplace with much needed spirit, camaraderie, and excitement? Not when they are the only strategies utilized.

Is it possible that some people have confused fun with entertained? The most productive employees aren’t confused. They know certain elements must be in place before they can have fun.

What do employees think is the most fun? When they excel at their jobs. Our partners in the field have found that when they build the following five qualities in the workplace, they have fun.

• Develop self-reliant, healthy individuals.
• Build a culture that is pro-active and full of trust.
• Establish full, free, two-way information flow.
• Build clear, achievable, stretch objectives and execution plan.
• Create a team identity that empowers and excites.

Build these five components and fun – and results – take care of themselves.

First, determine who the newest member of your team is. Let’s say it’s a man named Sam. Now ask: To what extent does Sam bring the same level of enthusiasm, passion, and commitment to excellence today in comparison to what he brought his first day on the job? Then ask: Now that Sam’s been on the team for while, is he more – or less – collaborative than he was on day one?

And here’s one more revealing question: Is the company and your team receiving Sam’s discretionary effort at the levels he originally came through the door with?

Some might think that these questions are designed to assess the capabilities of a colleague. And while it’s true that your answers may better ascertain Sam’s value to the organization, consider that such questions determine something more significant: the health of your work culture.

Just as the sun pulls the moisture out of a slice of bread left on the sidewalk, too many organizations hire top talent…and then force them to function in work environments that zap the “first day freshness” out of them. Unuttered messages bombard the new employee: “That’s not the way we do it here.” “You are not recognized for extra efforts.” “You really don’t have a voice.”

Consider that while Sam is responsible for his attitude and behaviors, he can’t be entirely blamed for no longer functioning with the “all-in” enthusiasm he did on day one; research proves the culture he functions in has a profound effect on the person. Organizations that have high-performing teams understand this.

What you can do today:

1. What actions will you take to create an environment that encourages others to function with the enthusiasm of their first day?
2. What discipline will you demonstrate that reveals you’re even more “all-in” than you were on your first day?

(Besides, isn’t today the first day of the rest of your career, anyhow?)

 

Did you hear they are considering a new competition for future Olympics? This sport – one that occurs in offices around the world – has become so fashionable that the Olympic Committee can no longer refute its popularity: Communication Competition.

Colossal communication collapses take place every day due to one primary reason: People enter into conversations with the objective of winning, as if the person they are communicating with is their opponent. Communications become a sport – and quite dysfunctional – as participants in dialogues place an extra effort on proving they are superior.

Here are the tell-tale signs of communication competition:

1. When one person is more interested in proving the other wrong…rather than working together to evolve a mutually identified idea.
2. When people have a tone or use words that communicate to others “You’re an idiot”…rather than operating with the wisdom that no perspective (even their own) is ever complete.
3. When the mantra of “the customer is first” means we must bludgeon each other with commands…versus ensuring we are serving each other and making our team stronger – so that we can serve the customer in extraordinary ways.
4. When we fool ourselves by sending emails thinking the electronic format provides a defense from which we can fire missiles…rather than picking up the phone or walking down the hallway to demonstrate our maturity.
5. When we split the room in two while arguing with one-another by using words like “I disagree/agree”…instead of using words like, “from our perspective,” or “let’s continue to explore this thought,” to debate an idea and achieve alignment.

When you communicate, what are you saying about yourself? What are you telling others is your highest priority?

Wellness Culture leaders, those who lead high-performing workplaces, are only interested in winning as an organization. Their words and emails consistently inform the team: We want the same thing – success. Therefore, communications need not be competitions, but the primary vehicle to move people and results forward faster.

Create Greater Confidence, Momentum and Focus – Right Now

Vannoy and Ross

My five-year-old daughter recently announced, “I know how to spell my friend’s name. We call him RJ.”

“How do you spell that, honey?”

With a big smile she lifted her chin and said, “R – J.”

You have to admire that sort of mastery. And we did! With cheers we celebrated her achievement. And do you know what happened next? She spent the rest of the day attempting to spell nearly every word she encountered.

Which provides us with an important reminder: Somewhere along the way most people begin expecting success – and therefore, they quit celebrating the wins. Thus, quite subtly, confidence begins to wane. Momentum begins to erode. And focus shifts more consistently to what’s not working, which ultimately results in one thing: fewer wins.

What would it be worth to you if, right now – today – you could build more confidence, forward momentum and stronger focus around you?

If this appeals, we challenge you to conduct the following experiment. Today, conduct three separate celebrations:

1. Identify one area where you are excelling. What is something you’ve been doing well lately, especially under trying circumstances? Give yourself some credit – and celebrate in your own way.
2. What is something the team around you is doing well? Shock your teammates and enhance the next meeting by pointing out something about the team that amazes or excites you. And then ask others what they believe is contributing to the successes that are evident.
3. Perhaps most importantly, on your drive home, identify one important quality you’re going to highlight with your family tonight – and then enjoy the difference this focus makes.

Life will throw my daughter tougher words to spell than R-J, but her strategy for success should never change.

Are You the Michelangelo of Leadership? Take this Quiz

It is very clear: You need “breakthrough” ideas if you’re going to succeed. Would it surprise you to know that quite possibly – in fact most likely – your organization already has the capability to generate the solutions necessary to ensure you will thrive?

Consider the great Italian Renaissance artist, Michelangelo. His work remains unparalleled. He said, “Every block of stone has a statue inside it and it is the task of the sculptor to discover it.”

1. are empowered to regularly ask questions of leadership?
2. currently bring an “ownership, all-in” mentality to work?
3. are routinely solicited for their ideas on how to improve processes, etc.?
4. are consistently aware of why what they are doing on a daily basis is important?

If you answered 90% or above to these questions, you’re presently creating a masterpiece – and your organization is probably already healthy. If you fell below 90%, the good news is: Starting today, your job – and results – can get easier.

How the Universal Healthcare Debate Can Improve Your Leadership

Vannoy and Ross

So are you enjoying the debate over universal health care in the United States? Do you find the dialogue stimulating and refreshing? Each morning do you celebrate the progress the U.S. is making? Are you proud of how people are representing themselves? And do you find yourself full of excitement for the future and enthusiastic about contributing?

Pardon our sarcasm. It is presented here for the purpose of asking this: Go back to the top paragraph and substitute ‘universal health care’ with any topic your company is facing right now. Do the answers to the question change? If they don’t, you’ve got an elephant in the office.

The toxic debate that’s being played out on the national stage is often replicated at the micro level within organizations . Countless companies are paralyzed because this elephant sits on top of their progress.

The Elephant

Somewhere, somehow some people got it in their heads that in order to get ahead, in order to move things forward, it was necessary to 1) Focus on where they don’t agree with their adversary, and 2) make the other team look stupid. It goes against all logic – yet these two approaches pervade much of society.

Consider the most important conversations that take place in any company. These are not the conversations occurring during meetings. On the contrary, it is the dialogue that happens in the one-on-one conversations outside of the meetings. This is where politics are played. And sadly, this is where too many people succumb to discussing strategies about what they don’t agree on and ways they can make the “opposing party” look bad.

You can change this today. And it’s relatively easy. Stomp this destructive elephant by:

1. insisting that all parties start with and focus on where there is agreement. Start on common ground…and build from there. And
2. insist on making everyone look good. Be relentless in your creative pursuit of the solutions that serve everyone.

Then hang on – because your organization will move forward fast.

It’s 4th and Goal: Can You Win the Game?

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).

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.