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

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?”

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.

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?

 

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.