Vannoy and Ross

April 8, 2010                                                     

 

 

The boys of summer are at it again: Baseball’s first pitch has been thrown. Watch one game and you can learn a lot about how to improve your game right now. Here are baseball’s big lessons for leadership.

 

1. You’ve got to swing the bat if you’re going to get a hit. Standing at the plate watching pitches go by isn’t going to win you any games. Where in your life right now are you ready to step up to the plate – and swing? Where are you ready to demonstrate your confidence and make a decision? It’s time to move forward: swing the bat.
2. You can win games by manufacturing runs. When you do swing the bat, it doesn’t have to be a home run that you hit. Hitting singles and taking advantage of the opportunities your opponent offers is a winning formula. Perfection isn’t what’s needed, consistency is. Where in your life are you ready to celebrate the “incremental runs” you’re generating?
3. Fundamentals – fundamentals – fundamentals. Keep your eye on the ball; put your elbow up; lead with your hips; keep the bat level. Batting is a science – and those that are disciplined get on base more than those who don’t. Where in your job are you ready to go to the next level…by going back and delivering on the basics, the fundamentals that are key to your success?
4. And as Tom Hanks reminded us, There’s no crying in baseball. Whiners, complainers, those focusing on all their problems and what’s not working don’t get to play. Putting on the uniform means it’s not about you, it’s about the team. Whether you work at the ball park or the industrial park, you must be able to lead yourself – your focus and your emotions – if you want to be successful at leading others.

And one more big baseball lesson for leadership: It’s a long season. Do everything you can to win…then enjoy the game.

 

 

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?)

Vannoy and Ross

 

 

“We have a bias for action” is a popular phrase meant to signal that someone is serious about getting things done. And, while it’s true there are people who like to talk about business rather than doing business, have you noticed that a “bias for action” doesn’t automatically equate to greater results? In fact, all too often a “bias for action” is costing companies money.

 What good is a bias for action…if the actions you take lead you backwards?

 

In many companies one has to look no further than the meetings being conducted to observe backward-action leadership. In an effort to get to “action” as quickly as possible, too many bosses do what they’ve always done: start by analyzing what’s not working, then determine where the problems lie, ask who or what is to blame, and finish with sharing their concerns regarding the plan forward.

 

This bias for the wrong action backfires in bad ways: communication stalls as defenses go up, confidence plummets because momentum vanishes, egos flare, and very little work gets done. As our friend, Per L., says, this is the “anti-solutioning” approach.

 

There’s a better approach. In your next meeting demonstrate your bias for the right action by focusing on solutions, what is necessary to improve, what you are learning, and how to make ideas work. This focus is accomplished by asking questions such as:

• What progress have we made since our last meeting that we can expand on?
• What are the three most important actions we should take to hit our target?
• What lessons have we learned that we want to leverage moving forward?
• How will we know we’re executing our strategy?

 

Demonstrating a bias for the right action moves teams forward faster. As “Quotable Joe” in Cincinnati reports, “We now leap-frog the commiseration stage of the meeting, and get more done – faster.”

Vannoy and Ross

 

 

 

Do you know anyone who proudly exclaims, “You’ll never wonder what I’m trying to say, because I like to tell it like it is.” After hearing such claims, do you cringe and find yourself scratching your head, hoping for the day your tell-it-like-it-is friend gets wiser?

 

Consider the young football player. In high school you can be an incredible success – perhaps even all-conference – if you just hit hard. But if you want to make the team at the college level, where everyone hits hard, then you have to add technique to your game.

 

And if you want to play professionally some day? Then, you have to hit hard, demonstrate flawless technique and you have to play smart.

 

In other words, simply hitting hard isn’t enough. In fact, such a narrow-minded approach is not even close to being effective, let alone professional.

 

Why are so many tell-it-like-it-is people hard to work with? It’s like a roulette table as it’s always a gamble: You never know what you’re going to get. Are they going to tell it like it is…and leave a trail of destruction that hurts people, relationships and results? Where no one is inspired to share innovative ideas? Where confidence is bludgeoned?

 

Or, can the tell-it-like-it-is person also demonstrate a style and show they’re smart enough…so when they speak they develop:

• Better ideas than their own
• The people around them
• Relationships with others in the room
• Greater confidence in the plan being created
• And improved performance and results?

 

Our friend, Susan, inspired this: When someone says “I tell it like it is,” consider that we should respond: Let me tell you like it is: It is vital that when you share your perspective you do it in a way that moves thoughts, people and results forward.

 

What style and smarts will you model as you tell it like it is?

 

 

 

 

Leaders everywhere are begging for higher performance from their teams. And yet, would it surprise you to learn that many leaders are sabotaging their team’s performance with their current methods?

Somewhere, somehow, bosses learned that in an effort to get people to improve they should: 1) Point out what others are doing wrong, and 2) Provide specific feedback only in the annual performance review.

It’s crazy: Imagine you are a parent: How much sense would it make if you only provided your children feedback once a year? And, when you did provide them such information you focused on everything they were doing wrong.

What would you expect for behavior from children exposed to such an approach? Would you volunteer to babysit them?

The brain is a brain, whether it’s in a child or an adult. This means you can guarantee: It goes towards its focus. This is why legendary football coach, Paul “Bear” Bryant, would rarely stop the game film when his players were making mistakes. He reasoned: Why program their minds to reinforce what you don’t want to have happen? Instead, his players could count on watching (and watching again) those moments when their performance was strong.

Additionally, timely feedback is crucial. “In the moment” feedback propels performance forward immediately. For example, “John, by delivering the project today instead of tomorrow, you put us on a pace to hit our Q1 target. Thank you.”

When feedback is sincere (your mean it), specific (focused on the details of excellence), and selective (timely), every day is filled with powerful performance enhancer moments. (From our book, Stomp the Elephant in the Office)

The question is: Are you willing to seize those moments…or do you just want to talk about it at the end of the year?

 

Fact: Being “positive” and being forward focused are two different things. Yet, it is alarming: when someone receives bad news, others will often attempt to assist those in need by encouraging them to “be positive.”

Depending on the state of mind of the person in need, those around him might be cautious; such a coaching approach is likely to backfire – and make matters worse. Why? Because there’s not a lot that is positive, for instance, about firing people, cutting budgets, and missing your child’s ball game because you have to meet with a client.

Most certainly, those who extend the “be positive” proclamation should not be blamed; they are attempting to help. And, consider that you can increase the awareness of such well-intended colleagues by assuring others understand how “being positive” falls short of living and leading in a forward focused manner.

By definition, being positive includes hope, and it has the essence of rhetoric. Forward focus is biased towards action, and has the essence of discipline – which results in greater hope for tomorrow. Being positive means being nice; alternatively, forward focus has, among other things, three important components. It means that in interactions you work to develop:

• the person,
• the relationship,
• and results.

Of course, in some interactions you may only achieve one of the three elements above. But any approach that does not consistently strive to accomplish all three cannot be sustained – and is disastrous in the long term.

The three components of being forward focused can have a positive effect. It can feel good. But, unlike “the positive approach,” the forward focus approach can also be used during “negative” events. In such situations, people don’t necessarily feel good, but they know what must be done to build people, relationships and results long term.

And that’s a good thing.

 Vannoy & Ross

 

It’s never been this bad. According to 22 years of polling by The Conference Board, job satisfaction has declined to 45%. And those who find their job interesting are a measly 51%. http://www.msnbc.msn.com/id/34691428/ns/business-careers/from/ET

Ironically, in an era when bosses have to do more with less, when companies are scurrying to differentiate themselves… how effective can they be when half of their employees don’t care?

This situation is akin to a parent trying to get their teenager to do their homework on a Friday night. The parent demands, threatens, incentivizes – but the child just doesn’t want to be there. They’re not interested, yet they’re forced to deliver results.

There are a lot of variables when considering the causes for the poor numbers. Unquestionably, the employee is responsible. It’s up to you and your focus to determine whether you find anything interesting.

The distressing trend also proves that a “let management do the thinking – you do the working” mentality persists. Undoubtedly, there are organizations today who are taking advantage of the unemployment rate; who is going to leave their job when their neighbors are unemployed?

But this approach defies logic. Why would any leader pay someone a wage and then lead them in a manner where they get “homework on a Friday night” sorts of results?

This week, be a trend breaker. Regardless of your position, begin to make the workplace more interesting by doubling the amount of questions you ask. The allure of joining the chorus of those who want to spout their opinions is strong. (Visualize ten people in a meeting, all taking turns sharing how bad they think things are.)

Break the status quo by asking questions such as:

• What do you think we could do differently?
• If you could paint the perfect scenario here, what would it be?
• Why is it important for us to do our best here?

The mindset one chooses is dramatically affected by the environment around them.  Make that environment more interesting today.

 

 

December 14, 2009

5 Common Leadership Errors that Ruin the Holidays

Vannoy and Ross

Think you’re ready for the Holidays? Your travel plans are ready; the gifts are nearly purchased and wrapped; the house is cleaned and decorated; and you’ve been starving yourself so you can eat as much of your mother’s cookies as you want.

Yet, even with all the preparation, if we’re not ready to lead ourselves – lead our focus and behaviors – the Holidays can be a complete flop. As so many Pathways to Leadership graduates know, it’s vital that your leadership increases as you go home. This holds especially true during this important time of the year.

Here are the five most common errors of personal leadership during the Holidays – and what you can do to create greater results.

 1. Insist on getting everything done on your “to-do” list during your “time off.” Instead: Identify the kind of experiences you want to have during this time and act in a way that creates those experiences.

2. Prior to visiting your relatives, articulate all the things you can’t stand about them. Instead: Identify the top three things you  most appreciate about your relatives - and relentlessly focus on those elements.

3. Focus on all the places you’re overeating. Instead: Celebrate every ounce of discipline you demonstrate.

4. Lament all the things you didn’t achieve in 2009. Instead: Celebrate what you and your family have done in the last year.

 5. Discuss how bad the unemployment rate, the economy, and your boss will be in 2010. Instead: Determine the behaviors and mindset (both of which are in your control) that you will live by in the months ahead to ensure the direction you go is productive.

Rest, joy, gratitude, and abundance… the things you crave for the Holidays - are always available to you.

Beware: Radical Thanksgiving Idea (It Could Change Everything)

Vannoy and Ross

Thanksgiving is almost here. This U.S. holiday provides an opportunity to pause and give thanks for the abundance in your life.

As most people know, operating in a state of gratitude is a powerful tool that moves you forward. And, focusing on what you have (such as what’s working, where you have momentum, etc.) significantly increases the chances that you’ll deliver more of the same – because you go toward your focus.

But is it possible too many people are cheating themselves? What happens if “giving thanks” for only the obvious blessings in your life…means you’re only doing the easy part – and denying yourself untapped momentum and energy?

Here’s a radical Thanksgiving idea: This year give thanks to those people and events that are currently making your life difficult. This is not a joke. And, it’s not for the faint of heart; superior living and leading often is the result of being willing and able to do what most others can’t or won’t.

Those gifted leaders reading this know that challenges (also known as problems, issues, etc.) are temporary locks on future growth – and it’s your job to break the code so you can move forward. Consider the possibility that the most important step in breaking the code to going to a new level of living and leading is giving thanks for what’s not working in your life.

Yes, this is a radical idea. (Is it really?)

But if it is true that if you want to change things, you have to change how you do things - then such an unusual twist to your Thanksgiving could change everything moving forward - not because it will immediately change the people and events around you; rather, it will change how you feel about everything “wrong” in your life.

Here’s to feeling different this Thanksgiving – and creating greater results moving forward.

Halloween is Over, Right? Beware the Lingering Leadership Ghosts

In the U.S., Halloween has come and gone. The masks and witch brooms are back in storage. Fright-night is over, right?

 

Not so fast. There are ghosts still floating wild and haunting teams across the land. Does your business require a ghost buster?

Spend casual time with the average employee…and listen closely…and you may just hear ghost stories. These chilling tales take various forms:

• In some companies, make a mistake, and you’re a villain forever. Like demon spirit, your reputation floats far in front of you and lingers after you’ve left the room. You could have the potential to be the most effective leader in the land…but people will never know it. Your ghost lives on, and your company pays the price: How ironic: We want people to improve, but we tie them to the past.
• Additionally, too many teams routinely tell ghost stories about events of the past. They sound like this: “Do you remember how bad that leader was…” And “One of the worst decisions we ever made was…” And “We never seem to have the time to do things right the first time, but we always have the time to do things twice…” Unwittingly, by retelling (and retelling, and retelling) the same scary stories people ensure that past mistakes continue to cost them countless more dollars far into the future.

Understanding the horrific moments in our past is not a mistake, but allowing leadership ghosts to linger, is costly. Conduct a ghost-busting exercise today by asking these questions:

1. What are the most important lessons we can gain from this experience?
2. How can we further leverage this moment as a resource?
3. If we continue to re-tell this story, how would it hurt progress?
4. Why is it important that we put this experience behind us?

The haunted house is closed. It’s time to move forward.