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).

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?)

 

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?

This Weekend Tap a Radical Resource for Your Job

Vannoy and Ross

September 1, 2009

 Labor Day is approaching in the United States, a chance to “catch your breath” and let go of the stresses of your job. But consider that your most important work is about to begin.

At the end of most days, when you go home, does your marriage, or your family, or your time at home provide you with more energy? Does your time away from the office make you an even stronger employee? Does your time with loved ones propel you forward in your thinking and make you even more excited about the possibilities in your professional life?

This issue – where the home life is marginalized, or worse, becomes a distraction or drain on dreams – is a huge elephant for too many people. After giving their all at the office, such employees come home and open the door to power struggles, jealousy, apathy and worse. Of course, this directly affects your company’s bottom line, because that same person brings their shattered focus back to work.

Conversely, there are many people who understand that the most important leadership work on the planet is how they lead themselves and their family. “At first it was a radical idea,” shared a participant in a recent Pathways to Leadership session. “But the more I thought about it, I knew it was true: The stronger my marriage is, the greater the resource and support I have in my professional life.

“I used to come home and both of us would talk about all the things that didn’t go well, what we didn’t like about the day, our job – you name it. Finally, we both woke up and decided enough was enough. So we changed our focus and started talking about our responsibilities, our opportunities. In time, this has changed the energy of my home. Now, when I leave for the office I can feel my family cheering me on.

“The stronger my family is, the stronger I am in my job. It’s a powerful way to live and lead –  and show up for work.”

“The stronger my family is, the stronger I am in my job. It’s a powerful way to live and lead – and show up for work.”

This Labor Day, how will you take advantage of the time to build this radical resource – your family?

Do you feel the Big Mo – Momentum – in your business and life right now? If you don’t, the leaders we’ve been speaking with would say you should be.

 

The response to our latest webinar has been invigorating. We received emails from all over – five continents to be exact – with everyone sharing how they are immediately shaking off fear and moving forward with momentum. (The free webinar is available at www.pathwaystoleadership.com)

 

It is crazy how many office elephants are roaming today: Many companies are actually creating fear – and anger, anxiety, and apathy – just by how they are managing today’s “bad news.”

 

It doesn’t have to be that way.

 

Dan, a top leader within Kellogg’s, shares, “The idea of being ‘on a roll’ is a simple concept, but today it sunk in deeper. Last night I left work feeling really good about how things were going with our team.  When I woke up this morning, that feeling was still there.

 

“While getting ready to go to work I was pondering, ‘Why do I feel so good about things?’  Then a single word hit me: momentum.  Instead of standing still (or moving backward), our team is moving toward clearly defined objectives. 

 

“I do a little cycling and I know that if you stand still with your feet locked in the pedals you fall down. With just a little bit of effort you can get a bike on a roll.  Once you get a bike rolling you gain momentum. And the great thing about momentum is that when you approach a hill (a difficulty in bicycling) your momentum can take you right over small hills and half-way up the big ones.”

 

Momentum is a priceless resource – and it can be generated on demand. Today, when someone hits the brakes by focusing on problems - what’s not working, or who is to blame (all of which kills momentum) - you can respond with leadership: Ask a question that leads focus, energy, people – and results – forward.

 

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

 

 

 

ELEPHANT ALERT!

Are you a quitter? Are there things that you want to do professionally and personally that, over time, are beginning to seem out of reach? Are you tempted to quit?

Would it surprise you to know that the strategies most people and organizations employ to achieve their objectives actually keep them from tasting success?

Here’s the elephant in the office: Too many people think that in order to get ahead, they’re supposed to look behind. In pursuit of prized objectives, some organizations make it a practice to focus on what’s not working, who’s to blame, all their problems and what they don’t like about each other.

It’s no wonder people quit; the relentless analysis of why we’re not good enough dismantles the fortitude of the strongest amongst us.

Maybe quitting – something – is the best option.

STOMP THE ELEPHANT

Perhaps it’s surprising: quitting is part of the formula for success. And what we quit is the key.

Here are the top three things you can quit doing to guarantee progress towards your goal:

1. Quit looking for the evidence that you’re not making progress;
2. Quit depending on or allowing external circumstances to determine your emotional state;
3. Here’s the big one. This key has an ironic twist. It’s a step that most people don’t take, but you can: Quit focusing on what you should quit doing and begin focusing on what you should do.

We should never quit pursuing what it is we want to achieve. What we should quit are the practices, behaviors and beliefs that stop us from accomplishing our objectives.

In the name of achieving your dreams today, what will you quit?

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

WHAT APPEARS TO BE

How much money do you need to be happy? How fat does your wallet have to be before you will say, “Okay. They’ve satisfied me. My paycheck is big enough. I’ll never b*%#! and moan again”?

Most people find the idea of “being bought” insulting. Yet, do you know bosses that fall for this approach? They think they can “buy” productivity.

WHAT MIGHT BE

A group of bosses within a large company that is struggling have shared, “Morale will improve when the stock price increases.” In other words, don’t worry about how people feel; just help them make more money and then they’ll “be happy.” (Some are no longer wondering why this company is struggling.)

Readers who have done their research are cringing. Morale is a measurement of the past – and a predictor of the future. This is a cause and effect world – and morale is most assuredly a cause variable.

You can buy a person’s time, but you can’t buy their discretionary efforts, their ownership mentality, their willingness to contribute to a healthy team and fight for a cause.

You can’t buy morale.

WHAT CAN BE

Money is a motivator. It’s a remarkable way to ‘keep score,’ and determine who wins. All of which means, money is an outcome.

The wisest amongst us don’t make money the target; instead, they focus on the variables that deliver the most money: trust, ingenuity, collaboration, communication, execution, motivation, etc. And not so ironically, when these things are in place, people are happier.

And they make more money.

You don’t lead money, you manage it. But you can lead people. How effective are you?

What is the difference between what “might be” and what “can be”?  You decide.

WHAT APPEARS TO BE

What the boss announces: “We need to cheer up around here. Morale is down.”

What the team thinks: “Oh jeez. Not again. What will it be this time? A ropes-course over the Grand Canyon? Or maybe we’ll sing ‘We are Family’ to the rhythm of ‘We Will Rock You’…and still get lousy results.”

Such teams have it right: Morale is overrated.

But – gasp! – isn’t that leadership heresy? No, it’s not. It’s overrated because some bosses confuse what morale is.

WHAT MIGHT BE

When “morale is down” the average boss tries to fix it. Resources are spent on motivational speakers and posters with trite quotes – in an attempt to “pump up the troops.”

Like one who attempts to cure a headache with aspirin, these bosses mask what is – and delay treatment for a patient who may be in critical condition.

WHAT CAN BE

Morale is a symptom. It’s an outcome. It’s the effect of these three causes:

1. The ability one has to influence others and him or herself (leadership);
2. The potency of the environment (culture);
3. The capability to create greater results (business).

When any person perceives a drop in their ability to experience and execute the above, morale drops. When no steps have been taken to improve the proficiencies in the above three areas, might it be insane to attempt to “cheer others up”?

Morale is a key to success. Whether your team has it or not is an indicator of the leadership work that was done yesterday – and the type of work needed today.

As you move forward, will you focus on fixing the symptoms in your business – or building greater capabilities?

What is the difference between what “might be” and what “can be”?  You decide.

WHAT APPEARS TO BE

This is the era of the “super-size me” approach to business. One of you won’t do. Your company needs two.

This is a time when companies are looking for the quickest way to build stock price. There are many gimmicks those on the top floor can use to achieve this – yet research shows those companies who SUSTAIN greatness do it because they are filled with leaders who lead people, not just manage numbers.

WHAT MIGHT BE

The “lead by numbers” approach means “do more with less.” Which means we have finally solved the fast-food mystery: people are super-sizing their meals not because they are hungry; they’re up-sizing in an effort to super-size themselves. They’re hungry for a way to be super.

WHAT CAN BE

Here’s the paradox: people want to be great. People are naturally motivated and inspired. They ALREADY come to work in a super size – a size that is more than enough to get the numbers the top floor wants. Yet, too many companies are using this approach: they’re tearing people down, and then racing to see who can build up their people first.

News flash: only one of you is needed.

(Don’t believe other people want to be great? Look at yourself. A bit pretentious, isn’t it: to think you’re the only one who has this desire?)

Let’s begin something by taking control again. Let’s live in our own, pure motivations. Let’s promise ourselves that we’ll never forget – and daily tap into – our own desire to be great. And then act out of that greatness.

Who cares if those on the top floor make more money than we do. We’ll get something that no one should be without: self-worth and dignity…and the regular size combo meal.

What is the difference between what “might be” and what “can be”?  You decide.