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!

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!

Nothing beats momentum. When the thrust of energy moving forward is strong, obstacles become smaller and inconsequential. What percentage of time does your team feel like it can achieve anything? Increasing the “momentum percentage” is a top leadership priority.

Yet, guess what approach too many people bring to business?

Here’s the elephant in the office: Some people try to build momentum by focusing on momentum-killers, such as problems, what’s not working, and blame. This approach is rationalized because “the facts must be looked at clearly.”

But why position facts so they drag like anchors on progress?

STOMP THE ELEPHANT

A friend shares, “It’s crazy. I’ve got people around me who point out all the places we’re successful, all the things we’re doing well. But I’ve always felt I had to sit on the ‘reality train’ and focus on where we’re coming up short. I realize I can do a lot better job of looking at the same facts – but in a way that builds momentum.”

Every person reading this blog knows that perspective is reality. Yet, why wouldn’t one choose a perspective that creates a healthy, more productive reality?

A Cincinnati company is building the population of leaders within their organization who can address reality in a way that builds the belief (and capabilities) that they can achieve even more. This naturally leads to achieving more! They just landed the largest contract in their history – and are now more strategically positioned in the market than ever before.

Even though they’re dealing with the same economic facts as their competitors, their reality is different. They are mastering their focus, which means they’re mastering their perspective.

What sort of momentum do you and your team have right now? What train are you riding?

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

ELEPHANT ALERT!

NASCAR (auto racing) requires the use of a restrictor plate. This regulates the flow of fuel and oxygen to the engine – which ensures the engine only performs to a certain degree.

Do you know anyone who is underperforming? Research shows this is the case in the majority of workplaces. The reason why might surprise you.

Here’s the elephant in the office: Companies want to hire the “talented, self-starter, who makes good decisions and is reliable.” Then, once they land their coveted employee, they train them to underperform! They do this by telling employees “here’s how we do it here so you have to change.” Additionally, they focus on what the employees do poorly.

Too many companies hire great people and then make them average. These organizations put restrictor plates on their employees. Then the bosses scratch their heads, baffled that they can’t get their team around the track faster.

STOMP THE ELEPHANT

The average boss thinks the “problem” lies in the poorly performing employees. The elephant-stomping leader knows the single greatest contributor to a person’s performance is the culture within which he or she operates.

Most people know what creates a strong culture – but few people build it. Take this five-point engine check to see if you are giving maximum fuel and oxygen to your engines…so your team can fly.

1. Are you consistently developing stronger relationships with others?
2. Do members of your team feel connected to a sense of purpose while they work?
3. Is there full, free, two-way information flow on your team?
4. Is everyone receiving constructive feedback from you?
5. Are others’ ideas regularly harvested and used?

Go fast. Today, where will you remove restrictor plates?

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

WHAT APPEARS TO BE

It’s a disease afflicting millions, resulting in chronic under-achievement. Its symptoms include confusion, procrastination, and an “I…uh…well, um…you see…maybe” vocabulary.

These people have TBD – To Be Determined-itis.

WHAT MIGHT BE

Do people in your organization call meetings to determine what needs to be determined? And then call subsequent meetings to determine what hasn’t been determined? “That’s a TBD on that,” is the response when it’s time to make decisions.

And like concrete setting, the future is put on hold.

But you can’t really put the future on hold. You can only put your place in the future on hold. People who can’t make decisions put their teams and families at risk, while their careers are pushed to the sidelines.

WHAT CAN BE

In the NFL you get 30 seconds to call and run a play. Can you imagine if teams were also supplied with an endless supply of timeouts? The game would last for days – and the league would go out of business.

You don’t get many timeouts in life. And your company is in the business of making decisions. Here is what the best teams do:

• They’ve mastered the art of preparation – by giving themselves time to prepare between games.
• They spend their time in the huddle determining the best solution, instead of trying to fix the mistakes of the past.
• And they execute well together.

Is it possible the old saying is true: it’s not about making the right decision – it’s about making the decisions you make, right.

Do you have TBD? Or are you making decisions…and growing from there?

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

WHAT APPEARS TO BE

Organizations crave the “can-do” attitude. It speaks to empowerment and a do-whatever-is-necessary eagerness. Businesses win with such an approach.

But what if people misunderstand what a can-do attitude is? Is it possible some people, in an effort to create “can-do,” actually manufacture a “can’t-do” workplace?

WHAT MIGHT BE

“Saying ‘yes’ is not a ‘can-do’ attitude,” shares a participant. “Too many people think they’re supposed to say ‘yes’ to all requests.” These people cannot be blamed; their intentions are noble. It’s their approach that must be refined.

The equation is simple: (yes × quantity) × magnitude of project ÷ time = productivity level.

Unfortunately, the average performer mistakes “no” as the only alternative. This also leads to a “can’t-do” workplace – and miserable results.

WHAT CAN BE

The answer lies in the middle. Between a blind “yes” and the dismissive “no” is the land of co-creation. It’s where mutually determined priorities are formed. It’s where conversations take place.

In this space of collaboration, supervisors move from:

• “Do this fast,” to “Where does this sit on your priority list?”
• Instead of “Here’s something we need to do,” and then walking away, the question is added, “What will come off your to-do list to get this done?”

And the employee’s role in this cooperative space is delivered by asking questions like:

• “How can we ensure that this aligns with our objectives?”
• “Given the other actions steps we’re taking, what time line do we want to use?”
• “What projects do we delay to deliver on this priority?”

The “can-do” attitude is not asked for – it’s created. How will you develop it today?

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

WHAT APPEARS TO BE

Do you know teams with three speeds: slow, super slow, and sputtering? Predicaments lead to dilemmas as individuals slog through the bog of business. Such teams have quagmire leaders.

By shifting a paradigm they can move forward faster.

WHAT MIGHT BE

Poor performing teams defend their need to go slow with a shield of rationalization. When presented with evidence that a strategy can help them deliver greater performance, quagmire leaders focus on all the reasons why new ideas won’t work. This means they continue the replication of their current poor practices.

Proof: in company ‘A’ we help the sales team exceed their objectives. But there is a leader somewhere that says, “That approach will never work in finance.” Yet, we’re helping the finance team at company ‘B’ achieve step-level changes. And (you guessed it) a leader there says, “This won’t work in sales.” Ultimately, we work with entire organizations that experience successes in ALL areas, thus disproving the cynics.

Quagmire leaders fight for their limitations.

WHAT CAN BE

Consider what would happen if teams shifted from a “Here’s why it won’t work” mentality, to a “These are the reasons it would work.” Skeptics respond that such an approach leads to poor decisions. Which is true – IF they don’t ask this follow up question: “Now, what’s our best option?”

Quagmire leaders eradicate opportunities for their teams with a “here’s why it won’t work” focus. Teams that move forward faster develop as many opportunities as possible with a “how could that work here?” approach, and then they execute the best option.

Do you plan on going somewhere today? What approach will you use?

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

WHAT APPEARS TO BE

If you’re average, this work week you’ll waste 17 hours.

How many hours do you spend in meetings? “My day is one long meeting,” people often share with a sigh. Given this, how productive are the meetings you attend?

An online survey of employees in all industries revealed 17 hours each week are wasted in meetings. Ouch.

WHAT MIGHT BE

Many people we interview report that fewer than 30% of the participants in a meeting are fully engaged. Like a leaky bucket, organizations allow the best ideas, the conscientious efforts and salaries go splashing away in a routine of “time-wasting” meetings.

Ineffective managers blame the disengaged – never comprehending that their own “blah-blah-blah” monologue and "blame-fix-command" approach shoots holes in the aspirations, and results, of all.

Thus, meetings become simply awful.

WHAT CAN BE

There are select leaders who have made productive meetings the norm – by keeping them awfully simple.

Think 10:90. A friend in the auto industry shares, “The more talking I do in meetings, the more people tune out. So I use the ‘10:90 Ratio’. By limiting my words to mostly questions and speaking 10% of the time, the team runs with the remaining 90%. And we get better results.”

What’s more important to you: the thoughts and ideas in your head – or the thoughts and ideas in the heads of the people around you? Unless you plan on doing all the work, it’s time to build greater engagement in others.

Productivity is a choice. Telling – forcing – our ideas on others is the norm. What questions will you ask this week to make meetings (and results) simple?

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

Bonus Blog:
Today is a “2 for 1” day. We enjoy hearing from readers around the world. The examples of how they’re using the insights from The Tall Guys blog are insightful and inspiring. We couldn’t resist sharing the following as it demonstrates the power of great leadership where it matters most – with our families.

The following is from our friend, Eirik Thune-Larsen. Thank you for standing with The Tall Guys, Eirik.

"The Story Behind the Story"

What Appears to Be

Sometimes we see the world in a moment, and we react based on the information we have – without knowing what is behind the story, knowing where people are coming from.

My 7-year old is supposed to come home right after school.   Yesterday he was almost an hour late, but he had a good excuse. Today, however, 30-minutes after school ended, he was found laying under the play set.   Lying on his stomach he heard from the teacher: "Bjorn, get out from under there! Playtime is over – you’re in trouble, and we have to call your parents".

Well, the call came, and we spoke to the teacher, taking it all in, and prepared for the "talk" as soon as Bjorn arrived home.

Sitting on the couch, we listened, and understood. We ended up applauding his efforts, and explaining the misunderstanding that happened with the teacher.   

What Might Be

The story behind the story: Yesterday when Bjorn was late, he came running in the door, with a big smile on his face, holding a paper in his hand and waiving it. "I got a Cougar Award!" he screamed. It indicated he had helped pick up balls from the playground after school, practicing his "life skills."

Today was nothing different, he wanted another award! He repeated what he did yesterday. He dug under every climbing wall, under every play set, ran all over the playground, and looked in every bush, snow bank and under all the stairs. No basketball would escape him - The Super Picker Upper! He wanted another award. It felt great getting the first one, and he had figured out what it would take to be recognized.   

But the teacher did not know or sense this – so scolded him for staying too long under the play set. He was taken from a high to a major low, and was confused.

What Can Be

Did you take the time today to think and understand before reacting?   Is the "undesirable" behavior in others actually a misunderstanding in the pursuit of success?  How do you react when “the little helper” looks like he is making things worse, but is actually trying to duplicate yesterdays behaviors, in today’s environment?

We are all guilty of acting quickly. Today, take the time to smile before reacting. It makes a huge difference in how you approach the situation. "Check it!" as my 7-year old would say, before giving the opposing team the ball.

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

WHAT APPEARS TO BE

Does your company suffer the “slows” due to the “Slackers” on the team? Are there employees meandering through the day south of 100%? And thus are draining the company’s resources and your patience?

Slackers beware! Your days are numbered.

WHAT MIGHT BE

Slackers appear to be everywhere. Here are the five signs of a slacker:

1. You come late to meetings “because you’re busier than everyone else.”
2. You avoid eye contact when the team is creating an execution plan.
3. It’s more important to look good (i.e. sit next to the boss), than do well (deliver results).
4. You blame slow progress on the slackers around you.
5. More time is spent on the strategy of leaving the office early, than the strategy of getting your work done.

But wait – what’s with “you”? Isn’t it supposed to be “them”?

WHAT CAN BE

The real question: are you a slacker?

88% of a recent group reported that they work with at least one slacker. At the same time, no one – 0% – reported that they themselves are a slacker. Hmmm. Something’s amiss.

“We spend so much time pointing out what people aren’t doing no one can get any work done,” lamented a manager. “And this makes us all slackers.”

What does it mean if everyone thinks someone else is a slacker – but excludes him or herself? Here’s a dare: take the “slacker challenge” by assessing how often you are culpable of the five slacker traits above. Then, make the commitment – and a plan – to close your own work-ethic gap, while not comparing yourself to others.

Do this and you’ll be the most respected player on the team.

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

WHAT APPEARS TO BE

An eight-year-old neighbor recently explained to my daughter, “Your yesterday is not over.” She was attempting to convey the message that she was still upset about something that happened earlier.

Are your yesterdays over?

WHAT MIGHT BE

How many people sit in meetings and refuse to act like adults because another person in the meeting “hurt” them yesterday? In other words, they choose not to move forward because if they do, it would appear they are forgiving and forgetting the crime to which they were unjustly subjected?

Talk about enduring a self-imposed sentence. Not accepting what happened yesterday is like demanding that the chair you’re sitting in become a Harley Davidson.

That’s a sure sign of insanity. Yet, how many people around you are wasting energy wishing something was different than it already is?

WHAT CAN BE

What happens when you let go of the demand that people and circumstances be different than they are right now? As one participant in our recent training said, “The moment you do this, you can go about the business of doing something about it. It all starts with where you’re putting your focus and energy.”

Let’s face it: the chances that anyone reading this blog has “time to spare” during the average day is slim. Knowing this, how much time would you save if you accepted what already is? How much more will you get done when you are no longer resisting what already is?

What will show up today when you let yesterday end?

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