Six Words

Six word memoirs, stories, and commentaries.

Popular way to share self perspective.

In wrong seat? Right seat empty.

Be brief concise. Capture the moment.

Define your leadership in six words.

Teams are necessary. Volunteer your strengths.

Share your six.  Inspire your team.

Keep it to six. No distractions.

Six words beliefs values purpose legacy.

Start your new year with focus.

Finish, Focus, Keep Going

I don’t want to leap over Christmas, but a new year will be all over us in just over 2 weeks.  Instead of starting something new, think about continuing something you started. 

• Have you started something that needs to be finished?
• Have you been distracted from something that is a foundation for your beliefs or values?
• Are you doing something that is making you successful right now?
• Are you involved in something that makes you feel good? 

Make a commitment to stay the course on the work that you have started.  Finish what you have been given and what you have been called to do.  Finish. Focus. Keep going. 

Take the challenge from Apostle Paul to his friend Archippus -  “Be sure to finish the task you were given in the Lord's service.” (Colossians 4:17)

Curing the Fool

If you diagnose any people related issue you are facing, chances are that you will end up with communication (or lack thereof) as a root cause.  A problem or task was misunderstood, someone didn’t listen to what was being said or asked, information wasn’t passed through to the parties needing the information, or a combination of these.  

The funny thing is that this is anything but new.  King Solomon penned a few thoughts on communication in the book of Proverbs.  While he doesn’t call it communication, he calls out those that want to make communication a one way street.

"A fool takes no pleasure in understanding, but only in expressing his opinion." (Prov. 18:2) 

"If one gives an answer before he hears, it is his folly and shame." (Prov. 18:13)

I can’t think of any leader that wants to be known as a fool, but I can think of several instances where leaders (including myself) have shared their opinion before hearing or understanding the situation.  It’s a natural reaction – we have been there and done that.  Our extensive experiences make us the expert.  We know what we are talking about.  Jumping in “with all the answers” without listening doesn’t show competence; it causes a perception of arrogance, disregard, a lack of respect….and foolishness.

Avoid the “fool" diagnosis with three easy steps:

• Ask questions.  Ask people to clarify an issue or situation.  Ask “why” until you can’t ask it for further clarification.
• Ask others that haven’t spoken to share their ideas.  They may feel their idea has no merit if other ideas are shared more strongly.
• Listen.  Listen to what is being said.  Listen for what is not being said.  And then repeat back your understanding of the issue to be sure you heard what was intended.

The effort you put into your communication will define who you are as a leader.  Are you a teller or listener?  Are you a director or coach?  Just don’t be a fool.

Leadership, Social Media, and You

Seems like there are changes weekly when it comes to social media – so many options, so little time….and in many cases, so little interest by leaders.

You are reading a blog now, so chances are you are involved with social media.  Unfortunately, many leaders have chosen to disengage, ignore, resist, or delegate learning about social media.  And in the process, they have dated themselves and stunted their ability to be at the table of meaningful discussions – and remain relevant with their learning.  I am not saying that leaders need to be the experts on their team when it comes to social media, but they need to understand what it brings to the table and how it can be beneficial to their work.

Why do leaders need to know about social media?

• It paints the picture of your company/product.  Only 11% of the population goes to the company web page to learn what it wants.  Search engines are where people start – and guess what comes up on search engines.  You need to know what picture is being painted and if it looks the way you want it.  You need to see it for yourself.
• It is where your team and prospective team members are talking, learning, sharing, and reading.  Recent Linkedin stats show that LinkedIn users outnumber similar demographics – education levels, income levels, influence roles – than the other top of mind business information sources.  You should be a part of the conversation and expand your learning as well.
• It’s changing how your teams and customers/clients interact (and it’s not going away).  There are over 200 “major” social media sites – I am sure the narrowed focus sites are hundreds of thousands when you add in the profession, special interest, and club sites that exist.  Whether it is a Caring Bridge site for a friend with health issues or an active discussion board for a technology company it has revolutionized how we obtain and share information.  Understanding how it works and its influence is important for leaders to remain current and relevant.

Be proactive – You may be just a spectator, but take the time to enter into the social media world if for no other reason to expand your own knowledge.  Not sure where to start?  Start with updating your LinkedIn profile and join a group.  Make it point pop in on the group each week to see what is being talked about – I am pretty sure you will learn something new.  If you are a little more bold, seek out a discussion board for your field or interest and post a comment - participation breeds interest.

Professionalism

Spent an afternoon last week with a group of star performers in our staff development program.  One of the topics of the day was professionalism.  After some discussion on what professionalism was in various fields, the four working groups were asked to come up with one crucial characteristic of professionalism.

This final list from the future leaders included trustworthy, empathy, responsible, and welcoming.

Many times we zero in on the behaviors.  This group dove deeper.  They went to the core of the professional.  If someone was modeling trustworthiness, empathy, responsibility, and welcoming would they return phone calls and emails in a timely fashion?  Would they be a good listener?  Would they avoid office gossip?  Would they dress appropriately?  Would they be on time?  Would they add value?  Would they stay abreast of trends in the field?

I think he/she would…and more.

In fact, I think if someone doesn’t have the characteristics that the future leaders identified he/she will struggle with being consistent with the behaviors we think are part of being professional.  It goes back to the beliefs someone has about those around them and how they see others.

Are you professional?

Mixed Messages

I was out for a bike ride this weekend.  I was on the bike trail and came to the intersection just as the light turned green for the cross traffic.  I slowed to a stop and was balancing waiting for the one car to go.  Instead, he stays stopped and motions for me to cross  – nice guy I thought, must be a biker.  As I got in front of his car he leans out the window and yells “Get off the road and get out of the way!”

Huh?  What did you want me to do?

Mixed messages also create questions and confusion for our teams.

• The due date is Friday – but I am going to start asking for it on Monday.
• The goal is 100 – but I am not going to acknowledge success until 120.
• Be creative – but don’t change anything

Be clear.  Be complete.  Invite and answer questions.  Share your message and expected outcomes so your team knows where they are going, why they are going, and then coach them to success without a mixed message.  Everyone wins.

Monsters

I've been watching the classic monster movies lately – Dracula, Frankenstein, King Kong, The Wolfman, Dr. Jekyll and Mr. Hyde, The Invisible Man, etc.   Not the remakes, but the originals from the 1930’s and 1940’s.  They are great stories that didn’t need blood and gore and swearing to keep your attention.  There was generally a moral beyond “Don’t go in the basement when the power has been cut”.

What created the monsters or ensuing terror was a dark drive to rule the world, to do what no one had done before, or to play “god”.  Their creators or manipulators put all other aspects of life aside in favor of their unhealthy fixation to dominate.  They separated themselves from friends and went into isolation away from accountability or surrounded themselves with those they could coerce into their twisted vision.  The monsters were created out of a teleopathic need for dominance. 

Kenneth Goodpaster, faculty at St. Thomas University, coined the term “Teleopathy” in his book Conscience and Corporate Culture as a mindset that reflects imbalance; specifically tied to imbalance in the pursuit of goals to the detriment of other ends that may have instrumental or moral significance.  Goodpaster shares that individuals with teleopathy fixate on certain goals, they rationalize their actions or focus, and detach from the social environment around them.

People with the mindset of teleopathy can be frightening.  The emotional and mental damage that can follow has long lasting consequences – we have seen it in multiple scenarios played out in the news.  The trust that is eradicated in an individual or business may never return.

Hollywood brought teleopathy to life with the monsters as entertainment.  But leaders can become the monsters of today when teleopathy sets in.  They allow their goals to overwhelm all other aspects of their life.  They believe that they are above consequences.  They feel entitled to expected outcomes and act on this sense of entitlement bowling over anyone or anything that stands in their way. They change rules.  It’s all about them.

Fear and disappointment sets in among the teams they lead – personally and professionally.

Watch your goals.  Stay connected and accountable.  Seek to make your team successful by serving.  Watch an old monster movie with a new perspective.  Keep monsters for entertainment, not reality.

Bright Washout

Some friends asked me to be on a review panel this week.  They lead an institute for people who are preparing to be missionaries and leaving the country within 6 months.  One of their team building tasks was to design a project for an existing outreach ministry of the church that was hosting their training.

The team had limited knowledge of the community.  They had limited exposure and information of the ministry, and limited connections to the people leading the effort (my wife and her friend).  

The participants in the experience did some quick research online, made a few calls, and explored some possibilities. 

What resulted was an out of the box opportunity for a new project.  It provided opportunities for people serve others by giving, by doing, by interacting.  It provided opportunities for families, individuals, and small groups.  It provided opportunities for both long term and one shot volunteer experiences.  It still needs some work – but the presentation sparked a potentially great outreach for the church to meet needs in its community.

Sometimes our own perceived “brightness” or expertise in an area washes out the color and richness of new ideas.  We fail to engage someone from the outside for new colorful thoughts.  We quickly discount others who don’t know anything about what we are trying to do or don’t know anything about a product, service, or task.  And we end up doing something similar – the same way – with a strangely identical result.  Just like an overexposed photo we became too bright to see the richness of new colors.

Need an idea?  Be bold and ask someone from different area or expertise for their thoughts - or task an unrelated team for a solution.  You just might find inspiration when it all comes into view.

Questions for Success

I was recently driving back from a meeting in another state.  This was my first trip driving this route.   I knew what highway number I was looking for (I thought) and approximately where it was.  I was thinking about the things I had to get done when I got back to the office in the afternoon when it dawned on me that things did not look familiar compared with the drive down earlier in the week.

I pulled off and turned on the GPS function on my phone.  WOW.  Somehow I had overshot the transition exit by a half hour.

After looking at my directions and revisiting the drive in my mind, I realized I had made three mistakes.  First, I was looking for an exit not a transitional merge.  Second, I was looking for the wrong highway number. Third, I was distracted by other traffic and scenery and stayed on the wrong side of the split.  The end result was a mistake that added over an hour to the trip.

In a world of constant change it is important for leaders to know where they are going and what the signs are for success.

• Do you have the right expectations looking ahead?
• Are you looking for the right markers for success?
• Are you paying enough attention to the present?
• Are you engaging others for their observations and feedback?

If we can answer these questions positively as we make important (and some less important) decisions, we can reduce the risk of making a costly error.

King Solomon had similar advice for success - “My son, do not lose sight of these—keep sound wisdom and discretion, and they will be life for your soul and adornment for your neck. Then you will walk on your way securely, and your foot will not stumble.”  (Proverb 3:21-24)

Love Questions

We all want our teams to succeed.  We think we are giving them what they need to succeed. We share our knowledge thinking our experiences should be absorbed as the way to success.  We smile as we think to ourselves – “I gave them everything the need.”  

But then the first question comes…the second question comes…the third question follows.  You have two ways to respond:  “Don’t think about it – just do what I told you” or “Let’s talk about it – what part are you wrestling with or want to learn more”.

Do questions indicate you failed?

Absolutely not!  You have sparked critical thinking.  The information is challenging a prior perspective or prior knowledge.  There is engagement with the material you shared and it is being processed. There is desire to be successful and apply new knowledge.

The Gallup organization studies employee engagement.  Their recent work has shown that less than 30% of the workforce is engaged in the workplace and more than 70% is either not engaged or actively disengaged and acting out their disengagement.

I would venture to guess that our most engaged team members are the ones that ask questions, desire clarifications, and share their thoughts – they feel a deep connection to their work and are passionate about what they do.  They are striving to be successful and are providing you with a great opportunity.  You get to deepen your beliefs and water the ground that will grow critical thinkers to strengthen your organization.

Welcome, embrace, and celebrate questions – someone is listening.

Improvement or Innovation?

Saw a thought provoking comment from Matt Bloom on the idea of innovation.  Matt is the Associate Professor of Management at Mendoza College of Business at Notre Dame.

"Innovation is about thinking differently about those very things we know well that are deeply habitual in our lives (or company) and then dramatically changing them.  So part of innovation begins with a caveat. Innovation leads to radical change. Do we want to make radical change? If not, then let’s just improve things….You hope to have radical change, but you really aren’t ready to embrace this idea of thinking differently….So you’re better off just trying to improve what you’ve got.”

This is where leadership has a big challenge.  Many leaders are in their role because what they have done or tried has worked well and they want to duplicate the success.  We might tell our teams that we want them to be creative – but put too tight of restrictions on them to allow new ideas to transform the situation.  We frustrate our team giving the illusion of openness when we really already have in mind what we want.  A much more positive environment may be created by asking our teams for improvements to the process or idea instead of innovative solutions.

I think it also ties into the clear vision and expectations we share with our team.  The continuous improvement model is built on incremental changes that enhance existing services, products, and models.  We need to support and encourage ideas that improve what we already have.  The innovation model requires thinking differently at a high level and being prepared to take calculated and sustainable risks – even when it might challenge our own prior innovation.  Our teams need to know the expectation in advance.

Both models are valid and can claim successes – and we can also find times they were utilized in the wrong situation.  The key is knowing which one to communicate to your team to keep them engaged, focused, and on the right task.

What is your comfort level and what does your organization need – improvement or innovation?  How are you going to communicate the need? 

High Speed Trust

My favorite event to watch in the various bike races is the team time trial.  It takes what is typically seen as an individual sport and turns it into a team race against the clock.  All nine riders start at the same time and quickly form a line of riders with each rider taking turns at the front while the rest of the team drafts behind.  It allows each rider to take advantage of the slipstream in front of them to conserve energy and recover from leading the team.  The space between each biker can be inches to maximize the draft.  

It’s a great example of a high performing team.  And it only happens with complete trust.

·        Whoever is in the front has to be able to pick the line to take on road with minimal bumps and debris.  The team members behind have to trust that whoever is in the front will lead them in the safest and fastest line.

·        The riders are within inches of each other in the race against the clock.  They have to trust that the person in front of them is maintaining a consistent speed and cognizant of what the next rider is doing.  A lack of concentration for a split second can end in disaster with a pile up of bikes, a spin out, or a break in the line.

·        There has to be complete trust that everyone on the team is giving 100% at the front through the entire ride to maximize the potential of the line.  There will be a chance to recover as leadership rotates to the front.

Similarly, our teams have to have a solid foundation of trust to be successful long term. Each person needs to know their leader is going to do what he/she can do to remove obstacles to be successful.  The individuals need to know that their team members are watching out for them and will share their strengths when needed.  The team needs to know the vision and plan to get them to the finish line.

·        Have conversations with your team about obstacles to success.  Ask them what you can do to help them be successful.

·        Create the opportunity for each person on your team to share what they do best – we assume what it is sometimes by experience, but it is important for each individual to share it.  You might learn something new and uncover a talent gone into hiding.

·        Communicate.  Tell people where you are going and how you see your team getting there.  Don’t make them guess.

·        Give each team member opportunities to lead various projects.  It builds your team and also gives you a chance to recover from hectic times.

What's Your Cause?

What do you do?  Not just the title bestowed on you by the HR department, but what do you do? 

Jason Jennings puts it well - Great leaders turn what they do into a noble cause and purpose.  It’s beyond the financial impact.  They are able to state what they do in such a way that it inspires action in themselves and others – and they act in such a way that it is about more than the bottom line or themselves.  They have framed their work in a way that it is tied to improving the quality life for their team or their customers – it’s an outward focus.

Those of us working in nonprofits may have an easier time defining our noble cause, but we are just as susceptible to losing sight of it in the middle of busyness as with any leader in any career.  The urgency of a budget, the crisis with the business plan, the HR issue that arrives without an appointment, or the personal issue that becomes a professional issue – they all have the power to derail the most passionate commitment from its cause driven perspective.

Three things help leaders stay connected to their noble cause and purpose.

• Share your cause and purpose with others.  It creates understanding.  It creates accountability.  It creates support from others.  It cements it in your own beliefs and values.
• Connect stories and situations to your cause.  Stories are emotional and illustrate the noble cause in a manner that helps people understand the cause even better.
• Prioritize your time with activities and tasks that are most connected to your noble cause.  Spend the maximum time on those things that score highest on the alignment scale.  Block the time on the schedule for those things – turn down those things that are not connected.

These are not new things.  If you take a look at the life of Jesus in the Gospels, you will find that he did these three things.  He shared the cause of why he came and what his purpose was on earth -- and wasn’t shy about it.  He shared stories in parables that helped people understand the message better.  He prioritized his time and committed it to activities that were in sync with his cause.  Two thousand years later his actions are still changing lives and he is the model of a servant leader.

What is your noble cause?

Be Safe

Time for a soapbox and a short detour….If you don’t wear a bike helmet when you ride its time to get one.

I grew up in a time when bike helmets really weren’t talked about or considered.  We did some pretty crazy stuff – and it is pretty incredible I didn’t spend anytime in an ER room or worse.  Plywood ramps on cinder blocks, jumping off the boat docks into the river, dirt trail rides through the woods through a variety of obstacles, riding on highways  – they all provided a lot of fun and we did it all without helmets. 

But now there are great lightweight helmets.  Statistics are published about bike accidents and fashion, denial, or apathy still take center stage.  I can sympathize with some of the adults that still live in the past with this – but its time to accept the fact that you are much safer with a helmet.  The cyclists that blow me away though, are the ones I have seen in the past couple of weeks that are just flat out…..well….stupid.

• The rider that hangs the bike helmet off the handlebar by one strap and the other strap dangling and swinging right next to the front wheel asking to get hooked in the wheel. 
• The rider that has it loosened to the point of sliding off the back of their head like a cowboy hat.  
• The one that has it looped over their arm so it looks like a makeshift elbow guard.
• The one that has it strapped on their pack rack. 
• The parent with a bike helmet on and the child in the bike seat without.

Be a leader that will lead another day and lead by example.  It is more than a good idea and the kids are watching.  Put the helmet on – it’s fashionable, it’s cool, and more importantly you will be able to make a difference a little longer.

Impact of the Why

The last post was a challenge to focus on the “why”.  Leadership is about creating experiences that develop the “why” into strong beliefs resulting in the needed actions for success.  Our teams can perform even better when we intentionally plan experiences, beliefs, and actions.

Experiences drive the beliefs.  Our teams need to experience an event or environment strong enough to frame the belief necessary to commit them to the outcome you need.  We need to intentionally plan and create experiences with a desired belief in mind.

Beliefs drive the behavior.  Think about the things you volunteer your time.  We act because we believe what we are doing will make a difference in some sort of outcome – for the person we are helping, for the cause we are serving, or (selfishly) how we are seen.  Our beliefs drive our behavior.  Strong belief will create committed actions.  Connecting the “why” through experiences for our team will shape the beliefs to help our team move from involved to committed and strengthen consistent action.

What next?  There are three things to review: 

• Leaders need to review and select the critical beliefs to ensure that they have identified the correct ones to strengthen the behavior needed.
• Leaders need to review the current environment to see if there is something missing that would result in stronger beliefs connected to the “why”. Some experiences or events may need formal scripting because without the script, they will not occur consistently enough.  Scripting will help create habits.
• Leaders need to ensure their behavior is in alignment with the beliefs and environment they expect.  The Apostle Paul challenged his readers in the New Testament to follow his example and to practice what they learned from him.  That raises the bar high – can you issue that challenge?

There will be times when the wrong people are in the wrong seat (and maybe even on the wrong bus!).  But if we start by looking at the environment/experiences we are creating and the beliefs that are resulting from those experiences we can increase the opportunity for a culture to evolve with internalized behavior instead of one that is dependent on consequences.

Focus on the Why

Too many times, I think, we focus on the “what”.  We get absorbed in the “what” because it is easy to explain, measure, quantify, and compare.  Unfortunately, we leave outsiders to interpret the “why” for us – and it is generally not correct.  The result is they never quite understand the “what”  because they have a false picture of the “why”.  

Focusing on the “why” creates synergy.  It enhances clarity, purpose, and passion.  Clarity makes it easier to understand the “what”.  Purpose provides the framework for people think creatively and improve the “what”.  Passion ignites when there is a reason for the “what” and the “why” connects with personal values and beliefs. 

Leadership is about creating experiences that develop the “why” into strong beliefs.  It’s about empowering people to live out the beliefs that are aligned with the “why”.  When everyone believes and values the “why”, the “what” will be stronger than ever imagined.

Standout Assessment

Marcus Buckingham has earned the reputation as one of the gurus of the philosophy of maximizing your strengths.  A few months ago he added the Standout Assessment as an online tool to learn more about the roles you are gifted towards.  The book will be released this fall to explain the assessment in deeper detail.

Buckingham’s Standout Report adds value in three ways:

·        It provides a prescriptive viewpoint of your strengths/roles and how to use them for maximum effectiveness.  It helps you identify those situations that you really perform best.  Strengthfinder is more descriptive – it helps you put words into play that help you articulate what you do best and describes the strengths.  It also provides a high level affirming perspective of what you do.  It leaves it to you to explore the strengths.

·        It provides guidance for the individual on how to utilize the respective roles to be successful in their job – as a leader, as a manager, in client services, or in sales.

·        It can provide career guidance with more specific insight as to what situations you may find the opportunity to maximize your skills.

The Standout Report provides you with your rank order of the 9 roles Buckingham identifies and zeroes in on your top two. The assessment provides insights to your top two roles individually and then as a combination – how they work together.

The added bonus to the new Standout report is that TMBC can collect your team assessments together and present the results in a summary.  This can be done after everyone takes it individually as well, according to the website.

Which is better, Strengthfinder or Standout?  Both of them have great value and I have found them both extremely helpful in understanding what I do best and how I think, understanding more clearly what I add to a team, and providing realistic insights on how I can improve my performance in various roles.  Self-awareness is an important key to a leader’s success – this is one more tool for the leader to learn and grow.

More information on Standout can be found here.

The Obsolete Leader

An old Twilight Zone episode called “Obsolete Man” provides fodder for a great discussion.  Romney Wordsworth has been called to trial for being “obsolete” – he is a librarian in a society that has done away with books, independent thinking, and valuing each person for what they bring to the world.  He is convicted and scheduled for execution.  We later find out he has a couple of other skills but never took them any further – according to his accusers. While awaiting the end, Wordsworth finds a way to bring out the worst in his judge contrasted with his own peace.  While the intent of the episode is clear from Rod Serling at the close – you become obsolete when you fail to recognize the worth, dignity, and value of people – there is another thought that also bubbles to the top.

How does a leader prevent himself from being obsolete?

Relevant leaders are readers/learners – they stay current on leadership topics and issues.  They understand the changes in their business.  They soak up the new information as it is released in journals, books, and the web.  It doesn’t mean that they adopt all new information without a thought.  But they provide a critical eye and ask if some of the new ideas could be relevant and cause a change. 

Relevant leaders value their team and recognize the worth and dignity of all.  This is essence of the message from Rod Serling, but it also is captured by Margie Blanchard in a more active way, “Leadership is love – leaders love their vision. They love their values. And [most importantly] they LOVE to serve others.”  It’s a servant leadership model that keeps the leader relevant to their teams.  That’s not to say everyone on a team will always stay, but a current and relevant leader will first look to see if there are skills that can be used somewhere else on the team before making a tough decision about who is on the team. And the process of change honors the person if needed.

Relevant leaders stay active in their field.  They refuse to be an island.  They interact with associations connected with their field.  They participate in networking events and interact with the new team members as well those that are equally tenured.  They aren’t chained to their office but look outward to see and hear how things are and give permission to their team to share reality without the sugarcoat.

Don’t let your leadership style and skills become obsolete – read and learn, be a servant leader, and stay active. 

“Don't be obsessed with getting your own advantage. Forget yourselves long enough to lend a helping hand. Think of yourselves the way Christ Jesus thought of himself. (Philippians 2:4-5, the Message)

Overwhelmed with Information?

Everyone from customers to team members want to talk to you. Everyone from vendors to organizational hierarchy want to send things to you . Family and friends text you. You can access your email from home, your phone, and even your TV. We carry our phones everywhere and I am sure that most of us have seen them used in some most unusual places. So what is a leader to do when hit with the avalanche of information?

Divert daily, withdraw weekly and abandon annually.  It sounds cliche', but there is a lot of wisdom in this statement.

•  Divert daily is the needed action to keep us fresh.  Divert means to "change the course" - we need to change our course daily by taking the off ramp for a few minutes to reconnect with what brings joy.  For many its a faith connection and practice to stay grounded.  For others it may be a workout to stay energized and healthy.  Whatever the activity, it should leave you feeling better and be aligned with your core values.
• Withdraw weekly is intentionally taking a step back behind the busyness, setting aside all distractions, and recharging.  The Ten Commandments called us to do this by doing our work in six days and resting on the seventh.  Make a commitment to leave the work world behind and not use it as a catch up day.  Forget the email, the to do lists, and the next week urgencies.  In addition, some withdraw weekly with a block of time when no disractions are allowed to focus on self leadership activities - planning and reflecting.
• Abandon annually is the call to unplug from all the things that tether us to information overload.  Cut the cord, take a vacation, and let your work have a vacation from you. Spend time doing activities that you enjoy without thinking about work.

Leadership takes energy.  When our energy is low we are much more susceptible to start down a path that will lead us away from our values and things that matter.  Divert daily, withdraw weekly and abandon annually is a great way to stay energized and put you in position to lead from strength.

The Internal Network

I recently had lunch with two people that worked for the same organization but different departments. They knew each other a little bit and knew about the overall work of each other’s department.  We had come together to talk about a topic of common interest and we had a great discussion.  But then the unplanned occurred – synergy happened.

The two people found out they were working on similarly focused projects within their respective departments and didn’t realize it.  They found out that one of them had a meeting with a prospect that would tie their projects together.  They realized that another department would benefit from their working together and could be a third department partner for success. They found common friends in their different circles of influence.  They found another way to connect their networks together for the greater good of the organization.  Magic happened and I am confident that it will continue to happen.

We hear about growing a broad network, but there is a great value in creating an internal network too.  Silos and busyness prevent synergy from happening.  It’s usually not intended - but the process of creating an environment for synergy is intentional.  You can be the catalyst.

• Invite two people from different departments or divisions to lunch or breakfast to get to know them, find out more about what they do and what they are excited about.
• Engage someone from outside your project scope or normal area of work to talk about an issue you would like new ideas.
• Start a learning group made up of members from other departments and discuss a book/article on a topic of interest.

You will add another level of energy for your work and enhance your career as a leader by expanding your internal network.

Five Teambuilding Lessons From Oz

It’s the happiest movie ever made according to the movie promo.  It’s a classic and in the top ten for many categories by the American Film Institute.  Timeless characters, memorable music, great lines, a great villain, and family friendly to boot (I remember watching with my oldest daughter when she was two).

But now, more than 35 years after I saw it the first time, I see so many other great leadership lessons in it.  We could talk about communication, attitude, vision, or belief – but teambuilding is one of the best.

We have all probably worked with people on our own teams that have similar issues as the Scarecrow, Tinman, Lion, Dorothy, and even the Wizard.

• The Scarecrow doesn’t believe he is smart enough.
• The Tinman is missing a heart.
• The Lion lacks the self-confidence to move ahead and doesn’t know how to do so without bullying.
• Dorothy is in a constant state of being overwhelmed or in awe of everything around her.
• The Wizard has no substance except the smoke and mirrors act until his cover is blown and he forced to be himself.

How did they overcome their difficulties?  They had a task that brought them together (getting to Oz), they celebrated their accomplishment, and then took on the tougher task together that brought out the best of each of them.  The final achievement of melting the witch took brains, heart, courage, and determination.  Each one had to participate and bring their strengths to the task.

What can we learn about teambuilding?

1. Team members need a safe environment to build trust and share their strengths and weaknesses.
2. A common task that is achievable unifies the team – everyone wants to get to Oz, right?
3. Celebrate – it’s always great to smile and have fun, even if for a short time.
4. Assign or take on a new challenge that builds on the foundations started.
5. Reflect and share what was learned and celebrate personal growth.

There is no place like home, but the journey for the team is where the magic happens.

Self Leadership

"If you look to lead, invest at least 40% of your time managing yourself -- your ethics, character, principles, purpose, motivation, and conduct." 

(Dee Hock, founder of VISA)

The quote from Dee Hock is a great challenge.  Unless I, as a leader, invest my time in keeping the foundation strong, I will soon be trying to lead from a position of deficit.  I need to be keenly aware of what it is that keeps me grounded so that I stay connected to my individual purpose, committed to my values and principles, and aligned with my behaviors and my beliefs.  Whether or not 40% is the magic number is not the issue - but being fully committed to leading myself is the critical point.

Some of the greatest people failures in the world have happened because too much time was spent trying to lead from a position of deficit.  The deficit was created by projecting an image that was personally not sustainable.  A lessened personal commitment to the promoted values settles in, an understanding of a life purpose and self worth greater than the project's outcome was lost, a sense of entitlement and being above the rules was allowed a gravitational pull, and a disconnection from accountability slipped under the radar.

None of these things happened overnight or even intentionally.  They started when the commitments and habits for self leadership slowly slipped through rationalizations and misuse of time.  Before long the foundation eroded and the collapse happened.

Schedule time for self leadership activities.  It may be practices of faith, commitments to personal growth found in conferences and study, daily planning habits and wellness habits, or accountability to a peer group or mentor.  Our teams are depending on us.

Unplugged

I unplugged last week.  No internet or email.  No cell phone.  No TV. 

Reality entertainment was watching the storm come over the top of the mountain.  It was watching the many deer in the knee high grass surrounding the cabin.  Reality entertainment was joking with my daughters over Farkle (the real game with dice and not the electronic façade), Yahtzee, and Skip-bo.  It was the short snowball fight at the top of the mountain.  Reality entertainment was flipping a canoe in the river and hiking back to the cabin.  It was sitting with my wife in complete awe mesmerized by a powerful waterfall roaring down the mountains from melting snow. 

We read books.  We hiked. We laughed.

In a world where news is old 30 minutes after it occurs we can be distracted in an instant with texts, calls, posts, and videos.  We can be distracted from fulfilling what we are called to do thinking that we have to know everything.   

Can you unplug more frequently and be content with what is needed and not what is available? I am going to try.

The Gift Given

At the end of the book Leaper: The Misadventures of a Not-Necessarily-Super Hero by Geoffrey Wood, our hero – James – is complaining about not wanting his superpower.  The conversation with his mentor goes like this:

“You have been changed, James.  You have been given a gift.”
“I don’t want this gift.”

“The gift is not for you – its for others.  Everything we are given is for others. God has already changed you and you can’t do anything about that.”

Think about that statement – the gift is not for you, but others. 

Sometimes we like to share our gifts because of how it makes us look.  Sometimes we think of our talents as ours to do with as we please – to control and make us happy.  But the intent is for a greater good beyond ourselves. God created each of us with a unique set of talents, gifts, and strengths.  The gifts were given for the benefit of others and to accomplish a work, a task, and purpose specific to each of us.  I can’t give it (them) back or trade them in.  I have been called to share them.

As a member of Gallup's Faith Practice noted, "We need to come to the realization that if we don’t contribute our gift, the entire world suffers a loss".  That is a powerful perspective.

The New Century Version of the Bible says it simply in Ephesians 2:10.  “God has made us what we are. In Christ Jesus, God made us to do good works, which God planned in advance for us to live our lives doing.”

You can’t give the gift back – are you using your gift for the benefit of others? 

Reminders on Leadership from the Bike Seat

I usually ride solo for my workouts – but on Sunday, two of my three teenage daughters and wife wanted to go as well.  I downsized the ride and we completed our 13 mile trek through Minnehaha Falls, Ft. Snelling, and the Big Rivers Trail.  We stopped a handful of times to look at the scenery, get drinks, and view the bridges from the opposite side of the ride.  It wasn’t at the workout pace I anticipated, but the end result was everyone had fun and enjoyed the time out on the trail. 

As I reflected back afterward, I realized that there were good reminders on leadership from the ride – things I know but sometimes forget.

·         Everyone likes to know where they are going.  Explaining the journey and what can be expected helps people know how to prepare.

·         It’s important to celebrate the intermediate victories.  We stopped and saw the trail from higher and lower vantage points from the opposite sides and it brought a sense of accomplishment.  It provides a chance to take a quick breath before moving on.

·         Giving ample time for change of direction eliminates frustration (and prevents unplanned crashes).  Groups function better when important changes in plans are communicated with time to react.

·         Checking in helps you understand if the pace is right – are people comfortable, can they do more, do they need encouragement.

And the final reminder from my wife…"if you want them to like riding, you have to ride at a pace where they can keep up.”  Same thing with our teams – while it is our job to set the pace, it is also our job to make sure that we have everyone along with us.  Or it is just another solo ride (which I still got in after everyone dispersed to other activities when we got home).