Defining Your Organization

“The communication processes incorporated in your organization structure defines your organization”

-unknown

They offered a great deal.  A start up provider of  with a goal of putting a 7 inch tablet in every student’s hands offered a tablet at half price – they wanted to create a strong following and reputation.  The specs were OK.  The promo videos were good.  Tech blogs picked it up.  They were selling pre-orders to ship in 3-4 weeks after what was supposed to be a weekend blitz price point. 

Then it began to crumble.

They left their entry price open longer than the weekend.  A Facebook post – and not a personal email - said there were customs issues on the product.  Another date was set for shipping…shared only on Facebook.  Phone calls went unanswered, the website disappeared and came back, and the Facebook page disappeared…came back…and then disappeared entirely.  Emails to the company went unanswered and then auto answered.  The next self imposed dates were missed with no communication.

None of the communication was sent out directly to the customers.  Voice mail said they were closed (all the time).

This was a case study in what not to do.  Their communication processes (or lack thereof) defined their organization.  They wanted to be defined as a company seeking to enhance the learning process for students of all ages and enhancing business mobility. They became a company that was seen as a scam and out of touch with reality thinking price was entitlement to blind trust.  A deep and wide chasm between definitions.

What was the consequence?  They lost credibility and trust - two things that will be very difficult to gain back.  Google Wallet pulled their vendor relationship for them to use their service.  According to the tablet's website that stopped short of responsibility, all orders are being refunded....and then the entire website disappeared after a short presence. 

What communication messages, tools, and processes are you using?  How are they defining your organization?  In a time when communication tools are plentiful, expectations are higher than ever.  What are you doing to increase connectedness with your key stakeholders?

9 Volt Battery

Sitting in our basement family room is a commercial grade recumbent bike.  While it would be a large and expensive laundry drying rack for some people, it has gotten quite a bit of use from our family over the years we have had it.  While summer use is fairly limited, winter use is heavier for the quick workouts when no one wants to make the journey to the Y or I don’t want to set up the trainer on my road bike.

We all knew the day was coming when it would stop working, and it did.  I tried several things but no avail.  I had an expert look at it who was short of a clear diagnosis but was leaning towards an alternator that was not putting out the voltage that was intended.  But he also noticed that a small compartment to hold a 9 volt battery was empty – and it has always been empty.  I found a 9 volt battery and we snapped it into place.  And the bike began to work again to the delight of at least a couple people in the house.

Sometimes it’s not a big change that is needed to make something work.  It might be a slight tweak to the current environment to make something function.  It might be a small adjustment in the timing or a better clarification of an expectation.  It might be adding just a little more focus to an effort – or just a little more energy.

What is your 9 volt battery that will translate into a more successful effort, product, service, or achievement to close out the year and position you for success in 2013?  Chances are it might be something sitting right there in front of you and you might just miss it looking for the big thing to fix it.

60 Days

It’s here.

There are just 63 days left in 2012 and by the time you are reading this it will be less.  You can look at this as only 60 days left in the year and wonder how you are going to get things done you wanted to get done and make comments about how fast the year has gone.

Or you can take a different approach.

You look forward with enthusiasm and passion knowing you have the gift of 60 days to transform the end of year and cap it off with an intense focus and energy to achieve something special.

Mark today on your calendar.  This can be your 60 day challenge.

• Is there a discipline you want to reconnect with?
• Is there a project you want to jumpstart?
• Is there a book you want to finish?
• Is there a plan you want to write that will change 2013 if executed?

Pick four things you are going to do by the end of 2012.  Do them.  Celebrate your success. 

You will be a valuable asset to your team and energize them with your focus the next 60 days. Make a difference with yourself and those around you. 

"Keep your eyes focused on what is right, and look straight ahead to what is good. Be careful what you do, and always do what is right." (Proverbs 4:25-26, New Century Version)

Saving a "Trillion"

There is a great scene in the Hitchhikers Guide to the Galaxy that is not only funny but captures a great truth about new ideas brilliantly.  Arthur, Zaphod, and Ford have landed on planet Vogsphere to go rescue Trillion - Arthur's potential girlfriend.  They have landed without a plan and are in dire need of an idea.  Problem is the planet has been devoid of anything new due to the Shovel Creatures - they live under ground and come up to smack a person in the face whenever they have an idea.  Consequently, the planet's inhabitants are stuck in culture filled with forms, permissions, and meaningless actions.  Watch the video to to see how Arthur and his team are surprised with Shovel Creatures.

New ideas are an important part of creating growth, efficiencies, and meeting heightened expectations.  When teams are given the chance to contribute it builds a sense of connectedness and empowerment.  Ideas are sitting at the front line, in the middle of your leadership structure, at the top of you're leadership structure, and with your customers. 

Where are they bottlenecked on your planet?

• In the history of "always been that way"
• In the present daily "fires" that take priority?
• In the future fears of "that won't work"
• In the complacency of "it works fine the way it is"

How to rid your planet of the Shovel Creatures:

1. Identify your "Trillion" - what might need rescuing on your planet?
2. Ask for ideas
3. Implement a new idea no matter how simple
4. Celebrate the success

Watch the growth happen without the Shovel Creatures tending your planet.

Made in the Crockpot

I sat in meetings this week with two different organizations. Both are well respected in their marketplace with passions to make lasting impact. One was looking at data from a survey and discussing how to get better and increase customer loyalty. One was looking to the future and how to ensure that its "DNA" is embedded in its strategic initiatives to broaden its impact. Both organizational discussions came back to relationship building as being a core value and difference maker. Both organizational discussions landed on similar threads - how do we build this value into new and changing delivery models or squeeze it into already busy schedules and tight budgets?

The challenge is that bigger, faster, better leans toward a "microwave" mindset in many cases - push the button wait 3-4 minutes and you have success. However, relationship building requires a "crockpot" mindset - a realization that flavor and uniqueness is better when time it given. There might be a quick connection made, but it is the ongoing dialogue and time engagement that enrich the relationship. When changing priorities, workloads, and daily challenges grow in intensity, the microwave time gets the short term win. The net effect is that an important asset necessary to an organization that values relationships slowly fades away at a speed that is not noticeable.

At the 2012 Global Leadership Summit, relationship building came up in almost every presentation. It played into conflict resolution, accountability, succession planning, organizational health, navigating the generations, decision making, and transformed lives. Intentionally strengthening relationships will create a better leader. And as Bill Hybels noted, "everyone wins when the leader gets better".

Grab the crockpot and follow these three steps (plus a bonus 4th) to enhance relationship building:

• MODEL: Include relationship building time into your schedule. Block the time off and protect it. Use it for relationship building practices no matter how tempting to include other things that might seem important.
• ACCOUNTABILITY: Include relationship building reports on your agenda for team or individual meetings. Ask for updates on work that had been done since the last meeting to deepen an important relationship for the organization or agreed success standards.
• PRIORITIZE: If relationship building is a part of the core for your organization, prioritize it at a high level. Determine if there is a trump value to it and if there is, clarify and communicate it in explicit terms. 
• SHARE: Tell stories that highlight the difference relationships have had and the impact it has had for the individual. Share what deepened the relationship and trust. People remember stories and relate to them.

What's Your Story?

Stories are a powerful way to to shape the future.  We don't always remember facts and figures, but we do remember the stories we hear and the impact they had on us - if they aligned with a belief, if they aligned with a common experiences, or tie back to a memorable time.  If it is a particular memorable story or event we might even keep a picture of something that triggers that story or keep something that reminds us of the event, story, or experience.


What are the stories you have personally experienced that capture the essence of your beliefs, your character, and represent significant milestones in your own journey?  What are the stories that represent how you have been blessed?  Have you shared them?  How will they be passed on?

• I remember walking with my Grandpa Peterson who was around 80 years old to the post office in a tiny town in South Dakota one summer.  It was under a mile roundtrip  but it was pretty hot and he probably had his standard bib overalls and long sleeve shirt.   I don't remember any conversation, but I do remember that when we were returning within a couple hundred feet of the house, he said, "Boy - go on in the house and tell mom (my grandma) to eat without me.  The lady at the post office gave me an extra 10 cents back and I have to go give it back." 
• I remember moving to the Chicago area with my wife and not knowing anyone.  We visited a church where we met a couple at the same stage of life and had common friends from Iowa.  We settled into that church and had experiences that we still talk about 20 years later because of the way they were used in our lives.

Psalm 78:1-7 says we are to capture these moments and share them with our children for the purpose of pointing them back to these "God moments" so they can pass them on to their children, and their children....for five generations.  That's a hundred plus years that the stories you share can impact your legacy.


So, what stories will you share?  What stories will shape your family for next 100 years?  Be intentional with what you pass on to your family and team.

Lessons on the Tandem

I had not taken a tandem bike for a ride - until last weekend.  I tried it by myself first around the parking lot.  It was just like riding a big bike…think 15 passenger van compared to compact car.  But then I added my “stoker”, my fellow pedaler and wife.  Things got to be little more challenging.  We’ve ridden a lot together on our individual bikes – our last six anniversaries have been bike trips!  But now things changed on the tandem.

• I had to communicate when I was going to pause my pedaling because her cranks stopped too.
• I had to say when the bump was coming and not just know it or I ran the risk of losing my partner or hearing about it (“I need more notice, please”)
• I had to point out interesting things because her vision was limited to side to side.  An exponential side effect when the stoker is half the size of the pilot/captain.
• I had to listen to the needs of my partner because I could not see how things were going.

Leading others requires many of the same skills as riding a tandem bike.

• Communication is key.  We can forget sometimes how much our actions impact other around us.  Conversations we have, actions we take, and words we write can quickly change relationships and culture.
• Sharing knowledge can help shape behavior.  If I said “bump coming” and paused pedaling, my wife knew to pause and flex out of her seat to reduce the impact.  Likewise, if we know important information about a situation, a client, or a customer we give our team a better chance of success by sharing it with enough time to react.
• Looking ahead helps our teams prepare for the future. In a similar fashion, the peripheral views of our followers/partners of the surrounding environment are equally important and many times rewarding.  The view from a different perspective can help determine the path to the future.
• Listening can clarify what is seen or not seen.  From the front of the bike I couldn’t tell if my wife was wearing out or slowing down, if she needed a drink, or if she was in pain from sitting too long.  I had to listen for her to tell me and at times I had to ask.  Some of our teams may be afraid to ask questions or share a thought.  Leaders need to ask the right questions and then listen to hear important information.

Riding the tandem required a change – a change in thinking, communicating, and acting.  As we completed our 28 mile ride we decided it was pretty fun.  We could move at a faster pace and cover a greater distance with both of us pedaling together. My wife could look around more knowing someone was watching the future road.  We could talk better being just a couple feet apart.  We accomplished something new together and shared a unique experience.  But we would have missed out if we would have stopped after the first couple of miles because it was different or awkward at first.  We adjusted and both of us committed to a new adventure and saw it through…and will most likely seek out the bicycle built for two again.

Lessons from the Dealership

I found myself unexpectedly looking for a new car and with a fairly short turnaround time.  I pretty much hit most of the dealership websites, narrowed my search, and found my "new" car.  Great shape - clean, minimal wear and tear.  I noticed a couple of minor dings probably from another door opening into it - but nothing concerning to me.

I had a great sales person who accommodated my schedule, wasn't pushy, and knew his stuff.  After I made my decision he jumped in with a last walk around and noted stuff that I had looked past and wrote up a work order to have all the blemishes buffed out and repaired.  He was going to make sure it was as perfect on the outside as it could be.  Great service - but more importantly, I am hoping everything works out as well internally with the car as the attention to the outside.

We can pay a lot of attention to our external appearances.  A leadership facade is created saying the right things at the right time to the right people.  We want everyone to think we know what we are doing - even when we might be struggling.  We smooth out those rough spots on the outside, we polish things up.  We look good.  But inside we are missing those internal cues, and time crunches force out a best practice.  Those habits we have that keep our heart, head, and hands aligned for leadership falter a bit in a busy time; and all of a sudden we realize that the internal engine we have as a leader is falling behind and needs some work.  Hopefully, we realize it before it breaks down at a crucial time. 

Personal leadership has to stay at the front as a priority because the inner workings are what support the outward appearances.  The Bible called this out long ago when Samuel was searching for the new king "...People look at the outward appearance, but the Lord looks at the heart." (I Samuel 16:7b).    When the heart, the head, and the hands for leadership are not in alignment, poor decisions happen and the facade is seen for what it is.

Spend time this week buffing up the inside to ensure the outside is more than a facade.

Spring Cleaning

Some spring breaks end up in exotic locations....well, at least somewhere warm.  Mine ended up in the basement.  There were projects to do that needed to be done.  But as usually happens, one project lead to several others.

The intended project was to simply relocate the flat screen TV from the stand in the corner to a wall mount inside bookshelves built into a wall in the family room.  Three shelves of CDs and DVDs and VCR tapes had to be cleared.  Some were tossed out, some were relocated to new shelf of honor, some were sent to Goodwill, and some were stored.  This required cleaning another shelf, another storage  area, and opening other boxes; and the cycle repeated.  Then we found boxes of cassettes, old photos, old books, and other items that I am sure were priceless at some point - that's why they were all still around, right?

Two days later it was complete - an afternoon project expanded and done.  It felt good to get rid of those things that were just hanging around taking up space.  Better yet it opened up new room in the same area.

It got me thinking, though.

I have accumulated some habits that are probably outdated, have limited value, or are taking up space for something that would be a lot more beneficial for me.  I have hung onto some files because of "what if".  I have hung onto some limiting beliefs about things that are better suited outside a box, rather than in a box.  Some of these things might even be holding me back from new things and adventures.  I think its time to expand the spring cleaning to life too.

What about you?  Is anything holding you back or slowing you down?  Might be time reinvigorate your self leadership and professional leadership with a dose of spring cleaning.

A Big Perspective

I was walking through the store with my wife the other night.  I heard a child’s voice say, “Mom, look at that big man!”.  I looked around and didn’t see anyone but heard my wife laugh, “He was talking about you.”  Looking down the aisle I saw a 4 year old boy holding hands with parents that were  5’6’’ at best.  At 6’5” I looked like a giant to this boy who spends most of days with parents who are much closer to his height.  I was looking for someone bigger than me.

Most people know the story of David and Goliath taken from I Samuel 17 in the Bible.  The king and his men were overwhelmed with the giant Goliath and saw the battle as a death wish.  David walks onto the scene to check on his brothers and volunteers to go against Goliath.  His faith and confidence in seeing God work gave him a completely different perspective.  He was offered a multitude of weapons and protections, but he set them aside.  Instead of being restricted by the unfamiliar and complicated he chose the simple slingshot.  The end result was a dead giant, a grateful army, a future king, and a reference to “giant killer” throughout the history of competitive sports.

It’s all about perspective.  When we are in the midst of a challenge, many things loom large and daunting.  Taking a step back or receiving coaching from someone outside the challenge can help us frame things into a much less threatening situation and see the opportunities on the horizon.

Perspective changes things. Old is always 15 years older than you; big is always bigger than you; and a challenge is something you haven’t done before.  Armed with confidence, faith, and different point of reference and that challenge looks a little more achievable. 

Moving Your Barn

In 1988 a small town in Nebraska celebrated its centennial with an old fashioned barn....moving.  A pair of farmers in Bruno, Nebraska had a dilemma.  They had a barn that needed to be moved because it was routinely under water.  They didn't want to have to pay to have it moved, but it clearly needed to move.

Creativity kicked in and they hatched a plan to move it the 150 feet needed to be safe again.  They estimated the weight to be 17,000 pounds. Using a lot of steel pipe, they assembled a series of handles and supports inside and outside the barn.  They recruited 344 volunteers in town from the centennial celebration to surround the barn and grab a handle.  With 4,000 onlookers and a coach giving clear and encouraging instructions, the team picked the structure up with ease and relocated it to its new location.

The farmers had a vision, they communicated in a way to inspire a town to participate, they empowered the group and removed the obstacles, and they took action.  The end result was the accomplishment of task that probably sounded a little crazy to start with until they communicated the plan.

We all have barns to move...Do you have a vision of where it needs to go?  Have you shared the vision with people who can help?  Have you communicated the plan in such a way that people want to be a part of the success?  Have you removed the obstacles?  Have you called for action?

If your barn isn't ready to move it might be time to revisit the farmer's steps.

Championing Diversity

I had an interesting conversation this week with an new acquaintance. He was concerned watching the community change. It wasn't what was changing, it was who was in the community. The new people he observed dress differently. They talk differently. They have different beliefs - at least that was his assumption based on the fact they looked different. 

As we talked, it became clear that it was fear and anger that drove his concern. It was rooted in a belief that his identity was being threatened - that his clothing choices, his religious beliefs, his behaviors, and his language no longer were held in the regard they once were. He felt that the culture he was a part of was far superior and should be embraced.  His identity was based in things that can change. Anger and fear set in as he saw an equal value given to things that were different.  

How should leaders respond to people who are struggling with change brought on by diversity?

• Acknowledge the feelings that are being shared.  Listen without making judgment and encourage the dialogue.
• Be committed to the education process of individuals that are struggling. Help provide opportunities for them to learn about the other cultures with informal interactions and formal opportunities.
• Develop your own 2-3 reasons/support for welcoming other cultures and what you have learned.  Be comfortable sharing them in a confident but non-threatening manner.
• Model positive interactions with your team and those you associate with when it comes to diversity.

Change is never easy - especially when it feels like we are losing something.  But engaging diversity adds to our life - diversity provides an opportunity to learn and grow and helps us see new perspectives and gain understanding.  You can be the leader to help others on their journey.

Managing Monkeys

If you have ever been to the island of St. Kitts, you probably remember the monkeys.  Island lore says the monkeys came with the French settlers in the early 1600’s as pets.  When the French left the island several years later, they left the monkeys to go wild.  The monkeys now outnumber the people on the island and have adapted to be pests to local farmers. 

Some of the locals have taken advantage of the mild mannered disposition of the monkeys.  As you walk into the central square from the ship port you will see a few of the locals walking around with 2-3 Green Vervet Monkeys on their shoulders.  They are cute – complete with matching outfits in St. Kitts colors, a diaper, and willing to jump right on a stranger. The monkey wranglers quickly try to put them on your shoulders and offer to take your picture with them…and want a few dollars in exchange for the opportunity.  It is a novelty, fun for a few minutes diversion, and inexpensive souvenir shot – but you don’t want to keep them too long.  They can start to pick at you, climb where you don’t want them, and might end up costing you more than you want to pay with a pushy monkey wrangler.

Monkeys can have a similar effect on managers and leaders.  You’ve experienced it. 

• A member on your team approaches you with a problem and not sure how to handle it.  You find it easier to take care of it yourself than coach them through it and now you have their monkey. 
• A new project or task is assigned to your department.  It should be passed on to one of your staff, but it is something you like to do.  You keep it and now you have another monkey to manage.
• A staff member approaches you about a task.  You tell him you will think about it and get back to him.  Another monkey jumps on your back.

Limit the monkeys by taking three steps:

1. Keep the monkeys where they belong.  Ask open ended questions with your team when talking about issues.  Ask them what they can do.  Ask them to evaluate the options.  Ask them when they would like to give you and update on the progress.  By doing so, the monkey stays with someone else instead of landing on your shoulders.
2. Commit to developing people.  Chances are that you grew in your skills and knowledge by taking on new and challenging projects that stretched you at the time.  Your team needs the same opportunity.  Pass that favorite task or project onto one of your team so it can become one their favorites.  Provide details, be available for questions, but let them manage the monkey – even when it is favorite one that might not seem like a monkey.
3. Recognize and control the monkeys.  Just as the uncontrolled monkeys on St. Kitts can cause problems, so can the unchecked monkey with your team.  The monkeys were just pets until no one was watching.  Keep the monkey population low by assigning monkeys to a person with a deadline and provide the needed opportunities to check in on their progress.

The monkeys you accept will cost you at some point.  Be intentional about which monkeys stay and which ones stay where they belong.

Empowered Service

I was sitting in McDonalds in the San Juan airport a few days ago.  They had the largest seating area at a food venue but you had to buy something in order to stay there.  It was mid-morning when I ordered and I asked for the hash browns.  I was politely told that they didn’t have those at this location – so I ordered a healthier fruit parfait, and returned to my seat and luggage.  Several minutes later, the lady who took my order walked out with a big smile on her face and handed me two large hot McDonald’s hash browns.  “I found these for you and was hoping you would still be here – have a great day in San Juan!”

Kumba is a taxi driver on Tortola.  He was giving us a tour of the island – 7 in our group and 6 in another group settled into what looked like a safari truck.  We were running a bit behind in the schedule promised for the tour due to extended pauses looking at scenery.  Our kids were anticipating the 30 minute stop at the beach.  Because we were running behind, Kumba announced the beach was simply going to be a pit stop so the other group could get back in time for their commitment.  I shared with him that our kids were looking forward to the beach stop and asked if there was a way to extend it.  Kumba asked if would be ok to leave us a little longer – he would drive the other group back to the port and then come back to get us.  Even though it added an hour to the trip for him driving, there was no extra charge.  It worked out – the other group made it back for their commitment, we got to stay at the beach a little longer, and Kumba got a good tip.

Taxi drivers and McDonalds generally aren’t the first things that come to mind when you think of magic moment Service.  Someone along the way had empowered both of these individuals to do what was needed to make the customer a fan.  They more than likely impressed upon them the domino effect a good experience has throughout the day and on recommendations.  And chances are they modeled it for them.

What are you modeling with your team?  Are they empowered to brighten the day of their customers?

Creative Leadership

I just returned from a South Caribbean cruise that provided a few opportunities for reminders on leadership.  I’ll share a few in the next posts.  One of the favorites?  A quartet of kids in St. Kitts making their own brand of music.  Their instruments?  A ukulele, a flute made from PVC pipe, a cheese grater, and a triangle.

Chances are their songs won’t make ITUNES top download list in the near future – but they were having fun doing what they enjoyed, they made a lot of people smile, and they showed some ingenuity using what was available to them. They even made a few dollars from the looks of the traffic stopping to listen.  They weren’t sulking about not having the instruments they wanted and didn’t have.  They weren’t arguing about who got to play what instrument – at least not in public.  Nothing but smiles.

Leadership is about looking at the resources you have available and coming up with a plan on how to use them best. What is your cheese grater that needs to reallocated?  What is your piece of PVC that would be better with holes in it?

Leadership is about creating the future with something greater than the sum of the parts –  individually each of the instruments have limited options (haven’t heard a CD dedicated to a cheese grater).  Together, much is possible and much more than credited alone. 

Leadership is about keeping people motivated and making a great impression with the work they do.  Help your team celebrate the roles they have and blend together.

Take a look around you.  Inventory your resources. Create the future.  Celebrate the successes.  Learn from some kids in the South Caribbean looking to have some fun.