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.