Tag: individual development

By Scott

What do I do?

I connect students to parents and grandparents.

What do you think the person who made that statement does as a chosen profession?

Lt. Col. Paul Scheidler has served our country for over 20 years, has served multiple deployments in the Middle East, and has been awarded the bronze star.  Oh, and he also happens to be an American History Teacher at Heartland High School in  Hartland, Michigan.  The DAR (Daughters of the American Revolution) in Michigan recognized him as the 2015 Outstanding American History Teacher.

We have a choice each day to do our job or to make our work about our purpose, cause or passion.  It is always a choice.

It was a treat to be in the same room and feel the magnetic pull of the purpose that oozed out of Lt. Col./Mr. Scheidler.  I bet his students feel the same way.

Your job does not matter as much as the reason you do it.  What is your reason?  Just ask your teammates – I am sure they know.

By Scott

Leadership and EGO: Words of Wisdom from Alan Mulally

Below is an excerpt from Eric Schurenberg’s column in the March 2015 edition of Inc. Magazine.  He is the editor.  I also think Inc. is the best source of leadership advice for entrepreneurial minded leaders.  Here is the full post.

. . . ideas alone don’t build companies.  Building takes leadership, and leadership takes continuous, counterintuitive, ego-minimizing work.  That was one lesson I took from a recent half-day meeting led by Alan Mulally, retired CEO of Ford and Boeing. . . . . “Keep reminding yourself,” he kept reminding the room, “it’s not about you.”  It’s about the plan.  The leader’s job is to ensure that the team has a compelling vision; to help everyone understand the strategy for realizing that vision; and to see that everyone is working together to implement the plan.  When teams truly need to mesh, it doesn’t matter whether you were once the world’s best coder or salesperson or idea man.  Your job is now facilitator.  Behavior matters. . . . what was allowed at Boeing and Ford: admitting problems and asking for help.  What was not: texting in meetings, finger-pointing, putdowns, or anything else that interfered with a sense of shared effort. “Working together works,” says Mulally.  “Smart people working together always works.”

In my second chapter of my book(People-Centered Performance) I talk about the OBN leader – the one who knows what they OUGHT to do, BUT they DON’T.  Mulally’s gives some practical advice for fighting the OBN trap.

By Scott

Good Question – Great Question

What if we asked more questions?

I am reading a book by Warren Berger called A More Beautiful Question.  In it he shares a study from the Right Question Institute tracking kids use of questions over time that identified a trend of students using questions less as reading and writing skills increased.  The use of questions peaks at around the age of 3, and by the age of 18 it is only used 1/3 as often as reading or writing.

From 2009 A Nation's Report Card.
From 2009 A Nation’s Report Card.

For parents, you are probably not surprised because you have lived through the WHY stage of three year olds and the grunting teenager.

This fascinates me, because I see this in adults as I work with leaders in their development and those that have gone through a career transition.  Too often EGO gets in the way of building the relationships needed to be successful in their next role.  One sign of EGO is the need to tell vs ask.  Think of that – I can read/write/Google (i.e. Figure it out) = EGO response to not knowing something.  As leaders, we battle our EGO overtaking us by leveraging the knowledge of our team to solve problems.  I believe one of the most important skills to battle EGO for adults/leaders is to learn is the ability to ask questions AND listen for the answer.  We do that by mastering the use of GREAT Questions over GOOD Questions.  Here are some examples:

GOOD Question:  Have you considered x and y as solutions?   GREAT Question:  What other solutions did you explore?

GOOD Question:  Why did this happen?   GREAT Question:  What has to happen next to make this problem go away?

GOOD Question:  How was your weekend?    GREAT Question:  What one word would you use to describe your weekend?  (What is the story behind that word?)

GOOD Question:  What do you want to share with the group before we start our meeting?       GREAT Question:  What is one personal best and one professional best you have to share with us?

My basic rule is to always start questions with What or How – that does not always make you perfect, but it makes you closer to perfect.  It is also important to be ready with – tell me a little more about that? or Tell me a little bit more about what options you considered?  Then listen.  The metric for you is to have a ratio of questions to statements of 5 to 1.

Hopefully you have already answered the question What if we asked more questions? 🙂

3 Questions that help create a culture that SUPPORTS performance
By Scott

3 Questions that help create a culture that SUPPORTS performance

As a coach and consultant, performance conversations tend to start with emotions and adjectives.  One of the challenges in gaining clarity is to have a conversation that gets down to the root cause, and it also means talking to both the frustrated leader and the individual. Here are the questions I ask:

  1. Do they/you know what is expected of you at work?  What are they?
  2. Do they/you have the tools and resources to do your job well?  (see question 3 for how to deep dive on the specifics)
  3. If Yes to both 1 and 2, do you feel you/they GWC the role.  (G = Get It,  W = Want It, C = Capacity to do it)  *GWC is from a strategic planning tool I use called EOS

 

I don’t look at creating a performance focused culture, because my experience has shown me that leaders take this path by starting with accountability and expecting work to get done.  I have learned through Denison, a partner company I use for surveys, and my own experience that it is important to focus on creating a culture that supports performance.  It aligns with my own belief that individuals own their performance and development, and the organization owns support.

When we start with defining the target together and supporting the work to get there (frequent one on ones, asking what they need, following through, repeating often), more often than not it ends in a trusting relationship where the important things can get talked about.  Leaders, this is your work in SUPPORTING performance through the culture you create.

When people ask you what they can do to help, tell them.  Beware of asking for the extremes – no help (because you are frustrated, angry at someone, or your EGO is on overdrive) or having them do everything.  Sales is a great example because of the frequent ups and downs in a challenging market.  When you are missing sales numbers – role playing, prioritizing your leads, reviewing your pipeline are all great support activities.  Maybe even asking some people to make some calls for you or leverage relationships they have in some of your maybe companies.

Support is a two way street, it has to be offered and it has to be accepted.  The times we get in life when it has to be forced are the tough times.  Just ask an adult child who has arranged assisted living or nursing home care for a parent.  If the point is reached where a leader feels they need to force assistance in getting work done (what individuals often call micro-managing) it is probably time for you to leave.

I know it is never that easy, but it is that simple.  If that outcome is not what you want, then start back at the beginning and make a commitment to change your half of the conversation.

 

 

Read Seth
By Scott

Read Seth

Entrepreneurial spirit.

A popular way to explain what you want in a person.  I recall a conversation with an HR VP at a Fortune 500 company explaining why they need more people with an entrepreneurial spirit.  I recalled the scene from A Few Good Men where Jack Nicholson’s character responded after being badgered about telling the truth with “You can’t handle the truth!”  I had a quick image of Jack Nicholson delivering the line “You can’t handle the entrepreneurial spirit!”

To truly support the entrepreneurial spirit people have to have the power to make decisions, to fail, and to get the support to fix them.  It is a common method for Seth Godin, which is why I read him everyday.  I like and respect the voices of Drucker, Collins, and Covey in the space of personal and business growth, but Seth does it in less words and it always resonates with me.

My advice – Read Seth.  Here is a sample.

My second piece of advice – Add a Seth moment to your team meetings for people to share a 30 second clip of something that resonated with them over the past week/month of his posts.

By Scott

Change – 3 things you can do to lead it from ANY role

Change is relatively easy, when it’s our choice.  They key is how you react when it is not your choice.

  • I wanted to try a different haircut.  Easy.  Mom takes you to the salon and ‘the stylist was terrible’.  Not so easy and you cry and tell her you hate her.
  • You make a choice to leave a job for a new one.  relatively Easy.  Your employer decides you need a new job.  Hard and you stop trusting leaders and companies.
  • Your leader involves you in a conversation about a restructuring of the work in your company. relatively Easy.  Your leader brings you into a room to share the new organizational structure they created in the last few months AND your job changes.  Hard and you tell your leader it is a dumb idea and you will not support it under any circumstances.

Leaders involve people in conversations that drive change.  Effective leaders do anyway.

It is also a harsh reality that we cannot expect our leaders to involve us in everything.  There are lots of reasons why you will not be involved – time, leader decides not to ask, leader can’t tell you, you are viewed as bringing little value to strategic conversations, they forgot to ask, etc.

Here are three things individuals need to do to reset themselves for change:

  1. Get emotional – constructively!  Go work out, write an email – then DELETE it, put your corporate logo/leaders picture on a dart board and play darts, or go watch Office Space.  Bottling it up is no good.  Just let it out in a way that does not pollute the atmosphere around the change.  Not everything we are thinking needs to be heard, and it is normal to experience a strong voice of resistance in our heads when the change hits.
  2. Make a choice: Are you ready to lead it or explore what it means and what role you can play?  Not asking you to be a lemming, just telling you not to be the person who silently tries to make it fail.  If you decide to become the resistance to change, don’t be surprised if your role in future changes becomes smaller.
  3. Ask questions:  Information is needed for us to process change and it will help the leader share the why for the change.  The only way for you to effectively lead the change is to be able to talk about it with the passion and knowledge of your leader.  Asking great questions will help that.

You should expect your leaders to manage change well, and give them a little grace when it does not go so well.  You can help by mastering the process of going through change as someone who contributes and participates in it.  As Seth Godin would say – those people are Linchpins.  Leaders need more Linchpins!

By Scott

Relationships or Performance?

When relationships matter, process trumps outcome

As leaders, we are measured largely by outcomes.  Did the work get done?  Was the margin there?  Yet there is a process that helps us achieve those outcomes that does call into question what we believe is most important?

In my work with growing companies I have learned to ask the question “What is your funding source – debt/cash flow, private equity, or venture capital?”  I can usually feel the difference, but ask just to make sure. When speed and growth/returns are so critical (latter two), then generally outcome trumps process.

Your talent strategy should reflect your belief in what is most important in your business.  This is also not about a good and bad labeling exercise.  Those words tend to stop a conversation and start an argument.  I use effective and not-effective, because it forces us to remember the outcomes we wanted in the beginning.  If our goal is 30% EBITDA growth and a few leaders get burned out and leave, maybe that is okay.  Fast growing companies need to be great at bringing in leaders/personalities that will figure it out and be successful.  That needs to be there #1 focus.

You see, the other edge to this sword is building trust.  Peter Drucker once said “The existence of trust does not necessarily mean they like one another, it means they understand one another.”  As a leader, just be clear with your beliefs and lead accordingly.  Actions need to align with beliefs, so people can see consistency in your approach.  You also need to continue to ask yourself “Are the results in my business and my team are proving my methods effective or not effective?”

I love having this conversation with leaders, because is revealing and it matters.  It also helps people define their own path to increasing their own capacity to lead.  That is a process I can get excited about.

When relationships matter, process trumps outcome

**If you want to dive into this topic a little deeper, chapter 2 in my book outlines what I call the OBN (Ought But Not) Leader.  On Amazon.

By Scott

Jackhammers and Leadership

I learned a very valuable leadership lesson when I was 19.  I was working as a laborer on a curb repair crew for the summer.  Part of the job was breaking up the old curbs using a jackhammer.  I remember the first time I was asked to operate it I was very excited – it was loud, dirty, and made me feel very manly.  I received the instructions from my crew chief, and off I went to break up 100ft of curb.  After 5 minutes I started to feel weak and I was sweating profusely.  After 10 minutes I was light headed and almost ready to throw up when I had to stop. It was then I noticed the whole crew standing back laughing at me as they saw the fatigue and nausea overtake me.  When I shut the jackhammer off, my crew chief came over and gave me my first leadership lesson.

“Kid, you have to learn to let the jackhammer do the work.  When you learn to work with it and not try and control it, then you really get work done.”

That summer I gradually learned to let the jackhammer do the work, and as I look back on that day, I realize how it was a lesson for every important role I would ever have – leader, husband, parent, friend, and facilitator.

As I work with new leaders – The biggest mistake I see new leaders make is to over-manage their teams and not focus on setting clear goals and working to remove the things that are getting in the way of their people.  Leadership is exhausting if you opt for total control vs working with it.

As I lead entrepreneurs and their leadership teams through a process to build a strategy and culture focused on performance – I have to stand back and let them work through the change, learn what works for them, and struggle with growing up as a team.  They have to delegate the work that will allow them to lead more effectively.  I have to be patient and persistent.  If either of us tries to do too much for others, it will exhaust us and the effort will not be successful.

In my work as a coach – If I go into a coaching session trying to guess the answers ahead of time and force knowledge into my coachee – it is exhausting.  When I go in with the intent of being present and working through the process of coaching with a coachee, they leave with the strength of conviction and ownership, and I leave amazed at the work that gets done when I am present and allow space for exploration.

As a parent of teenagers – If I go into conversations armed with the intent that I will convince them they are wrong and I am right, it usually ends with tears and loud voices.  If I am patient and work on listening and drawing out what is on their mind and gather their reflections on the event, it does not alway end in a hug with music playing in the background, but it generally ends with energy in reserve for us to work on the next challenge or to celebrate the next victory.

Kid, you have to let the jackhammer do the work.  Leader, you have to let your people do the work.

Coach/Leader, you have to listen well and draw out the reality and possibilities from your partners in performance.

Dad, you have to let your daughter grow up a little, and feel loved on their journey.

Friend, sometimes you just have to sit there and listen, because you can’t cure the cancer, fix the marriage, or bring their child back to life.

What are you challenged with today that you have to learn to let the jackhammer do the work?

Lead well – in whatever role you take on today.

By Scott

Becoming Adaptable

Are you adaptable?

I am reminded of a conversation I had with Greg Hartle who spent 18 months doing something I thought was crazy.  He started with $10 and a laptop and travelled around the US meeting people in transition and helping them.  He blogged about it, took odd jobs when he could, and spoke to groups about his journey (fyi – before his trip he almost died from kidney failure – so there was quite a story there).

One observation he made was that the key ability he saw as critical to the people he was meeting in career transitions was the ability to learn, unlearn, and relearn.  For me, it was a simple, yet profound statement as I work with organizations and leaders in growth transitions.  Here are two thoughts . . .

1.  It does not mean abandon your values and beliefs.  Adaptable is ‘able to change or be Are you adaptable?  Success in business and in life means understanding and managing the changes that approach.  Transitions as leaders, parents, spouses, friends are full of moments where the current way of doing things/reacting will not work, and we have to ask ourselves – in order to fit or work better in some situation or for some purpose.’  If you have to work for an organization with a social focus – great!  If we are being asked to build a process around sales so others can do what we do and do it the same way and we resist – hmm?

2. It does mean that when we find ourselves stuck or frustrated, the first question we need to ask is “What about this situation frustrates me?”  At the core of our answer is the issue, and in my experience most often the issue is in our recognition of the change and how we will have to adapt to operate in the new normal.

One habit that helps this – When entering change conversations – once we process the issue and the end goal, to simply ask “To be successful, what do we need to: Keep doing? Start doing?  Stop doing?”

As a person – I go back to Greg’s observation – “Based on what challenges I face – What do I need to: Learn?  Unlearn? Relearn?”

 

By Scott

The Smartest Person In The Room

Have you ever met the smartest person in the room?

Yesterday I had the opportunity to see Captain John Meier, the commanding officer of the Commanding Officer of the USS Gerald R. Ford.  He asked this question as he talked about steps he was taking to build the team that will launch this new aircraft carrier in 2016.  The one thing I will say about Captain Meier is that he spoke simply about leadership, and showed a deep understanding of the power of serving others first as a leader.  Another great thing is he was not selling a book, he was just taking time out of his busy day to tell his story.

How many of you walk into a room chanting “I am not the smartest person in this room . . . “?  I would never ask a leader to do that, and yet there are ways our actions can say it.

Captain Meier shared a couple of tips he had for living this mantra through your actions as a leader:

  • Always keep an open mind in problem solving sessions – challenge your team to bring/share solutions and just listen.
  • Make Learning a part of your day.

Imagine the power of spending time each day having someone on your team teach you something?  You implement Salesforce?  Ask someone to show you how to enter a new customer and then do 2 on your own with their help.  When we make a habit out of the two tips shared above we are demonstrating our intent to serve first as a leader.  It is never that easy, but it is always that simple.

Great conversations start with a question.  I spend time with leaders like Captain Meier because they ask great questions.

If you have never met the smartest person in the room you are not looking hard enough.