Leadership Wisdom 101: Developing Your Capacity to Lead Change (Part 2 of 3)

Leadership Wisdom 101: Developing Your Capacity to Lead Change (Part 2 of 3)

What is the biggest change you have ever experienced in life and how well did you lead through it?

How long did it take you to move from ‘the fog’ that overtakes you in a big change to a place where you could see new opportunities?

I believe transitions are the single biggest place for growth and pain. It is also the place where big personal changes provide us an opportunity to develop the wisdom and experience that translates back into our ability to lead change at work. The researchers call this resilience. The regular word we use in daily conversation is wisdom. Here are two lenses to help you develop the capacity to lead change. Next time you hit a change of any sort, use one of these to reflect, act, and grow.

Lens #1: William Bridges – This model is presented in more detail in his book, Transitions, and is a powerful lens through which to see our personal transitions in a different way. I have used it extensively with people in career transitions or any other job-related change. It is based on a recognition that in personal changes we need to let go of things (Endings) before we can see our situation in a new way (Neutral Zone). In the Neutral Zone, painful and confusing feelings still exist (emptiness, confusion, alone-ness) until we actively begin to try new things, which ultimately move us to a New Start. Yes, we do slide back, and in highly complex changes, multiple endings emerge that force us to retrace our steps. Here is a real example of how the model plays out in a career change:

It was the first day of our 3-month career transition program. During the check-in, she talked about how she was a teacher, and the idea of leaving her profession made her feel guilty for abandoning her kids and losing her summers. (Can you hear the endings in those statements?)  After a few classes and different exercises, she shared that she was beginning to see herself as someone who had a passion for helping people, and was skilled at using learning to assist people to grow and contribute more in their work. She was also wondering where that fit in the business world? Admittedly, she was still feeling anxious about actually working in a business. (Can you hear the neutral zone clues?) In our last conversation, she was two weeks into an internship with a business helping them pull together customer training for a new product they were launching. She was excited about the realization that learning for adults was like the hands-on/experiential approach she used in her classes. She was also excited about how quickly the learning showed up in performance. Having the summer off was still something she was not sure she wanted to give up.

Lens #2: 3 Ps by Martin Seligman – In her book Option B, Sheryl Sandberg shares a model explaining the barriers to personal recovery in life events. If you don’t know her story, Sandberg is the COO at Facebook and lost her husband from a heart attack a couple of years ago. Here are the 3 Ps that stunt personal recovery from events in our lives:

  1. Personalization – The belief we are at fault.
  2. Pervasiveness – The belief that an event will affect all areas of our life.
  3. Permanence – The belief that the aftershocks of an event will last forever.

Studies have shown that adults and children will recover more quickly when they realize it was not their fault, begin to see the positives in other aspects of their life that were not taken away by the event, and begin to see improvement and healing through the gift of time.

While the Seligman 3 P model is generally applied to big life events like death, divorce, job loss, or abuse, can you hear the similarities with what Bridges shares? For those of you that have navigated such a life event, how has that translated back into how you lead others?

Change will happen inside and outside of work, and each event is an opportunity to develop the personal ability to navigate those changes, which becomes the foundation for all of us to be great leaders of change.

For leaders, here are the three truths that you need to take into any change conversation:

  1. It is a studied process, so rely on a model to plan the change.
  2. It takes time, so the sooner you start planning, the better.
  3. You cannot control how people react, but you can control creating conditions where people feel supported/safe and are invited to take the next step in change.

The #1 reason leaders struggle with change is because they cannot control the choices others make. The #2 reason they struggle with change is because they have not allowed people the time they need to process change, especially the big ones.

The third issue that trips up leaders in navigating change is that it requires the help of others. In the next post, we will explore what I call The Power of 2.

Download a free one-pager on change. It includes the Bridges model, and also an additional tool that works well with planning organizational changes from Scott & Jaffe.

Lead well!

Leadership Wisdom 101: Seeing the bigger picture in leading (Part 1 of 3)

Leadership Wisdom 101: Seeing the bigger picture in leading (Part 1 of 3)

We were meeting to review the launch of EOS® (Entrepreneurial Operating System®) with her team, when one comment stuck with me:

Scott, one of the things you did extremely effectively was to bring in analogies around leadership and planning that relate back to being a parent. We are all parents, and that helped us see how our experiences as parents are actually building blocks for us as leaders.

I was glad to hear that, because that is a core message of mine and she listened!

It is also a passion of mine to help people see themselves leading in all aspects of their lives. In my work with hundreds of leaders, too often I see them compartmentalizing their learning to one aspect of their lives, and missing the chance to apply it to all areas of their lives.

Another recent reinforcement of this was during a check-in with a leadership program I lead. When asked to share one way in which they applied a learning since the last time we met, a leader shared – with a significant amount of surprise and some timidness – that “the active listening learning actually helped me at home in some situations I was working through with my teenage daughter.” My response? Grateful! Grateful this person was strong enough to share a non-work and personal experience to remind us all that we lead in all aspects of our lives.

Do you see yourself leading in all aspects of your life? Here are three questions to help you reflect and learn from your own experiences:

  1. In what part of your life are you being most challenged to lead and it is not going well?
  2. In what part of your life is your ‘leading’ going well?
  3. How can you apply what you have learned in #2 to have more success in the area you defined in #1?

I face the same challenge everyday, too. One tool I have used to help me see my ‘whole life’ as my leadership canvas is the Wheel of Life exercise, which is a foundation for coaching. If you want to explore this, download it and follow the directions.

More to come on lessons I have learned in one area of my life and how they apply to leading in others. . .

Lead well!

My Top 5 Leadership TED Talks

My Top 5 Leadership TED Talks

I was recently speaking with a group and asked if they had seen one of my favorite TED Talks. Over 50% of the group had not.

It hit me that there are thousands of great talks and, as a result, some of the classics I share as part of my journey to help develop people-centered leaders have gotten lost in the shuffle.

Here are my top 5:

  1. Simon Sinek: How great leaders inspire action – One of the most-watched TED Talks ever. The wisdom he shares can be used at many different levels; I have used it in career conversations, strategic planning sessions, and change management training. Watch and share often!
  2. Simon Sinek: Why good leaders make you feel safe – Is trust and safety important? Aspiring and committed people-centered leaders know the answer is ‘Yes’, and this video will help you explore it and identify some actions you can do tomorrow.
  3. Sherry Turkle: Connected, but alone? – What is the role of social media in healthy relationships? There is research around this, and Sherry Turkle is an expert.
  4. Susan Cain: The power of introverts – I like this video because it stresses the importance of having introverts on teams, helps understand how common it is to be introverted, and challenges introverts to speak up!
  5. Derek Sivers: How to start a movement (short and funny) – There are not too many funny and short TED Talks. People-centered leaders understand the importance of having people willing to follow them, and this video lays a clear vision for the importance of followers.

Listen . . Lead. Repeat often!

Scott

The Book of Joy: The 20 thoughts that stayed with me

The Book of Joy: The 20 thoughts that stayed with me

One question I ask on the Team Member Fact Sheet is: If you could have dinner with anyone, past or present, who would you select and what question would you ask them? When I answer this, George Washington comes to mind and the thing I would ask him is: What part of what you put in place when this country was formed do you hope is still there in 200 years?

When I was handed The Book of Joy, it was not on my personal bucket list to go into a room with Bishop Desmond Tutu and the Dalai Lama to ask questions and listen to them share their stories and collective wisdom for a week. As I read the last page, I felt like I had been part of a very special event – and I had a book with pages dog-eared around all the thoughts I collected during the journey. I liked this book, and as you head into a gift-giving time of year, it is worth putting on your list.

Instead of writing a review, let me just share some of the thoughts I highlighted from those dog-eared pages and let the thoughts and wisdom stand on their own for a little while:

  1. So when you look at the same event from a wider perspective, we will reduce the worrying and our own suffering. ~ Dalai Lama (p. 37)
  2. A study (by Brickman, Coates, Janoff-Bulman) found that lottery winners were not significantly happier than those paralyzed by an accident.
  3. Courage: Is not the absence of fear but the triumph over it. ~ Nelson Mandela (p. 94)
  4. Courage: Is not the absence of fear, but the ability to act despite it. ~ Desmond Tutu (p. 94)
  5. Studies have shown that sadness lasts longer than fear or anger. Fear lasts 30 minutes, sadness 120 hours. (p. 110)
  6. Sadness seems to cause us to reach out to others. We don’t get really close to others if our relationship is made up of unending hunkydory-ness. It is the hard times, the painful times, the sadness and grief that knit us more closely together. (p. 110)
  7. Without love, there is not grief . . . when we feel our grief, uncomfortable and aching as it might be, it is actually a reminder of the beauty of that love, now lost. ~ Gordon Wheeler (psychologist) (p. 113)
  8. Hope requires faith – even if that faith is in nothing more than human nature or the very persistence of life to find a way. Hope is nurtured by relationships, by community. Despair sends us inward. Hope sends us into the arms of others. (p. 123)
  9. Mudita is the Buddhist concept often translated as “sympathetic joy” and described as the antidote to envy. It is considered one of the Four Immeasurables, qualities we can cultivate infinitely. The other three are loving-kindness, compassion, and equanimity. (p. 140)
  10. A quote from a Tibetan imprisoned by the Chinese (and tortured) for 18 years. He told me he was in danger of losing his compassion for his Chinese guards. ~ Dalai Lama (p. 156)
  11. The real secret of freedom may simply be extending this brief space between stimulus and response. Meditation seems to elongate this pause and help expand our ability to choose our response. (p. 180)
  12. Marriages, even the best ones – perhaps especially the best ones – are an ongoing process of spoken and unspoken forgiveness. (p. 181)
  13. Research has identified key influences on happiness. One being our perspective towards life, or our ability to reframe our situation more positively. (p. 199)
  14. So many people seem to struggle with being kind to themselves ~ Dalai Lama (p.212)
  15. Why be unhappy about something if it can be remedied? And what is the use of being unhappy if it cannot be remedied? ~ Dalai Lama
  16. Forgiveness is the only way to heal ourselves and to be free from the past. ~ Desmond Tutu (p. 230)
  17. We stand firm against the wrong not only to protect those who are being harmed but also to protect the person who is harming others, because eventually they too will suffer. ~ Dalai Lama (p. 234)
  18. Exile has really brought me closer to reality. When you are in difficult situations, there is not room for pretense. In adversity or tragedy, you must confront reality as it is. ~ Dalai Lama (p. 243)
  19. Joy is the happiness that does not depend on what happens. It is the grateful response to the opportunity that life offers you at this moment. ~ Brother Steindl-Rast (p. 245)
  20. Unforgiveness robs us of our ability to enjoy and appreciate our life, because we are trapped in the past, filled with anger and bitterness. (p. 245)

 

5 Powerful Questions for New Leaders & 1 Habit to Maintain Traction: Guest Post by David C. Baker

5 Powerful Questions for New Leaders & 1 Habit to Maintain Traction: Guest Post by David C. Baker

Today’s guest blogger is David C. Baker. I met David when I first started my business, through a contact from his publisher during the launch of his book, Managing (Right) for the First Time. I was drawn to his book because I believe managing leadership transitions is one of the keys to success. I read his book cover to cover and helped distribute 24 signed copies to many of you. Of all the books I have shared with clients (over 200 to date), David’s is by far the one I get the most comments back from people about being helpful because it is so practical.

The following content is the property of David C. Baker and is shared on this blog with his full approval. Any reproduction or use of this material without his consent is not lawful. If you like it and want to use it somewhere else, just ask him directly using the link at the bottom of the post.

You haven’t noticed yet, but there are several little red light points on your chest. And no, it’s not because the neighbor kid is playing with the slide presentation pointer that fell out of your briefcase last night when you stumbled home, finally, after a hard day at work. It’s more that you’re in the cross hairs of one or more people who are watching very carefully how you react in the next few weeks.

You’ve crossed a threshold, see, by either managing people for the first time, or trying to do it right for the first time. This is your chance. You’ve experienced a seminal event in your life by entering the “management” room that you’ve only heard of in the past. You’ve criticized the people who have occupied this room without ever knowing what it was really like to be in their shoes.

Now you get to find out, and you get to do it better. Are you ready? Have you been paying attention? Do you understand the minuses that will come with the pluses? It’s a wonderful journey, but it’s not without difficulty.

I can’t remember much about the first time I managed people. Maybe for you it was like my experience, a more gradual transition in that I was managing them in reality long before I was managing them officially, and being promoted was more about recognizing what was already taking place. That’s probably the best way for it to happen.

But I probably don’t remember that first time simply because our culture doesn’t value management all that highly. You don’t read about great managers like you read about great athletes, and so we aren’t accustomed to thinking of the entry to management as some sort of anniversary.

It is, though, because it changes your life. It may not change your life to the same extent that childbirth, marriage, divorce, or death will change your life, but it certainly sets a course with all sorts of implications for your life.

This is a change, and how you react to it will affect your happiness, relationships, health, and wealth. It will also have a strong impact on the people you manage.

You do realize that, right? Twenty years from now, let me sit down with one of your current clients and ask them about you, your impact, and what they learned. Chances are they won’t even be able to dredge a name out of their murky memories. The same is true of your vendors.

But let me do that with one of your current employees in twenty years and they’ll remember you for sure. Hopefully it’ll be for the right reasons, and that’s the opportunity that is in front of you.

Seeing the opportunity is the first step. The next is step back to think about the situation you are stepping into and setting your sights on the impact you want to have. Here are 5 key questions every new leader should ask:

  1. What were the reasons you were chosen for this role?
  2. What are the expectations for you for the first 6 months?
  3. What does your team believe are your key responsibilities?
  4. In 20 years, what do you want others to be saying about you as a leader?
  5. For each item in #4, write 1 or 2 things you commit to doing that will be your first steps towards your leadership legacy?

Key action to maintain momentum: Over your first 6 months, look back at your answers to the previous five questions weekly and think about your progress. If you are brave, get feedback on #2 and #3 from your leader or team. Then weekly ask yourself the questions:

  1. What do I commit to KEEP doing in the next week?
  2. What do I commit to START or STOP doing to improve my effectiveness as a leader?

Did David’s words and wisdom resonate with your leadership role? Visit David’s website or email David directly at david@recourses.com. Here are some additional links to his books:

The Business of Expertise: How Entrepreneurial Experts Convert Insight to Impact + Wealth

Financial Management of a Marketing Firm

Managing (Right) for the First Time: A Field Guide For Doing It Well

Guest Post: Blue Collar Scholar, Jim Bohn – What is our Organizational Level Engagement?

Guest Post: Blue Collar Scholar, Jim Bohn – What is our Organizational Level Engagement?

Today’s guest blogger is Jim Bohn. Jim spent a career helping leaders and organizations do the work of successful change. I was connected to Jim when he stepped out of his corporate role and was answering the question, “What is the next journey for me?” I have followed his journey through his powerful articles on LinkedIn and have been impressed with the wisdom he continues to share around change and helping organizations build and sustain a healthy culture. Jim also calls himself the ‘Blue Collar Scholar’, which captures the essence of his wisdom for me. Leaders need to think about what they need to accomplish, and then they must roll-up their sleeves and do the work. I am grateful to Jim for sharing his wisdom today.

The following content is the property of Jim Bohn and is shared on this blog with his full approval. Any reproduction or use of this material without his consent is not lawful. If you like it and want to use it somewhere else, just ask him directly using the link at the bottom of the post. Also included at the end are some free resources for those of you that want to learn more.

Key question for leaders to answer: What is our Organizational Level Engagement?

Employee engagement has been around for over 20 years.  If we are honest with ourselves, we know employee engagement is now part of the routine and does not hold the prestige and impact it once held. So, as an executive, have you thought beyond employee engagement to organizational level engagement?  If your water coolers could talk, what would they tell you about the conversations your employees have when they talk about your organization?

 Key question: What is Organizational Level Engagement?

Organizations high in engagement demonstrate many of the following characteristics:

  1. A high degree of morale, specifically a desire to be at work and a desire to do work on behalf of the organization.
  2. Enthusiastic workers who want to be part of an organization.
  3. Workers willing to take on complex challenges.
  4. Workers who believe they are stronger than their competition.
  5. A track record of accomplishments.
  6. Evidence of innovation.
  7. Data and knowledge sharing.
  8. Increased speed and quality of decision-making.
  9. Effective conflict management.

It focuses on “We” not “Me”

While acknowledging that the individual is important, organizational level engagement focuses at the organizational level.  It does not dismiss the value of the individual, but acknowledges the critical nature of organizational level performance.  It focuses on how people work together across an organization to accomplish outcomes.

As an executive, you’re likely to respond: “Well, we have our financial performance metrics to tell us how we’re doing as an organization.”  True – – – but that answer is not sufficient.  Financial metrics only tell one part of the tale.  Organization Level Engagement is about how the organization is performing from a people perspective.

For example, all organizations have ‘silos’, groups of people who do not work together.  Organizational level engagement discovers pockets of silos allowing managers and leaders to improve how groups work together, sharing data and improving decision making processes.

Do your people know the mission of your organization?  Merely repeating the mission by rote does not mean they have integrated the mission of your organization with their daily work behavior.  Do your people work together?  Do they make effective decisions by considering others who may be impacted by new strategies?

The following chart describes the differences between employee engagement and organizational level engagement.

Employee Engagement Organization Level Engagement
Focused exclusively on what employees derive from the organization Focused on what the organization derives from all employees working together
Focused on individual motivation – what’s in it for me? Focused on organizational level motivation – what’s in it for us?
Focused on ‘local’ issues such as environment, pay and benefits Focused on organizational level outputs such as customer satisfaction, data quality, and leader effectiveness across groups.
Focused on the leader the individual works with each day Focused on how all leaders work together each day and throughout the year
Focused on “Me” Focused on “We”

 Senior executives should ask, at the beginning of every fiscal year, during a fresh start:

  • How well do we work together as an organization?
  • Do our people truly know the goals of this organization?
  • Are we (leadership team) setting an example of decision making and cooperation at the top?
  • How sharply are we focusing our efforts on things that really matter and jettisoning things that are a waste of time?

Senior HR people should ask:

  • What are we doing to help people across our organization work together better?
  • How are we training our people to share data and make better, high quality decisions with the organization in mind?
  • What are we doing to help our teams become more resilient in the face of project setbacks?

Employee survey or in a small group conversation, leaders should ask (and record to evaluate trends across the organization):

  • What prevents our teams from working together?
  • How can we help our employees understand where they fit into the overall mission of the organization?
  • What one thing do we need to improve at the organizational level to perform at a higher level? (Expect some to say, “pay increases” but look for other trends such as restructuring to improve communication pathways.)

*Jim has published his research in this area and his Bohn Organizational Efficacy Scale is part of that research. If you want to learn more about his research and survey please contact him directly.

By taking this important step and investigating organizational level engagement, you will improve the effectiveness of your organization, leading to increased profitability and improved employee satisfaction.

Did Jim’s words and wisdom resonate with some of the challenges you are feeling in your organization? As you come up on your yearly planning, would you like your leadership team to spend some time on some of these critical questions, and use the answers to listen and act differently in 2018? Visit Jim’s website or email Jim directly at james.bohn@att.net. Here are some other resources to take a deeper dive into this topic:

Architects of Change: Practical Tools to Build, Lead and Sustain Organizational Initiatives by Jim Bohn, Ph.D.

The Nuts and Bolts of Leadership: Getting the Job Done by Jim Bohn, Ph.D.

LinkedIn: What makes an organization tick? Employee engagement is not the answer (1 of 173 articles Jim has shared on LinkedIn)

 

Let’s call it Trust Building, not Team Building

Let’s call it Trust Building, not Team Building

When I say team building, how many of you roll your eyes or audibly groan? It is a common response. I once had a leader refuse to participate. His displeasure included the statement, “I have done a ton of these and they are a waste of time.” I used to get mad and secretly dreaded the response after I introduced our next team building activity. I have grown to appreciate the transparency, which has allowed me to step back from the situation and ask the question, “What can I do as a facilitator to set up this team building time so it is a productive conversation for all involved?”

I see my role as a facilitator to create the conditions in which teams can have a productive conversation. Recently, I received an answer to the above question which challenged me to make team building time productive and inclusive.

As part of my strategic planning process (Entrepreneurial Operating System®), we spend 2-3 hours on team health during annual planning. We start with a conversation centered on the pyramid from Five Dysfunctions of a Team, by Patrick Lencioni. We end with time for team members to share some information about themselves and give/receive feedback on observed strengths as well as one thing they could do differently to increase the effectiveness and health of the team. (Here is the form I use.) We frame all the activities that the teams do together as trust building time focused on team health.

My answer came during the wrap-up, when leaders offered feedback by answering the question: “What was the highlight for me?” The answer that created a sacred moment for me was, “Every year I look forward to that exercise and the feedback that I receive from it.”

Imagine, an activity where we receive feedback and love it!

As I wrapped it up, the thought hit me that I call the time together trust building time focused on team health, not team building.  A simple change in name paved the way for an amazing experience for leaders who had done similar activities dozens of times in their careers. 

What if you became more intentional about trust building time focused on building team health? It could be as simple as creating time at your next planning session. What if you provided a list to the team titled Trust Building Activities and included things like a meal together, taking an assessment as a team, meeting regularly as a team, or a ninety-minute escape from work for a little fun? If all agree team health is important, make it a priority to do something monthly from the list.

Based on my experience, eye rolls go away and even the often-cynical 50+ year old white male dives in.

Team health:  Let’s call it what it’s intended to be and challenge people to own their part of it by diving in and helping to build and maintain it. Words matter, and the response I see from leaders is proof that a simple change creates conditions where all engage.

Lead well.

Some next steps:

  1. Email me at scott@thetrugroup.com if you want a list of team health exercises
  2. Watch my Johari Window video for some trust building tips you can do daily with your team
Why do your 3-year old and 18-year old drive you crazy? A graph to make you laugh and think . . .

Why do your 3-year old and 18-year old drive you crazy? A graph to make you laugh and think . . .

I am beginning a series on powerful questions, starting with my trUTips coming out tomorrow. (sign-up for the mailing list here)

It’s based on a study that shows how children change the tools they use to learn over time. (fyi – 4-year old girls ask 390 questions a day!)

Here is the rub – what are we doing as parents and leaders to drive the behavior that is driving us nuts? As a parent, uncle, and friend, here is what I see myself doing: I don’t listen consistently.

Two summers ago, I read Lean In by Sheryl Sandberg with my then-18-year old daughter. We ended our reading group by going to lunch to discuss our reactions to the book. At the end of our conversation, I asked the simple question, “What is the one thing you need me to know as a father of an 18-year old woman?” She did not even pause with the answer, “Dad, when I state my opinion on something, just listen to me.” The message was clear. While my ongoing performance is a different matter, I did hear and I am trying.

Many times, key parenting skills are also key leadership skills. When we develop them in one role we find ourselves being more effective in the other.

Listen . . . Lead (including parenting). Repeat often!

Extra tip: Entrepreneurial Operating System® leaders – if you are not doing 5-5-5™, can you see where listening is built into this template?

Two questions to assess mindset; One question to invite a shift

Two questions to assess mindset; One question to invite a shift

We were ending our day, and I used a tool from the Entrepreneurial Operating System® to get feedback about our time together and actions to improve it for the next group. The simple question was:

How would you rate our time together from 1 (not valuable) to 10 (extremely valuable)?

When we got to Eric, he said 7.5.  My follow-up question is standard, “Thanks for the feedback Eric. What could be done to make it an 8.5?” His response was quick, “I have been to a lot of these types of sessions and they can never be above a 7.5.”

In her book Mindset: The New Psychology of Success, author Carol Dweck shares her research that has identified fixed and growth mindsets. A fixed-mindset person is focused on looking good and proving their worth with effort. They excel at protecting and criticizing. A growth-mindset person is someone who sees potential as something that continues to be stretched and grown through challenges, learning through the difficult journey of delivering on a commitment. This person perceives a negative outcome as the first step to doing it better next time.

If you want to grow as an organization, fixed-mindset thinkers will be like an anchor to your ideas. It is a key leadership skill to accurately assess the mindset of your team. I use these two questions on the back of my team member fact sheet to help provide a glimpse into their mindset:

  1. What is the biggest behavioral change you ever made?
  2. What is the biggest mistake you have ever made and what did it teach you?

These are hard questions, but a growth-mindset person will appreciate the challenge. In my experience, a fixed-mindset person will either not answer or create a  diversion through sarcasm or anger/frustration to allow the question to move on without providing a thoughtful answer.

The next key leadership skill is inviting a shift (fixed-mindset) or increasing the wisdom within the team (growth-mindset). Here is the question to invite that shift and increase the team wisdom:

  1. What wisdom would you be willing to share from that experience to help all of us get a little wiser?

Fixed-mindset people focus on protecting and proving, which ends up making them largely inward focused in their work. It is especially important in EOS® (Entrepreneurial Operating System®) companies to limit or eliminate fixed-mindset thinkers. Traction requires a growth-mindset.

Do you have any on your team?

What is your mindset?

My final point is that fixed-mindset is not equal to bad/mean person. Eric and I had a great conversation after the day together because we shared some professional experiences, and I found him easy to talk with. But if I am charged with growing or improving an organization, it is critical to have people who get excited about continuously improving work and creating stretch goals. The teams will be more successful without the Eric’s of the world.

What questions would you ask?

Tip: Read trUTips #8 to read about how to handle B players (or in this case, a B-player)

TGIM

TGIM

TGIM – Thank God It’s Monday!

A friend shared with me this saying that they credit with starting their week well. They say it every week and now others at work have adopted the habit. The team’s energy has increased and it has been noticed by their peers. Proof that culture starts with the people who lead with attitude.

It will most certainly never be the name of a restaurant, but TGIM has one team energized for the most underappreciated day of the week.

Try it this summer!

Listen . . . Lead.  Repeat often!