Introducing the Entrepreneur Scan

back hand scan

When you have a business, it is only natural that you try to examine it. We all know that the more information you have about something, the more significant your chances of making correct decisions for the business.

Entrepreneurs scan their business often, even though many already know their ventures like “the back of their hands.” When you think about it, the cliché “knowing the back of your hand” is a bit false.

back hand scan

In fact, only a few of us know how the back of our hands really looks. We just think we do because we see it every day. However, we also take that view for granted, and very few of us can honestly say that we have memorized every detail of the back of our hands.

The Business Case

How does that connect with how entrepreneurs look at their businesses? Well, most entrepreneurs nowadays want to believe that they know every detail of their ventures. But the truth is, very few do. You see, there are disadvantages to being the boss.

You have to be the Chief Everything Officer. Yet, in reality, there are plenty of details that can slip by while you handle other, more pressing matters.

Heard It Thru the Grapevine, Or NOT

For one thing, the boss always seems to be out of the grapevine. The boss hardly ever gets wind of any trouble that goes on in the workplace. It also means that there may be some problems that the boss will not be able to know unless the entrepreneur scans his environment.

So how should entrepreneurs scan their environments? Well, a good idea is not to act like a drill sergeant and start shouting down your employees to get the answers you need.

For one thing, it shows that you mistrust your employees and this would only keep you out of the loop, as it were. Another thing is that you cannot expect to get the information you want this way. With intimidation, you only get the information you want to hear, not the information you need.

You should let your employees feel that they can trust you. Be one of the team. However, be sure that you do not cross the professional boundaries that exist in every workplace. [for more on building team trust click here]

You should show your employees that you are the kind of person whom they can come to for any problem. Remember that any small issue of your employees can affect the way you do your business.

Further, you need a systematic accountability process. You must inspect what you expect.

Now, you know the proper way entrepreneurs scan their businesses through the employees. But there are, of course, other factors to consider so that your business is the best it can be.

Look Inward

You also need to assess yourself. What kind of entrepreneur are you? What are your strengths and weaknesses? How well do you handle the business and everything else that the world throws at you?

Remember that sometimes, we are not the best judge of our character. We tell ourselves a story about who and what we are. That becomes our sense of identity. But what we do and how others perceive us becomes our reputation. It is the reputation you must change, not your identity.

Most entrepreneurs scan their characteristics by getting an outside opinion. This opinion, of course, should not be biased to be helpful to you (your spouse is not a good source). You need to have someone tell you to your face all of your faults and give you credit for your abilities.

Look Outward

Entrepreneurs should also scan their environment. What are the potential markets available for their business? What threats out there can affect their business? Entrepreneurs examine the situation around them because it is one factor that they cannot control.

All you can do when something in the environment, whether opportunity or threat, takes place is to adapt to it. The change means that you have to be able to prepare for any contingency. It is necessary to plan to succeed. But you know that, right?

Entrepreneurs scan the market for any signs of behavioral changes that could mean the collapse of their business. Why do you think that chips and sodas develop different flavors all the time? People change all the time. One example is a change of preference. If a market gets tired of your product, you would be in considerable trouble.

Be Sure to Adapt

You need to adapt your product to the trends of the present. Anticipate future changes and do your best to prepare. However, you also need to remember your past. Sometimes, people dislike changes that a company or product goes through and, as a result, takes their business elsewhere. Ensure the continuing legacy of a good product if you think you have one.

Is Your Project a Self-Eating Watermelon?

self-eaten watermelon

What is a self-eating watermelon? Definition : A project that contains enough seeds of success right within its own boundaries.

How many of you work for or in a self-eating watermelon project or organization?

self-eaten watermelon

I doubt many would say yes. You see I hear a lot of excuses why a project fails.

Outside influences get a big part of the blame. Low budgets, poor facilities, bad technology, broken tools, weak ideas… the list goes on and on.

What about bad leadership, or no leadership? Any organization that suffers a leadership gap is destined to miss the self-eating watermelon kind of success.

Great leaders can overcome basic obstacles. OK the tools may be dull, the budget may have gotten cut back, the building is second rate. Many great world changing events have happened with far less in terms of physical resources to do the work.

An Old Story

Leadership made the difference. I’m old enough to have been a student of the great war, WWII. Leaders like Dwight Eisenhower or Britain’s Prime Minister, Winston Churchill looked at the mess the world was in and saw a vision. They dug deep into core principles both human and domestic to design the way out.

Leaders like these inspired thousands to stand up and fight. Troops fought with second rate gear sometimes. Warm clothes and rations were scarce. Yet the forces that were mustered heard the call and forged ahead, securing victory for a free world.

If you get a chance, go tour Churchill’s bunker underneath the streets of London. By today’s standards, you just cannot imagine suffering years of isolation running the war effort from there. But his team and the plans they made were a true self-eating watermelon project. The seeds of success were grown right there.

Those who helped the effort saw a clear picture of the need. Churchill had his detractors. He was a classic modern day politician with a large percentage of the country not voting for him, yet his leadership shined brightest when the country needed it the most.

He rallied the support when it was needed. His influence on the situation was undeniable.

The Newer Story

A seldom told tale comes from banking. In the 1980’s, the automated teller machine was blazing its trail into our lives. The hardware was operating before the software. While each bank could purchase their own machines for use by their customers, there was no access sharing between banks.

I worked for a large regional bank called Texas Commerce. We had 71 locations spread across Texas. We were one of the three largest banks of our kind at the time. You have to realize we did not yet have interstate banking laws, so each state had its own banks; leave the state without cash, and you might be stuck for a while.

I was sitting at the table when our Chairman, a banking legend named Ben Love, was presented a plan to operate these ATM machines. Again, understand this was the very early days of the idea. Ben heard all of the pros and cons, saw the numbers, but decided to pass on the opportunity. In his mind, there were far too many variables, yet unknown.

In the case of the self-eating watermelon, no one knew what the seeds of success needed to include. Ben took a pass, but specifically told the team to stay vigilant, watch the other guys try, then, when the time was right, we’d jump in.

It was almost two years later that we took our dive. And dive we did. Not only did we enter the market, but we crushed it, becoming the founding members of the PULSE Switch. You see the network required to connect all of these machines needed to be built. We needed a technological super highway to carry the transaction data from one machine to the next, regardless of which bank sponsored the machine. PULSE solved that.

As a founding member of PULSE, we also captured a large share of the transaction fees that went with each swipe of a card. It was a huge play for the bank and banking in general. Yes, I know ATM’s are a given these days. No one thinks about this card or that, which network it runs on, or who gets what, when. The old model blazed the trail to create a new normal.

Ben Love had other historical accolades too. He championed branch banking and interstate banking, exerting a strong influence in the Texas legislature to pass the laws needed to open the borders for eventual e-commerce. His ties to New York banking led to the eventual merger of our bank with what is now JP Morgan Chase.

Ben Love

The seeds of this monumental success were sown into the very fabric of who and what we were as a bank. That, my friends, is leadership. Now, let it be said, Ben Love had his detractors too, just like Churchill. Not everyone who ever worked for Ben left with a positive appreciation for Ben’s ways. But you cannot deny the influence he had at so many levels.

Leadership Is the Key

In summary, there are no self-eating watermelon projects or organizations that exists without strong, capable leadership. It is the presence of leadership that steers the course, musters the resources, and wins the day.

You can be a manager, flipping switches, making a few things happen. But leadership takes the venture much further than mere management can.

If your project needs a few self-eating seeds implanted, call me for some ideas on ways to grow your team into this self-actualizing champion of your industry. You can grow your leadership ability, let me show you how.

Footnote: I was introduced to the “self-eating watermelon” terminology by Kent Cummins of Magic Hotline. Kent is a renown speaker and author.

Leading Change: An Old Model Reveals New Ideas

Overcoming change

Business leaders know the challenge it can be to lead change. When there is a new announcement about something changing, you can often hear the groans that arise.

Overcoming change

Work teams of all kinds resist change. Understanding ways to overcome the resistance can be a leader’ s best answer in times of change.

As I’ve mentioned before, managing change can be very darn difficult. Within the body of change management that is so readily available, much has been written about overcoming resistance to change. I have found one particular explanation for ways to overcome the resistance, that makes things crystal clear.

In the 1960’s David Gleicher put forth a comprehensive explanation of the theory of change. Others after him altered his work slightly but gave credit to him as the creator of this view. Here’s what Gleicher said.

Three factors must be present for meaningful organizational change to take place. A formula for overcoming resistance to change looks like this:

D x V x F > R

These factors are:

D= Dissatisfaction with how things are now;

V= Vision of what is possible

F= The First, concrete steps that can be taken towards the vision;

By multiplying these three factors, if the product is greater than Resistance, then change is possible.

Because D, V, and F are multiplied, if any one of the factors is absent (zero) or low, then the product will be zero or low and therefore not capable of overcoming the resistance.

To ensure a successful change it is necessary to use influence and strategic thinking in order to create a vision and identify those crucial, early steps towards it. In addition, the organization must recognize and accept the dissatisfaction that exists by listening to the employee voice while sharing industry trends, leadership best practices and competitor analysis to identify the necessity for change.

Let’s Unpack the Factors

Dissatisfaction –  When dissatisfaction with the current state is present, change can be easier. We deal with these kinds of change every day. If the temperature is too cold, we turn on the heat. If it’s too hot, we turn on a fan or an air conditioner to cool us. In these simple examples, resistance to change is practically zero because the dissatisfaction is so high.

In a job setting the dissatisfaction is harder to identify and measure. If your team’s computers are getting old and outdated, they perform poorly. Sometimes they freeze. The need for change can be obvious. So you offer a chance to upgrade technology. Resistance might be low.

However, when you change a computer system seeking some other goal, the work team may resist that change. When the perception is things are working well, a change can see a greater resistance because dissatisfaction is low.

Vision –  The leader’s ability to paint the best vision picture can be one of the greatest strengths. People can and do rally around a good vision for the future; a look at what could be. You can be operating with very little dissatisfaction, but have a vision for something greater and still overcome resistance to the change.

Mergers and reorganizations come to mind. The leadership sees an opportunity for something much greater so an announcement is made about reorganizing or merging entities. The natural response from the staff is resistance. Yet when the vision is presented well, with great conviction and quantifiable gains for everyone, the resistance can be overcome.

Forgetting to add the proper vision when driving change can create the zero value in this DVF>R equation, thus making resistance too great to overcome.

First Steps – Being able to reduce resistance can actually be easier than we think. Taking solid, specific first steps toward the change can create the momentum you need to break through the resistance and effect change.

The first steps are often forgotten as critical to successful change. The big transformation project gets mapped out, but the first steps are merely buried in the details with little if any focus and intention.

Successfully managing change requires focused effort to get the first steps right. Again, having zero impact with first steps could negate the whole equation, keeping resistance high, keeping change from happening.

Conclusion

When you are faced with a leadership challenge for change, think about this simple formula. Review the three elements present in your own situation. Do what you can to enhance and control the factors so that your ability to eliminate resistance is effective.

Once the resistance goes way or at least gets minimized, you have a much greater chance of making change happen.

Think about your own experience managing change. Test this theory and review where the gaps occurred. I think you will find the model holds true. Focus on the three components described here and you will greatly increase your own effectiveness leading change.

What do you do to overcome any resistance to change? Share, leave a comment.

Originally posted on DougThorpe.com

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How to Avoid Having a Frozen Middle in Your Company

frozen middle image

Do you remember the last time you took something out of the freezer and stuck it in the microwave? You were hoping for a tasty treat. But when the buzzer went off, you grabbed your food and stuck your fork in only to find a frozen middle.

The edges were hot and bubbly, but the center was just as cold as when you got it out of the fridge.

In today’s ever-increasing complexity of business, companies of all sizes are developing frozen middles.

What exactly does that mean?

Senior executives spend their days plotting vision and trying to get the workforce to execute on that vision. Yet the larger the corporation, the greater is the chance to suffer from the frozen middle.

Here’s how it happens.

Senior leaders set a course to deliver a new product or service. Junior executives distill the demands from the top and begin trying to communicate the details of a complex plan.

If the company has reverted to more of a matrix style reporting structure, i.e. people have dual reporting responsibilities, subordinate workers begin to suffer from command and control fatigue.

Signals get crossed and focus is lost. Rather than do something wrong, the folks in the middle freeze. They stop ‘doing’ for fear of doing it wrong. They will work, but the level of productivity lags simply because there is an unintended fear of doing something out of line or off the mark.

Creativity, collaboration, and even inclusion suffer.

Gifted and talented workers simply freeze in place.

What can Leaders do to thaw or avoid the frozen middle?

First, pay attention to your communication. The bigger the company, the greater is the flow of information. New policies, new procedures, new systems, etc. All of these serve to complicate the message(s) circulating through your offices and workshops.

You must strive for crystal clear clarity at every turn. Are your messages coherent and complementary to one another, or have you sent mixed signals?

Are your instructions consistent with the vision, mission, and goals you have launched?

Next, are your subordinate managers able to state the mission, values, and goals? Watch for simple parroting of the message; that is, repeating it back to you like a robot. Instead, they should each be able to state the purpose and vision for their teams in their own words. Yes, it should align with the greater good, but it has to come from their center of understanding, not some plaque on the wall.

Manager Challenges

Encourage your direct reports to work on this clarification of the message with their individual teams. Coach them through the process to create the message for their teams.

In addition, build trust in your circle of influence so that trust can be shared beyond just your inner circle. Model a trusting behavior for others to see so they can begin trusting you.

Speak empathetically. Embrace change.

Be patient. As change comes, not everyone aligns at exactly the same pace. Many will lag your understanding and enthusiasm. As a leader, you get an early preview of the changes that are needed.

Team success

Just because you “got it” and became excited about the change, not everyone else will immediately get it too. It is likely you needed your own time to process a pending change. Remember that. Allow your team their time to process change.

Finding Tools and Solutions

There is simply no better way to avoid the frozen middle than finding ways to keep your teams on the same page.

I’ve been coaching and advocating the Big 5 method of performance management for decades. In every situation where Big 5 has been adopted, work teams experience higher productivity, reduced stress, and greater team morale.

Tools and solutions like Big 5 go a long way to help. Big 5 is a way to get every employee to align with stated priorities for the next week or month. Then a simple, and short, review with the team lead/manager/supervisor can provide coaching and a checkpoint for keeping things aligned.

Breaking a Cycle: Familiar Captivity Versus Unfamiliar Freedom

Have you ever realized that something you are doing is a recurring cycle of very unproductive behavior, thought or effort?

Perhaps it’s a job, a relationship, a habit, or worse, some addiction, behavior or belief that keeps you from being the person you want to be?

You know who you think you are, but certain routines or comfort zones surround you making escape impossible. The ability to rise up to the next level stays just outside your reach.

You feel captive to the situation, but you like it.

Writer and theologian C.S. Lewis once wrote:

“A familiar captivity is frequently more desirable than an unfamiliar freedom.

The Captivity

The obvious analogy to captivity is a prison. In 1994 the great movie Shawshank Redemption was released. If you haven’t seen it, I highly recommend it. The film is about a man named Anthony Dufresne (played by Tim Robbins) who is wrongly convicted of murder and sent to Shawshank prison to wait out 2 life sentences.

Andy quickly learns that life inside the prison is a world of its own with codes and complexities that not only shape this world but also shape those who live in it long enough.

Dufresne got to know the other prisoners and their own resignation to the waiting. Survival in the community was based on accepting the fate that nothing would change.

Hope,” one veteran inmate told him when he first arrived, “Hope is a dangerous thing. It has no use on the inside.”

So those who lived on the inside just existed. They found their place in that world and expected nothing more. Their identities were based on their habits, how well they could manipulate the system and what you could offer to the other inmates.

Parole

Parole became a joke. However, for one prisoner, parole came up. After 50 years inside, he was being released.

When the old man found out about his parole, this gentle, meek elderly man grabbed his close friend and put a knife to his neck and threatened to kill him. The old man was so frightened of living free that he thought killing someone would let him stay inside.

After so much time on the inside, how could he learn to survive as a free man? Inside he had his own identity, he was an important man, a respected man – outside he was nothing. How could he survive?

Becoming Institutionalized About It

After that episode, Ellis “Red” Redding (played by Morgan Freeman) described this mindset as being “institutionalized.” Red explained, “I’m telling you, these walls are funny. First, you hate them, then you get used to them, enough time passes you get so you depend on them.”

The Big So-What

The Shawshank Principle shows us the familiarity of captivity versus an unfamiliar freedom. Once freedom was taken away from the convicted criminals, they found comfort inside the walls. The comfort became so profound, they could not imagine having freedom again.

Circumstances in our lives create for us familiar captivity. The routines we begin to follow day after day become a type of captivity. Your leadership style may be just a little too routine. To decide to change some part of the routine will seem like an awkward, strange idea.

Ask yourself whether you are allowing your current path to be your comfort zone. Has your view of the world become “institutionalized”?

Or can you do something different; something more significant? As you think through that challenge, realize your first reaction may be to be afraid of the unknown.

Though a new choice might be beautiful freedom of expression and accomplishment, you might be inclined to stay frozen where you are.

Make a pledge to try something new. Do the thing you’ve been avoiding.

As Andy Dufresne is quoted:

If you ain’t busy living, you better get busy dying.

Walk away from the familiarity of captivity and embrace the uncertainty of an unfamiliar freedom.

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If you want to increase your influence as a manager, business owner, or community leader and learn some valuable life hacks, then subscribe to my private mailing list. Click here to subscribe right now!

Or if you would like to speak with someone who can guide you toward a new path in your own executive leadership ability, call me to discuss my coaching options.

Disclaimer: “The Shawshank Redemption” is a 1994 American drama film written and directed by Frank Darabont, based on the 1982 Stephen King novella “Rita Hayworth and Shawshank Redemption.”

3 Ways to Better Accountability

accountability in action

The word for today is accountability. It’s an elusive yet powerful tool for your leadership toolbox.

As a young manager, I don’t think I ever thought specifically about accountability. Sure, there were deadlines and goals, but as my teams reached those, seldom, if ever, did I include intentional accountability.

It was later in my career that I discovered the incredible power of accountability. I was invited to join a men’s mastermind group. At each meeting, we shared the truth about where we stood with important areas of our life. We banded together to hold each other accountable for accomplishing the growth and change we each desired.

During the following several years, the collective outcome from that group enriched lives, expanded businesses, and strengthened families. Powerful indeed!

Here are three, very important ways accountability impacts you and those around you.

It Starts with You

The leader must set the tone, communicate the vision, and establish expectations. “Inspect what you expect” is a wise old saying. Once you establish the expectations, you have to monitor the progress.

Team members failing to meet expectations must be called to accountability.

But accountability isn’t punitive. It’s responsible.

Accountability gives the team the sense of “I’ve got your back.” If the leader sets that tone, then it is much easier for others to follow.

Leaders can demonstrate accountability by being accountable to the team. Let them know when hurdles are met, but also when they are missed. Which hurdles? YOUR hurdles.

Acknowledge when you need to stand up to something that has slipped or fallen behind; i.e. below standard. Call yourself out for that and let the team know you’re serious about meeting those expectations yourself.

Your Teams Want It

Yes, it’s true. People inherently know whether they have met the mark or not.

Among your best performers, they are looking for that small margin of gain which they truly believe is there. Despite how gifted and talented your team may be, the best performers know there is more that can be achieved.

Team success

If you, as their leader, ignore this margin, your action (by avoiding the subject) becomes a disincentive to your best performers. You’ll lose their respect.

It would be like you denying them one element of what it takes to build job satisfaction.

For your workers who are already on the cusp of performance, they too know they should be doing more. If you ignore this part of accountability with them, then they will slide further away from the desired performance.

Your Peers Expect It

In every 360 review I’ve ever been a part of, there is a mention from the peer raters that the subject person needs to do something with accountability.

Either they need to see it across the organization or within the team. Simply put, accountability is at a premium regardless of your position in the organization.

When you ask a sister department for support, they know they should be accountable. If you don’t manage that expectation, you will lose face with your peers too.

What About the Servant Leader

When I coach clients in the area of accountability, the ones who rate high on the servant leadership scale are often soft on accountability.

accountability on your team

Consciously or unconsciously they feel enforcing accountability will detract from their collaborative leadership approach. They err on the side of letting people figure things out for themselves i.e. the “less than” performance issues.

For all the reasons cited above, even the best servant leader needs to hold people accountable. And the great ones do.

Set Goals That Are Measurable

Be sure your expectations have measurable attributes to gauge the “wins”. What does success look like? Think about that as you plot the strategy for your team. Then clearly communicate your view of success.

Define it for the team. That way, you have a clear goal by which you can hold others accountable.

Leading Your Team’s Accountability

Finding the right tools to lead your team’s accountability is not hard. For the leader, accountability is about setting the expectations, then following up on them.

Many years ago I was introduced to Big 5 Performance tools for doing just that.

With Big 5, you and your team establish five things you want to accomplish during the month. At the end of the month, you report on those five and set a new five for the next month. Right at the start of the new month, you sit with each of your team members and review the report; aligning expectations and talking about results.

Building better accountability

That is great accountability.

The report is simple but elegant in nature. Using Big 5, you are always on the same page with your team. It’s a great coaching tool for you, as a leader, to implement for your team.

Let me stress Big 5 is not a “big” report. It’s a one-line summary of each task you decide is a priority. Many of my clients administer it using email between the manager and the employee. (Although there is a cloud-based app to get it done).

Using a tool like Big 5 can increase clarity on the expectations and deliver regular accountability for everyone on your team.

Leave a comment. Tell us the approach you have used to hold your team and yourself accountable.

This Makes My Head Explode

exploding head

There is a conversation that happens all too often when I speak with business owners. It’s a talk that makes my head explode!

It goes something like this. I’m usually speaking with an owner who is struggling with getting something done for the betterment of their business.

The business owner says, “I tell them what to do.  But they won’t do it!”

KA-BOOOOOOM!

This situation can’t happen.  It doesn’t make sense.  And if this happens, you have lost control.

There are only two parties here, so let’s start with you.

  • Are you clear and direct in your instruction?
  • Are they capable of doing what you are asking?
  • Is “anarchy” one of your company’s values?

If you are doing your part, I can only think of a few reasons why this might happen.

The person in question is family, and you have decided that family comes first, and you are willing to subordinate the performance of your company to the abilities and cooperation of your family?  In this case, you are not running a business. You are using your employees to support your family.

The person in question is a long-time employee, and you have chosen to bear the cost of hiring additional people to do the job instead of them, or worse, you have decided loyalty is more important than meeting your business’ potential.  Now your employees know there are two ways to get ahead, job performance, and seeking your approval.  I call this the “trained seal” phenomenon.

The person in question is a high performer who has not bought into your culture and values.  You have decided their talent and performance are more important than teamwork and alignment.  And that it is “good” because the rest of your employees will not bother to buy in either.  You will need another way to manage and motivate.

Insubordination is the word for not doing what one is told.  And the only response to continuous disobedience is termination or your surrender to the situation.

 

“Obedience is an act of faith;
disobedience is the result of unbelief.”
– 
Edwin Louis Cole

Written by Keith Okano, from his blog.

Keith Okano – Is the Founder and creator of ClosingStrong, a business coaching service. Visit Keith here.

Here’s the View from My Seat on the Bus

My seat on the bus

Managers at various levels struggle with common issues. Regardless of the industry where you serve, leadership challenges are very similar. There are some common themes I see played out time and time again. This article will explore those themes. But first, a story.

Once upon a time, there was an old man who used to go to the ocean to do his writing. He had a habit of walking on the beach every morning before he began his work. Early one morning, he was walking along the shore after a big storm had passed and found the vast beach littered with starfish as far as the eye could see, stretching in both directions.

Off in the distance, the old man noticed a small boy approaching.  As the boy walked, he paused every so often and as he grew closer, the man could see that he was occasionally bending down to pick up an object and throw it into the sea.  The boy came closer still and the man called out, “Good morning!  May I ask what it is that you are doing?”

The young boy paused, looked up, and replied “Throwing starfish into the ocean. The tide has washed them up onto the beach and they can’t return to the sea by themselves,” the youth replied. “When the sun gets high, they will die, unless I throw them back into the water.”

The old man replied, “But there must be tens of thousands of starfish on this beach. I’m afraid you won’t really be able to make much of a difference.”

The boy bent down, picked up yet another starfish and threw it as far as he could into the ocean. Then he turned, smiled and said, “It made a difference to that one!”

adapted from The Star Throwerby Loren Eiseley (1907 – 1977)

You might be the One

If you have management responsibility, you have control over certain situations. Keeping your eyes and ears, heart and mind open to new ideas just might make YOU the one who can make a difference.

We who attempt to provide coaching services to executives and business owners operate like the little boy on the beach. Yes, there are thousands of professionals who go to work every day, trying to do something right. For managers, you model your behaviors after others or you “fake it ’til you make it.” Those of you in executive roles have an even greater burden to establish vision and guide direction, navigating troubled waters.

Occasionally, someone in a leadership role, whether elected, selected or neglected, decides to ask for some help. You know there is more, but you have no idea where to go or how to get there.

Manager Challenges

As I meet with clients, here are some of the common themes I hear.

I want to do something really different from where I am but the company culture won’t allow it. First let me say, how sad an indictment. When a well-meaning manager feels so bound by the culture that they are afraid to act, you have a pretty lousy culture. No empowerment. No inclusion. And even less diversity.

I tell these folks to be bold and ask for the ear of their boss. Share openly, but candidly without making threats or pointing the finger as to blame someone. Instead make it a suggestion i.e. use a “no harm, no foul” spirit in the discussion. Don’t challenge the boss but offer your idea as an observation and suggestion.

I have no clue what I need to do next. Truer words have never been spoken. But few managers ever come close to saying this out loud. Finding the right Master Coach may be a huge blessing. Why? Because speaking the truth about your situation may be the fastest way to resolution and achievement. You cannot make a change if you don’t name the issue.

I am so busy, some things just have to wait. There are busy calendars and there are effective people. Usually, both never meet. Said another way, when I see calendars booked 2 deep, I seldom see a powerful, influential leader.

overwhelmed

Instead, I find a frustrated, tired, and burned out human being. How does your calendar look? Have you found effective ways to better manage the demands on your time?

It’s time to get serious about delegation. There are likely many things you can ask others on your team to do. Trust them and let them fly.

Free up space on your calendar to reflect. Create some margin in the time you have each day. 

The solution is not perfect, so I need to wait before executing the plan. It has been said that Perfect is the enemy of Good. I believe that. While I’d never advocate for going off half-cocked and ill-prepared, I’ve seen far too many projects stifled by over-thinking in the spirit of perfection. You won’t ever achieve perfection.

Perfect is the enemy of good.

Even the Appolo moon shots had some degree of chance in the tiniest of components.

I need to figure out how to be like George or Sally. No, you don’t! There is only one of you and that job is taken. Become the best version of YOU. Forget matching up to others. Give yourself the freedom to act as you know best. Sure, get good data and be informed about your decisions, but don’t let someone else’s personality or style impact who you need impact. Stop comparing to others.

These are just a few of my observations. Hope you enjoy. Feel free to send me your favorites. I am sure I’ll have a story to match up.

A Holiday Leadership Bonus: Using Grace to Enhance Your Influence with Others

The Holiday season brings out many things for many people. Mostly, people turn to thoughts of family and friends to take a short break, share some good food, and express a little sentiment together.

For my gift to you, I wanted to dig back in the archives and reprint a post that got a lot of response from leaders everywhere. Here you go.


A client reported to me attending a seminar and hearing a very experienced COO make a presentation about “grace management”; adding grace to your management and leadership repertoire.

This topic seldom gets mentioned in any Top 10 list of attributes for managers.

Yet, I love the idea of coaching and teaching about applying grace in the business world.

It has powerful and lasting efects for those who give it and those to whom it is given.

GRACE is not a person or a thing. Rather, in my humble opinion, grace is a state of mind. We can’t earn it. Many feel they don’t deserve it. So, I believe that is why I have yet to find the topic of grace being spoken about in any of the management and leadership books I follow. Could there be a movement brewing? Let’s start one!

Maybe you first heard about grace from a Pastor, Priest, or Rabbi. No, this will NOT be a Bible study article. I simply want to tell you about adding grace to several parts of your life.

What is Grace?

Please allow me to explain my thoughts about grace, then we will apply them to your situation.

First, I said grace is a mindset. It lives halfway between our head and our heart. We can over-think it, thus killing the spirit of it. Or, we can over-give it, thus defying the logic of what we might need to be doing with it. It is a delicate balance of thought, logic, emotion, and self-worth.

Next, it does include a dose of forgiveness. Forgiveness not just for a moment, then later to be revoked, but permanent. Wiped clean, wiped off, wiped out.

Further, in modern terms, grace gives us the break in ‘give me a break’. It cuts you some slack. It soothes the hurt. It takes away the sting. It is the essence of ‘let it go’. My eldest son suggests the idea to ‘breathe’.

There is so much more to grace, but I will leave it at this for now. So with these ideas in mind, how should you and I apply grace? I have several recommendations.

Courtesy 123rf.com / racorn

Where Does Grace Need to Be Applied?

First and foremost, apply it to your own life. No one ever grades us harder than we grade ourselves. Grace allows you to add a curve to the grading. It gives you bonus points.

Giving yourself grace for the things that have not worked out helps to eliminate negative forces that can cripple our effort to move forward.

When you look back at your life, are you haunted by things not done or the ‘wrong’ things you DID do? Do you lament decisions you made? Do you beat yourself up over relationships that went wrong or business deals that did not work out?

If you said YES to any of those, you need some grace in your life. Decide when, where, and how you will give yourself some grace so that the New Year can get going without hurdles.

Managing People

Next, if you manage people, what grace do you give them? We all know there are boundaries and standards that must be applied at work. But your co-workers are human. You need to extend some grace.

It is a certainty that someone somewhere in your circle will fall short of a goal. Once the required administration of the situation is complete, do you offer grace? You can demonstrate grace by establishing a work environment where the employee feels the slate is truly wiped clean once any offense is addressed.

Sidebar –  Yes, I know managers must deal with disciplinary matters that set up probationary periods. So there will be a cloud over the employee while that period is in force. While this is happening, will you treat all other aspects of the person’s work effort with grace?

Family

The other area in your life where grace is vitally needed is family; starting with your spouse (if married), then your children. Have these people committed some offense for which you have yet to forgive? Have you thought about giving them grace?

Relationships need grace. No two people can be perfect all of the time; things happen, disappointments occur. Being a beacon for the light of grace in your own household can set a very positive environment for everyone in the family.

Being a better leader requires the ability to give grace.

Here are 5 key questions about grace.

  • When was the last time you visited the topic of grace? Do you have a good understanding of grace? You must have a concept of the total scope of grace before you can use it or give it.
  • Has grace been given to you lately? When was the last time someone showed you grace?
  • Do you owe yourself some grace? Living in constant darkness about failures, fears, and false values limit what you can be. Giving yourself some grace goes a long way to eliminating these crippling mindsets.
  • Who do you know that needs you to give them grace? I believe we need to give grace to those around us. Decide about someone in your immediate circle and move to give them grace today.
  • Will you add grace to your leadership toolkit? True leadership inspires rather than controls. Giving grace provides a meaningful way to redeem someone on your team who had faltered or failed on a task. Why wouldn’t this be an important consideration for ways to lead people?

I hope this message sinks in. It’s the perfect time of year to add a big dose of grace for the people in our lives. Merry Christmas, Happy Holidays.

Stuck Right Now? Here’s How to Get 3 Levels Beyond

Are you feeling stuck? It’s like walking in quicksand. You can’t make any forward progress.

We’ve all been there before. This feeling is a common event in most people’s lives. As the chapters of life unfold, there are moments when everything seems to just get stuck and you start to lose the vision of the way ahead. Some may think of this as drifting through life.

The future vision is missing, lost, or forgotten. You just want to make it through another day. You, my friend, need to know there is more waiting for you. Here are three steps to get past feeling stuck.

The Shift

First, you need to make a shift. There needs to be a disruptive force or series of events that can shake things up. Mostly this is a shift that needs to happen in your mind; the way you are thinking needs to change.

I see so many people every day who are stuck in their mindset. Their head is filled with negative, limiting thoughts. “I can’t do that”, “I am too weak”, “I don’t have that skill”, “I don’t know that subject”.

You may also need to shift the people who are around you, especially if they serve to enforce those negative thoughts. If you speak a limiting thought and they agree with you, they are not being any help. Find some new friends.

Start growing away from old, bad thoughts. Read new books, watch some TED talk videos, open your mind to new ideas. Get a refresh!

By engaging a shift mindset, you can begin to pull out of the muck where you are stuck.

The Lift

As the shift builds momentum, you will get a feeling of lift. Just like the wind passing over the wings of a bird or an airplane, there is lift. The whole body rises into flight.

Pressure and stress will ease. Old burdens will fall away and you will feel a growing energy.

Lift creates a move to new direction. You sense a freedom of thought, action, and purpose. You are renewed.

The Gift

As you rise above the old state of mind, you achieve a newness; a renewed sense of purpose. You get a fresh look at the world ahead. Empowered by the new energy you will become a gift to those around you.

As a manager and leader, your fresh view of things can become contagious. Your smile and energy will impact others. You can help them begin their own shift out of ‘stuckness’.

If you need help embarking on a life change like this, I’d be happy to explain my coaching programs. I’ve helped hundreds of seasoned professionals get unstuck.