This week we celebrate Thanksgiving. Yes, I’m writing from my home in Texas and yes Thanksgiving, at least the one I’m talking about is American.
In preparing this piece, I looked back at my annual Thanksgiving messages. I was struck by what I thought was simple prose at the time, but turned out to be more prophecy. (On my blog page, use the search box above and type Thanksgiving to see what I mean).
In the past I have written about social conditions, political conditions, the need for leadership, and of course family.
Somehow the events of 2020 make everything pale in comparison.
The Top 10 for 2020
If you will allow me, here is my Top 10 list of things to be thankful for in 2020.
10. We still live in a free country where opinions are able to be expressed despite growing tension about doing so. I fear we’re losing that ability to come together to discuss and honor opposing opinions. So I pray we change that soon.
9. We have a diverse economy that can sustain pandemics. It may take a hit, but we don’t sink the ship.
8. I have friends and colleagues to remind me to be humble.
7. I still have the ability to learn; learn to be a better coach, a better teacher, and a better person.
6. I have clients who seem to appreciate what we do together. I never take that for granted.
5. I have you to read and follow this blog and my podcasts. Your feedback keeps me on my edge and hungry to do more.
4. I have a valuable network of mentors who help me grow. You know who you are. You challenge me and keep me strong.
3. I have some very special friends who are loyal, supportive, caring, and honest. That’s the most important part, honesty.
2. I have a beautiful family; my wife Susan, my kids, and grands. You all keep me on my toes. I love you tremendously.
1. I thank my Lord and Savior for His unconditional love.
Some may take offense. I don’t intend to be offensive. I’m sharing my list. You can share yours in the comments below.
The Leader’s Obligation
As I think about this list, the big question that emerges for me is this “How will I show up?” For all the things people do for me and with me, will it matter?
You see I believe I need to show up better each day. I need to do that for myself. But more importantly I need to do it for those who are counting on it.
If I roll out of bed and decide to ‘mail it in’ one day, who gets hurt? They do. The people who are counting on something from me.
That is what leadership is about. If you lead people, they are expecting something. You better show up and deliver.
If you’re not ready or willing to do that, you need to step away from your leadership role. If you’re just there for the payday, step away. If you only want the recognition, step away.
Step away and let someone who wants to serve others take the role. The people deserve that. We need those kinds of leaders, everywhere.
Will you show up? And be that kind of leader? I hope so. My pledge is to be there. Will you be alongside?
The following article is contributed by a dear friend and fellow Silver Fox Advisor, Dick Hendee. He captures some important thoughts about the holiday season that starts with November.
November is a month with many things going on. The month starts off with All Saints Day on the first day of the month, Election Day on the first Tuesday of the month, Veterans Day on November 11th, and of course, Thanksgiving Day on the fourth Thursday of the month followed by the very special day for all retailers, “Black Friday”.
This year probably more than most recent years, each one of those days has a very special meaning. Almost everyone knows someone who was lost to Covid 19, so All Saints Day is a time to remember those loved ones.
Election Day is always filled with excitement and anxiety, and this year that anxiety looks as if it may extend into 2021.
On Veterans Day we honor all the brave Americans who fought for our freedom and way of life. Thanksgiving will be different this year, and although we all have much to be thankful for, we may still be likely to question why we have had to endure this pandemic.
Finally, if you are a retailer, you undoubtedly will be hoping “Black Friday” does in fact put your business in the black for the year.
This Thanksgiving I will be giving thanks for all the business owners who stepped up to the challenges they faced in 2020. They made the extremely tough decisions to cut their expenses, change how they delivered their products and services to their customers, and in many cases, to completely re-engineer their businesses.
We are all aware of what small businesses mean to America, and once again America’s small business owners rose to the challenge and demonstrated they can do anything and overcome any obstacles.
I am so proud of all the small business owners I have worked with this year, and I am so pleased and humbled that they allowed me the opportunity to be part of what they did and had to do to keep their doors open and the cash register ringing.
Some of these business owners took advantage of the assistance programs that were made available, but many of them chose to make it without any assistance. I applaud both options and must certainly give credit and support to the decision each owner made.
In closing, please let me offer a quote from Jon M. Huntsman, Sr. who said,
A crisis creates the opportunity to dip deep into the reservoirs of our very being, to rise to levels of confidence, strength, and resolve that otherwise we didn’t think we possessed.
Happy Thanksgiving to you and your family. We look forward to continuing to provide the small business owners of the greater Houston area advice, consulting, and mentoring throughout the remainder of 2020 and in the new year ahead. I encourage you to visit our website at www.silverfox.org or www.silverfoxadvisors.com to learn more about the Silver Fox Advisors.
The other day I was running errands and stopped at my bank. I went inside, did my business, and went back to my car. As I sat there checking emails, I was surprised by my passenger door opening with a young lady standing there.
She looked up at me, shrieked, and said “Oh my God!”
I looked at her then noticed that across the parking lot behind her was a vehicle exactly like mine with her husband sitting in it startled with a surprise too.
She apologized and gently closed my car door, exiting to her vehicle.
I shouted at her husband, asking him if he wanted to keep her. He said “Yes, I do.”
I said “Well, she’s all yours. Have a nice day!”
As we both drove away, I was thinking about FOCUS.
Clearly that young lady was very focused on something. So focused that she ignored the distance between her car and mine, simply letting the “impression” of a similar car influence her choice for opening the door.
I too was very focused on emails form my phone and ignored her approaching my car until it was too late and she had swung open the door.
It made for a good laugh, but could have been far worse.
As leaders, we can get so laser-focused on an idea we lose sight of other opportunities or we ignore facts and circumstances that could impact our outcome.
When was the last time you got focused like that?
I have the odd opportunity to work with leaders on both ends of the business spectrum. I coach executives in some of the largest companies on the globe, like ExxonMobil and UPS. I also coach entrepreneurs and sole proprietors who are busy building new companies.
Yet the similarities I see are common to both. Running an organization requires thoughtful, dedicated leadership. Good management is not enough. You have to demonstrate real leadership. (I’ve written about the differences between management and leadership HERE).
Leaders can get blinded by ideas that create an intense focus on going one way or another. Once choices are made, nothing will persuade them to change direction. That can have a disasterous effect.
It’s one thing to be committed to a decision. Sure, the team wants you, their leader, to be certain on which way you want to go.
However, putting your head down once the decision is made can be problematic.
It’s a Tricky Balancing Act
I realize it can be tricky to be decisive yet open to other input. I do believe there are ways you can still make solid decisions and stay sensitive to things happening around you.
Here are some of the best ways I’ve seen work.
First, keep your team engaged. Just because you made the decision doesn’t mean your team should be shut off from reporting changes. For some reason I’m thinking about the submarine Captain and his crew. You’ve likely seen the war movies, you know what I mean. The Captain shouts an order but the crew is reporting back information they see on their monitors.
Next, have a reporting mechanism that works. In Six Sigma process improvement, there is a model known as DMAIC. It is an acronym for Define, Measure, Analyze, Improve and Control.
DMAIC is the core of continuous imporvement of your process. By following these steps, you gain insights that you might not otherwise pay attentiion to.
Lastly, maintain communication with your team. Engage them for their valuable input. Even once the “ship” is underway, you have to allow course corrections to maintain a successful voyage. (Watch Greyhound with Tom Hanks to know what I mean here).
The Leader’s Challenge
The next time you make a big decision, don’t forget about keeping your eyes open for situation and circumstance around you changing. Don’t let your focus be so blinding that external factors get missed of overlooked.
Now I have a ‘record’. LinkedIn booked me in their user-jail for about two weeks. What it meant was, I could not send any connection requests to anyone unless I knew their personal email.
Now mind you I am not a spammer. I’ve been a faithful user on LinkedIn since 2005. Yes, I have over 17,000 connections, but that was built over 15 years of regular faithful and, I might add, compliant activity.
I’m careful with what I do there. I respect and honor the “code.” No junk posts, political or otherwise. All business. Yet for some reason, the algorithms kicked in and flagged my account. It took me three tries at appealing the decision. Here’s the storyline in summary.
I got flagged and shut down about 10 days ago. I was aware others have had this happen, so was alert to the steps needed to fix the problem. They say it is just temporary. LinkedIn will let you back in if you just fall on your sword.
First, I checked my pending invitations. The number was zero. I flush that queue every week, keeping nothing pending more than 7 days. Next, I stopped inviting anyone. Also, I turned off all my connected devices.
Mind you I am using the paid subscription to Sales Navigator, a platform that by definition is for sales prospecting. And it’s not cheap. You don’t prospect just those folks you know.
Finally I wrote my letter of contrition, begging forgiveness and reinstatement.
BANG! “No” they said. I was “an egregious violator and this sentence was for life.”
Wow, color me starting to get angry. How could they? After all I’ve done for them! Please allow me to elaborate.
The Back Story
In 2008, when I started Jobs Ministry Southwest, I was the first organization in the Greater Houston area to create a class for LinkedIn. I had met with the regional sales rep of LinkedIn. We collaborated and my effort was sanctioned.
I developed a presentation that when first launched had over 400 attendees at a 2 hour workshop. All of these folks were in career transition and needed help finding jobs. I was advocating they get busy on LinkedIn. My seminal effort was titled “12.5 Ways to Get Ahead Using LinkedIn”.
Later, it spawned a live, hands-on workshop series I led that was hosted by Belhaven University in their computer labs. Hundreds attended. The series caught the national attention of a tech writer at Fortune magazine. That was 2010.
I and my series appeared as part of a cover story on Fortune featuring the meteoric growth of LinkedIn. My organization made Linkedin a cornerstone teaching of ways to land a new job. Over a 5 year period, we coached over 4,500 professionals.
Today, I still evangelize the use of LinkedIn. I am an officer of Silver Fox Advisors, a regional association of business professionals whose main focus is helping small businesses grow. Working there, I coach the use of LinkedIn for my fellow members as well as many of the small business owners we serve.
I inlcuded all of this history in my third and final appeal to get released from jail.
Apparently, the gods found favor and sent me notice of the restriction being released. But there was a stern warning that any future violation would result in permanent restriction without the possibility of release or parole. God love Microsoft.
If you want to stay on the straight and narrow path with LinkedIn, here are my tips (from an actual ‘Linkedin felon’ no less).
First, keep your invitation count low and reasonable. I’d say no more than 5-10 per day. NEVER reach out to a level 3 contact. Stay within your level 2 circle of connections so you can point to the actual name you have in common. Use that name as a reference. Thus you create a warm contact.
Now, in the spirit of full disclosure, LinkedIn still technically counts this a violation. If the person to whom you sent the invite hits the “do not know” button, you’re screwed. It takes a special, extra click of the mouse for someone to flag your invitation with “do not know” rather than merely rejecting it, but apparently, people are getting more hostile about doing just that.
Next, watch the build-up of stale unanswered invitation requests. You can delete old ones that have not been answered. Here’s how to fix that.
Per the letter I received from LinkedIn: Invite people from the “Add (member’s name) to your network” link OR click the “Connect” button on their profile. From there you can add a personal note to explain how you know them and why you’d like to connect. The personal note option isn’t available when you import your address book or add email addresses from the “Add Connections” feature.
Oh and be sure you are displaying a photo on your profile. People may not recognize your name, but they may remember a face. If you’ve uploaded your photo, be sure your settings allow it to display across all situations and platforms.
That’s it, plain and simple right? Don’t believe it. The mysterious algorithms have their ways. BWAH_HA_HA_HAAAAA Be watchful.
You and I share many different things. As leaders, we share common needs, goals, and attributes. Depending on who you talk to, you and I score at different levels depending on the topic we choose to ask about. However, there is one key area frequently cited as a critical factor in determining whether a leader is effective or not. That factor is TRUST.
Business leaders don’t consciously go about their day specifically trying to build trust. This would be like having ‘building trust’ on your to-do list. Let’s see, go to the bank, check; wash the car, check; build trust, wait, what? No, that’s silly.
They will let their decisions and their actions impact the level of trust bestowed on them by others. Age-old wisdom says trust is earned. Children are taught at an early age. Leaders know it too.
A Manager’s Challenge
Anyone who has ever assumed management duties understands how critical trust can be in persuading a team to perform. The collective efforts of the team can be hurt if individuals on that team have doubts about the boss.
There is usually some kind of default mindset at work between employees and the employer. Workers often start out not trusting the boss. Sadly, too many bosses start out not trusting their teams either. It truly is a two-way street.
Experts found that trust, social connectivity, and a general sense of well-being are all intertwined. There are scientific studies revealing that two sections of the brain involved in sensing trust.
Based on perceptions of trust, the participants (in the study) reported positive interactions with the “close friend” to be more rewarding than interactions with a stranger—and were more likely to interact with this player. This illustrates our innate human desire to connect with others and create close-knit bonds even if these ties are based on blind trust or lead to [other bad outcomes].
Brain imaging of the participants showed that two specific brain regions were actively engaged when someone thought they were trusting a close friend. Increased activity of the ventral striatum and medial prefrontal cortex were correlated with positive social value signals when participants made decisions based on a belief they were playing with a good friend.
But science aside, what makes trust so hard to build? Think about all of your own experiences with friends, co-workers, bosses, and leaders. You likely watched three levels of interaction that factored into how deeply you felt you could trust the other person.
In a work setting, the team leader must demonstrate a certain level of technical ability to begin earning trust from the team. New, first-time managers struggle with this because they might have been promoted in recognition of their skills in one area, but they lack comprehensive knowledge of the whole team’s scope of responsibility.
Lacking that technical knowledge, they are deemed incapable of performing as team lead, so trust is denied.
New bosses moved in from outside the department suffer this same kind of gap. Until they can prove they know their stuff, the team will be reluctant to give the trust that might be needed for respecting the ‘new guy’.
I once was a department head of a large administrative group supporting a $5 billion asset portfolio at a large regional bank. I had several teams reporting to me, responsible for 5 different lines of business. One day, while walking through the department, one of the administrators stopped me and asked a fairly technical question. I paused and began coaching him on the topic, explaining the process and the calculations he needed for the problem he presented. He seemed shocked. I asked why? He said, “I didn’t think the Big Dog would know this stuff.” To which I grinned and replied, “How’d you think I got to be the Big Dog?”
The next level is what I will call cultural trust. After technical trust is established there is still a void at the cultural or corporate level. The key question here is whether you demonstrate consistent, reliable actions and behaviors.
No one can trust someone or something that acts inconsistently. Roger Ferguson, founder of ISI HR Consulting and creator of “Big Five Performance” talks about this corporate trust as whether a leader is known to be trustworthy, delivers as promised, and is generally known to be a person of character.
Being consistent in the way you act and interact creates a level of trust that grows with each passing day. As soon as you make a serious deviation from the pattern you start, trust takes a step backward. This is why it is so critical for leaders to be mindful of the direction they want to go, centered on core principles, and committed to consistent behavior as a leader.
This is the mostintimate of trust levels. This is the deep, one-on-one trust. This kind of trust with individual employees has people thinking “I don’t care what others say, I know what I believe about this boss, and I am very good with it.” Further “I will follow them wherever they want me to go.”
Why would someone be willing to say that? Because the other two levels have been satisfied and now opportunities to deal personally with the person have proven to be reliable and solid. The pattern is there, the details are there, and, even more importantly, the experience is there.
This is why trust cannot be won overnight. It has to be earned. All three levels have to be engaged. You cannot make it to the gold ribbon level of personal trust without first achieving the other two levels.
Think about personal relationships. These same three levels are at work. Anyone who starts dating someone runs the same sequence of steps trying to test for trust. When you are the person wanting to earn someone’s trust, you have to be faithful to build these stages, carefully and thoughtfully.
More relationships crater over breakdowns in trust at one of these three levels. Repeated disappointment is the reason for the eventual failure of any relationship.
We just don’t want to be around people we cannot trust. Certainly not for any meaningful reason.
For team leaders and executives at all levels, I teach a program called Team Trust. In it, we explore ways that teams and their leaders can use a proven, reliable, and repeatable process to build trust, eliminate unneeded distractions, and improve performance.
There are core disciplines that can be deployed to improve team performance by building trust at all levels of the organization.
Starting and running a small business can be a blessing and a curse. The dream can become a nightmare. Yet there can be great rewards too.
There are so many things that can get in the way of running and owning a successful business. You hear people talk about “cash is king” or growing the sales pipeline, closing more deals, making payroll, and creating satisfied customers.
While these are all very significant issues for a business owner there is one thing that is even bigger than all of these put together. Do you have any idea what it may be?
Wait for it…..
Your ego. Yep. Good old fashioned pride.
Let me get straight to the point.
Small Business Owner’s Fear
Letting your pride or ego get in the way can be the exit ramp to disaster. On one hand, entrepreneurs must be fearless. They have to start with a whole lot of courage. For that, I applaud you.
Think about it. You hear stories of people quitting their day job to start a business. That takes guts and sheer willpower.
However, that same dogged determination can become the owner’s death sentence too.
The Paradox of Success
Many years ago I wrote a piece I call the “Paradox of Success.” I got this idea after watching dozens of my banking clients go through similar situations. It goes like this.
For those of you who have actually ventured out to start your own company, you understand the intense effort and tremendous satisfaction you achieve by watching the company grow.
Those first few profit dollars start to roll in. Real profit, free and clear. No debt, no more obligations to pay off, pure, real profit. For all the planning, sweat equity, real equity investment, and down-right hard work, you eventually arrive at the threshold of the very thing you set out to accomplish…. SUCCESS!
Ah, but beware. The very thing you strive so hard to achieve, that is your company’s success, can start the downward spiral to eventual destruction. Perhaps even the infamous “implosion” of the company. That is the phenomenon called the Paradox of Success. In other words, success brings failure. How can that be? Let’s explore the full timeline.
First the Beginnings
As was described, the founder sets out to open his or her own business. Perhaps it is a sole proprietor, maybe “Mom and Pop”. It can even be a couple of good friends who decide to start something together. The actual legal structure does not particularly matter at this point.
The focus is on getting going and having that first order come through the door. Days and weeks go by. The founder(s) perform all the daily chores….everything! Sales, marketing, bookkeeping, systems, purchasing, supplies, advertising, contracts, payables, receivables, answering phones, sweeping floors, cleaning the bathrooms…everything!
Next, business starts to grow. The word is out. Your business has something people want and need. Your service ideas are working very well. Customers like what you have. Word of mouth even starts to grow. You are getting business from sources you had not really thought about at the start.
Finally, the business becomes more than you and your partner can handle. You decide to hire your first employees. This becomes turning point number one. New employees do not bring the same levels of dedication, commitment, and energy you had when you started the business. Your ideas are not their ideas. You must start to train and coach to be sure the new guys on the bus are fully on board.
Moving Further Toward Success
The service levels you created and nurtured must be sustained. The principles on which you founded the business must be reinforced. There needs to be a feedback process and a monitoring mechanism to be sure your values and principles are being followed.
Almost daily you feel the tug of contention for your time. The time spent to make the direct business contacts you enjoyed making at the start must now be juggled with the effort to resolve internal issues. Perhaps you add a few more hours to the week. Certain tensions become more frequent.
With employees present, interpersonal matters start to creep in. Sally doesn’t like Susie. Bob and Ted argue over sports teams and their preference in cars they drive. None of this is contributing the business. The founders become referees. Hostilities can even boil over when customers are present. A lack of leadership or even a momentary lapse of leadership can become significant. Who can handle these things?
Phase Two Begins – Leadership
Then, mid-managers are hired or appointed. Surely the owners can rely upon other seasoned professionals to handle the staff issues and keep the ship sailing. Now a new layer is created.
For all the potential good that can be accomplished here, there comes a trade-off. Again, the founders’ values have to be enforced, promoted, espoused, heralded, and cheered about.
Can the mid-manages carry the same flag? All the while the growth in volume creates a strain on the original infrastructure. Are the same tools and equipment that were used to open the business still effective? Have systems started to suffer? This can include everything from the high end network servers to the staplers.
And more importantly, who is truly watching over these areas. Have the partners brought the right skills on their own to address all the issues? Accountability for all aspects of business growth becomes more meaningful. If cash and checks are being handled, controls must be implemented. Growth across state lines adds to the compliance and regulatory burden. Specialists have to be added to the mix like legal counsel, accountants, IT professionals, etc.
The False Security
The very essentials that can help grow and expand the business become challenges to the owners. Volumes and profits continue to rise. A false sense of security here can be deadly. A failure to admit the changes that are happening underneath and any inability to properly respond to those changes can, at any point hereafter, start the spin downward.
Really this stage represents the first major turning point for the founders. The biggest and most honest question that can be asked is “Am I capable of keeping this going or do I need senior management help?”
All too often ego may enter in and prevent the good hard look at the man (or woman) in the mirror. True Leaders with a solid track record behind them have been the first to ask this question and work with the right answer. And they do it with almost perfect timing.
Yet for the owner suffering a big ego, the right questions never get asked. The talk with the person in the mirror sounds more like this…
“Wow, things seem to be ramping up. You really did it.”
“Yes, I did.”
“It feels different now, but that’s nothing to worry about.”
“Just keep it going. We’ll be fine.”
Then one day the wheels fall off. The big accounts start to go elsewhere. Your pricing gets squeezed and you have no answer. The market shifts out from under you and you missed the warning signs.
Or worse yet, your team abandons you because they hate working with you. The few customers you have left eventually leave because the service is terrible.
It happens in all kinds of business. Every day. The tipping point is where the owner’s ego gets bigger than even the greatest of success.
A Cautionary Tale for Small Business?
Maybe so. But it doesn’t have to be. You can get help. You should get help. Is today the day? Business advisors or coaches can help you make sense of the new levels of growth and prosperity. They can help you see you way to even higher levels of success.
But you have to make the call. Don’t let ego stop you.
This week’s meeting with a client reminded me of something so fundamental in running any size of business.
Don’t forget your vision.
John Maxwell says the best definition of a leader is “A leader sees more than the people around them and they see it before the people around them.” That, my friend, is vision.
First the Entrepreneur
If you are an entrepreneur and small business owner, the vision can get lost in the details. Especially if you’ve begun to scale your company.
Time and growth have ways of distracting from the vision.
As your baby begins to grow, you may lose sight of the original vision that got you started. Daily responsibilities, putting out fires, and keeping your head down in the details frequently leads to loosing touch with the original design and inspiration you had.
On one hand, it sounds too obvious. Well of course I know my vision. Do you? Or has the collection of all the noise drown it out?
As decisions compound with company growth, the vision needs to get updated and at least refreshed to reflect what has happened.
It Happens in Bigger Business Too
For managers and executives in larger businesses, too often you never created your vision goal for your team. Sure you have objectives and deliverables but does that line up with a bigger picture vision of your part of the company.
When I meet new clients inside the bigger corporate settings, I always ask whether they have a vision for their unit. It is surprising how many say “Well, no. I’m here to do what the company tells me to do.”
I encourage them to formulate their own vision for their slice of the pie. Get it approved/aligned with their boss. But then run with that vision.
For some, vision sounds too fluffy. It’s not tangible enough. OK fine, make it tangible. Set metrics, KPI, and expectations.
Part of having a successful vision is letting your team know what you think a ‘win’ looks like. Let them share in the vision.
Then spend time teaching and sharing the vision so your team can rally around it.
Periodically you will need to revisit the vision, make adjustments based on real facts and circumstances. Don’t forget about doing that.
Set your course, cast the vision and never lose sight of it.
If you’ve done something lately with your vision, leave a comment.
Hi, my name is Doug. I am hopelessly addicted to taking a little white ball, hitting it with a stick, and trying to get it into a small hole 475 yards away from where I am standing. Hi Doug!
Yes, I am talking about playing golf. One day, a friend and I were out to play a round. We were having a great day of fellowship and friendship, but the golf game was not going well. Scores were higher than the Texas heat.
This round of golf was shaping up to be just like my last 3 months. For some reason, my game had dropped to an all-time low, or high when you focus on the scoring. I was playing really bad golf. The computers at NASA could not keep up with my score.
After 16 tough holes on the course (they were tough because of the way I was playing), I realized I had run out of the fancy and somewhat expensive golf balls my son had encouraged me to play. Digging around in my golf bag, I found a sleeve of some other brand of golf ball. I had liked playing the game with this particular brand but had agreed to try the other ones my son recommended.
Seeing a Change
I teed up the new ball and Whack! My shot was a straight, beautiful arc headed right at the flag on a long par 3 hole. The ball landed firm, bounced a few feet, rolled, and came to rest solidly secured on the green. Now my excitement here may seem a bit overzealous, but given the day I had been having, this shot was perhaps the most gorgeous thing I had done all day. As I strolled up, I realized I had quite a long putt. But hey, I was putting. I putted twice to score a PAR! Wow, PAR!
The next and last hole is a long par 5. It is a relatively straight hole but has water right in front of the green. I set up my tee shot, took my swing, and saw the ball launch into the blue azure of the Texas sky, tracking straight down the fairway. Hmmm, could this be a trend?
As my friend and I motored down the course, I was feeling renewed and redeemed. The second shot was still a long way away, so I strategically decided to “lay-up”. This means I was not going to play Tin Cup and shoot for the green, with all that water in front. I took out a hybrid club and lined up. Swing! Wow, here we go again.
Making Change Happen
No, not into trouble, but straight at the target area I had chosen. This magical ball spun and flew right where I wanted it to go. So now for the approach to the green. I take my trusty 8 iron and practice a few swings. Now I am ready to launch my assault.
Just then a huge wind blew into my face. Oh no; water, wind, and still some distance to overcome. I am undaunted. I have the miracle ball.
Swing! The ball rises straight up into the air, chasing forward. The wind catches and starts to push a bit left. Could it be? YES! It lands on the green.
Ok, I’ll be honest, it’s a monster putt from where this thing lands, but I am on the green of a par 5 in three shots. By the way, my friend was having his own out-of-body experience doing pretty much the same. He too was sitting right up on the green. We strode onto the putting surface like gladiators. We had our trusty putting sabers in our hands. We were going to finish this beast once and for all.
As I got closer I realized this putt was going to be my longest of the day. I paced it off at 55 feet. My friend was almost the same distance for his putt, likely 50 feet. I stood over my shot, gathered my focus, and pulled back the mighty putting saber. Swoosh! The ball jumped off the club head and started its journey over hill and dale to make its way to the hole. Then it happened. Clunk!
Right in the dead center of the hole. I had scored a birdie! One UNDER par. What a way to finish! My friend was happy for me. Then he tried his shot. And amazingly he too heard that same glorious CLUNK! Another birdie! It was a great way to finish the day.
So why do I share all of this? I am not gloating about my golf game. Believe me, gloat is the last thing someone with my score should be doing.
A change made the difference.
I switched the brand of the ball I was hitting.
All manufacturers of golf balls strive to create a look and feel that influences the play of the game. Some golf balls are softer than others. Some spin faster due to the design of the little dimples on the cover. Some don’t spin much at all. The list of attributes goes on and on.
Then I realized my game had started going bad when I started using the higher-priced balls. By returning to a brand of golf ball that had been good for me made my last two holes play entirely different.
I did not consciously change the golf ball I was using until I ran out of the former brand. A moment of necessity forced a change for me. But once I made the change, the outcome was far more rewarding.
Yes, I know, the likelihood of long term success is yet to be seen. However, given all the other inputs yesterday, the only variable that changed was my golf ball. So I am glad the change happened.
Whether you own your own company or run a large business unit for someone, you can make small changes that can yield big results. If you’d like, we can arrange a short exploratory call to talk about ways you too can realize big change with small adjustments.
Join the discussion. Leave a comment or share it with a friend.
Whether you own a business or work for a larger company in a management role, there are three circles of leadership you will be juggling at all times.
In a perfect world, the circles overlap right in the center, so look more like one happy circle. However, that is a rare situation.
If you have that, you are one lucky individual. More likely though, the circles overlap a little but do not align in the middle. What can you do with the problem when they don’t align and you are spinning like crazy trying to make it work?
Here’s the Story
First, let me explain what the three circles are, then we’ll explore how to make the best of the situation.
The first circle is the Leader you want to be. As you think about your values, visions, and dreams, you get a picture of the “better you.” It would be wonderful to go to work and be nothing but this picture of the perfect Leader.
Maybe this idea came from experience, or coaching, or mentoring. More likely it is a combination of people you admire and people you’ve worked for. Perhaps a parent instilled in you some values and principles that you want to live by.
If you could be left alone and just “be” this person that you imagine, you are confident you would be a great leader. Let’s call this circle simply “Self”.
The Company View
Next is the Leader the company wants you to be. This position gets a little more complicated. The bigger the company, the management roles, and responsibilities get more complex.
Often, the company has a description of what a successful manager/leader should be. This definition evolves as the company grows and changes.
Let’s call this circle the “Company”.
Once you’re in a position, the feedback you get from above dictates choices you make. Yes, hopefully you have some autonomy to make decisions, but various approval authorities limit that.
Even for an entrepreneur, the Leader the company needs you to be can conflict with the one you think you want to be. As an example, the first time you need to fire someone you feel a twinge. You don’t want to be the person doing firing (the Self leader) but the situation (the Company) requires action. You have to fire that person. The company demands it.
The last circle is about the Leader your team needs you to be. Let’s call this one “Team.”
This last circle can get very personal. The interactions you have with your employees who make up your team can get very real, very fast.
Each person you hire comes to work with expectations, hopes, and dreams of their own. Plus, the burdens they carry come with them. As ‘the boss’ you have to figure out the best balance of just how close you get to each person and where the boundaries need to be.
3 Circle Mix
All three of these circle are working as you approach your role. As a leader, your focus should be on building flexibility and endurance for moving between the circles as the situation dictates.
On one hand, you could dig your heels in and say “No, I know what is important and things will get done my way.” That borders perilously close to the ‘my way or the highway’ leadership style.
Or you can intentionally shift from one circle to the other, still knowing that the space where things overlap is the ideal place to be.
The Magic is in Knowing
The real key to success within these boundaries is knowing the shape, size, and significance of each circle. You have to be aware of your own understanding and belief about each of these circles.
If you’ve never stopped to think in these terms, you may be very surprised to discover that a tension you have felt at work is directly related to a misalignment between one or all of these circles.
As an example, you may have a great sense of purpose and drive (Self). Your relationship with the Team may be strong. Yet there is a constant conflict with the Boss. When you evaluate that relationship, you may find the real rub is that you and the boss disagree on the role you need to be playing.
If your personal sense of purpose cannot align with what the Company needs you to be, you will never get comfortable with the position.
How do your three circles align? How much overlap exists?
What can you do tomorrow to better align these 3 circles.
People talk about charismatic leaders having “big” personalities. Powerful leaders are often known as “Type A” personalities. We know about introverts and extroverts.
But how does personality really impact your effectiveness as a manager or owner of a business?
If we take away celebrity status from high paid CEOs and public figures, what else does personality have to do with how you run a business?
For starters, I will argue LOTS!
Anyone choosing to start a business or get promoted into management must face the challenge of influencing the people around them. Before you open your mouth the first time, your personality projects who and what you are.
Shy or timid personalities come into the room meek and mild. More bold personalities make an entrance. Either can be effective, depending on the circumstance.
I’ve worked with engineers who are famous for, let’s say, ‘not great personalities’. Yet very seniors leaders in the organization can be incredibly personable and engaging.
Then I’ve also known ‘creative’ types, arts and theater, who can be witty, bright and engaging, but very weak leaders.
In my humble opinion, your personality is simply one more tool in your leadership toolbox that can be used wisely or create disastrous results.
Here’s one way to think about it.
Your personality is a work in progress. Formed at an early age (some even believe you are born with it), your personality begins to define your look at the world.
While it is absolutely true that the way you engage with others is driven by your personality, the bigger question is perception.
How is your personality perceived by others?
This is the reason I love using the Hogan Assessment tools to help the leaders I coach. In Bob Hogan’s work, he discovered early on (like 1974) that understanding personality can be informative to one’s own leadership development.
But understanding the perception of your personality by others is an even greater force for shaping the change you may want as a leader.
Here’s the difference. If I test and study my own personality, I can learn that I demonstrate certain traits. Scales like Myers-Briggs MBTI, Berkman, or Karl Jung tag me for certain key elements in the makeup of my personality. They become broad generalizations that help explain why I look at and feel different ways about different situations.
Hogan takes it a step further. His assessment tools do the stratification of certain personality makeup, but he attaches the perception piece to it. In Hogan, you get a read-out of how others will perceive/react to your specific personality markers.
As a leader, learning about this aspect of personality can be very valuable. If you have engaged a coach to get you to a new level of effectiveness, learning about these perceptors will get you much further along in your development.
I won’t go into all the details of the mechanics of Hogan’s methodology (it is well documented) but the basis is centered on decades of actual testing, screening and analysis to correlate the personality markers with perception values; what others perceive.
In other words, your inward values will drive outward perceptions. To become a more effective leader, you must understand not just what makes up your personality, but how that makeup impacts those around you.
Hogan adds one more detail to a study. Based on your personality, you can also learn about potential “derailers” that might exist. In some cases these are things like ‘a strength used in excess can become a weakness.
Knowing and studying the derailers can help you become a far better leader at work, at home, and in the community. Once equipped with this knowledge, you can self-adjust more easily to the situations arising.
If you’re looking for a fun and FREE personality test, jump over to my friends at 16Personalities.com Their results will amaze you!