Trust in the Workplace

“My employer” was named by 75% of those surveyed worldwide as the most trusted institution in the recently released 2019 Edelman Trust Barometer. These findings from the annual report, now in its 19th year, reflect the significance of building and maintaining trust in the workplace.

workplace team in a meeting

As a manager, your role in leading your teams toward higher levels of trust is at a premium.

Modeling Behaviors

One of the most direct approaches to building trust in an organization is for the leader(s) to model the desired behaviors.

You need to be the one embracing and encouraging the shift in behavior if you want trust to grow.

All too often the simple “walk the talk” metaphor is ignored. If you stand up in a team meeting and deliver a beautiful speech about new goals and values, it means nothing if you turn right around and violate those principles.

I’ve seen companies who attempt to implement sweeping culture change yet allow individual executives to stay with old behaviors. The impact is significant.

When employees in lower levels of the organization see or hear about an executive violating the principles, the trust factor goes right out the window.

Setting and Managing Expectations

It’s really about defining and measuring expectations. If you say you want to build a high-trust workplace, then you need to paint the picture for what that might look like at your business.

Not all definitions apply to all companies equally. Yours needs to be tailored to your business.

There are, however, some common themes that can be used to improve your employees level of trust. I provide you with 6 key areas to explore.

Team trust model diagram

Each of the six topics is really a set of questions that each employee will ask. In order for them to feel a sense of trust, each set of questions must have a satisfactory answer.

For the highest level of team trust to emerge, the answer cannot be lukewarm. The employee must get wowed by the answers they receive to their questions.

More importantly, the leader must be able to clearly and reliably speak to each of the areas as they pertain to the team.

This model is an ever-present and on-going continuum of activity as the team evolves. Yet having the process in place to understand the effort toward greater trust, gives everyone a common language from which they can express doubts, fears, and concerns.

Back to Walking the Talk

Once the answers to the team trust questions have been shared, leaders must model their behavior accordingly.

If you say you want collaboration across teams, then be the one to start that process. As issues arise, suggest or direct collaborative effort with other teams.

As you describe team purpose, be proactive in enforcing that purpose with the decisions you make. When something comes up that is not aligned with your team’s purpose, either reject it outright or open the discussion about why it might not be a fit. Let others persuade you to change if a change is needed.

If you are the manager who needs to lead a team to higher levels of trust, look in the mirror. See if you are properly prepared to guide that effort.

If not, seek help in making the changes you need to make. A coach can always help.

Question: Are you modeling the behaviors that might increase trust in your employees?

SWOT Yourself

There’s a popular business analysis tool known as S.W.O.T. It provides a method for looking at strengths, weaknesses, opportunities, and threats.

SWOT reviews are done for business issues of all kinds like competition, market position, product design, sales, and technology. As applied to a business, you can see the merit of doing this review periodically.

SWOT

However, it can be useful on a personal level as well. Managers and leaders should take time during annual reviews and goal setting to add this powerful view as well. Here’s how it can work.

Personal Review Using SWOT

A plan of action using a Personal SWOT Analysis can be developed for every aspect of development and execution because there are always three critical components in every chosen role:

Identity, Purpose, and Intention.

These three components form a process of right action. Without understanding who you are or what your business or organizational core competence is and what is the purpose you intend, you are always going to be guessing more than you have to.

In the following analysis, you are taken step by step through a proven process of creating clarity of right action.

However, to do so we have to begin with a simple way of fleshing out the context within which you intend to work. It doesn’t matter what context or role you choose, each of them requires you to be clear.

In order to reach clarity we take some simple, yet critically important steps. The first steps begin with a SWOT Analysis.

You will focus on the following overriding questions:

  • What are your goals or objectives?
  • What are your values?
  • HOW Can YOU match your STRENGTHS to OPPORTUNITIES/Openings?
  • How can you reduce the impact of your WEAKNESSES and THREATS?
  • How do you differentiate yourself from your competition?

Strengths

Trying to analyze one’s own strengths can be tricky. Throughout all of my coaching, I seldom see anyone who gets this exactly right the first time. Some might be modest and undervalue great strength in areas like collaboration, employee empowerment, decision making or planning.

Others can be more boastful, seeming to know without a doubt they are great leaders who people should feel honored to serve; “my way or the highway” approach to leadership.

Entrepreneurs can be especially blinded by the emotional connection to their idea. While the great new product or service has great potential, the business will fail because the founder doesn’t know what he/she doesn’t know.

Before isolating your own estimation of your strengths, seek some 360 feedback. Get input from others you value as trusted advisors. Do an informal ask session.

Then compile a list of the strengths that you can use to accomplish your goals and objectives.

Weaknesses

Just like your strengths, identifying “weaknesses” in your personal domain can be hard. Objectivity can be lacking. You may even be suffering blindspots where your weaknesses reside. Using 360 reviews and stakeholder feedback can help inform you of areas where there is an opportunity for improvement.

However, you may know exactly what areas or what issues give you the most trouble. Stating what these may be will help round out the SWOT analysis.

Opportunities

These are the things you can see as a new direction; changes that allow you to reach new goals. Taking a good look at the road in front of you can reveal opportunities for growth and change.

Listing them while doing this personal inventory helps bring motivation and inspiration to the plan.

Threats

Making a good assessment of personal threats is also tricky. I recommend starting with your mindset.

Do you hold any limiting thoughts about who you are and what you can do?

If you ever wondered about a limiting thought, they sound like this:

  • I’m too small
  • I’m too slow
  • I’m too ugly
  • I don’t have the right degree.
  • You failed at this the last time.

Any statement rumbling in your head that starts with or sounds like these need to be eliminated first. Then you can deal with identifying true threats to your persoanl goals.

Performing a Periodic Personal Review

Just as every successful business invests time to perform SWOT analysis from time to time, you too should perform this review with your work life, home life and career balance.

See what the data may tell you about the direction you are heading. Use the informed analysis to redirect your path.

Breaking Through the Invisible Wall

There is an invisible wall in the business world.

People can spend an entire career and never break through that wall. The wall is not about equal opportunity, hiring practices, promotion or selection. Nor is it about gender or age.

No, this wall is about moving from management to leadership.

the invisible wall from management to leadership

The Entrepreneur’s Conundrum

The easiest way to explain this wall is to start with an entrepreneur. A solo-preneur; the person who thinks he/she has an idea and wants to start a business.

Let’s say our hero (the start-up entrepreneur) gets some funding and launches the business. In no time, the business starts to make sales and grow.

Pretty soon the owner needs to hire some people to help fill all the orders, make more widgets or whatever they are doing. They need more people.

Now they have a team running. The first experience is to manage the process. The owner has to show everyone how to do or make the things you meant to do in the business.

Your idea as the entrepreneur has to get communicated, trained and shared with others to let the business grow.

As the Manager, you track the numbers, bank the revenue, make the deposits and pay for expenses.

Things seem to be going OK. You survived the start-up phase.

New Opportunities

As the business grows, you have to grow with it. More resources, bigger payrolls, larger space, etc.

But the owner seldom thinks about growing their own ability to manage the business. The thinking goes something like this.

“What I did before got us here, I’ll do more of that, and we’ll be fine.”

That works for a little while longer, but the business still keeps growing.

Now it’s become a full-sized enterprise with layers of management, division of teams for specialized skills, and other expanding roles.

The Thirst for Leadership

Somewhere in between that expansion phase and the enterprise phase, the invisible wall takes shape. As the company grows, so does the wall.

What used to be decent management starts to have problems. The old ways to push people and materials don’t work anymore.

It’s not the people or the business, it’s the owner’s capacity to lead that is crumbling.

This new entity that is the company is hungry for leadership. Not more management; bona fide leadership.

Leadership has to step in and take over.

As Monte Pendleton, Silver Fox Advisor, and founding member states “There is no particular time table for these stages. But the ending of Stage 1 usually becomes apparent when the requisite managerial skills begin to change. The very personality, skills, and capabilities that allowed you to succeed as a Stage 1 entrepreneur or start-up owner/operator, now become detrimental to you in the latter stages.”

When the wall becomes apparent, you have some choices to consider.

First, you could decide to quit growing; stay the size you are, and keep doing the same things.

Or, you can choose to modify your management style and press on toward the next phase. Hire a coach or an advisor to guide you through the changes needed to break through the wall.

Lastly, you might choose to replace yourself with someone who has better leadership skills and experience, allowing you to revert to the core talent and gifts/specialties you started with.

If all else fails, sell the business at its then market value and go fishing. (I digress).

Bigger Enterprise

I dedicate my coaching practice to owners and executives who are right at the wall.

There are senior managers everywhere who still need to embrace the reality of the presence of the wall.

Believe it or not, a wall always exists between the stage of the business unit you run and your ability to lead.

a group of young people working in the office

I’ve said it many times before, a good manager can have a long and successful career never being more than a manager. Turn the screws, meet the deadlines, ship those deliverables and do it through strong management skills; these can be a nice career.

However, for the good of the growth of the enterprise, you need to become a leader. If you already know something about leadership, be a better leader.

Monte states “Leadership is the ability to cause others to take action even when the action is outside their comfort zone.”

Dave Guerra in his book “Superperforming” says “Management is about process and leadership is about people.”

I love that explanation. So true.

Think about your situation right now. It doesn’t matter whether you own the business or run a large team/division inside one. Ask yourself, “where is my wall?”

Question: Have you broken through the wall, realizing the need for leadership over management?

Making Behavior Change Stick

Have you ever tried breaking an old habit to replace it with some new behavior?

Of course you have. Whether it’s a diet, exercising more, reading more, less device time, or other lifestyle changes, adopting a new behavior can be tough.

Working on changes in your leadership style can be hard.

Just like any life changing decisions, your effort to become a better leader requires change on your part.

Without exception, my coaching clients decide on a path to making behavior changes. Regardless of the issue or the topic that first brings us together, once I start coaching with someone, we find ourselves landing on the need for a behavioral change.

The change can transform executive presence, influence, and effectiveness. It might involve communication or delegation. Maybe the change is about interpersonal skills and emotional intelligence.

One way or another, the change someone desires always requires a behavior change.

Why Change Can Be Hard

If you’ve tried any of the changes I’ve mentioned above, you know change can be hard. Why is that?

First, there is our comfort zone. Habits and behaviors get comfortable for us. We do things mindlessly ignoring other things or people.

Breaking away from that comfort zone is felt physically and emotionally. We sense the change and prefer to revert to a more customary approach or reaction.

Then there is fear. Most of us fear change. It’s the great unknown. We ask ourselves what if this doesn’t work?

Lastly, it takes effort. If we’re going to break some chains, it requires effort. Sometimes we’re just too busy or tired to make the change.

Here’s How to Make Behavior Change Stick

I found there are 4 things that can help facilitate a change of behavior that sticks. My friend and colleague, Cheryl S. Bryan has also written about these in her blog.

Purpose – Lock in on your purpose and the reason for the expected change of behavior. Let the reason you choose to change become a beacon for the effort. Don’t lose sight of your purpose.

Plan – Make a plan for the change. Plot a course for the beginning, middle, and end. Set your path for change. Decide on details. Get stakeholder feedback along the way. Measure yourself. Learn from setbacks.

servant leader

Patience – Be patient. You will experience missteps. Give yourself some grace as you attempt the change. It won’t all be perfect. If you slip up (and you will), pause, reassess and keep moving.

Practice – The only way a new behavior gets established is to practice it over and over again until it becomes more natural.

Go For It!

If you can follow these 4 P’s for making behavior change stick, you will achieve far greater success.

Use these when mentoring and coaching your team. Encourage others to embrace the change they need by observing these key principles.

If you would like to know more about making change stick, click on the links below. I’ll be happy to arrange a call.

Can You Accept Perfect Imperfection?

Nobody is perfect, right? At least that is what you often hear.

Yet Madison Avenue and Hollywood would have us think otherwise. Perfect style, perfect skin, perfect smile, perfect hair. The list is endless.

Psychologists can make a career out of helping people who feel inadequate under such conditions and falsehoods. The truth is we all suffer some imperfection.

Standards at Work

Do you work in an environment where perfection is the measure of your performance? Maybe a score of 100% is the goal but seldom do any of us reach such perfection.

As a leader, how do you really view those around you; the people who work for and with you?

Enter Psychological Safety

The good folks at Google underwent a two-year study known as Project Oxygen to explore what made up high performing teams. The number 1 finding was something they called psychological security.

empathy at work

We’ve all been in meetings and, due to the fear of seeming incompetent, have held back questions or ideas. I get it. It’s unnerving to feel like you’re in an environment where everything you do or say is under a microscope.

But imagine a different setting. A situation in which everyone is safe to take risks, voice their opinions, and ask judgment-free questions. A culture where managers provide air cover and create safe zones so employees can let down their guard. That’s psychological safety.

Google found that teams with psychologically safe environments had employees who were less likely to leave, more likely to harness the power of diversity, and ultimately, who were more successful.

The Leader’s Role

First, lofty goals and great expectations aside, I see leaders dealing with grace when employees come up short.

Trust among employees begins when the Leader makes the effort to “have their back”. The way you do this may vary depending upon the environment you manage.

Here are five other ways to consider.

Demonstrate engagement by being present at meetings and during one-on-one sessions. (Hint: close the laptop)

Show understanding by recapping what you’ve heard. This accrues to becoming an empathetic listener.

Be inclusive in an interpersonal setting by sharing or revealing your own thoughts and values. Step up when one team member turns negative on another team member.

Expand your decision making by including your team. Invite the input, exchange the input and acknowledge the input.

Lastly, you can show confidence and conviction in decisions without becoming arrogant. Speak in your team’s ‘one voice’. Show the team that their contributions matter once the decision has been made. Explain the differences, but encourage the further effort to keep building team consensus.

Perfect Imperfection again

All of these thoughts bring us back to the idea of dealing with perfect imperfection at work, at home or with others around us. Becoming a leader who recognizes the need for dealing with this common situation will set you apart from others.

Question: What do you do to embrace perfect imperfection?

To Be a Great Leader, You Must Inspect What You Expect

Inspect Expect
Inspect what you expect and article from @dougthorpe_com

This article was originally published on April 2, 2018 and has been updated.

Inspect what you expect.

This is an old saying that I learned decades ago.

What does it mean, exactly? And what does it have to do with leadership?

Well…

Have you been guilty of spouting a directive then letting it die a natural death? We’ve all done it at one point or another—whether accidentally or intentionally, we’re all guilty.

When a leader sets out a goal or directive, that goal can only be achieved with good monitoring, or, inspection.

Whether you run a big business, a team, or are working on a small project, in order to achieve any sort of success, you have to be mindful of these simple words: inspect what you expect.

Here’s my story.

The Military Way

Great leadership principles you need to know. Leadership powered by common sense

The “inspect what you expect” principle takes many forms.

During my days as a second lieutenant, we conducted regular health and welfare inspections.

While the military inspects a lot of things, this was unique. Those of you who have served in the military know why.

Those of you who don’t: buckle your seatbelts.

To achieve the best results, you must inspect.

One early morning at 3:30 a.m., the entire cadre (all of the managers and supervisors) of our training unit surrounded a barracks where a portion of our troops lived.

We suspected drug activity coming from this barracks.

This “health and welfare inspection” was actually a search and seizure mission.

We burst into the barracks and surprised all of the soldiers sleeping there. They were ousted from their bunks and told to stand at attention beside their footlockers while we searched the premises.

Sure enough, we found a stash of drugs and some paraphernalia tucked inside one of the footlockers.

Our target was achieved.

We could have preached and threatened the law about drugs, but we had to inspect what we expected.

This principle also applies to the success of most businesses.

Why?

Because even the best strategic planning simply won’t matter without proper execution.

A great leader must push forward to make things happen. They cannot stand still; they must be in constant motion, pushing towards a goal to reach success.

They must be focused.

Every plan and strategy associated with a goal must always be monitored and inspected to ensure proper execution and achievement.

Good project management comes from inspecting what you expect.

Have you heard of Six Sigma or DMAIC?

“Six Sigma”

Six Sigma is a specific set of tools and techniques used to to help businesses improve their processes.

Inspecting what you expect is an integral part of Six Sigma. It is also an integral part of overall good project management.

For process improvement, a concept known as DMAIC is applied.

DMAIC

DMAIC is an acronym for Define, Measure, Analyze, Improve, and Control

…or, simply inspecting what you expect.

With DMAIC, you analyze results as they occur, checking them against expected outcomes.

If you find yourself off the mark, adjust and do it all over again. In other words, you are staying alert—at all times—to the things happening around you that affect your process and your progress.

The devil is in the details.

There is so much more to being a great leader than stating your plans and giving directives.

Great leaders walk the floor.

If you’re not walking the floor, you’re not being a good leader. You’re doing it wrong.

Leaders who don’t walk the floor find that things are not happening as they expect. Always remember: the devil is in the details.

You have to constantly be checking in, seeing what’s going on—walking the floor. You have to constantly ensure the appropriate measures are being put in place to achieve the right outcome.

You have to constantly test and review events and circumstances.

For example: if your business enforces things like safety or regulatory compliance, your role as a leader is to inspect and review events and circumstances. You have to check work every single day to ensure proper compliance.

If you don’t, people could get hurt.

Three easy steps to inspect:

1. Expect

Set expectations; specific expectations.

When issuing a directive, always be clear about your expectations. Be as specific as possible.

Volumes, dollars, incidence rates, hours, cost saves, the list goes on. The expectation you give will determine the outcome.

2. Be Consistent

Constantly inspect, and keep your inspections consistent. Keep communication open and be consistent in everything you do. Be open and don’t beat around the bush. Share your results.

3. Stay Visible

People need to know you are engaged and involved in the review process. Don’t get stuck behind your office door. Show your team you are active in the process. Be around them. Answer their questions. Motivate them.

Remember: you are the leader guiding the vision to the final outcome. Be available to talk it through with those who have questions. Walk the floor.

If your team is spread out geographically, remain visible with the right frequency of check-in calls and team meetings.

Let your team know that part of executing the mission is routine reviews.

So…do you inspect what you expect?

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Are You a FAST Leader?

The 5 C’s of a Trusted Leader

Leadership Effectiveness Can Work with Simple Triggers

Finding Focus Creates Clarity

focus image of camera lens

Discovering your Core Focus is an essential element of creating your company Vision. In my last article about becoming a FAST leader, the first part of the FAST acronym is FOCUS.

Core Focus has been called many things in the history of business strategy. Many people call it a Vision Statement. Stephen Covey calls it VoiceJim Collins calls it Hedgehog concept

My least favorite is the Mission Statement. These are usually eighteen sentence paragraphs that proclaim to the world all the things you think your customers want you to be – “We’re the best company with the best people and the best products and the best service and the best value and the best quality and the best delivery and the best . . . “ 

Usually, it is 90% aspirational and does nothing to define what the company stands for. Customers gloss past it, and employees shake their heads when they read it. Patrick Lencioni calls this “Blather” and said this about Mission Statements in his book, The Advantage

“Though I can’t be sure, I suspect that at some point about thirty years ago a cleverly sadistic and antibusiness consultant decided that the best way to really screw up companies was to convince them that what they needed was a convoluted, jargony, and all-encompassing declaration of intent. The more times those declarations used phrases like ‘world class,’ ‘shareholder value,’ and ‘adding value,’ the better. And if companies would actually print those declarations and hang them in their lobbies and break rooms for public viewing, well, that would be a real coup.”

Finding Purpose

I couldn’t agree more with Mr. Lencioni on his take on Mission Statement. However, it is essential for a company to discover the reason they exist. Their purpose, cause or passion. The sweet spot for the organization. 

There is a reason every business owner took that leap of faith and accepted the risk to start their company. The reason they put in those 12-hour days and will do anything to make their company successful.   Moreover, it is rarely, if ever only about money.  Most Core Focus falls into one of four areas:

·       Solving problems

·       Helping others

·       Building a great company

·       Competition and winning

Shining Example – Simple

Starbucks states their purpose and vision in one simple sentence:

Every day, we go to work hoping to do two things: share great coffee with our friends and help make the world a little better. 

The purpose and passion are clear, simple, and direct. No one should be confused about what Starbucks stands for. Customers, employees, shareholders, and everyone else can read this and “get it.”

Once you clearly define this core focus, it becomes a compass, a guiding principle that you can use for all your strategic decisions. If your next choice does not support or enhance such a focus, you should seriously question the direction it may take you.

Note: Portions of this article were contributed by Jeff Bain of TeamTraction LLC, an EOS Implementer

We’ve All Been Ambushed at Work

bad email news picture

Let’s face it, it’s no fun when you get ambushed at work. Being trapped by surprise can come in several forms. A co-worker can steal the credit for something you did. Or a peer can undermine something you’ve been slaving away to make perfect.

The one I hate the most is when the boss does it. You know what I mean. You’re working along thinking things are going well. Maybe the boss even said something publicly about how happy they were with your effort.

Then BAM! You get pounced on. When you least expect it, you get an email saying you screwed something up or missed some deadline; basically failing on expectations.

Even more problematic is getting that email while you’re away on a planned (and approved) vacation. The email hints your absence is part of the problem. GEEZ people !!!!!

The employee is not the problem

Dealing with your co-workers is tough enough, but when the boss ambushes you, what are you supposed to do?

I’m convinced most employees start out with the intent to do a good job. Sure there are a few bad eggs who slip around, job hopping, doing very little, but thankfully they are in the minority.

Most workers try to do the right thing. So a boss who feels the need to ambush must be the one who is in the wrong. Generally, the employee is not a problem.

I read an article Gary Vaynerchuk posted saying poor performance is all on the manager. I like that idea. Here’s exactly what he said:

“Here are three steps to managing underperforming employees: 1. Take the blame yourself. 2. Start to communicate better. 3. Tell them they’re not executing at the level you’re hoping for. Then ask, “what can I do to help?” Then actually start helping.”

Bosses who are frustrated with perceived performance problems and feel the need to barf on someone’s parade, especially at weird times, must be harboring some ill feelings.

Great leaders provide adequate AND timely feedback to their team. Feedback should never be a toxic dose of bad news.

If things need the leader’s corrective action, he/she should give proper feedback and restate expectations. Yet hiding behind an email to deliver the message is a weak way to do so.

Woman getting bad email from her boss

What to do

If you are the leaders here are a few thoughts and recommendations to avoid ambushing your people.

First, find ways to share feedback in the right way. Give the employee the respect to tell them “bad news” face-to-face. I know with larger, perhaps global teams, the personal face time is hard. However, in those situations, video capabilities can afford each party the next best thing to face-to-face. Oh and never use email unless it is a last resort.

Think about the timing. I know you have a burning desire to fix things, but decide whether the fix is critical at just that moment. I like three questions I’ve coached for a long time:

  1. Does this need to be said?
  2. Does this need to be said by me?
  3. Does this need to be said by me now?

Be objective about whatever the issue may be. Stephen R. Covey called it “seek first to understand.” Don’t pose the issue as a condemnation of behavior or results. Perhaps your source of information has slanted the matter. Present the details as observations, not final facts. (Hint: You will get embarrassed.)

Lastly, be graceful in your approach. Again, I believe most employees are there to do the right thing. Unless that employee is a proven screw-up, don’t assume the worst. Believe the best and work through the issues gracefully.

Using these steps you can avoid the hated ambush of your people at work.

Don’t Widen the Plate

Here’s a life lesson that needs no embellishment….

In Nashville, Tennessee, during the first week of January, 1996, more than 4,000 baseball coaches descended upon the Opryland Hotel for the 52nd annual ABCA convention.

While I waited in line to register with the hotel staff, I heard other more veteran coaches rumbling about the lineup of speakers scheduled to present during the weekend. One name, in particular, kept resurfacing, always with the same sentiment — “John Scolinos is here? Oh man, worth every penny of my airfare.”

In 1996, Coach Scolinos was 78 years old and five years retired from a college coaching career that began in 1948. He shuffled to the stage to an impressive standing ovation, wearing dark polyester pants, a light blue shirt, and a string around his neck from which home plate hung — a full-sized, stark-white home plate.

Scolinos,-John-portrait640

After speaking for twenty-five minutes, not once mentioning the prop hanging around his neck, Coach Scolinos appeared to notice the snickering among some of the coaches. Even those who knew Coach Scolinos had to wonder exactly where he was going with this, or if he had simply forgotten about home plate since he’d gotten on stage.

Then, finally …

“You’re probably all wondering why I’m wearing home plate around my neck. Or maybe you think I escaped from Camarillo State Hospital,” he said, his voice growing irascible. I laughed along with the others, acknowledging the possibility.

“No,” he continued, “I may be old, but I’m not crazy. The reason I stand before you today is to share with you baseball people what I’ve learned in my life, what I’ve learned about home plate in my 78 years.”

Several hands went up when Scolinos asked how many Little League coaches were in the room. “Do you know how wide home plate is in Little League?” After a pause, someone offered, “Seventeen inches,” more question than answer.

“That’s right,” he said. “How about in Babe Ruth league? Any Babe Ruth coaches in the house?”

Another long pause.

“Seventeen inches?” came a guess from another reluctant coach.

“That’s right,” said Scolinos. “Now, how many high school coaches do we have in the room?” Hundreds of hands shot up, as the pattern began to appear. “How wide is the home plate in high school baseball?”
“Seventeen inches,” they said, sounding more confident.

“You’re right!” Scolinos barked. “And you college coaches, how wide is home plate in college?”
“Seventeen inches!” we said, in unison.

“Any Minor League coaches here? How wide is home plate in pro ball?
“Seventeen inches!”

“RIGHT! And in the Major Leagues, how wide home plate is in the Major Leagues?”

Seventeen inches!

“SEV-EN-TEEN INCHES!” he confirmed, his voice bellowing off the walls. “And what do they do with a Big League pitcher who can’t throw the ball over seventeen inches?” Pause.

“They send him to Pocatello!” he hollered, drawing raucous laughter.  “What they don’t do is this: they don’t say, ‘Ah, that’s okay, Jimmy. You can’t hit a seventeen-inch target? We’ll make it eighteen inches, or nineteen inches. We’ll make it twenty inches so you have a better chance of hitting it.

If you can’t hit that, let us know so we can make it wider still, say twenty-five inches.’”

Pause.

“Coaches …”

Pause.

” … what do we do when our best player shows up late to practice? When our team rules forbid facial hair and a guy shows up unshaven? What if he gets caught drinking? Do we hold him accountable? Or do we change the rules to fit him? Do we widen home plate?

The chuckles gradually faded as four thousand coaches grew quiet, the fog lifting as the old coach’s message began to unfold. He turned the plate toward himself and, using a Sharpie, began to draw something.

When he turned it toward the crowd, point up, a house was revealed, complete with a freshly drawn door and two windows. “This is the problem in our homes today. With our marriages, with the way we parent our kids. With our discipline. We don’t teach accountability to our kids, and there is no consequence for failing to meet standards. We widen the plate!”

Pause.

Then, to the point at the top of the house, he added a small American flag.
“This is the problem in our schools today. The quality of our education is going downhill fast and teachers have been stripped of the tools they need to be successful, and to educate and discipline our young people. We are allowing others to widen home plate! Where is that getting us?”

Silence. He replaced the flag with a Cross.  “And this is the problem in the Church, where powerful people in positions of authority have taken advantage of young children, only to have such an atrocity swept under the rug for years. Our church leaders are widening home plate!”

I was amazed. At a baseball convention where I expected to learn something about curveballs and bunting and how to run better practices, I had learned something far more valuable.

From an old man with home plate strung around his neck, I had learned something about life, about myself, about my own weaknesses and about my responsibilities as a leader. I had to hold myself and others accountable to that which I knew to be right, lest our families, our faith, and our society continue down an undesirable path.

Conclusion

“If I am lucky,” Coach Scolinos concluded, “you will remember one thing from this old coach today. It is this: if we fail to hold ourselves to a higher standard, a standard of what we know to be right; if we fail to hold our spouses and our children to the same standards, if we are unwilling or unable to provide a consequence when they do not meet the standard; and if our schools and churches and our government fail to hold themselves accountable to those they serve, there is but one thing to look forward to …” With that, he held home plate in front of his chest, turned it around, and revealed its dark black backside.  “… dark days ahead.”

Coach Scolinos died in 2009 at the age of 91, but not before touching the lives of hundreds of players and coaches, including me.

Meeting him at my first ABCA convention kept me returning year after year, looking for similar wisdom and inspiration from other coaches. He is the best clinic speaker the ABCA has ever known because he was so much more than a baseball coach.

His message was clear: “Coaches, keep your players — no matter how good they are — your own children, and most of all, keep yourself at seventeen inches.

…Anonymous

Fake News in the Blogsphere???

andyessir

Say it isnt so.

Today is April 1 or April Fool’s Day.

Yes, I’ve seen my share of clever prank notes and ruses to get me going today.

HOWEVER…. One stands heads and shoulders above them all.

Marketing guru Ryan Deiss, of Austin, Texas, wins the world championship in my book. I’ve known Ryan for several years. As I began building my blog, I joined his Digital Market programs and found tons of valuable material.

Color me curious when bright and early this a.m. I get an email announcing “RYAN DEISS IS FAKE!”

The Video Proof

It goes on to share a video blog about researchers uncovering secret truths about his existence. Some even point out false credentials from the University of Texas “calling the registrar and finding no such name on record.”

I knew it was April Fools Day, but I admit this one had me going, given the professional look and feel. And the extent of the effort. Well, sure enough, it was a prank. But what a great idea.

I haven’t seen his web hit rates today, but I’m guessing even his numbers are off the chart. Just brilliant.

Now, here’s my question to you. How do you feel about such a tactic? Pro or schmo? Leave a comment.

Here’s his LINK

#andyessir #business #leadership #blog #ceos #success #leadershipdevelopment