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“They said I was too expensive.”
In the world of consulting, coaching, helping, serving, and assisting others you are going to be rejected.
People reach out, they need help.
You carefully craft a plan, program, event, or system.
You send that thing you created into the world.
You may or may not hear from them right away.
Sometimes they say No.
Sometimes they blame the price.
“It was too expensive. It was too costly.”
The first temptation is to lower your cost. “Did I charge too much?”
But your time, your talents, your efforts are valuable.
There is some truth to what they said.
It was going to cost them.
The cost of being accountable.
The cost of stretching beyond their normal pattern or rut.
The cost of doing the hard work, over and over again until they get results.
The cost of making sacrifices to change their current situation.
Maybe they were not ready because the cost was too high.
Rejection can be hard.
Don’t give up.
Keep consulting, coaching, helping, serving, and assisting others.
Keep creating plans, programs, events, and systems.
Your tribe, your group, and your people know that the change they desire will be expensive and it will be costly. They also recognize the true cost is their sacrifice and hard work, and they are willing to pay that price.
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“You’ve got to stay out of the weeds.”
Leaders are told all the time to stay out of the weeds.
The more senior the position the more we hear this advice, and these words about the weeds.
“Let’s stay up at a 30,000 or 40,000 foot view on this issue.”
Then the advice switches to altitude and taking a big picture view.
Simple advice: stay out of the details and keep your distance.
This weed/altitude advice attempts to keep us from micromanaging the operation.
But over time, this weed/altitude advice keep removes us from the action.
Ironically, when we stay “out of the weeds” too long, weeds start to sprout, root, and take hold in our organizations.
Weeds of poor customer service.
Weeds of missed deadlines.
Weeds of a culture not focused on deliverables.
Weeds of excuses and justifying the lack of results.
We may need more balanced advice.
Sometimes get in the weeds and stay close to the action.
Sometimes you need to get your hands dirty. You need to get in the dirt and pluck weeds.
When should you get in the weeds?
When a pattern of customer complaints emerges?
When deadlines are missed?
When more time is spent justifying than solving?
Maybe regularly enough before patterns of complaints and lack of results can take root.
Gardens need regular weeding. Our organizations need regular weeding too.
If you don’t spend time in the weeds, those weeds may be the thing that chokes out your organization. Weeds make us vulnerable to losing market share, customers, and good employees.
Balancing time in the weeds and big picture thinking time will have to be a topic for another day. But for now, if you have been up at 30,000 or 40,000 feet and removed from the action; walk around, get close, and look for weeds. And when you find weeds, get rid of them.
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Autopilot can be great. As this Wired Article explains, Autopilot and the Flight Management Systems (FMS) are trying to help remove human error and allow for savings (two cockpit crew members instead of three). Autopilot also seems to help with the monotony of flying and helps calculate the most efficient route.
But there is an Autopilot Problem. The more pilots rely on Autopilot, the less they are actually flying. The essential skills needed to react to an emergency may have atrophied when those skills are needed most. Less time spent flying is less time honing and retaining essential skills.
But the Autopilot Problem is not exclusive to flying.
We have lots of things in our lives that run on Autopilot:
Jobs, Relationships, Various Roles, Parenting, Families, and Friendships.
Many parts of our lives, including our roles and interactions with others may be on Autopilot.
Sort of a Life Autopilot.
Sometimes this Life Autopilot is the result of past success or accomplishment and gives us a chance to rest and enjoy our achievements. This Life Autopilot is great when there are clear skies and perfect conditions.
We cannot use Life Autopilot all the time.
By relying on Life Autopilot, we may have lost some of the essential skills needed to survive the next storm.
Have we lost some of our skills in our jobs, relationships, and roles? Has Life Autopilot been on for too long?
Are we still good at being a leader, boss, employee, manager, partner, parent, or friend? Is the workday, the job, our connections and relationships, or our world just moving along without our active and deliberate input? Are our skills, and relationships as sharp as they once were?
Maybe it is time to switch off the Life Autopilot periodically to ensure we can still fly (preferably before the next storm hits).
I notice patterns.
Good patterns, and bad ones.
Recently I noticed a pattern of how often I can frustrate others when we work together.
I noticed a pattern of people around me defaulting to doing things my way, or pausing before taking action to see how I want it done.
I also noticed a pattern of how often I interject how I want things done a certain way when they start to take action.
And there is another pattern.
I noticed a pattern in my solitary projects.
I noticed a pattern of demanding perfection in my own work.
I noticed a pattern of self-criticism for any mistakes.
The other day while running with a close friend we talked about these patterns.
“I’m not trying to create such a high standard for those around me. I want them to be able to do things their way.”
The run continued. The next question exposed the underlying pattern.
“What is it like for You to work with You?”
A brutal pattern.
A pattern of unrealistic demand for perfection with no grace.
I had never considered what it was like for Me to work with Me.
My mind scanned the various projects over the years.
I still see the flaws, the imperfections, and the issues.
I also saw the list of unfinished projects, and those projects never started.
Working with me was so daunting that I stopped various projects and there were others that I could not bring myself to start.
“Maybe you need to learn to be kind to yourself first.”
The last pattern.
The pattern of fooling myself.
The pattern of fooling myself into believing that I could hold myself to a standard of perfections, but I could show kindness, grace, and flexibility to others.
But they saw the pattern.
They saw how I treated myself.
They knew they would be treated the same way.
It was time to be honest.
I don’t like working with me.
I’m too harsh, too demanding, too intolerant of mistakes.
I’m the reason why others are frustrated, defaulting to my way, or not taking action.
Where do I go from here?
I need a new pattern.
A new pattern of being kind to myself.
A new pattern of allowing reasonable standards, grace for mistakes, and progress over perfection.
Isn’t it funny how often we assume the pattern is outside of us?
What is it like for You to work with You?
How could a little self-kindness change your patterns?
P.S. Thanks for your patience in this long blog post drought. I’m working on a new website, but working with me as been rough and getting in the way of making progress. More details soon, but thank you again for reading and sharing these posts.
We are born into small tribes. Each tribe has its own rules, and its own standards. These standards shape the tribe, and set expectations of the members. These standards aren’t usually written down, but they shape who we are and who we become.
Tribes like it when we follow the standards. When we don’t follow, we are compared to those standards and found lacking. When we try to follow new, different, or better standards, the tribe reacts harshly by enforcing the old standards. The comparison continues, we feel “less than” and out-of-place.
But our original tribe is not the only tribe we have. We find and join other tribes as we progress through life and we develop relationships along the way. But these new tribes have standards as well.
The tribe comparison continues and there are more and more standards to be measured against.
But many times we are different. We don’t seem to fit exactly within the tribes, both the original one, and the new ones. We used to fit in the tribe, but something happens when we start to grow, make progress or improve. We start to move beyond the standards of the old tribe, and many tribes feel progress as a threat and they enforce the old standard.
Sometimes the standard enforcement comes as questions. But they are not really questions, they are an attempt to enforce the standards of the Tribe.
“Why are you different?”
“Who do you think you are?”
“Do you think you are better than us?”
“Why are you eating (or not eating) that?”
“Why are you not drinking?”
“Why are you considering college?”
“Why are you asking so many questions?”
“Why are you setting those goals?”
“Why aren’t you just happy with what you have?”
“Why would you go back to school?”
Your improvement can be seen a judgement or enforcing a standard on them, and that makes the tribe very insecure.
These tribes and standards also develop in our workplaces. There are standards to meet, and new-comers are expected to keep their head down, and follow along. Any lack of conformity is met with the standard tribe messaging.
“This is the way we have always done it.”
“We have tried that before.”
“Those new ideas won’t go anywhere.”
“Don’t make waves.”
But in our workplaces, we still want to achieve, to grow, and develop so we try new and creative approaches. That is when the tribe may go on the offensive to shut us down. Again our efforts invoke tribe insecurity.
“He is always changing things, it wastes our time.”
“She spends so much time on how it looks, it makes our stuff look bad.”
“He should just focus on his job, and stay in his lane.”
“She is an annoying perfectionist overachiever.”*
*Note: This was actually said yesterday in a meeting. Tribe insecurity and enforcement of standards is real and can be raw in its application and cause ripple effects in our organizations and cause harm to our most talented people. If you listen, you can hear the tribe standards being applied in meetings and conversations designed to shame and quell initiative and achievement.
(Take a minute and let that last one sink in. Imagine that you were in a group meeting in your organization, and just before you shared with the group, those words were used against you. How do you feel? How is your motivation? How is your creativity? How is your connection to the organization?)
It makes sense that the original tribe might act this way, but even these new tribes don’t like rebels. So the tribes begin to compare us to the standard, and we compare ourselves to that standard.
When we compare ourselves or others compare us to some standard that we are not meeting, we may assume there is something wrong with us, and we try harder to fit in.
But what if the tribe standard is wrong?
Tribes do not like it when you question the standard.
So the comparison against the tribe’s standard continues.
We feel like we are wrong-sized, that we don’t fit, and maybe there is something wrong with us.
But maybe the tribe we were born into, or the tribes we find ourselves in as just simply the wrong tribes for us. Maybe we are not the problem.
We need to find the tribes, filled with people who are more consistent with where we are and where we are going.
Too healthy? Not for the healthy tribes.
Too intellectual? Not for the intellectual tribes.
Too strong? Not for the strong tribes.
Too creative? Not for the creative tribes.
Too driven? Not for the driven tribes.
Too emotional? Not for the emotional tribes.
Maybe comparing ourselves to lessor things, lessor tribe standards, is what makes us feel inadequate or wrong-sized.
Maybe we are not wrong.
Maybe when we find the right tribes, we find the right standards and we can just be ourselves.
It was almost the same day.
Three separate conversations.
Three inspiring people.
One common theme: the distorted lens.
The distorted lens is similar to the Hubble’s Mirror Problem that resulted in distorted and out of focus images, but in this case the distorted and out of focus images were how each of these people viewed themselves.
The distorted lens is subtle, because you can still see yourself. Like Hubble’s problem, the flaw is so slight and happens so early that it may go unnoticed. Unnoticed until someone else looks through the distorted lens. Images that were supposed to be accurate and clear are blurry and fuzzy. That is when we find the problem.
The distorted lens convinced one of these people that they were incompetent, instead of realizing that their prior job was just the wrong behavioral fit.
The distorted lens continually interferes with another’s ability to see themselves as inspiring to others despite their accomplishments and people gravitating towards them to be coached/trained.
The distorted lens downplays the impact that the third person is having on others in their workplace, and caused real surprise that they were voted MVP amongst their peers for the positive influence they have on others, both personally and professionally.
All three of these conversations illustrate how the distorted lens interferes with our ability to view the impact we have on others, and how others view us.
The distorted lens is flawed for a host of reasons, one of which is our own fears, insecurities, Our Narrator, and baggage. The distorted lens tries for force us to view today through our past failures, struggles, and pain as if those events disqualified us, instead of making us who we are today.
The bad news: the more I work with amazing and talented people, the more I realize the distorted lens is pretty universal.
The good news: like an optometrist who can measure your eye’s distortion and prescribe corrective lenses, we have a few tools to measure the distorted lens of your own self-view.
Measuring your “Sense of Self” is the first step. We can see if the distorted lens is slightly off, or requires more assistance. Since you have been viewing your life through the distorted lens for so long, you may not even notice how blurry and out of focus life has become.
If you need help with the distorted lens, reach out and contact us. We are happy to help fit you for some “corrective lenses” or at least help you understand the level of distortion.
If nothing else, remember that the distorted lens is out there, and the next time you are tempted to view yourself in a negative light, or discount your achievements, pause for a moment and ask yourself,
“What if my view is through the distorted lens?”
You hear the term in organizations.
We want people in our organizations to have more Ownership.
Ownership of their work, their deliverables, their customers.
We want Ownership of new initiatives, projects, and ideas.
Ownership means taking the responsibility and leadership to create something and move it forward.
But there is another side of Ownership.
Ownership can mean holding on so tightly that others are not allowed to participate.
Ownership can mean simple edits or suggestions cause an overreaction and are rejected.
Ownership can create narrowly crafted solutions that didn’t consider other needs and perspectives.
These two sides of Ownership create the Ownership Dilemma.
Ownership can stem from the need to control.
But Ownership will take control when needed and move the project forward.
Ownership can stem from the need for power, status, and recognition.
But Ownership is not afraid to step into positional authority and lead.
Ownership can be ego-centric, not letting others views or ideas into the mix.
But Ownership takes pride in their accomplishments and achievements.
The Ownership Dilemma can disrupt your organization, and we have a few tools that can help.
One way to measure Ownership is through an assessment of “driving forces” or what motivates us. One area measured is “Commanding.” This “Commanding” score can identify for you and your employees the healthy levels of Ownership, or if Ownership may become too overbearing and controlling. We can also learn where Ownership is under-developed and how your team can work to improve their Ownership of their work, projects, and customers.
Are you struggling with the Ownership Dilemma with your team? Are you wondering why your Ownership seems to manifest as control? Are you hiring and wrestling with getting the right fit and the right level of Ownership?
Understanding your own style, and your collective team styles can help you move past the Ownership Dilemma, to a healthy level of ownership. We are here to help, contact us today about how we can help you and your team better understand their styles, including their level of Ownership.
We start businesses when we already have a job and a full plate.
We go back to school while juggling work, life, and home.
We write stories, and more stories, and sometimes books.
We get other certifications and trainings.
We side hustle on our side hustle.
We quit our jobs and become free agents.
We purchase a second business.
We leave the security of a familiar place to start fresh.
We move on to our second careers.
We move on to our third careers.
Why do we do these things we do?
It would be so easy to stay comfortable.
It would be so easy to stay put.
It would be so easy to stay.
But, we don’t stay.
We move forward on our secret dreams.
We move forward on the next idea.
We move forward on that next goal.
Why do we do these things we do?
There is a small voice that says, “What if?”
There is something that keeps us moving.
There is something that reminds us to try.
Moving, leaving, starting, and trying seems to be part of us.
Why do we do these things we do?
I am not entirely sure, but let’s keep doing these things we do.
(Sorry for the hiatus, but we are on the move again.)
We make plans all the time.
One of best parts of coaching is helping leaders, organizations, and people make and carry out plans.
Over the years, I have noticed two distinct types of plans.
Plan type one is the safe bet. Rooted in “reality” this plan type is achievable with a little stretch, but when you dig this plan is the result of future fears, doubts, and concerns.
“You gotta be careful, we are not sure what things will be like next year. What if the business takes a downturn? What if this doesn’t work?”
I nicknamed Plan type one, the Hopeless Plan.
The Hopeless Plan starts with a laundry list of what can go wrong and assumes that all prior time not completely focused on this direction has been a complete waste of time, and there may not be enough time to try anything new or risky.
“I am too old, and should have started this a long time ago if I really wanted to do this…”
The Hopeless Plan acts like a constricting funnel of all good, cool, and creative ideas, and severely limits what seems possible.
But we have to give The Hopeless Plan a little credit since it does result in small achievements or progress.
But there is another plan type.
Plan type two acknowledges the present reality, but does not allow the same limitation.
I nicknamed plan type two: A Hope-Filled Plan.
A Hope-Filled Plan acts like an amplifier taking the history, the experience, and current resources, combining them into a vision of the future that seems larger, possible, and exciting.
A Hope-Filled Plan is risky, interesting, and requires you to keep moving.
A Hope-Filled Plan allows you to dream and see beyond the present circumstances.
Recent examples of A Hope-Filled Plan include:
Plans are good.
Plans help you achieve your goals.
But choose your plan type carefully.
A Hope-Filled Plan may be what you really need and deserve.
Sometimes we gravitate towards people who are similar to us, or have had similar experience.
They have “walked in our shoes” and we assume they understand us, our issues, and our struggles.
This gravitational pull becomes stronger during training or workshops when you ask people to break into small groups. The same industries, positions, and titles want to talk to others with similar positions in similar industries with similar titles.
To disrupt this tendency during a recent day-long workshop on Coaching, we encouraged each person to find someone radically different from their industry, position, or title. These pairs would practice coaching each other through a current struggle or challenge.
After a few awkward moments, the partners found each other and began to coach each other through the framework we provided. We emphasized that the right coaching framework allows you to help others despite not being a subject-matter expert in their field. (The beauty and the risk of interactive training is you get to see first-hand whether or not your ideas and concepts really work. Sometimes you brace yourself for potential failure.)
We were about to see this coaching concept tested with one particular pair that were so radically different (law enforcement and water treatment) that we paid close attention to their progress.
During the debrief, we heard from those being coached, and the practicing coaches.
We waited to hear from our radically different pair.
“You know, I was a little hesitant at first. I thought, how could they know anything about what I do? But it was the Outsider Perspective that made me look at this in a way I never considered.”
The Outsider Perspective isn’t immersed in our world, so they ask hard questions (they don’t know what they are not supposed to ask).
The Outsider Perspective isn’t bound by our perceived limitations, so they offer insight into potential solutions.
The Outsider Perspective is looking at your issue, problem or challenge with a fresh point of view.
The Outsider Perspective can challenge your assumptions and your bias.
The Outsider Perspective may be exactly what we need.