Taking Initiative

(Image Courtesy of Pixabay.com)

The session is about conflict and learning their preferred styles and other styles.

The session ends with some group work and a case study.

The case study provides a scenario and context to apply what they just learned.

The scenario describes being partnered with a peer to organize and work on a project together. But, when they arrive at the meeting, the peer has already started the project and assigned work to other members of the team.

Participants are asked to describe what they would do.

The response to this scenario has ALWAYS been the same.

“I would confront this peer about moving forward without me.”

“I would address this peer’s behavior and establish some structure and boundaries so we are working together on this project.”

“I would talk to my boss about this peer and make sure our roles are clear.”

The response to this scenario has ALWAYS been the same.

The response to this scenario has ALWAYS been the same, until recently.

This group surprised me.

“I would thank the peer for taking initiative and ask them how I can help moving forward.”

“I would support this peer and see if they need me to take a more active role.”

They went on to explain their response.

“You see, I am super busy. And just because it didn’t work out perfectly, or not exactly what I had in mind, that is fine with me. I appreciate when someone takes initiative and gets things moving. I don’t always have to be in charge, sometimes I can play a support role for what is already in motion.”

Wow.

Let me say that again. Wow!

A much different response and view of someone else taking initiative.

A response that rewards action and doesn’t take things personally.

How many times do we see taking initiative as a threat?

How often does our ego get in the way of movement?

How often do we see negative things when there is something positive to be appreciated?

Maybe it is time for a new response to taking initiative.

Just because that project, that dinner, that event was not exactly what you had in mind, can we learn to appreciate those taking initiative instead?

Let me know if you struggle with others taking initiative and if you try taking this alternative view in your own world, workplace, household, or lives in the comments section.

The Weeds

(Image courtesy of Pixabay.com)

“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.

The Ownership Dilema

Commanding Driving Force

Ownership.

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.

A Changed Mind

It started out like any other goal setting session. One person was a little late. When they arrived, there was instant credibility as they entered the room. They took their seat at the head of the table.

Head of the Table.

Introductions. Head of the Table had done just about everything. They were in their mid to late 80s, held prestigious positions, made a difference, and created things. Decades of life and success.

Head of the Table. Decades of Life and Success.

The goal setting and strategic vision session began. Before too long, Head of the Table (before it was time) stated a clear and specific goal that set the stage. The goal was bold, big, and a little disruptive. You could see the goal pass through the group like a wave.

Head of the Table. Decades of Life and Success. Goal shared first, Setting the Stage.

The discussion keep moving and started to flow. There were other voices, other perspectives, other ideas. As the day progressed, there were more voices, more perspectives, more ideas.

Head of the Table. Decades of Life and Success. Goal shared first, Setting the Stage. Other Perspectives, other Ideas.

Then something happened. There was a shift. Head of the Table made another bold move, yet another surprise. Head of the Table announced that after hearing the other perspectives and the other viewpoints, their original idea was not as good, not as applicable, and not what the organization needed. They had a changed mind.

A Changed Mind.

The room energy got an immediate boost. Some of the more timid and less experienced participants (who had introduced the different ideas and perspectives) found their voice. Those voices began to participate with a new-found confidence as they felt able to share their vision of the new, the different, the better.

A Changed Mind. People finding their Voice.

As the day moved towards conclusion, the goals, the vision, and the plan started to take shape. Building a plan was not the exclusive thing built that day. Excitement was building for the new future and direction of the organization.

A Changed Mind. People finding their Voice. Building Excitement for the Future and Direction.

Thank you Head of the Table for leading the way, for staying engaged and active over so many decades, and for demonstrating to all of us the power, and impact of a Changed Mind.

#Worthless

When you work with people and companies, you hear a lot of stories.

Some stories leave you a little speechless.

They are young, talented, and are always working. I don’t mean they work a lot, I mean they are always working: weekends, nights, and vacations.

They feel a little overlooked.

They give their all, making personal sacrifices, and not getting any relief.

No real promotions, no real raises, no additional help.

They receive an increased pace, increased workload, and increased hours.

One day they are called into the leader’s office. They are told that the company sees them, and wants to invest in them. They have a future.

Hope returns.

They work harder, more hours, and more projects.

They are working on a particular project that takes a lot of time, energy, and focus.

They need to get this right.

They return to the leader’s office.

They make a case for more time, help, and assistance.

No additional assistance is given.

No investment is made in them, just a simple statement.

“You know, none of this matters anyway. No one reads this stuff.”

Worthless.

They have been told and reminded of their value.

All the hours.

All the time.

All the sacrifices.

Worthless.

It should come as no surprise, that this company is struggling with high turn-over and a toxic culture.

Ironically they are trying so hard to bring value to those outside of the company, that they forgot about the value on the inside.

What message are you sending?

Do your people feel valued or Worthless?

Does your company have a high turn-over rate? Are you driving hard for results and forgetting something along the way? Does your culture promote appreciation and value, or do people feel Worthless?

If you or your company are struggling with conveying value, contact me today.

Let’s send a better message.

Rocks in the Canoe

(Image Courtesy of Imagekind)

We either build or inherit organizations. Either we started it from scratch, or we came into the organization once formed.

The organization is intended to move forward, presumably in an efficient, smooth, and relatively safe way: Like a Canoe. (Work with me here.)

You want your Canoe (organization) to get to the destination with ease of effort and maybe even enjoyment along the way.

You are trying to paddle your Canoe forward.

You are probably good at watching for rocks outside of your Canoe.

But there is a problem.

There is resistance.

Things are sluggish.

Instead of focusing outside, you look inside.

There are Rocks in the Canoe.

Some Rocks in the Canoe are employees who are not buying into the change of direction, strategy, or approach.

Some Rocks in the Canoe are rules and procedures that are working against your customers.

Some Rocks in the Canoe are having the wrong people doing the wrong jobs.

Some Rocks in the Canoe are distractions and procrastinations that move us away from our goals.

You didn’t notice it at first. Slowly those Rocks in the Canoe began to add up.

Maybe you have been spending so much time focusing on avoiding the rocks in the river, that you failed to notice the Rocks in the Canoe.

Your Canoe is heavy and weighed down.

Your Canoe is slow and sluggish.

Your Canoe is hovering dangerously close to the waterline.

Can you see the Rocks in the Canoe now?

The Rocks in the Canoe didn’t get there all at once. Some rocks started as pebbles, and seemed to grow over time. Some rocks were there when you first got into your Canoe, and you may not have noticed.

The Rocks in the Canoe need to go.

But, your Canoe may not respond well to quick motion and disruption.

Your Canoe may be a little wobbly.

It is important to keep your balance and not overturn or sink while removing the Rocks in the Canoe.

If you stand up and immediately start throwing rocks, you may tip over or crash.

Maybe we can learn from how the Rocks in the Canoe got there in the first place.

The rocks didn’t show up all at once, and our job is the methodically remove the Rocks in the Canoe.

Imagine what your Canoe could do if it wasn’t so weighed down.

P.S. Don’t be afraid of your competition picking up your rocks. If they want to put your rocks in their Canoe, let them. As you are moving quickly forward, they may be slowing down and not even realizing the cause.

The Leadership Crockpot

crockpot-step-1

(Images courtesy of Family Fresh Meals)

“Leadership is a lot like cooking in a crockpot.”

“What do you mean?”

“You put all these little things together, but it takes time for them to connect and combine. Eventually you have something.”

The Leadership Recipe is not a quick stir fry.

You don’t become a great leader by reading one book.

You don’t become a great leader by applying one principle.

You don’t become a great leader by learning a little about yourself.

You don’t become a great leader because you own a business.

You don’t become a great leader when you have people to supervise.

crockpot-step-2

Leadership is a long slow process.

Becoming a great leader is the result of many individual items, when combined over time creates something new.

Below is a partial Leadership ingredient list:

  1. Continual reflection on your style: when does it work, and when does it need to be modified.
  2. BPTT even when, or especially when you are busy.
  3. Overcoming Fear and overcoming Fear.
  4. Combating your Narrator.
  5. Understanding differences between people.
  6. Daily discipline.

crockpot-step-3

As these items simmer, you add a few more.

Eventually you have something.

But unlike soup, the Leadership Recipe continually requires additional ingredients.

A dash of understanding.

A pinch of flexibility.

A little spice – to make it interesting.

A healthy few cups of feedback.

Do you want to be a great leader?

Be prepared for a lifetime in the Leadership Crockpot.

P.S. Leave a comment on the key ingredients in your Leadership Crockpot.