Category: Your Business

Throw the Wrench

Posted on by Carl Weber

Image by Steve Buissinne from Pixabay

It was the opening line of the email that caught my attention.

I don’t want to throw a wrench in this, but…

The accepted definition of this phrase or idiom “Throwing a Wrench into the Works” means to damage or change (something) in a way that ruins it or prevents it from working properly.

But that is not what was happening here.

They were not trying to damage or ruin the project.

Their wrench was an idea to improve the situation.

But sometimes the project is already moving forward, and we are afraid of Wrenches causing delay or disruption.

Sometimes we have invested in a strategy or direction, and we are afraid of Wrenches causing us to move or admit we may have to accept a sunk cost.

Sometimes the world has changed from when we started the initiative, and we are afraid of Wrenches causing us to start over and change course.

How about a new definition of what it means to Throw the Wrench.

To Throw the Wrench is to speak up and offer an alternative.

To Throw the Wrench is to express your reservation or concerns.

To Throw the Wrench is to help an organization from making a mistake (or further mistakes).

Maybe more than ever, we need you to Throw the Wrench.

As organizations, we need to listen to, learn from, foster, and encourage the Wrench Throwers.

We need the Wrench Throwers to speak up, offer ideas and alternatives, and let us know before we make large mistakes.

One idea to foster the kind of organization that encourages people to Throw that Wrench is to create a contest for the best Wrench Throw. How about prizes and a celebration of speaking up and offering alternatives.

My closing advice to all of you: Throw the Wrench.

Post Success Doubt

Posted on by Carl Weber

Image courtesy of free photos on pixabay.com

You did it. You made it. You accomplished that thing.

There were times you struggled, and times you had to press through adversity.

You created, edited, designed, wrote, sold, presented, leveled up, shipped…

There was a moment of success.

It felt good.

But other feelings try to displace the good.

The Post Success Doubt.

“Maybe you were just lucky this time.”

“Well that was okay, but it could have been better.”

And the worst one…

“That was success for you, but look at that other person and how much more successful they are.”

Suddenly those positives surrounding your success are overrun. The positives didn’t stand a chance against those invading thoughts.

So what can we do?

Know that this doubt exists. This doubt can arrive after the rush (and good feelings) of success. It is much easier to create a defense if you know the potential attack exists.

Learn to pause and document your success. For me I like to write down what it was and the outcome. This provides me with written evidence to combat the doubt. If nothing else, I point to the page and say “see.” Don’t let that doubt discount you and what you did.

Celebrate your success. We tend to move from project to project, from task to task without taking time to acknowledge and celebrate our success. It also helps to celebrate with someone close.

(Helpful tip to those listening to someone’s success: listen well with your face, focus on what they are saying, and celebrate with them. This is not a great time to switch to your things, or make suggestions on how they could have been better, or worse yet, don’t give them the whole, “you should be humble” speech. There is enough false humility conversations robbing folks of celebrating their success.)

Your success is real. It takes effort and risk to create and bring things into this world. Let’s not allow the Post Success Doubt to take away from your success.

If you need someone to celebrate your success, we are all here waiting to hear from you and we will celebrate together.

The Non-Discounted List

Posted on by Carl Weber

Image by StockSnap from Pixabay

It was a simple call. Connecting with a former colleague and young talented professional. Catching up on life, and moves, and kids, and the next. It was good to hear their voice.

As we discussed the next (the next chapter, the next adventure, the next role, the next possible career choice) the tone changed. What was normally enthusiasm and optimism took a sharp turn toward self doubt.

“I’m not really an expert or very good at any one thing. I am to sure what I have to offer.”

We talked a little more and came up with a plan, with homework of course.

The homework was to make a list of all the things they can do, or have done.

But not just any list. The non-discounted list. Brainstorming and writing down without limits or assuming that those experiences have no value.

The non-discounted list is NOT letting our mind, or our narrator discredit or take away from the things we have and can do.

The non-discounted list reminds us of all the experiences, training, and skills we have picked up along life’s journey.

The non-discounted list gives us hope for the future and the next.

We will connect again to review the non-discounted list. But in the interim, I’ve decided to make my list as well. A reminder of all the things that may add value, help others, and make a difference.

Sometimes we forget about all the skills we pick up along the way.

So today, maybe you should make a list. But not any old list. The non-discounted list of all that you can bring into the world. When you do make your list, I would love to read it.

The Weeds

Posted on by Carl Weber

(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

Posted on by Carl Weber

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.

Why do we do these things we do?

Posted on by Carl Weber

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.

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.)