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Decide: We’ve Got it All Backwards

by Ron

I’ve learned this concept from Chris McGoff. In his book, The Primes: How Any Group Can Solve Any Problem, Chris lays out numerous frameworks on how teams work. One of the most powerful for me and many of my teams is understanding the meaning of the word “Decide.”

I’m not trying to be morbid here, but what do the following words have in common?: pesticide, homicide, suicide, genocide? They all end in “cide.” In Latin, the word means kill, killer, murderer, to cause death. One of my clients who was a Latin student said there was even an indication of public execution—to put to death publicly.

So, if we go back to our word decide, it doesn’t mean to figure out what to do, it means to figure out what to kill.

If leaders and teams would actually start killing off the options or directions they’ve decided not to pursue, a great amount of resources could be saved and redirected toward the chosen path.

When you must decide, figure out what you’re going to kill and publicly execute it.

Image Source: Brandon Doran

Image Source: Brandon Doran

All too often, we decide what we’re going to do and we muster the resources to pursue that option. But no one tells the many people down through the organization what to stop doing. And in fact, there’s lots of momentum in the life of the organization for people to continue doing what they’ve been doing over the last several months or years. If you don’t publicly execute that work, they’ll naturally continue to do it.

As I was working through this concept with one of my clients, one team member said, “But we’re really good at prioritizing our work.” And she was right. The organization was really good at knowing which issues should receive top priority and the most resources. But as we continued to pursue the concept, it became painfully obvious how many resources were being applied to extremely low priority items. In fact, by deciding to kill off those low priority items it was astounding how many resources would be freed up to concentrate on the things that really need to be accomplished.

When faced with a team or leadership decision, decide what to kill and then publicly execute it and you’ll be amazed at how many more resources you have available to pursue the path of success.

Why do we have such a hard time killing off projects, initiative, lines of work or almost anything that people have been dedicating their time to? I can think of several reasons but what’s your experience? Share with us.

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Have We Decided Yet? Probably Not!

by Ron
Image Source: Garrett Coakley, Creative Commons

Image Source: Garrett Coakley, Creative Commons

One of my clients (thanks Mindy) recently introduced me to a book called The Primes: How Any Group Can Solve Any Problem by Chris McGoff. While I’ve found several useful concepts in the book one of the most powerful is the definition of the word “decide.” Notice the make-up of the word: De-Cide.

What do the words pesticide, homicide, fungicide have in common? They (and many others) all end in “cide.” The – cide ending originates from the Latin word caedere meaning to kill. It concerns death, destruction, extermination and deliberate killing. There is even a public execution connotation to the word meaning “to put to death.”

In our corporate world we’ve mistakenly come to believe that when we decide, we’re making a decision about what “to do.” But when we decide what to do, we never decide what to stop. It’s a little bit like the overwhelming morass that our governments have gotten into; every year our legislatures add more and more laws to the books, they just never kill any and so our laws and regulations have become so voluminous we can hardly act freely any more. In our corporate life when we continually decide what to do and seldom decide what to stop doing we spread our precious resources thinner and thinner.

See if you can make this shift with your team. When faced with a decision, spend more time figuring out which alternative you are going to kill. Figure out the consequences of killing that particular option. You’ll notice some deep seated attachment and engagement that you never uncovered when you were decide which alternative to “do.” There will be many people in your organization that may have spent many years honing their skills performing the alternative that you’re about to kill. How do you think they’ll react? They’ll do everything they can to preserve their job and skill set. They’ll do it overtly. They’ll do it covertly. But this is exactly what happens when you decide what to “do” versus what to kill. While the priorities have shifted to the more important task that you decided to “do”, nobody told the people doing the other alternative to stop or shift their resources to the higher priority item or to cut their project to the bare essentials. Thus, we are constantly looking for resources to accomplish all of the high priority items and we create work forces that feel overwhelmed and over extended.

Instead, try deciding. Try deciding what to kill. Try dealing with the fall out and consequences of telling people that we’re no longer doing that activity or project. Help them get reassigned, retrained, more engaged in the activities that you’re not killing.

Maybe you’re very good at prioritizing your work. However, when you prioritize your list of 30 activities rather than deciding which ones to kill, you will still have a huge amount of resources working on priorities 16-30. If you will decide, you’ll notice that you have more than enough resources to accomplish the top 15 priorities.

Start de-ciding! You’ll find yourself and your company suddenly much more productive.

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BlogCulture

Heeeeere’s Johnny!

by Ron Potter

I’ve recently noticed there are Johnny Carson reruns from his old “Tonight” show on one of the networks.  I always considered Carson the best night-time TV host so I began to watch a few.  Overall, I have not been disappointed.

Humility

While I’m sure that Johnny Carson had a reasonably big ego, it seemed that he treated every guest with equal respect and humility.  It didn’t make any difference if the person was the hottest movie star of the day or had just won a contest for catching gumdrops in their mouth.  The person had accomplished something and Carson respected them for it.  He would often join the person on stage and attempt to duplicate their effort almost always failing miserably.  Once again to demonstrate their accomplishment and respect them for it.

Monologue

But the real topic of this blog is listening!  Elizabeth Bernstein wrote an article for the Wall Street Journal titled No One is Listening?  Maybe You’re the Problem.

I’ve written several times about listening with the intent to understand vs. listening with the intent to respond.  Many of our communication problems happen because we’re preparing our response rather than trying to listen and understand what the other person is saying.

But Ms. Bernstien made one point in the article that many talkers engage in monologue rather than dialogue.

Carson always started his show with a monologue.  While he certainly was listening to the audience for clues about how funny his statement was, he simply went on with the rest of his monologue just as he had written and practiced it.

The WSJ article said “Often talkers engage in a monologue rather than a dialogue.  They drone on and ignore the listener’s clues that he or she is disengaged.”

They’re speaking in a monologue while seemingly engaged in a dialogue.  And then rate the “listener” poorly for not being engaged.

Dialogue

But once Johnny had a guest sitting across the desk from him, he seemed to fully switch to a dialogue.  He listened.  He made eye contact.  He asked open-ended questions.  He encouraged the other person to elaborate.

Let’s examine the word Dialogue for a minute.  I have observed teams that use:

  • Debate
  • Discussion
  • Dialogue (although very few understand or have been taught what it means to dialogue)

Debate

Many of you have been on debate teams in high school or college.  If you’ll recall, you were often given positions on a topic that you may not have even believed.  But you still had to debate and in fact, were graded on your debating skills whether you believed in the topic or not.  The goal of the debate was to “win.”  If your goal in a team meeting or engaging with another person is to win the debate, you may actually accomplish the goal but over time will be ignored and shunned for your lack of dialogue abilities.

Discussion

Most teams will tell me that they’ve learned the negative aspects of debating and have avoided them by making sure the team is having a good discussion.  While their intentions and often their actions are good, they don’t really know the root of the word discussion.  The word discussion has the same root as percussion.  I played in the percussion section in my high school band.  When we were out marching in a parade or other pageantry, I played the snare drum and my job was to play it as loud as possible to help the band stay in order and be heard over the crowd.  All too often, teams turn to discussion where the loudest person wins through sheer force and percussion.

Dialogue

Dialogue has a pattern that will help a team reach a unified position.  There is much to be learned about dialogue and it can be modified to the team’s particular needs but in general, follows this pattern:

  • Boil the issue down to two positions so that you can decide (eliminate one of the options)
  • Once down to two positions, dialogue them one at a time.
    • This means that for a period of time “everyone” on the team is on the same side to help lead the position to great success.
  • Once each position has been dialogued, decide.  Eliminate one position and put all the team’s energy into the chosen position.  It’s amazing how quickly one position can be reached when the debate and discussion are removed from the process.  It’s also amazing how powerful one position can become when everyone is behind its success.

Heeeeere’s Johnny!

Treat each other with respect!

Treat each topic and position with dignity!

Get the entire team on the same page!

You’ll experience power and speed beyond what you imagined possible.

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BlogLeadership

Wasting Time

by Ron Potter

This concept was brought to me by my favorite author, Shane Parrish, through his farnamstreetblog.com.

It’s a review of the book “How to Live on 24 Hours a Day” by Arnold Bennett.

While I believe this fits into today’s issues, Bennett wrote this book in 1910.

This is one of the things written about in 1910:

The 1910s were a time of great change in American industry. The managerial side of industry was growing and American corporations were reorganizing and becoming more efficient. Technology was available to make corporations run more smoothly and increase production.

A few of the things happening in 2020:

The 2020s are a time of great change in American industry. The managerial side of industry is shrinking and American corporations are being forced to reorganize and become more efficient. Technology is available to make corporations run more smoothly, increase productivity, and help teams run virtually.

What are you doing with your time?

Shane pulls out a few quotes from Bennett’s book.

You cannot draw on the future. Impossible to get into debt! You can only waste the passing moment. You cannot waste tomorrow, it is kept from you.

Remember: You have to live on this 24 hours of time. Out of it you have to spin health, pleasure, money, content, respect and the evolution of your immortal soul. It’s right use…is a matter of the highest urgency.

So, what are you doing with your time?

One of our blogs a couple of weeks ago included the following quote:

Executives who were bracing for a months-long disruption are now thinking in terms of years. Their job has changed from riding it out to reinventing.

Reinventing

Our work-life is changing.  You may have been “bracing for a months-long disruption” to your work life.  But now we’re starting to think in terms of years, or maybe even forever.

How are you spending your time?  Another quote that Shane pulls from Bennett’s book says:

Newspapers are full of articles explaining how to live on such-and-such a sum…but I have never seen an essay ‘how to live on 24 hours a day.’ Yet it has been said that time is money. That proverb understates the case. Time is a great deal more than money. If you have time, you can obtain money-usually. But…you cannot buy yourself a minute more time.

You cannot buy yourself a minute more time!  Bennett makes another statement:

The supply of time is truly a daily miracle. You wake up in the morning and lo! your purse is magically filled with 24 hours of the unmanufactured tissue of the universe of your life! It is yours.

It’s a miracle!  Every day you wake up with a new 24 hours that are yours!

Don’t Waste Time

Even though you have a new 24 hours every day, the time that you waste will never be recovered.  Again, Bennett says:

You have to live on this 24 hours of time. Out of it you have to spin health, pleasure, money, content, respect and the evolution of your immortal soul. It’s right use…is a matter of the highest urgency.

Do you put the highest urgency on your time?

Don’t Be Busy

I’m not talking about being “busy.”  I was once told that the word ‘busy’ is represented by two symbols in the Japanese language.  The first symbol represents “people.”  The second symbol represents “destroyer.”  Therefore, a translation of the Japanese symbols for busy is “people-destroyer.”

Being busy is not productive.  Consciously deciding what to do with the time that we have is productive.  In fact, the word “decide” means to consciously figure out what not to do.

Don’t be busy.  Decide what you are not going to spend your time on and then consciously spend it on the things that are important. Those things should include (but not be limited to):

  • Health
  • Pleasure
  • Family
  • Your immortal soul
  • Reinventing yourself

Reinvent Yourself

Just don’t be busy!  Reinvent yourself!

Bennett says “You can turn over a new leaf every hour if you choose.”

We all have excuses for not taking the time to reinvent ourselves.

  • Too Young – not enough experience
  • Too Old – can’t change my habits
  • Too Poor – no resources available
  • Too Rich – need to “protect” the wealth
  • Too Secure – if I change I might fail.  I’ll lose my security

What’s your excuse for not reinventing yourself?  Believe me, the world is moving much too fast not to reinvent yourself!

My father’s generation didn’t have the urgency.  The country was rebuilding after WWII and he was riding the wave.

My generation has needed to reinvent a few times.  I went from engineer to micro-computer entrepreneur to executive coach/consultant to animator.

My kid’s generations have moved even faster as the world changes around them.

My oldest grandson graduated from high school this year and I’m already watching him reinvent himself as he goes.

Time is Limited

24 new hours a day is a great gift.  But it’s easy to waste 10 minutes here or 2 hours there.  Its right use is the highest urgency.

Don’t be busy.  Reinvent yourself.

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BlogLeadership

Perspective

by Ron Potter

We’ve talked a lot about perspective lately.  Then I saw a short video by Barry Hall II.  I thought it was great and decided to make this a short blog by sharing.

Barry started with a video of a person spray painting some graffiti on a building that said

 

Just Do Nothing

That’s often a perspective that people take.  They think “If I ignore it, it will go away.  Just do nothing.”

Problems don’t go away.  Innovation doesn’t happen.  Nothing good comes from a perspective of “Just do nothing.”

His next frame was another person painting more graffiti on the wall around the corner that says

 

It is Impossible

Of all the possible perspectives, I may have seen this one the most often.  It’s just not possible.  If this is your perspective than there is no reason to try.  There is no reason to search for alternative perspectives.  Innovation will never happen.  It’s more than being difficult, it’s the belief that it’s impossible.

His final frame steps back at an angle so that both walls can be seen at the same time (an entirely new perspective).  Now the viewer sees a much different message than was provided by the first two sketches.

 

 

Just Do It, Nothing is Impossible

Step back, take a look at your situation from a different perspective and new possibilities might be seen.

The next time you’re faced with a difficult situation, listen.  What are you hearing?

  • Just Do Nothing
  • It is Impossible

More importantly, don’t just listen to voices outside your own head.  Pay attention to what you’re saying to yourself.  Do you start with Do Nothing or It’s Impossible?  It’s OK that we start there.  I think it’s part of our human nature.  But don’t leave it there!

Start thinking about how you could do things differently.  What perspective would be entirely new?

There are a few books that can help on this front.

Just do it, nothing is impossible.

 

 

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Riding it Out or Reinventing

by Ron Potter

“U.S. Companies Lose Hope for Quick Rebound From Covid-19”  This was a headline in the Wall Street Journal the other day.  Buried in the body of the article was the statement, “Executives who were bracing for a months-long disruption are now thinking in terms of years. Their job has changed from riding it out to reinventing.”  On the same day (unrelated to the WSJ article) this cartoon appeared

I thought the cartoon was very appropriate because I’ve seen so many companies in my consulting career say they’re innovative but act like the cartoon.

Leaders Support Innovation

Leaders are not usually the innovators!  Good leaders support the innovators on their teams.

Let’s take a look at how innovation happens from a Team Leadership Culture framework.

Team Innovation

Team innovation can be the most difficult to pull off but at the same time the most rewarding as well.  However, it does take a few prerequisites for it to work.

Team Size

Many studies have determined that the best size of a decision-making team is seven, plus or minus two.

Once you get above nine people on a team, the ability to reach commitment on any given topic is greatly diminished.  There are just too many factions possible with 10+ people.

If you have fewer than five team members, it’s too easy for the team to form factions of three people vs. one person.  Even though that one person may have the most innovative idea, they will feel outnumbered and it’s too easy for the faction of three to treat them as an outlier or put pressure on them to go along with the majority.

Either way, the dynamics may be killing the innovation.

Keep decision-making teams to seven people, plus or minus two.

Team Attributes

TREC is the outline that brings the right attributes to an innovative team.

Truth.  Being able to speak the truth to each other without fear of reprisal is necessary for innovative teams.

Respect.  Each team member must be self-aware enough to know that their perspective is only a perspective.  It is not “the truth”.  It is not the only way of looking at an issue.  It’s only their perspective and each member has a valid perspective.  If the team trusts that all perspectives are valid, innovation is more likely to happen.

Elegance.   Coming up with an innovative solution that is also elegant (simple, understandable, actionable) is the best solution.

Commitment.  If the team is able to share the truth with respect, commitment can happen.  Even if your perspective was different (or even opposing) to the final direction, commitment means that no matter what, you express your commitment to the solution.  You’re able to do this because you were a member of the team that took all the perspectives into account and “committed” to a team solution.

Team Dynamics

If innovation is the goal, team dynamics becomes extremely important.  Teams have been conditioned to come together for a given amount of time (usually an hour), encouraged to follow the agenda, and finally, make decisions depending on the discussion or reports.  This feels very structured and efficient.  It’s just not good for innovation.

Innovative teams have a different dynamic.

  • They will start as a whole team to discuss the areas of possible innovation.
  • All the perspectives are shared, at least in an outline form.
  • The team then breaks up into smaller teams.  These can be as small as two individuals but should never be larger than three.
  • Deep Work is required.  Deep Work requires spending distraction-free time on the topic, pushing your cognitive capabilities to the limit.
  • Return to the full team with this new Deep Work perspective to hear what we’re learning and then discuss directions we could possibly head.
  • Rinse and Repeat.  Continue this large team, small team (maybe different small teams with each iteration) dynamics until the team begins to zero in on an innovative approach.
Team Decisions

Remember that the word “decide” means that you narrow your options down to a small number of choices (preferably two) and then you put one of those options to death.  You kill it.  You eliminate it.  You stop spending resources on it.  The commitment to the team direction should be powerful enough to put all of your resources towards the chosen innovative approach.

A Culture of Innovation

Moving the culture of an organization towards innovation usually centers around one word.

Decide!

As we’ve talked about the word “decide” lately, I hope it has become clear that the word decide means that you put one option to death in order to put your resources toward a different option.

Leaders and leadership teams will often decide on a direction but neglect to let the organization below them know that they’ve decided not to spend resources on other options.

Organizations are full of people who love the security of their job.  They’ve spent years learning the job, getting better at the job, and feeling secure that they can go to work every day and do the job.  They’re “secure.”

But, if you are now saying to them, “We’re heading in a different direction and we don’t know yet where it will all lead.”  They can often feel scared or at least insecure.  They may or may not mention this insecurity but they will wonder

  • Do I have the skill set to do the new job?
  • Will my job, group, division be eliminated?
  • Will I be asked to relocate to a different department or location?
  • Am  I back to ground zero in terms of my skills and worth to the company?

Without any clarity on these and other topics, people will tend to come to work every day and continue to do what they’ve always done.  They’ll seek security in doing the known rather than be lost in the unknown!

Open, Transparent, Humble

In times like these (which means now, in our current environment) it’s important that leadership is open with the organization.  Let them know everything that you know.

Be Transparent.  If people feel like they’re not getting the whole story, they’ll either go back to what they’ve always done or abandon ship.  Your best people, the ones you need the most will abandon the ship first.

Be humble.  Don’t give them the impression that you have all the answers when you don’t.  Let them know that you and the team are doing their best with uncertain circumstances.  Taking this approach will also bring forth more innovative ideas that you wouldn’t otherwise hear.

 

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BlogCulture

Mental Models (Part II)

by Ron Potter

Because the first blog on Mental Models was running long, I decided to break it into Part I and Part II.

We’ll finish up the concept in this blog with:

  • Inversion
  • Occam’s Razor
  • Hanlon’s Razor and a final meaningful topic
  • So What?

Inversion

In general, the inversion model is a tool to improve our thinking.  It simply means to turn our thinking upside down.  Approach the problem in reverse order.  Most of us move forward through a problem.  Inversion indicates that we should work the problem backward.  I’m also going to suggest that it can be particularly powerful to start with an end that we wouldn’t normally expect.  Or start with the conclusion that was suggested by someone that you would never have thought of or may even think it is the wrong conclusion.  However, starting with that end in mind and working back through the problem may reveal a perspective or mental model that you have never thought of or used before.

Occam’s Razor

The powerful point of Occam’s Razor is that simple solutions are more likely than complicated ones.  The fewer moving parts the better.

Hanlon’s Razor

Simply put, Hanlon’s Razor says that we should assume ignorance rather than malice.  Another way of putting this one is to assume the right explanation is the one that contains the least amount of intent.  Our human antenna picks up quickly if we think someone is making an argument simply because they have an agenda (or intent).  The least amount of malice and intent will often lead to the best solution.

So What?

I can hear many of you now saying “Ok Potter, what’s with all this drivel about Mental Models anyway?  You’ve wasted two blogs going on about something that is interesting to you but has been boring trivia to me.  So, what’s your point?”

Emotional Quotient

My answer goes back to a blog a wrote a couple of weeks ago titled Success. In that blog it was noted that there is no correlation between success and IQ but there is correlation between Success and EQ.  If you want to be successful, increase your EQ.

High EQ people have a great deal of self-awareness.  I don’t really care if you know what the mental models are or what they mean.  But I really care that you realize there are multiple, legitimate mental models and you can really limit yourself if you are ignorant of which model you use or if you believe the model you use is the only one capable of coming up with the right answer.  This last point can lead to alienation, distrust, and dislike of your teammates.

Be Self-Aware.  It’s the first step of increasing your EQ that will lead to your success.

 

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BlogCultureLeadership

Manage people like Money?

by Ron Potter

An Harvard Business Review article was titled “What If Companies Managed People as Carefully as They Manage Money?”

I like the idea because most companies focus a lot of their effort on how they manage money, projects, profitability, and skillsets.

I don’t like the idea because I don’t think we should manage people (It puts them in the same category as the money, projects, profitability, etc.)  We should be leading people, not managing them.

IPO Preparation

One of my consulting clients was a high-tech firm that had decided to do an Initial Public Offering (IPO).  This means they were moving from a privately held firm to a publicly held firm with shareholders.

They needed to convince investors to put some of their hard-earned money into the new firm, assuming it would generate a reasonable return.

Investment Bankers

There is a sub-set of the banking industry (Investment Bankers) that is solely focused on IPO’s.  Once the Investment Bankers were chosen, the company put themselves in the banker’s hands in an effort to generate early and adequate investment.

So what did these bankers focus on?

The finances? No!
The quality of the leadership?  No!
The competition?  No!

These Investment Bankers focused on the “story.”  What was the story of the company?  What did the story tell the potential investor about the future?  Was the story compelling enough that people would actually depart with their money and invest with the company?

IPO Preparation

The Investment Bankers sent in a team of presenting coaches to help the CEO and CFO prepare to meet potential investors.

For weeks they concentrated on the story.  Was it complete?  Was it compelling?  Did it explain all the required changes and growth for the company?  Would people be willing to invest in this company?

Roadshow

All of this was to prepare these two top officers for the “roadshow.”  Over the next several weeks they would move from city to city, meet with a small group of investors and hopefully, capture their hearts and minds enough that the Investment Bankers were able to obtain commitments to invest.

Then the Investment Bankers made a statement that made me sit up and take notice.

You have 30 minutes

They told the CEO and CFO that if they didn’t capture the hearts and minds of the potential investors in 30 minutes, they were lost for forever.

30 minutes!  They had 30 minutes to get people to invest their money.  If it wasn’t compelling enough in the first 30 minutes, they didn’t have a second chance.  They would be lost forever.

Invest more than Dollars

Then I began to think about the employees.  What are we asking them to invest?

Money?  In a sense yes.
Time?  Yes.  Be here on a regular basis.  Be willing to cover any shift.  Be willing to work overtime when necessary.
Effort?  Be the best.  Go the extra mile.  Work hard and harder.
Brain?  Be quick.  Be innovative.  Be smarter than the competition.

Invest More

In short, invest more than just dollars.  Much more!

If we were willing to build a complete and compelling story about the future of the company for someone who will invest just their dollars, why are we not willing to generate even a better message for those willing to invest a lot more than just their dollars?

Investor not Asset

We often hear CEO’s and other top executives speak of employees as their most valuable asset.

I have assets.  My computer is an asset.  I’m willing to upgrade it, add more memory or space, install a new operating system.  But at some point I say enough-is-enough and I purchase a new computer.

Do we really want to think of employees as an asset?

But, if you think about them as an investor, then you need to be willing to give them your best.  You must have a compelling explanation of the future and how you’re going the get there.  If you can’t express that clear, well thought out future, why would employees be willing to invest their time, effort, and intellect?

Think of your employees as investors, not assets!

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BlogCulture

Culture: Adaptability – Creating Change

by Ron Potter

One of the more impactful aspects of this Creating Change sections is summed up in the statement:

“We respond well to competitors and other changes in the business environment.”

One of my first experiences with the Denison Culture Survey was with a company that had been the undisputed leader of their industry for over 100 years.  However, over the last few years, they had been losing market share to new start-ups in their industry.  By the time they needed outside help, things had fallen to critical points, and their profitability had all but disappeared.

First Culture Survey

When we saw the results of their first survey, it was immediately obvious from a consulting point of view.  They scored highest in the Consistency quadrant.  Meaning they had been doing things in a very consistent way for over 100 years (we’ll look at the Consistency quadrant in more detail in future posts).

They scored lowest in the Creating Change section of Adaptability.

And on the statement “We respond well to competitors and other changes in the business environment,” they scored in the bottom 10% of all companies.  They did NOT respond well to competitors and other changes in the business environment.

Why had they not responded?

After gathering the results of the survey, we displayed the overall graph of their results.  The leadership team went silent after reviewing the results.  It was not because they were in shock.  It was because the results revealed what they suspected was the problem all along.   They had continued to function just as they had done for over a century in spite of knowing that the market place was rapidly changing around them.

But, this visual representation of their situation allowed them to open up and be honest with each other for the first time.

We’ve always done it this way

Their first response was to admit they knew they were in trouble over three years ago when they first experienced a loss of market share and a drop in their profits.  At their annual leadership retreat, they decided that the drop would be overcome if they just buckled down and did a better job.  After all, they had been successful for over 100 years.  If they just did a better job of doing what they did well, they would pull out of this tailspin.

We don’t have a better solution

At their leadership retreat two years ago the results had continued to drop but they decided it must be a temporary issue and if they just continued to stay focused and work harder, this would be overcome like many dips throughout their history.  They didn’t have a better answer.

Now we see the problem

While they were stunned with the results of their culture survey, you could almost detect a sense of relief on many of their faces.  They were all exhausted from working hard and long.  They had sacrificed their personal lives including family and health just because they didn’t have a better answer.  Now they could see the issue more clearly which allowed them to talk about and work toward a more feasible solution.

Coherent Change

Other areas of the Creating Change section referred to issues such as:

  • Flexibility
  • Improved processes
  • New ways of doing things
  • Lower the resistance to change
  • Get the entire organization pulling together in the new direction

These things they could begin to plan around.  The Culture Survey had added a new vitality to the leadership team.  You could feel the energy rising in the room as they began to talk about and plan for change and a new way of doing things.

Improvement

While they never fully recovered the overwhelming market share they once held, they did become a much more competitive force in the market place.  They were suddenly fighting for and scrapping for every inch of growth in the market place, and the “new” competitors were fighting a new approach from an old competitor.  They were now forcing changes in the industry, and the “new” competitors had to respond.

Blockbuster

If I tried to list all of the companies that were once a force in the industry but no longer existed, there would be too many to include in a blog.

I read the other day that Blockbuster (the DVD company with thousands of retail stores) had a chance to purchase Netflix for a very reasonable amount.  They passed.  It would have eaten into their retail store, walk-in business.

Today, Netflix is one of the hottest companies in the market place.  Blockbuster doesn’t exist.

Change or Die

We’ve used this adage many times in the last several blog posts.  But it’s true.  If you’re not changing and adapting, you will soon be nothing more than an empty store in a strip mall with a faded outline of your logo and former glory.

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Commitment – Decision Process

by Ron Potter

Understanding and using the right process is one key to decision making.  It also helps assure that you’ll reach full commitment to the decision rather than compliance.

There have been a number of decision types identified but one simple list includes:

  • Unilateral
  • Consultative
  • Consensus
  • Unanimous

Unanimous

Leave that to the courtroom.  It doesn’t really happen in a corporate environment.

Unilateral

This decision type has the advantages of speed, simplicity, and clarity.  However, it will waste a groups intelligence, invites resistance and lowers motivation.  It should be used when speed and time are paramount and there is a real danger in not making a decision immediately.  It can also be used when one person or team’s decision has little effect or impact on another person or team.

But the real cost of Unilateral decisions occurs with wasted time because of lack of clarity.  I have observed team time wasted by putting a “unilateral” decision on the agenda for a team meeting.  Unilateral decisions should be made and then the rest of the team informed.  Informing is more effective through other means (memos, emails, reports, etc) than making it a topic of a team meeting.  Once a decision hits the agenda, it is assumed or at least treated as if it is up for questioning, discussion or debate.  If a decision is unilateral, do not put it on the agenda!

Consensus

After observing and working with leadership teams for thirty years, I am convinced that business teams never make consensus decisions.  They may talk as if it was a consensus decision but most decisions are unilateral or consultative.  Don’t kid yourself.

There may be one or two decisions that must be made by consensus because they are so crucial to the future health and well being of the corporation but you cannot run a business by consensus.

Consultative

Almost all decisions are or should be consultative.  However, one major key to consultative decisions is that there is a clear decision owner.   I have seen hours wasted in team meetings trying to make a decision when the real issue that is being sorted out is who really owns the decision.  Unfortunately, that issue is either ignored or never stated out loud.  Consultative decisions must have a clear decision owner.  Sort that out first before you continue with the decision-making process.

The second most important aspect of good consultative decisions is a clear process.  The consultative decision leader or a good facilitator must help the team through a good process that includes more listening than talking.  One of the best processes to learn is the concept of Prudence.

Prudence

Prudence is one of those ancient words that doesn’t get much use today and most people would tell me that it doesn’t fit in today’s modern business world.  However, listen to the definition of Prudence:

“The perfected ability to make right decisions.”

As a leadership team, your goal is to perfect your ability to make “right” decisions!  Learn to follow the process of Prudence.

The Prudence process is described as Deliberate, Decide, Do.

  • Deliberate well.  Most teams either don’t do it well or skimp on the deliberation process in order to get to a quick decision.
  • Decide but be sure to use the proper decision type.
  • Do.  Execution of the decision will be much crisper, clearer and faster if the first two steps are properly followed.

Debate, Discuss, Dialogue

Deliberation can be in the form of debate, discussion or dialogue.  Let’s take a quick look at each:

  • Debate.  If you’ve ever been on a debate team you know that the goal is to win.  Often debaters are asked to take a position that they themselves don’t believe is true but the goal of winning remains.  Debate creates winners and losers.  Commitment will not be achieved when a portion of the team feels like they lost.
  • Discussion.  The idea of discussion may sound more civilized but the root word for discussion is the same root word for percussion.  In other words, he who can beat his drum the loudest will win the discussion.  Once again, discussion creates winners and losers.
  • Dialogue.  Dialogue is part of the Socratic method.  The Greek origins are “through discourse or talk.”  The Unabridged Dictionary says to “elicit a clear and consistent expression.”

Dialogue begins with eliciting, questioning, listening.  Everyone must be heard and understood.  (See my short book review of On Dialogue by David Bohm).

If you do a great job of deliberation, using dialogue, decisions will be made easier.  A decision will not only be made easier, but there will also be a full commitment to the decisions that are reached.  This happens even if individuals were opposed to the decision in the first place.  Dialogue works through those differences and allows teams to get beyond compliance with full commitment.

Once full commitment has been achieved, decision execution happens.  No revisiting.  No dragging of feet.  No sabotage.  Just clean, crisp execution.

Get to full commitment by identifying your decision type and using a good process to reach commitment!

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Commitment – Building Trust

by Ron Potter

Building Commitment from Unity is the last element of our TREC to build a great team.  Remember that TREC is our acronym for:

Building Commitment requires the following three pieces:

  1. Trust in Purpose, Leader, and Team Colleagues
  2. Diverse Points of View
  3. Good Process

Purpose

Building Trust in the purpose of the team can sometimes be difficult.  Often team members don’t feel they have any power to set the purpose of the team or even tweak it slightly.  It seems to be dictated from on high.

It’s important to note that you always have a choice.

  • You can go along with the purpose even if you don’t believe it.
  • You can decide that the purpose of the team doesn’t align with your personal values or direction and make a move.
  • You can be a part of building a team that’s open to the discussion about the purpose of the team to help align it with personal and corporate goals.
Going Along

Going along, even when you don’t believe in the goal can be a dangerous route.  Going along will make it difficult getting out of bed in the morning and headed out to a job you don’t believe in.  Not speaking up when you don’t agree with the purpose and direction has been directly linked to some of the more horrific events in life.  Be very careful about making this choice, it will affect your well being and may affect the well being of others.

Make a Move

Making a move can also be a difficult decision.  The need for security plays a big part in our lives and making a move means leaving what we know, even if we’re uncomfortable and moving into the unknown.  The unknown is always scary.  However, I have seen this play out in my life and the lives of many of the people I’ve worked with through the years.  If you need to make that move, make it!  Dealing with the scariness of the unknown is much better in the end that living with the consequences of staying in a place that isn’t right for you.

Build a Great Team

Being part of a great team gives us much better options in life.  Building a great team starts with being able to speak the truth with each other.

All good teams start difficult discussions by being open to everyone’s beliefs and assumptions about the topic.  When we understand that we’re not necessarily speaking a “truth” but only our beliefs and assumptions based on our unique lifetime of experiences, it’s easier to state a position that may be very different from the expected purpose.

By starting with beliefs and assumptions, teams can often reach a unique solution that everyone sees as positive and leads to team commitment.  However, keep in mind that this process may lead you back to options one or two, going along or making a move.  I don’t believe going along is ever a good option but if it leads to the need to make a move, it will be much easier to accomplish and will happen with the support of many team members which will make the decision much easier to make and execute.

Trusted Leader

Having a trusted leader for the team is also key to developing commitment.  There are eight great attributes of trusted leaders but the first and most powerful one is Humility.  It almost seems like a paradox or dichotomy but humble leaders are very confident and have great self-esteem.  They just don’t wield either one of them like a sword.  They remain very open to listening and learning from anyone and any circumstance.  Research confirms time and time again, that the number one reason people leave a position is because of their boss.  If you’re the leader, develop into a trusted leader.  If you’re a team member, mentor your boss (mentors are not simply the older person).

Trusted Colleagues

Trusted colleagues possess two great qualities:  They are truthful and they are respectful.  This combination of truth and respect can be found throughout history and has a great biblical foundation.  This series of Team Building started with those two attributes, truth, and respect!

Committed

Teams must be committed to the purpose, the leader, and their colleagues in order to build great teams.  When you see it in action, there’s nothing quite like it.  And, there’s nothing more thrilling than being a part of it.  If you’re not experiencing that kind of joy in your life, figure out why you or others are not committed to the purpose, leader, and members of your team.  Today!

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