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Ron Potter

Ron Potter

BlogTrust Me

Peacemaking Leadership

by Ron Potter January 21, 2019

Does it seem puzzling to find the term peacemaker included in a list of qualities necessary for a trusted leader? Does peace sound a bit too passive in today’s business environment?

We are desperately in need of some peace and quiet. Work—all of life—is more stressful than ever before. James Citrin writes:

Late nights in the office. Early mornings to clear overnight e-mails. Weekends to catch up on all the things you didn’t have time to do during the week. Most people in business simply cannot work harder or faster than they are at present—we’re all sprinting just to keep up. As the old saw says, the race goes to the swift. And in the now-distant boom times, being first to market and hurrying obsessively to get out ahead made working in overdrive the norm.

But in our collective rush to get ahead, maybe we have lost something…certain actions, decisions, and initiatives do have their own rhythms, and we should be sensitive to them. Don’t you agree that on some days, things just flow, while on other days, no matter how hard you push, things just don’t move forward?

A peacemaker is a leader who seeks to create calm within the storms of office politics, decision making, shareholder demands, cash-flow crunches, and the endless change of things the organization cannot control such as the economy, the weather, the fleeting loyalty of today’s consumer, and a host of other constantly evolving issues.

One of the jobs of a leader is to prepare the organization for times of great demand. There have been many studies on the effects of overtime work. When additional hours of work are initially introduced, productivity climbs. However, research also shows that if the overtime continues for more than about two months, productivity falls back to its original level in spite of the additional hours worked. Leaders who neglect to give the organization rest will not be prepared when the real push comes. And, in fact, they are not getting a good return on their investment by keeping everyone working long hours over extended periods of time.

Leaders need to know when to let the organization (people) slow down and rest a bit so that they are ready to go when those two or three tough times during the year require that extra effort.

Take a look at your world. Some people on your team are fed up with the daily push and shove. They are overworked and worn out. They feel vulnerable and fearful, and they are seeking personal peace to do a job they feel they can do but for whatever reason cannot.

A good leader knows the value of bringing some calm to stressful situations. As Jesus once said to those under his leadership, “Peace I leave with you.… Do not let your hearts be troubled and do not be afraid.”2

Peace means equilibrium, understanding, justice, mercy, caring, and harmony. To be a peacemaker means to quench the desire for revenge and replace it with the desire to put others first for their well-being.

However, peacemaking does not mean seeking peace at any cost, for the peacemaker realizes that peace at any price will usually result in events that are anything but peaceful. A peacemaker is not an appeaser. He or she is not a person who is easy to shove around and who refuses to take a position. We are not talking about wimpy leaders who avoid confrontation. Quite the contrary. A peacemaker understands the positive role of conflict in building a solid team. A peacemaker is one who through strength and knowledge establishes good relationships between estranged parties—relationships based on truth and fairness.

Peacemaking leaders encourage open discussion and honest debate, which actually improves relationships. Harmony comes from the trust that is developed, not from the suppression of discussion and debate. In fact, great peacemaking leaders create more energized debate than normal.

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BlogTeamTeam Series

Team Elements – Truth

by Ron Potter January 17, 2019

Over the last couple of blog posts, we’ve been introducing and preparing ourselves to walk through the elements that make great teams. The first of these is Truth. Great teams can tell the truth. But Truth needs some special understanding.

To create a truthful atmosphere and dynamic teams must:

  • Develop and maintain Trust
  • Be able to share their Beliefs and Assumptions openly and without recrimination
  • Believe that every member of the team has a Valid Perception of the issue.

Trust

The leadership book is titled Trust Me: developing a leadership style people will follow.  In that book, I describe the eight elements that are required to develop and maintain Trust. Let’s take a brief look at each of the eight:

Humility – “I don’t have all the answers”

Humble leaders don’t flaunt or exercise their positional leadership. They’re always open to others and their idea regardless of where those ideas come from (see Beliefs and Assumptions plus Valid Perceptions later). Jordan Peterson in his book 12 Rules of life, An Antidote to Chaos points this out with one of 12 rules for avoiding chaos, “Assume That the Person You Are Listening To Might Know Something You Don’t”

Development – “I want us to grow through the experience”

Another aspect of great leaders is to develop the people around them. Not just those to report to them but all the people around them. Including their boss. As mentioned above, Jordan Peterson wrote his book about 12 Rules of Life needed to avoid chaos. My two daughters made a list of Ron Potter’s 12 Rules of Life. Their rule number 10 says, “You haven’t failed if you learn from your failures.” Helping people or the team learn and grow through the difficulties of life is the purpose.

Another powerful book is The Road Less Traveled by Scott Peck. The opening sentence of that book is “Life is difficult.” Peck, a psychiatrist, goes on to explain that if you don’t face and learn from the difficulties of life, the eventual outcome is mental illness.

Focus – “Let’s not get distracted”

I haven’t seen anything written on this, but there seems to be something magical about the number 3. When leaders are good at focus, they seemed to be concentrating on the three things that are most important for them to accomplish. Especially CEO’s who have tremendous demand on their time from many angles. They’re always being asked to speak to an industry group or meet with a customer or talk to an important constituent. All good things for a CEO to be doing. But the ones that have great focus will say, “That’s not one of my three focus points, someone else do that.” It’s a sure sign that humility is present because it’s often ego that says “Sure, I’ll do that.”

Commitment – “We’re looking for the greater good”

One author that I’ve enjoyed in recent years is Simon Sinek. Sinek talks a great deal about why, how, what. He says that all too often when asked what we do we respond with “what” we’re doing. People aren’t interested in that. Even people in the same company. The finance people are not interested in “what” the operations people are doing, as an example. But if you share “why” you’re doing something, now you begin to capture people’s hearts and minds. You must know why you’re doing something, and it must be for the greater good. Simon is quick to point out that making money is not why you’re doing something. Money is a by-product, not an endpoint.

Compassion – “I care about what you think and who you are”

I love adages because they’ve been around for hundreds and sometimes thousands of years. Why do they remain that long? Because they speak to a basic and solid truth. One such adage says “I don’t care how much you know until I know how much you care.” You can talk, persuade, convince and motivate but if people don’t feel like you care for them as human beings, they will not be committed. They may be compliant, but that never gets the results you need to keep the company on top or keep the team at a high level of performance.

Integrity – “I will not hold back, I will share who I am and what I believe”

Another characteristic that leads to compliance rather than commitment is lack of integrity. Think about it for a minute. If you don’t believe someone has integrity, you’re not interested in being influenced by them. Lack of integrity destroys trust.

Peacemaking – “We want divergent perceptions leading to unity”

This has been a hard word to translate from the old texts. I’ve tried collaboration, but that doesn’t speak to the depth of peacemaking. Peacemaking is not the lack of conflict. Peacemaking encourages conflict, discord and different points of view. It’s the results of peacemaking that moves all of those different views to a united and committed outcome that the team completely embraces. To the world outside the team all they see is total commitment to the single solution, never being fully aware of the discord that was worked through to achieve the unified decision.

Endurance – “We will endure to a committed position”

When Wayne and I were preparing to write Trust Me we were reading the research by Jim Collins that eventually became his book Good to Great. In that book and research, Jim and his researchers described the kind of leader who was in place every time a company went from being a good company to a great company for an extended period. They termed the leader they described as a Level 5 leader, not to be confused with Level 4 Happiness. The two characteristics they attributed to Level 5 leaders were humility and an enduring will. Our first and last characteristic. I have seen a few leaders who are very good at enduring but in the wrong direction. I believe that if you add the other six (development, focus, commitment, compassion, integrity, and peacemaking) between the “bookends” of humility and endurance, you have a better chance of enduring in the right direction.

The other thing that I’ve observed is that every time I’ve been a part of a major change effort, it always feels like failure somewhere along the path. Enduring leaders stick with it.

How many of the eight-leadership element do we need?

Since Trust Me was written I’ve run a little experiment many times. After getting clear definitions of what each of the eight elements means. I ask teams the following questions:

“What kind of leadership style or culture will develop if we eliminate the first pair—humility and development. After they’ve filled out their flip chart with numerous descriptions, I ask them to start with a new sheet assuming humility and development are back but the next two—focus and commitment—are missing and so forth eliminating two elements at a time.

It’s been very revealing through the years is that I’ve always been very careful to set up the exercise with neutral words and tones, no good or bad yet I have never received a positive descriptor. Isn’t that interesting? Neutral set up but not a single positive response. By eliminating and two of the eight, it always leads to a negative culture and leadership style.

And then comes the most telling question when I ask each of them to tell me which culture or leadership style that they described would they want to work for? The answer is always “None of them.” Neither do their people. And so even if I said earlier that you don’t need all eight elements to start making a huge difference. If you completely miss or neglect to develop any of the elements, you won’t become a leader that people want to follow through thick and thin. You need all eight.

Truth Depends on Trust

Without building a foundation of great trust, a team will never be able to get at the truth of any situation. Start with trust.

In the next post, we’ll talk about some of the systematic approaches to getting at the truth once you’ve built the trust.

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BlogCultureOrganizational IntegrityTrust Me

Organizational Integrity: Finding a Confidential Listener

by Ron Potter January 14, 2019

We continue our Monday series where I’m providing some snapshots into what makes up organizational integrity.

To have a great organization, integrity must be widespread. It won’t do to be a saintly leader of highest integrity if the rest of the team consists of liars, backbiters, and thieves. Integrity must exist from top to bottom. There are some key qualities that need to be modeled by leadership in order for an organization to embrace integrity.

Last week we unpacked with Trusting Others. This week we’ll explore Finding a confidential listener.

Finding a Confidential Listener

What if you as a leader are working to build a high-trust organizational culture but still feel uncomfortable totally sharing your heart with others on your team or in the company?

Find someone you can trust on the outside. You need someone who will mainly listen as you brainstorm ideas, let off steam, and regain perspective. By saying this I am not advocating that you stop being vulnerable or keeping gates open in your team or organization. But it is important for your health and well-being that you have someone, somewhere who can accept your total candor and maintain confidentiality. In some situations a consultant or a leadership coach performs this role.

Every leader needs a trusted confidant—a listener who will listen as the leader brainstorms ideas, lets off steam, and regains perspective.

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BlogTeamTeam Series

Team Elements: Level 4 Happiness

by Ron Potter January 10, 2019

The last Thursday post was an Introduction to Teams. Teams are at the heart of great performance, the greatest happiness, and the best memories. This post starts a deeper breakdown of the elements involved in building and maintaining great teams.

In describing Level 4 Happiness, Aristotle used five words:

  • Truth
  • Love
  • Purpose
  • Beauty
  • Unity

Purpose is the word right in the middle of all five. I don’t spend a lot of time concentrating on Purpose because it is so essential and obvious.

That doesn’t mean it’s not important. I’ve already described it as essential! Without a purpose, there is no team. Without a purpose, it’s just a group of people. They may enjoy each other and have a lot of fun together, but without a purpose, they are not a team.

Team Elements

The bigger issue I often see is a lack of aligned purpose and many times conflicting beliefs on what the purpose is or should be. It is essential that teams align on and commit to a focused purpose. But that’s a topic that would require several blog posts to cover. For these blog posts about Team, I’m going to focus on the four team elements:

  • Truth
  • Love
  • Beauty
  • Unity

I’ve read different books and papers with slightly different words in the last slot. The one that I see most often is Justice, but I’ve focused on the element of Unity because it applies so directly to great teams.

I also try to use team elements that more directly apply to the business environment. Elements like love and beauty are words you don’t often hear in corporate meetings. Using elements that essentially mean the same thing as the original words and yet seem appropriate in the corporate world, I’ve modified the last three words in an attempt to make them immediately identifiable and to help you remember them. The four team elements I’ll explore are:

  • Truth
  • Respect
  • Elegance
  • Commitment

Truth

Truth remains truth for obvious reasons. If a team can’t speak the truth with each other, they will never grow or prosper as a team. However, we need to spend some time discussing the truth. Some of the findings may surprise you.

Respect

The Greeks had several words that all get translated into the English word Love. The Greek word for Love that Aristotle used had nothing to do with emotions or the feeling of love that we have for another person. This word referred to treating the other person with respect. As human beings, we seem to have an innate sense that someone respects us or not. Great teams require great respect (love) for each other.

Elegance

Beauty may be one of the hardest words to understand in a business sense. I’ve chosen the word elegance because Elegance is beauty that shows unusual effectiveness and simplicity. Effectiveness and simplicity are the hallmarks of highly productive teams.

Commitment

I’ve chosen the word commitment here for two reasons.

  1. Commitment is the observable outcome of unity. In team meetings, unity is often expressed by words or a nod of the head, but how one behaves away from the meeting is a clear demonstration of unity.
  2. Commitment leads us to an acronym that helps us remember the four elements.

TREC

The acronym TREC sounds the same as the word TREK. The definition of a TREK is “A trip or movement especially when involving difficulties or complex organization: an arduous journey.”

Building a great team in a complex organization during difficult times is an arduous journey.

  • First, it’s a journey. It goes on for a long time. I might even say it’s an epic journey
  • Second, it’s a strenuous effort; difficult and tiring.

But it also provides the highest level of happiness. When you talk with people about their great memories in life, they will often talk of the time than spent on wonderful teams. The obstacles they overcame. The accomplishments they achieved.

Let’s start this TREC together and see if we can uncover the secrets of building and being a part of a great team. I guarantee it will bring you great happiness, even during a tiring, difficult, arduous journey.

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BlogCultureOrganizational Integrity

Organizational Integrity: Trusting Others

by Ron Potter January 7, 2019

We continue our Monday series where I’m providing some snapshots into what makes up organizational integrity.

To have a great organization, integrity must be widespread. It won’t do to be a saintly leader of highest integrity if the rest of the team consists of liars, backbiters, and thieves. Integrity must exist from top to bottom. There are some key qualities that need to be modeled by leadership in order for an organization to embrace integrity.

Last week we unpacked with Learning to Change. This week we’ll explore Trusting Others.

Trusting Others

When leaders work to create high-trust cultures within their organizations and to ensure a sense of security, people feel that they can trust one another.

Fostering employee loyalty is a tall order for a CEO. One old-fashioned gesture of trust is giving employees keys to the store. At Edson International in New Bedford, Mass., president Will Keene has given 7 of the 25 workers keys to the family-owned machine shop, which makes steering systems for yachts.

“These people have been with the company at least five years,” says Keene. “They’ve made it known they plan to stay with our company for the long haul. They aren’t out to rip us off.” Newer employees get the message that long-term commitment is rewarded.

And the keys are used. Employees can work on their own projects in the shop on weekends, as long as someone else is present in case of injury. For workers who can’t afford their own shop, it means a lot.

When people do not trust one another, it is difficult for the organization to succeed and for the people within the organization to feel completely fulfilled. People who feel trusted and who find their leaders trustworthy are more satisfied, and their work environment is less stressful. There exists a feeling of openness and confidence and a greater ability for people to believe they can take risks.

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BlogTeamTeam Series

Team: Introduction

by Ron Potter January 3, 2019

A new year, a new series. Ready to talk teams?

When Wayne Hastings and I began writing our first book, Trust Me, I assumed we would cover all three areas that I focus on, building Teams, Growing Leaders, and creating Cultures—TLC. As we began to work with the publisher, it became obvious that the first book was going to focus on the leadership area. The team and cultures would have to wait their turn to be covered in future books. The good news is that over the years I’ve learned more about what makes great teams work.

A few of the things that I’ve learned about teams include:

  • Hitting the sweet spot of TLC
  • Team is the leading element
  • Being a great leader, functioning as part of a great team and creating great cultures makes you happy!

Hitting the Sweet Spot

When I formed my company in 2000 (I had been in the business for ten years at that point), I wanted to give it a name that described what we did. Reflecting on the previous ten years, one pattern that emerged was that new clients hired me at one of three entry points:

Leadership

I was being asked to help improve the leadership skills of existing or up-and-coming leaders.

Or a slight variation was the young hotshot contributor that the company thought would make a great leader someday but was currently advancing based on some great competency and had not learned the role of being a leader.

Or sometimes I was being asked to help save a derailed leader who had been in the organization for a long time but had gotten off track.

Team building

Team building was the second point of entry into a client. The work wasn’t necessarily related to a leader (at least in their mind), but the team wasn’t performing well.

Many times, these were existing teams where:

  • Productivity had fallen off or never existed.
  • There was a conflict or rift in the team that they couldn’t get past.
  • The team was facing dramatic change they weren’t handling well.

Sometimes they were ad hoc teams where:

  • They were pulled together for a short-term project that needed a quick launch to get productivity levels high as soon as possible.

A side story to that scenario was my first taste of team building when I was a young engineer. My company brought in a consulting firm (HRDA—Human Resource Development Association) to help facilitate communication, understanding, and decision making between ourselves (the constructor) and the design engineers. The process was called “Face-to-Face.”

Both companies had good people. We were all good engineers but weren’t communicating or more importantly, understanding each other. I began to realize that understanding relied more on good relationships and character than it did on competency.

Corporate Culture

My third possible entry point is corporate culture. When I started in the business in the early 1990s, the idea that you had to understand, pay attention to, and mold corporate cultures wasn’t well known, understood, or accepted. By the early 2000s, it had become an accepted fact.

Those seemed to be the solid entry points for me to provide services and add value to all the companies I worked with in those early years of my consulting work—leadership, team building, corporate culture.

Team is the leading element

After ten years I could see that my three entry points were leaders, teams, and cultures. The challenge was what do I name my new company that reflected those points?

Leaders—Teams—Cultures            LTC

Culture—Leaders—Team            CLT

Teams—Culture—Leaders            TCL

Teams—Leaders—Culture            TLC!!

TLC, that was it. Team Leadership Culture, LLC. That was my new company, TLC!

I must admit that I still thought of leadership being at the core and many of my presentations still reflected that belief. But how could I pass on TLC, so that became the name of my company, Team Leadership Culture, LLC.

What’s interesting is that over time, I’ve come to believe that great teams are the essential lead element. I’ve seen more corporate failures caused by the lack of teamwork than either of the other two elements. Great teamwork can overcome mediocre leadership and lack of a good culture, but neither leadership or great culture can overcome a bad team.

TLC is indeed the right sequence.

Happiness

One of my friends is Jim Berlucchi, who is the executive director for The Spitzer Center. Jim introduced me to the four levels of happiness that were described by Aristotle and greatly expanded into a mental model of leadership by Dr. Spitzer.

Aristotle concluded that what makes us uniquely human is our pursuit of happiness. That is why our forefathers included it in the Declaration of Independence.

It seems even more visible when we see the opposite. Despair and depression seem to occur when there is a loss of hope or happiness. If the ability to pursue happiness is lost, depression fills the void.

The pursuit of Happiness has Four Levels

Level 1 drives our basic needs for food, money, and sustenance — anything that relates to the senses. Without level 1, we don’t survive.

Level 2 drives us to win, improve, get better, achieve, grow. Without level 2, we don’t thrive.

Level 3 is focused on providing blessings to others. These are the elements of our book “Trust Me” which provide great leadership.

  • Humility – “I don’t have all the ”
  • Development – “I want us to grow through the ”
  • Focus – “Let’s not get ”
  • Commitment – “We’re looking for the greater ”
  • Compassion – “I care about what you think and who you ”
  • Integrity – “I will not hold back, I will share who I am and what I ”
  • Peacemaking – “We want divergent perceptions leading to ”
  • Endurance – “We will endure to a committed ”

Level 4 is described by Aristotle as

  • Truth
  • Love
  • Purpose
  • Beauty
  • Unity

These become the elements of great teams and deliver the greatest level of happiness.

Over the next several blog posts, we will be exploring each of these “Team” elements in more detail.

The team is the sweet spot. The team is what makes you happier. The team is what provides the greatest value to your organization. A great team will provide the greatest of memories when you think back over your career and lifetime.

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BlogCultureOrganizational IntegrityTrust Me

Organizational Integrity: Learning to Change

by Ron Potter December 31, 2018

For the next few Monday posts, I want to provide some snapshots into what makes up organizational integrity.

To have a great organization, integrity must be widespread. It won’t do to be a saintly leader of highest integrity if the rest of the team consists of liars, backbiters, and thieves. Integrity must exist from top to bottom. There are some key qualities that need to be modeled by leadership in order for an organization to embrace integrity.

Last week we started with Prioritizing People-Development. This week we explore Prioritizing People-Development.

Prioritizing People-Development

Another way a leader builds team integrity is through a willingness to make changes. How does a leader do that? How does a leader react when challenged or confronted by peers or subordinates?

Tom Peters is no stranger to change. He insists that embracing change is the single most competitive weapon in business. He suggests the following major points to help leaders effect change:

  • “Trust/respect/don’t underestimate potential.
  • Insist upon (and promote) lifelong learning.
  • Share information.
  • Get customers involved.
  • Emphasize ‘small wins.’
  • Tolerate failure to the point of cheerleading.
  • Reject ‘turf’ distinctions.”

Embracing change is the single most competitive weapon in business. Are you willing to change? How do you react when you are challenged or confronted?

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Being GenuineBlogCulture

Being Genuine – Part VI

by Ron Potter December 20, 2018

This series of blog posts is based on an article written by Travis Bradberry in Forbes titled “12 Habits of Genuine People.” Be sure to check out last week’s installment here.

Here is his list of 12:

  1. They don’t try to make people like them.
  2. They don’t pass judgment.
  3. They forge their own paths.
  4. They are generous.
  5. They treat everyone with respect.
  6. They aren’t motivated by material things.
  7. They are Trustworthy.
  8. They are thick-skinned.
  9. They put away their phones.
  10. They aren’t driven by ego.
  11. They aren’t hypocrites.
  12. They don’t brag.

In this blog, I would like to consolidate points 1, 2 and 7.

They are Trustworthy

What does it mean to be trustworthy? Mr. Bradberry writes in the original Forbes article,

People gravitate toward those who are genuine because they know they can trust them. It is difficult to like someone when you don’t know who they really are and how they really feel. Genuine people mean that they say, and if they make a commitment, they keep it. You know that if they say something, it’s because they believe it to be true.

I would interpret his words for being trustworthy as having integrity. The dictionary uses the words “strong moral principles, moral uprightness, being whole, undivided” to describe integrity.

Bradberry says it’s difficult to like someone when you don’t know who they really are. I say it’s difficult to be influenced by someone who you don’t believe to have integrity. Without integrity (or being trustworthy) you have no ability to influence. Without the ability to influence, you have very little worth.

They Don’t Pass Judgment

I will once again go back to Mr. Bradberry’s words,

Genuine people are open-minded. No one wants to have a conversation with someone who has already formed an opinion and is not willing to listen.

Scott Fitzgerald said, “The test of a first-rate intelligence is the ability to hold two opposed ideas in mind at the same time and still retain the ability to function.”

Genuine people listen with the intent to understand and are perfectly willing to accept opposing ideas as both being valid at the same time. We talked about this in the last blog which described Genuine People as being “thick-skinned”, or in my words, comfortable in their own skin.

Genuine people are open-minded.

They don’t try to make people like them

This is the number one attribute of Genuine People identified in Travis Bradberry’s article.

We talked about Aristotle’s Levels of Happiness in our last blog. He identified Level 4 as Sublime Beatitudo: Providing blessings with such excellence and grandeur as to inspire great admiration or awe.

The words that Aristotle used for Level 4 were Truth, Love, Beauty, Unity (I’ve seen different interpretations the fourth attribute, but I’ve enjoyed the concept of Unity in terms of building great teams.)

I believe that one mistake made today is assuming that the first two, Truth and Love are opposite ends of a continuum. All too often people believe they can either tell a person the truth or love (offer them respect) them. However, they exist on different axes of the chart.

Think of Truth being the scale up the left side of the chart and Love being the scale along the bottom of the chart.

Low Truth, Low Love – Manipulative Insensitivity.

The receiver doesn’t believe the sender is speaking the truth nor do they exhibit any respect. It just feels manipulative.

High Truth, Low Love – Obnoxious Aggression

The receiver knows the sender is speaking the truth as they see it but with no respect. It’s just aggressive behavior.

Low Truth, High Love – Ruinous Empathy

The receiver may feel the respect from the sender but knows they are not getting the whole truth. This leaves them with an inability to improve.

High Truth, High Love – Positive Candor

The receiver feels respected and at the same time is given the truth they need to improve. This creates the ability to learn.

Genuine people want to help the people grow and develop. Genuine people want to grow and develop themselves. This requires both Truth and Love on everyone’s part. Simply getting people to like you doesn’t help and doesn’t work in the end.

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Being GenuineBlogCulture

Being Genuine – Part V

by Ron Potter December 13, 2018

This series of posts is based on an article written by Travis Bradberry in Forbes titled “12 Habits of Genuine People.”  You can catch last week’s discussion here.

Here is his list of 12:

  1. They don’t try to make people like them.
  2. They don’t pass judgment.
  3. They forge their own paths.
  4. They are generous.
  5. They treat everyone with respect.
  6. They aren’t motivated by material things.
  7. They are Trustworthy.
  8. They are thick-skinned.
  9. They put away their phones.
  10. They aren’t driven by ego.
  11. They aren’t hypocrites.
  12. They don’t brag.

In this post, I would like to consolidate points 8 and 3.

Thick Skinned and Forge their Own Paths

Thick Skinned or Comfortable in Their Own Skin.

Thick Skinned is an interesting concept. The dictionary definition says “insensitive to criticism or insults.” This seems to say that in their desire to forge their own paths, they are a “damn the torpedoes, full steam ahead” kind of person. This seems to indicate a loner or a person totally on an island forging their own paths.

I don’t experience genuine people that way. To me a genuine person is warm and open, inviting and embracing. They’re not a loner or an isolated figure taking on the world with their own view of how things should or could work. They’re engaging and inviting. They’re genuine!

I don’t find genuine people thick-skinned, I find them practical, looking for truth and reality and being open to different perspectives and understanding. The reason they don’t seem to be affected by criticism and insults is that they are confident of who they are yet open to other’s beliefs and assumptions. They don’t take statements as criticism or insults because they see others as trying to express a different point of view, even if they’re doing it very poorly.

I wouldn’t consider genuine people as thick skinned, I would consider them as being comfortable in their own skin. They’ve been open to criticism and different points of view while being self-reflective enough to put the other point of view in perspective with their own view of the world.

Forge Their Own Path

Again, I don’t see genuine people forging their own path in complete isolation. They are constantly looking at, listening to and trying to understand the world around them. They do however remain optimistic about forging a path to a new and better place. While they do experience discouragement, they don’t really get discouraged. While they do face obstacles, they don’t feel like or behave like victims. Maybe we can think of them as the early pioneers. What moved them forward through great setbacks, discouragement and obstacles was their belief in a better life in the west.

They didn’t do it alone. Those who tried died. They didn’t do it without the guidance of those who went before them. They were realistic about the obstacles, threats, and dangers. Yet, they kept going. Forging their “own” paths.

Their “courage” came from their vision of a better future. But the path they took was with other people to offer support and care as well as guides and mentors who have experienced some if not all the path forward.

Genuine people are comfortable in their own skin and forge a path to a new and better future with companions along the way.

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BlogCultureOrganizational IntegrityTrust Me

Organizational Integrity: Prioritizing People-Development

by Ron Potter December 10, 2018

For the next few Monday posts, I want to provide some snapshots into what makes up organizational integrity.

To have a great organization, integrity must be widespread. It won’t do to be a saintly leader of highest integrity if the rest of the team consists of liars, backbiters, and thieves. Integrity must exist from top to bottom. There are some key qualities that need to be modeled by leadership in order for an organization to embrace integrity.

Last week we started with self-disclosure. This week we explore Prioritizing People-Development.

Prioritizing People-Development

In 1997 Dennis Brozak, the president of Design Basics, a company with revenues of $4 million, handed over day-to-day operations to Linda Reimer, a highly qualified fifty-three-year-old whom he had found three years earlier at, of all places, a copy machine. Brozak saw that Reimer had management potential, but the intensive systematic training he gave her was the key to her rapid advancement in the company.

Back in 1991, Reimer was a longtime preschool director who wanted a part-time summer job. She took a low-level job photocopying blue prints for Design Basics, a company based in Omaha, Neb., that sells blueprints for homes via catalog. She did that job so well that Brozak hired her full-time in1994.

Over the next two years, Brozak gave Reimer various assignments that tested the potential executive’s leadership capabilities. First, he made her a human resources director and asked her to switch the department’s focus from advocating employees’ rights to developing their professional growth. She succeeded. Brozak began challenging her more and more. “I wanted to find out a lot about her,” he says. “Can she manage and motivate people? Can she delegate accurately and appropriately? And she had to be able to fire people when necessary. She has a big heart,
but she passed that test, too.”

Then, to see if she understood the market and the industry,
Brozak put Reimer in charge of one product, a catalog. The catalog’s home designs sold well. Brozak then evaluated her financial acumen
by making her an operations director, and he watched how well she used the company’s money. Again, he says, she did well. So Brozak
gave her control over all the company’s publishing. Once more, she produced a hit.

Finally, Brozak tested Reimer, by then a vice president, with new product development. He figured that assignment would show whether she was a big-picture thinker. Reimer identified a new niche that has become a major profit center for the company. “She changed the direction of our sales,” Brozaksays. By 1996, after 13 years at the company’s helm, Brozak wanted more free time. He began passing day-to-day operations to Reimer, giving her new responsibilities gradually to make sure she was ready to be promoted. In April 1997, Reimer officially became president.

Mike Hoffman, “The Leader Within,” Inc.,September 1998

If leaders want to develop others, they need to embrace these assumptions:

  • “Everyone wants to feel worthwhile.
  • Everyone needs and responds to encouragement.
  • People buy into the leader before they buy into the plan.
  • Most people don’t know how to be successful.
  • People are naturally motivated.
  • Most people will move once they receive permission and equipping.”

John C. Maxwell, The Maxwell Leadership Bible: Developing Leaders from the Word of God (Nashville: Nelson, 2002), 1437.

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Being GenuineBlogCulture

Being Genuine – Part IV

by Ron Potter December 6, 2018

This series of blog posts is based on an article written by Travis Bradberry in Forbes titled “12 Habits of Genuine People.” You can read the previous post here.

Here is his list of 12:

  1. They don’t try to make people like them.
  2. They don’t pass judgment.
  3. They forge their own paths.
  4. They are generous.
  5. They treat everyone with respect.
  6. They aren’t motivated by material things.
  7. They are Trustworthy.
  8. They are thick-skinned.
  9. They put away their phones.
  10. They aren’t driven by ego.
  11. They aren’t hypocrites.
  12. They don’t brag.

In this blog, I would like to consolidate points 4 and 6.

Generous and not motivated by material things.

For several years I have been using Aristotle’s framework of the pursuit of happiness to talk about leadership and team building.

Aristotle concluded that what makes us uniquely human is our pursuit of happiness. No other animal gets up in the morning trying to figure out what will make them happy. Our forefathers thought this concept was so important that they included it in the opening paragraph of our Declaration of Independence.

We hold these truths to be sacred and undeniable; that all men are created equal and independent, that from that equal creation they derive rights inherent and inalienable, among which are the preservation of life, & liberty, and the pursuit of happiness.

Psychology Today says that Aristotle was discovering “the best way to lead our lives and give it meaning.”

Aristotle defines four levels in our pursuit of happiness. While there is a progression from levels 1 to 4 in our pursuit of a meaningful life, it is also obvious that we’re constantly cycling through the levels, never leaving any one of them entirely behind. But, Aristotle does tell us that at any point in time, one of the four levels will identify our dominant pursuit of happiness at the moment.

Level One: Sensual, maximum pleasure, minimum pain. Searching for happiness through our senses; sight, smell, hearing, taste, and touch.

Level Two: Ego and pride. Winning, achieving, producing, being the top dog.

Level Three: Beatitudes. Blessing others

Level four: Sublime Beatitudes. Accomplishing great things together.

Level Two, our ego and pride are the toughest one to overcome and move on to the Blessings. We’re hard-wired to function at the first two levels. It takes discipline, understanding and need for personal growth to move towards “the best way to lead our lives and give it meaning.”

Being generous and not being motivated by material things is the result of moving from level two to level three happiness.

Genuine people live predominately in pursuit of happiness at level 3.

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BlogCultureOrganizational IntegrityTrust Me

Organizational Integrity: Self-Disclosure

by Ron Potter December 3, 2018

The makeup of organizational integrity

For the next few Monday posts, I want to provide some snapshots into what makes up organizational integrity.

To have a great organization, integrity must be widespread. It won’t do to be a saintly leader of highest integrity if the rest of the team consists of liars, backbiters, and thieves. Integrity must exist from top to bottom. There are some key qualities that need to be modeled by leadership in order for an organization to embrace integrity.

Last week we started with Vulnerability. This week we explore self-disclosure.

Self-disclosure

Leaders need to be the first to share what they stand for, what they value, what they want, what they hope for, and what they are willing to do in order to get where they want to go.

Self-disclosing leaders also need to be willing to risk trusting and being open with others if they want people’s trust and openness in return. The only way to receive others’ trust is to first trust others yourself.

Self-disclosure is risky for a leader. However, most people will appreciate the openness and will buy into a leader’s plans, vision, dreams, and actions more easily than if a leader is walled off.

Leaders need to be willing to risk trusting and being open with others if they want people’s trust and openness in return.

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