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BlogLeadership

Know or Didn’t Know

by Ron Potter April 29, 2021

In an earlier blog, I was wondering about why we didn’t have the philosophers today like the ones who were around thousands of years ago.  Then I came to the conclusion that many of today’s philosophers were songwriters and singers.  I zeroed in on Billy Joel in particular as a philosopher of our day.

Modern Day Philosophers

Two songwriters/singers caught my attention the other day because they seemed to be thinking about and signing about an idea from entirely different directions.

One was Rod Stewart and the group, Faces. The song is “Ooh La La”:

I wish that I knew what I know now
When I was younger
I wish that I knew what I know now
When I was stronger

The other was Bob Seger in his song, “Against the Wind”:

Wish I didn’t know now what I didn’t know then

I don’t know if they are on opposite ends of the same scale or just asking different questions.  But if you think about these lyrics, it can create some deep thoughts.

Knew More?

Do you wish that you knew more in your youth? (When I was younger, I wished that I knew what I know now.)

On the one hand, I would say no, I don’t wish that.  I believe the sense of curiosity and adventure is formed and honed when you’re young.  If you were fortunate enough to have mentors that encouraged those traits, they likely served you well and created a lifelong habit of wanting to know and understand things as well as a desire to try things.  When I meet people who are lacking one or both of those traits, it seems to me that they are falling short of living their life to the fullest.

On the other hand, knowing more may have helped you understand people and circumstances better.  As I age, there are often times when my thoughts say, “Boy, I didn’t see that coming!”

But in general, I think that knowing more when you are younger probably feeds your ego more than your curiosity and that’s not a good thing.

Didn’t Know

Seger talks about being as naive and innocent now as when he was younger.

Again, on the one hand, it might be easier to be living the kind of life that you were when you were younger.  I grew up in what I considered almost an idyllic setting.  We had a small piece of property that had a stream running through it.  Every time I would leave the house my mother would say “don’t get wet.”  I, of course, “fell” into the stream every day.  Even during Michigan winters.  I also lived in a rural area and it was a three-mile bike ride to town.  My biggest worry during those days was a flat tire on my bike.

On the other hand, it would almost require seclusion from the world to avoid the bigger problems of an adult.  We do run into those people who have protected themselves so much from the world.  They assume their experience and life is the only one or certainly, the only right one that exists.  I think of those people as having and knowing a very small world.

Perspective

People with a “large world” perspective see things differently.   Even if their world is physically small, they look at the bigger picture and try to understand what others are thinking from a different perspective than their own.

My father ventured beyond his physical boundaries once when he served in WWII.  After the war that he had spent in North Africa and Italy, he came back to Michigan.  I only remember leaving the state once during the rest of his life, but he seemed to have a big world perspective.  During my college years in the Engineering School of the University of Michigan, I would learn something new about the engineering world and couldn’t wait to share it with my dad.  I assumed that I would finally know something beyond his high school education in the same small town that he raised me.  But it seems that whatever the topic, he would say something like “I’ve been reading a lot about that topic.  What do you think this aspect means?”  Of course, I didn’t know the answer because he knew more about the topic than I did.  He was a very “large world” thinker.  I have one cherished possession left from my father.  Here is a picture of his dictionary.

Living Around the World

All four of my grandchildren have lived in different parts of the world.  But just being physically worldly, doesn’t make you worldly in your thoughts or attitudes.  They all see the world as large, expansive, and varied.  It will serve them well.

Examine Your World View

How large is your world?  Think about it!  You’ll never know it all but expanding your world through curiosity, learning, and gaining understanding will keep you in a “growth mindset” which is essential for great leaders.

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BlogLeadership

Three Time Frames

by Ron Potter March 4, 2021

Raymund Chua was a client of mine many years ago.  We built a good relationship and have stayed in touch with each other through the years.  Raymund, living in Singapore, is doing some great work in Southeast Asia.

He posted something on LinkedIn the other day that I found very powerful because it was profound and simple at the same time.

Leadership Story

The chart is titled “The Three Timeframes” as part of a series called, A Leadership Story.

State of the Leaders Focus

Current – Next – Future

I’ve not only seen these states in various leaders, I’m aware that I also get “stuck” in one of the three states.

Possible Symptoms

This list is very interesting in that it shows the possible symptoms of each state.

  • Future Focus –  Full of new ideas.  Often not quite sure how to get there.  Very Start-Up in its nature
  • Next Focus – Great initiatives but really never takes into account where the organization is or what they’re cable of doing.
  • Current State – Focused on doing well today with no thought of the future.

Which State is Best?

OK, trick question.  While there may be moments in time when one state will serve better than the others, long-term all the states must be blended into the leadership thought.  Let’s take a deeper look at each one of them.

Future Focus

This is an extremely valuable focus.  Where is the future headed?  What insights will prepare us for a future that is mostly unknown today?  In the pandemic we’ve been experiencing which has caused tectonic shifts in our culture and way of doing business, this is a valuable focus.

What happens when the majority of people begin working from home?

  • Commercial real estate loses a great deal of its value.
  • Building teams becomes even harder when people are not able to be close to each other, shake hands, or put an arm around someone’s shoulder to offer some comfort.
  • It doesn’t matter where you’re located.  Areas like New York City, Silicon Valley, Boston Rte 128, and others are no longer required living locations to be a contributing member of a high tech team.

I”m sure there are many other aspects of our future that we can’t even see yet.

But having a future focus will tune you into issues and moments that others may miss and could be extremely valuable.

However, being future focused comes with its drawbacks as well.  I mentioned earlier that I get stuck in one of these states.  This is the one that has been my nemesis and has added stress to my life through the years.  Because I tend to be future focused, I look forward to what might be coming or what I may be able to experience in the year ahead.  However, it is usually late February or March when I feel like the year is well underway and I’m bogged down in the ordinary and won’t be able to experience the fabulous future I had imagined.  And by July or August, my sense is that the year is over and I might as well start focusing on the next one.  Unfortunately, I’ve missed many wonderful things that happen “in the moment” because I’m so focused on the future.

You need all three.

Next Focus

I would probably call this “near” focus.  These are the people who are focused on the near term —the next year if they are working in the business world.

They aren’t really thinking about the immediate or today’s problems and issues.  They also are not thinking much beyond the year.  There’s not much of what you would call future vision in their thinking.

There are two issues that these types face but don’t seem to grasp.  One is immediate problems.  They may have the year thought out but seem to be unaware that something is about to blow up or go terribly wrong in the next couple of weeks.  By next month they may be trying to recover from or get on top of an issue that essentially keeps them from accomplishing the year as they envisioned.

The second issue is they are not visionary.  High-performance teams always have a future destination they are excited about and committed to achieving.  Because the next focus leader doesn’t think or have a vision for the future, it’s hard for them to build high-performance.  They can be good at what we might think of as operational teams, ones that are efficient and get the near term tasks completed, but they are not good at having the right team or building the right skills for the future.

Current State Focus

These people are very short-term focused.  They’re good at solving the immediate problem.  In the business world, they are often called “firefighters.”   Firefighters are important.  There can always be a fire to put out and it must be done as quickly as possible.   The problem I began to see over the years was that firefighters were sometimes arsonists.  They either started fires or fanned small fires so they could put their skill set to use solving bigger fires.

They also don’t really do anything to prepare the organization or team for any longevity.  They don’t really think beyond putting out the immediate fire.  They don’t prepare the team for bigger or longer-term issues.  And they certainly don’t offer up a future to work towards.  They’re needed but they’re needed in the moment and not beyond.

There are two other categories that are also important.

No, No, No

The first (top of the chart) one talks about a leader that is neither current state, next, nor future focused.  My apologies to those people who are trying to do a good job and make things better but I often think of government offices when I think of the No, No, No environment.  In the “Unintended Team Culture” apart of the chart, it lists:

Good talents would have left.  What’s left is a culture that is very contented (and at times) protective of the status quo.

In the corporate world, I’ve actually seen a couple of cases where the leadership had decided to no longer be in a part of the business or spend resources on doing a certain piece of the business.  But as I looked around the corporation I would see people showing up for work, getting to their office, and continuing to do the work they had done for years just the way they had always done it.  The CEO would be floored.  He would wonder why they were spending resources on something they had decided to kill off months or maybe even years ago.  It didn’t take much looking to find a No, No, No leader.

Yes, Yes, Yes

This category at the bottom of the chart talks about the leader who is focused on all three states, current, next, and future.  If you read the “Possible Symptoms” and “Unintended Team Cultures”, I hope you resonate positively and want to belong in that atmosphere.

Possible Symptoms: A leader who knows the organization’s current capability, knows precisely what to do next, and has a roadmap to the future.

Unintended Team Culture: a culture that has a crystal clear understanding of their current situation, has a shared vision, and knows what to do to close the gap.  I would actually title this as the Intended Team Culture.

Be a triple yes type of leader.  It’s the only type that builds high-performance teams and has a shot of conquering the uncertain future.

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BlogLeadership

4 Things that a Leader Should Provide

by Ron Potter February 18, 2021

At the end of the last blog, I indicated that the star leaders of the future will help their teams feel safe and connected in a virtual world.  There are some critical issues that a leader must provide in order to create a safe and connected atmosphere.

Hope

It doesn’t take much reading or watching documentaries to realize that entire groups of people lose their will to live or even attempt to do so when they have lost all hope.  Leaders and teams will face setbacks and failures, but they must not lose hope.

Among the things that a leader or individual can do to provide hope include:

  • Freedom of choice and free will.  Leaders must be careful even when they are well-intentioned.  They may think that a solid plan and direction for the future will help people through a difficult situation but they also need to be careful not to stifle people’s ability to input their own ideas and goals.
  • The arts and creativity.  We all are inspired by various arts (music, paintings, motion, etc) or creativity and innovation.  Inspiration can lead to or renew hope.
  • Goodness and kindness.  These acts of unselfish behavior on behalf of another person will inspire hope.
  • There are many other things that can inspire or renew hope.  Loss of hope is deadly.

Love

The word love can be greatly misinterpreted.  A more useful word in today’s business world might be respect.  When people feel respected, even when their ideas may be at the opposite end of a scale, great things are possible.  I believe this is one issue that makes our current politics so ineffective.  It should be OK to have very different ideas.  In fact, it’s powerful and useful to have different ideas if there is respect for the person and their ideas.  Unfortunately, different ideas are not accepted or discussed with respect.

Respect is required for great leadership!

Joy

Although there is more to joy than humor, humor is a big part of it.  When we’re able to laugh and enjoy the moment with each other (not at the other’s expense) life is so much better.  A touch of humor or a lot of humor is a powerful ingredient of joy.

Peace

The opposite of peace is fear.  From the dictionary, the opposite of fear can be curiosity, trust, courage, or calmness.  What a great list of words.  Being curious is fun and leads to learning more than almost any other word.  Trust is powerful.  Both to trust and to be trusted.  How great is it to be both courageous and calm in times of difficulty?

Hope, Love, Joy, Peace.  These are the new currency for great leadership in a virtual world (or any world for that matter).

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BlogLeadership

He Makes Good Decisions

by Ron Potter February 4, 2021

I happened to come across a National Football League (NFL) scouting report of a young college student who wanted to be drafted into the NFL.  The Scouting reports were not good.

The college student also took part in the NFL Scouting Combine where they test physical attributes.  The results of that were not good either.  The reports said he had poor arm strength and athleticism and his sprint times for the 40-yard dash were terrible.

In his report, one longtime analyst said, “I don’t like him. Smart guy. That’s it.”  The only positive part of another report said that “He makes good decisions.”

In spite of these poor reports, this young college student was drafted in that year.  Of the 200 drafted, he was taken at 199.

He Was Prudent

Prudent is not a word we see anymore.  In fact, it doesn’t really sound very flattering.  But the definition of prudent is: The perfected ability to make right decisions.  That seemed to be the only positive thing in his scouting reports and physical analysis.  He was Prudent.

The Perfected Ability to Make Right Decisions

There are two points that you need to pay attention to in that definition.

  1. Right.  It’s easy to make decisions.  It’s not easy to always make “right” decisions.  “Right” in this case means right for the individual, organization, country, and the world in general.
  2. Perfected.  Perfection comes with practice, patience, and wisdom.  It takes time.  You must work at it.  I’ve spent a lifetime trying to perfect my golf swing.  It’s far from perfect but it is better.  Even the pros who will hit thousands of balls a day are trying to perfect their golf swing.

Practice Makes Perfect

We’ve all heard that old adage.  But it’s not true.  Practice doesn’t make perfect if you not practicing the right things or the parts that need to be practiced.  Back to the golf pros, they not only have coaches but lots of technology to help measure and visualize their practice.  They get almost instantaneous feedback on each practice swing.

Feedback

This is why instantaneous feedback is so necessary.  I heard someone once say, if you swat your dog with a newspaper for something he did wrong yesterday, he’ll have no idea what he’s being punished for.  He will only become afraid of newspapers.  This is one reason why annual assessment sessions with employees are so useless.  There may have been an instance several months ago that needs to be fixed.  But by now each participant has formed a memory in their head that satisfies their own needs and ego.  Memory is powerful.

A college professor once had the students in his class write down everything about the day before when the space shuttle Challenger exploded during take-off.  Ten years later, the professor tracked down as many students from that class that he could find.  He handed them their own written record of that day to read over.  One student who had written 14 pages read it through and then tossed it to the side and said to the professor, “That’s not right.  Let me tell you what really happened!”  Ten years later his memory of the incident was more powerful than his recording of the incident the following day.  Memory is powerful.

Prudent Decision Making

Prudence is a process.  It has well-defined steps that will need to be practiced to reach perfection.  The Prudence process requires Trust, Diverse Points of View, and a Good Process

Trust

In my book, “Trust Me” I list the eight elements of trust.  Those elements are self humility, development of others, commitment to learning, listening and creating unity, focus on the issue, compassion for others, personal integrity, not avoiding constructive disagreement, and finally endurance to stick with it to the end.

Diverse Points of View

We hear the word diversity used a great deal these days.  But diversity by itself is worthless unless there is trust.  Trust must be established first.  Without trusted diversity of thought, there is no perfecting of the decision-making process.

Good Process

Prudent decision making is not haphazard; it is a well-defined process.  It can be simplified into three words: Deliberate, Decide, Do.

Deliberate.  Because “time is critical”, most corporate teams don’t do enough (or any) deliberation.  Other reasons I’ve encountered for not deliberating well include:

    • “We already know the answer.”  This happens because of ‘group think’ and ‘selective attention’.  If we don’t have the trusted diversity of thinking, it’s easy to fall into these traps that make us think we already know the answer.
    • This is only one right answer.  This means that all the other possible answers are wrong.  Leadership teams shouldn’t waste their time on truly right-wrong decisions.  Leadership teams should be spending their time on dilemmas.  This means they are dealing with right vs right decisions.  These are the hard decisions.
    • I believe what I see or I remember.  (See the “Feedback” section above.)

Decide.  One element of good decision making is described in something called Triple Loop Learning (Originally developed by Gregory Bateson and extended by Chris Argyris and Peter Senge).  The first step in triple loop learning is to share openly and honestly your beliefs and assumptions about the topic up for decision.

Do.  Having reached a decision through this process, the do part becomes much easier because all the parts of the team are working together.  There is full commitment from each member of the team.  I cover  “Prudence” in previous blogs–take a look to get more detail than we covered here today.

So who was that young college student that was drafted 199 out of 200 that year?  Tom Brady.

No other quarterback has appeared in more than 5 Super Bowls, let alone claimed over 4 rings.  Tom has played in nine Super Bowls and won six of them.  This weekend he will play in his tenth Super Bowl with the opportunity for his seventh win.

He makes good decisions!

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BlogLeadership

Truths of Life

by Ron Potter January 28, 2021

Truths of life can come in many forms.  I found this list from Dr. Travis Bradberry to be pretty complete and comprehensive.

Great success is often preceded by failure

All too often we think that success came easy to a person.  We might think they’ve always been successful and their current success is simply a continuation of that.  However, it doesn’t take much discussion with successful people to hear about the failures and moments of frustration on the road to success.  If you’re one of those people that think being successful just naturally happens to some, then you’re admitting that you don’t have the fortitude to live through and work through the failures in order to experience success.  And to be clear, I’m not talking about large financial success.  I often think of conscientious teachers who struggle and suffer wondering if they’ll ever make a breakthrough in a student’s life.  They don’t always experience it but when they do have a positive impact, there’s nothing quite like it.

Being busy does not equal being productive

This one seems to be pervasive in today’s world.  If people are busy all day, they think that is being productive!  I’ve experienced a couple of “moments” in my life when I have worked hard at eliminating the word busy from my everyday language.  I often find myself in that trap.  I might think I really needed to connect with someone but was too busy to get it done.  That’s just an excuse.  Being too busy simply means I chose not to put an item higher on my priority list.

I was told once by a Japanese acquaintance that the word busy was made up of two symbols in their written language.  The first symbol would be interpreted as a human being.  The second symbol would be interpreted as a destroyer.  Together the word busy would be translated as “human destroyer.”  Don’t let busyness destroy you.

You’re only as good as those you associate with

We work hard at instilling this in our kids.  They shouldn’t hang out with that person or crowd because they’re a bad influence on them.  We seem to forget this as an adult.  Even worse, we think because we’re adults we’re strong enough and wise enough to not let it happen to us.  Wrong.  If you don’t associate with positive, can-do people, you’ll never make it on your own.  Even if it means leaving the company you work for, do it.  You must hang out with people who are positive and care for you and others as valuable human beings.

You’re living the life you created

It’s easier to think of ourselves as victims of circumstances when things are not as we wish they should be.  The truth is, you’ve created the life you’re living by the choices you’ve made.  Maybe you can’t stomach or tolerate failure.  Maybe you’re just being busy assuming that’s being productive.  Maybe you’re not associating with the types of people that have your best interest at heart.  You’ve made these decisions!  You’ve created this life.  Don’t blame others or circumstances.

Fear is the number one source of regret

Fear of failure.  Fear of loss.  Fear of what others might think of you.  Fear of change.  These are the things that kept you from doing things but that bring you regret now.

You don’t have to wait for an apology to forgive

Lack of forgiveness is like cancer.  It will eat your insides out.  If you need an apology before you forgive then it’s not really forgiveness anyway.  It’s simply a barter.  Forgiveness is not bartered.

Live in the moment

Bradberry says “No amount of guilt can change the past, and no amount of anxiety can change the future.”  I don’t live in the past.  There is nothing you can do about it so why worry about it.  However, I’m really bad about living in the future.  I don’t believe I’m anxious about it, but I think more about the future than I do about the moment.  I’ve missed a lot along the way by living too much in the future.

Your self-worth must come from within

You know those people who seem to be worried more about what people think, what people might think, or how they think others view them.  There is no value in this kind of worry.  If you’re not comfortable with who you are it won’t make a difference anyway.  Remember, you’re living the life you created.

Life is short

This one is so much clearer the older we get.  Wise people don’t need to get physically old before they realize this.  Life is short.  Don’t waste your time being busy.  Don’t waste your time with a priority list that is not important to you.  Live life in the moment.

Change is inevitable—embrace it

Life doesn’t happen in straight lines.  It’s constantly changing.  It can easily throw you out of your comfort zone.  But it’s inevitable.  The sooner you realize that the easier it is to handle change.  Make the right decisions.  But don’t regret it if you don’t make the right decision. That’s in the past; there is nothing you can do about it.  Life is short.  Live it in the moment.  It will be a different moment tomorrow!

A list of ten is too big of a number for most of us to keep track of and remember each day.  Pick one or two of these truths.  Use those to be a better person and to live a more enjoyable life.  The one or two might change over time but concentrate on a couple that are creating more discomfort for you than they should.  Then live an enjoyable life.

 

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BlogLeadership

Emotion, Humility, Humanity

by Ron Potter January 21, 2021

Howie Mandel, the comedian, identified these three traits of people who changed the world.  More than a comedian, I have always found Howie to be a deep thinker as well.  These were identified in a youtube video by Howie.

Emotion

We often think of emotion as something inside of us and very personal in nature.  In fact, it has more to do with communication.

Even as I work with a team that has developed an app for being a better team, it seems like every day we find ourselves talking about how we should communicate with people who may be interested in our app.  We talk about communicating with emotion.   If people don’t feel the message, if our words don’t invoke a deep connection, they’re just words.  A software app lends itself to communication with logic but people seldom remember logical statements.  They decide right from the beginning if they agree with the logic or not.  If they agree, then they don’t feel like they’re learning anything new.  If they don’t agree, the words are almost immediately shut off and seldom remembered.  Communicating with logic doesn’t create much movement.

Communication with emotion creates a deep need to listen and learn.  Emotion is about communication.

Humility

Humility should not be a new concept to you, the reader of this blog.  We’ve talked about the need for humility many times.  It is number one on my list of great leadership traits.   Humility says we’re all in this together—let’s figure it out together!  Lack of humility is ego.  Ego says “I have all the answers—listen to me and do what I say.  I’m smarter than you.”

Humility says I don’t have all the answers.  Humility wants to know what the other person thinks and gives that information equal status. They may have a better idea.  They certainly have a point of view that makes others think and see things in a different way.

Humility listens to other people with the intention to understand.  People feel heard.  It makes people want to be more of a participant.  Humility is powerful.

Humanity

I’ve written in previous blogs about an exercise I used when working with teams.  I called the exercise “Human beings, not human doings.”

I always started the session with a couple of simple rules:

  1. Listen with the Intent to Understand.  You could ask questions, but only to clarify or increase your understanding.  No advice was to be offered, just listen.
  2. Put away anything you may have in front of you: papers, reports, and most importantly phones.  Pay attention to the other person.

The process was simple.  I asked each person to share a person or event that has deeply shaped their values.  We never ended a single meeting without tears.  It deeply affected people.  They were being Human Beings.  It was not about what they did or what was their title.  This was exposing their humanity.

These three things: Emotion, Humility, and Humanity were three traits that Howie Mandel claimed were possessed by people who had changed the world!

I agree. We may define your world as your team.  We may think of an impact on the whole world.  But without these three, you don’t have a chance to influence either.

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BlogLeadership

Are you Confident or Cocky?

by Ron Potter December 24, 2020

Jeff Haden wrote the original article in Inc. magazine and covered more steps than I’ve focused on here.

I’ve been referred to as a “cocky SOB”, so maybe I fall on the cocky side of this equation.  However, I’ve also been referred to as incredibility confident.  I think the two are intertwined so let’s take a look at how you can be confident without being cocky.

Signs You Are Genuinely Confident

You listen 10 times more than you speak

I don’t know about the 10-1 volume but I’ve written several blogs on

  • Listening with the Intent to Understand
  • Listening with the Intent to Respond.

I don’t think it’s the volume of listening that you’re doing. I think it’s how you listen.  You can listen a lot to a person but if it’s always with the “intent to respond”, the other person doesn’t really feel like you’re listening.  It’s hard to stay in the “intent to understand” mode because our natural tendency is to get our point across.  But when you stay in this mode, it really signals to the other person that you truly want to know what and why they think the way they do.  It also gives them credibility.  This is listening with confidence.

You duck the spotlight so it shines on others.

Not taking credit when it’s due to others shows great confidence.   There is nothing cocky about this approach.  Many people get threatened when they are not in the spotlight.  They worry that if others gain more of the spotlight it will threaten them and their position.  Confidence becomes obvious to others and is appreciated by the boss, teammates, and direct reports.

You freely ask for help

The help may need to come from anyone in the 360 circles around you.  People who want to feel that they know everything about every subject will be quickly exposed (outwardly or inwardly) as needing help but being afraid to ask.  Admitting that you may know a lot and have lots of experiences but you just don’t know everything makes you come across as very human.  This is trustworthy.

You don’t put down other people.

Putting others down reflects more on you than it diminishes the value of the person you’re putting down.

You own your mistakes.

We’ve talked in several previous blogs about looking for someone to blame when things go wrong.  This is cocky, not confident.

Confident leaders will be remembered and appreciated by everyone around them for a long time.  While the actions of cocky leaders will be remembered for a long time, their names will soon be forgotten.

Be a confident leader!

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BlogLeadership

Understanding Speed and Velocity: Saying “NO” to the Non-Essential

by Ron Potter November 16, 2020

Shane Parrish said in one of his blogs “It’s tempting to think that in order to be a valuable team player, you should say “yes” to every request and task that is asked of you. People who say yes to everything have a lot of speed. They’re always doing stuff but never getting anything done. Why? Because they don’t think in terms of velocity.”

Speed vs Velocity

I learned the difference between these two elements in engineering school.  Most people don’t know the difference between the two and use them interchangeably.  I admit that in most cases, it doesn’t really matter that people use them incorrectly.  But I believe that part of great leadership is saying what you mean and meaning what you say.  You can’t do that if you’re using words incorrectly.  People understand different words differently and it’s important to clarify what you’re saying.

Speed

Speed is a scalar measurement.  It tells us how far we’ve traveled in what amount of time.  It is distance divided by time.  Our roads have “speed” signs along the way.  Our state increased the speed on rural interstate highways from 70 miles per hour (mph) to 75 mph.  This means that I can cover more miles in the same amount of time.  My speed increases.

But speed doesn’t indicate direction.  I may merge onto the interstate and increase my speed to 75 mph.  I’ll be making good time.  But if I entered into the northbound side of the divided highway and my intended destination is to the south of my starting point, my speed is meaningless.  I may drive for an hour at 75 mph but at the end of that hour, I will be further from my desired destination than when I started.  It doesn’t have much value to go fast if you’re headed in the wrong direction!

Velocity

Velocity, on the other hand, is a vector measurement.  It includes direction.  Going 75 mph to the north is the same speed as 75 mph to the south but has very different velocities and very different destinations.  Just going fast doesn’t necessarily get you to your desired destination.  In fact, you may have a faster speed but take longer to your destination if you have the wrong velocity.

Saying No

The title of this blog indicates that you must say no to the non-essentials.  If you don’t, you’re just going fast!

There must be a purpose or a destination in mind to achieve the greatest velocity.

Some people just can’t say “no.”   Even when they say yes to non-essentials.  They’re just going fast.  This leads to burnout, stress, health issues, and missed targets.  Without a clear destination, there’s no value in going fast.  It’s just that some people feel that if they’re going fast then they’re more valuable.  Wrong!

Successful People say No

I’ll close this blog with a quote from Shane Parrish’s blog:

The difference between successful people and very successful people is that very successful people say ‘no’ to almost everything.
– Warren Buffett

If I were to rank the CEO’s I’ve worked with through the years, the one at the top of my list (best CEO) said ‘No’ more than all the others.  There is a tremendous demand for the time of the CEO.  And the demands are almost all worthwhile.  But the best CEO I ever worked with made it very clear the three things they were focused on in any given year.  When a demand arose that required them to spend time on something other than the three things that were the focus for the year, they immediately said ‘No’ and recruited someone else to accomplish the task.  It’s usually ego that drives them to spend their time on the non-essentials.  Good CEO’s overcome the ego.

Increase Your Velocity

Three things are listed in the blog that will help increase velocity

  1. Ruthlessly shave away the unnecessary tasks, priorities, meetings, and BS.  See the paragraph above to help with this item.
  2. Don’t rely on your willpower to say no; instead, create systems that help you fend off the distractions.
    I think this is a really good suggestion.  Just believing you have the willpower to say no when the time comes will fail.  Rely on a visible system (to you and others) to put demands in the ‘no’ category.
  3. Say “no” to your boss.  This may be the most difficult one for most people.  But, if you have a good boss, you will be respected for saying ‘no’ based on your system.  If you are not respected for saying ‘no’ for the right reasons, look for another job (boss).

If you’re all about speed, you’ll simply experience burnout.  Velocity indicates you have a meaningful destination.  Velocity will lead to success and satisfaction.

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BlogLeadership

Oxygen – Part III

by Ron Potter October 29, 2020

 

Over the last couple of weeks we’ve looked at the Project Oxygen findings at Google related to high-performing teams.

This list is from the book Work Rules by Laszlo Bock who is the person at Google that has helped shepherd the project.

The eight findings that help teams perform at their peak include:

  1. A good coach
  2. Empowers the team and does not micromanage
  3. Expresses interest in and concern for team members’ success and personal well-being
  4. Is productive and results-oriented
  5. A good communicator – listens and shares information
  6. Helps with career development
  7. Has a clear vision and strategy for the team
  8. Has key technical skills that help advise the team

In this week’s blog, we’ll cover the last three findings.

6.  Helps with career development

As I’ve mentioned in previous blogs on this topic, it’s difficult for me to distinguish between Leadership issues and Team issues.  This has mainly to do with my Mental Model of Team, Leadership, Culture.

This is not to say that Laszlo’s approach is incorrect, it’s just that I come at it from a different perspective.

In my mind, it’s difficult for a team to help a member in their career development.  Teams can certainly contribute but it is often the leader who is in the best position to help with career development.  What comes to mind is the lack of career development.  I have often been hired as a consultant to work with an individual who has “gone off the rails” in the mind of their leader.  The leader will tell me that unless this person deals with the issue, they will no longer have a position at the company.    In every case, the individual has held a senior position in the company, often they have been Vice-Presidents.

Shocking News

When possible, I have looked back over several years of performance reviews.  It’s always been amazing to me that if the person has worked for the company for any length of time, their annual performance reviews mention the issue I’ve been hired to help them deal with.  And yet, when I mention to the individual that unless they correct this issue they will no longer have a position with the company, they’re shocked.  They’ll say to me something to the effect that “no one has ever mentioned to me that my continued employment depends on me fixing this problem.”

People Pleasing

Why is there such a disconnect?  The person dealing with the issue says “no one” has ever told me it could cost me my job.  The person hiring me to tell the person will say, “I’ve put this issue in every performance review for the last several years.” Why the disconnect?  I believe it’s because almost everyone wants to be a people pleaser and believe that giving people bad news counters that desire.  Managers will say to an employee “you must fix this issue.”  They might even say “unless this issue is fixed I can no longer keep you in this job.”  But, because people don’t like to give bad news, they’ll almost immediately shift their conversation to tell the person all the things they do well.  The bad news never sinks in or is dealt with.  Think about that for a minute.  My boss says to me: you must fix this issue.  It can’t go on like this.

Yet almost immediately they will say: but I love how you handled such and such or you’re great at dealing with certain kinds of problems.  What does the employee hear?  Blah, blah, blah, but I love how you handle this or how you deal with these issues.  You’re doing great!

If there is an issue that must be dealt with

  • state the issue
  • don’t accept excuses
  • don’t move on until the is a plan in place
  • make sure there are milestones to fix the issue
  • make sure the consequences are clear if the issue is not fixed
People Caring

The way to be people-pleasing is to be people caring.  If people feel they are being held accountable with caring and support, they’ll be the happiest.

7.  Has a clear vision and strategy for the team

Once again this sounds more like a leader issue than it is a team issue.  However, while a leader should have a clear vision and strategy for the team, it should never be used to dictate to the team a course of action.

Team members need to be bought into the strategy/vision

If team members don’t have a shared strategy or vision, the team will never grow and develop together.  I’ve worked with too many teams through the years that didn’t take the time or make the effort to develop a shared strategy/vision.  In every case, competition develops as managers try to implement their own vision at the expense of others.  It becomes a tremendous waste of resources.

Leaders must have a strategy/vision but leaders must also be humble enough to see beyond their own vision and they must have enough grit to bring the team together around a joint vision.

8. Has key technical skills that help advise the team

This final “Oxygen” is true at both the leader and the team member levels.   Trustworthy teams and members must have both character and competence.  It never works to have one or the other, there must be both.

Information Technology

From a leadership standpoint, I believe the Information Technology (IT) area of the business is the most vulnerable.  The IT portion of the business is:

  • Complicated
  • Fast-moving/changing
  • Many faceted

I’ve seen too many IT leaders that fall short on one or all of these issues.  When that happens, the IT department can buffalo the leader.

Tyranny of Competence

With team members, I have more often seen what Robert Quinn calls the “Tyranny of Competence” in his book, Deep Change. This happens when an individual has so much competence in a given area that it is felt the competency must be protected at all costs and therefore, the individual may have a lack of character and there are no consequences.

Character and Competence must be present for teams to thrive.

Project Oxygen

This covers the eight elements found to be meaningful in building great teams.  Think about them.   Incorporate them.  Discuss them.  The more you can build these into your own makeup or a team’s makeup, the more success and satisfaction you’ll experience in life.

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BlogLeadership

Oxygen – Part II

by Ron Potter October 22, 2020

Last week we talked about the Project Oxygen findings at Google related to high-performing teams.

This list is from the book Work Rules by Laszlo Bock who is the person at Google that has helped shepherd the project.

The eight findings that help teams perform at their peak include:

  1. A good coach
  2. Empowers the team and does not micromanage
  3. Expresses interest in and concern for team members’ success and personal well-being
  4. Is productive and results-oriented
  5. A good communicator – listens and shares information
  6. Helps with career development
  7. Has a clear vision and strategy for the team
  8. Has key technical skills that help advise the team

Leadership or Team membership

As I said last week, my mental model puts some of these in the Leadership category and some in the Team category.  Some fit both.  I’ll distinguish how I see each of these but you can fit them into your own Mental Model.

2. Empowers the team and does not micromanage

The word empower has been misunderstood and used in recent years.  Most of the time we’re actually talking about delegation, not empowerment.  In this case, I believe either word can apply.

Empowerment

The word “empowerment” refers to influence.  The purpose is to build up confidence and self-esteem.  If you are empowered with a piece of the business, you can influence that piece of the business, but the authority clearly lies with the leader.  Empowerment is granted by the leader to grow confidence and self-esteem.

Delegation

Delegation, on the other hand, means that a piece of the business has been entrusted to you.  With teams, most of them should be entrusted with their piece of the business.  Entrusting a piece of the business requires trust and respect between members.

3.  Expresses interest in and concern for team members’ success and personal well-being

Individual success is one part of this equation.  Helping members of a team be successful will help the team be successful.

The other aspect of personal well-being is often overlooked.  With almost every team I ever worked with I ran an exercise (regularly) that I called “Human Beings, not Human Doings.”  In this exercise, team members got to know each other based on who they were, not what they did.  Often, after running this exercise someone would make a statement that expressed the fact they had known and worked with an individual for many years (15+ in one case) and they never knew “that” about that person.  All of a sudden, many actions seemed to make sense and there was a true sense of caring and empathy for the person which often helped them be more successful and better understood.

4.  Is productive and results-oriented

Team members must be trustworthy.  We’ve looked many times at character and competence which are the two elements of being trustworthy.  An individual must have character and at the same time, they must be competent at the same time.

A person may be the most honest, high integrity, highly principled person there is (great character) but if they don’t know how to do their job, they are not trustworthy.  A person may be the best at their job (highly competent) but if they don’t also have high character (honesty, integrity, principled) they will not be trusted by the team.  They will not be trustworthy.  Both need to be present.

5.  A good communicator – listens and shares information

The key to this one is listening with the intent to understand, rather than listening with the intent to respond.  If you’re listening with the intent to respond (as most of us do most of the time) we’re running a little checklist in our brain as we’re “listening” to the other person.  This checklist may include things we agree with, things we don’t agree with or anything that we want to reinforce or negate as soon as there is a break in the talking.  However, the goal is not to understand, the goal is to respond.  When we listen to understand we start asking a whole different set of questions and the other person feels we’re making an effort to understand them.  When the other person feels that way, they are much more interested in what we have to say when it’s our turn.

Google Oxygen Project

Next week we’ll wrap of the last of the eight findings of the Google Oxygen Project.

 

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BlogLeadership

Oxygen – Part I

by Ron Potter October 15, 2020

Have you ever been near drowning?  When I was a kid I don’t know how “near” I was but I was afraid that I was drowning.  Swimming at our local swimming hole I got stuck under the 55 gal drum that we had used to create a raft.  There was a point when I thought I was done for but eventually broke free and surfaced to suck and gulp oxygen into my lungs.  That oxygen gave me my life back!

Project Aristotle

in 2012 Google set out on the task of figuring out which teams performed the best and why.  They called it Project Aristotle.  The main researcher at the time was Abeer Dubey.  He said, “At Google, we’re good at finding patterns.”  The problem was that they didn’t find any solid patterns.

Then they looked at the work of Amy Edmondson at the Harvard Business School.  Amy and her team found something they called Psychological Safety.  Psychological Safety meant that team members felt safe for interpersonal risk-taking.  Team members felt confident that they would not

  • Be embarrassed
  • Rejected or
  • Punished for speaking up

They were safe within the team!

This type of team climate is characterized by

  • Interpersonal Trust
  • Mutual Respect

Work Rules

Now comes a book titled Work Rules by Laszlo Bock.   Laszlo leads Google’s People Operations.  Laszlo does a good job of summarizing the findings during that time of searching for what makes the best teams.

Oxygen

So what does this have to do with Oxygen?  In my 30+ years as a coach and consultant to leadership teams, I saw too many people who were going through their days feeling like I did when I was underwater and running out of oxygen.  I experienced this first during one of my summer jobs during college.  It was in a factory and I would watch the employees go through the shift like they were short of oxygen.  Then as soon as the whistle blew, it was like sucking in that oxygen when my head first broke the surface of the water.  They had new life.  They were energized.  They couldn’t wait to get going on whatever it was that gave them oxygen.

Project Oxygen Finding

Laszlo breaks the results into eight “Project Oxygen Findings”

  1. A good coach.
  2. Empowers the team and does not micromanage.
  3. Expresses interest in and concern for team members’ success and personal well-being.
  4. Is productive and results-oriented.
  5. Is a good communicator – listens and shares information.
  6. Helps with career development.
  7. Has a clear vision and strategy for the team.
  8. Has key technical skills that help him/her advise the team.

I’m going to ask forgiveness from Laszlo at this point but as I categorize these elements into my mental model (Team Leadership Culture) I see many of them fitting into the Leadership category more than the pure Team category.

This is not to say they are incorrect, it’s just a different mental model.

A Good Coach

Future posts will cover each of the eight findings but I’ll close today’s blog with the number one finding – A Good Coach.

Why is a good coach necessary?  Can’t teams just get better on their own?  Do they really need that outside source to figure this out?

The answer to these (and other Team questions) is yes, but!  As good as teams get, sometimes it’s valuable just to have an outside observer and someone who has no fear of voicing opinions.  Good coaches can do that.

One of the projects that I’ve talked with you about in the past is our GPS4Leaders app.  It has been our opinion right from the start that an app will never replace the need for a good coach but can go a long way toward bringing a team closer to the Trust and Respect levels that is required for strong teams.

Project Oxygen Finding

Over the next few weeks, I’ll unpack each of the findings from Project Oxygen.  Stay tuned.

 

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BlogLeadership

Competency will get you…. Nowhere!

by Ron Potter October 1, 2020

Amy Cuddy has written at least three very profound books:

  • When They Trust You, They Hear You: A Modern Guide for Speaking to Any Audience
  • Leadership Presence  – Part of HBR Emotional Intelligence Series (14 Books)
  • Presence: Bringing Your Boldest Self to Your Biggest Challenges

Amy says the first two things people want to know when they first meet you are:

  1. Can I trust this person?
  2. Can I respect this person?

Psychologists refer to these dimensions as warmth and competence, respectively.

Warmth is not measured on corporate evaluations

I often run an experiment with teams where half the team gets a list of characteristics found in a fictitious person.  The other half of the team gets a similar list of characteristics on another fictitious person.

Both lists contain words such as:

  • Intelligent
  • Skillful
  • Industrious
  • Determined
  • Practical
  • As well as a few other descriptions

There is one (and only one) difference in the two lists:

  • One list contains the word “Warm”
  • The other list contains the word “Cold”

I then have the whole team vote on characteristics such as:

  • generous vs. ungenerous
  • unhappy vs. happy
  • reliable vs. unreliable
  • frivolous vs. serious
  • imaginative vs. hardheaded
  • dishonest vs. honest
  • There are 16 total comparisons

(Remember that the lists are identical except for the words warm and cold.)

The group that has the word “warm” in their descriptor attributes the more positive characteristic to their fictitious person.

The group with the word “cold” in their descriptor attributes the more negative characteristic to their fictitious person.

Is a person warm or cold?  This one factor will set our expectations for that person and can be the difference of our trust factor!  Be a warm person.  It pays rewards.

Respect or Competence

In the book, Speed of Trust, author Stephen M. R. Covey lists four characteristics that need to be present before we trust someone.  This list has often helped my consulting when there is obvious (at least to me) mistrust on a team.  However, when I ask the team if they trust each other, the answers are almost always a positive yes.

But when I break down trust to this subset of characteristics, there is usually one where people have a concern.  “Yes I trust the person but….”

The list is

  • Integrity – Is the person always the same person no matter who they are talking with or what the circumstances are?
  • Intent – This one usually revolves around the issue of what is best for the team or company vs. what is best for the individual.  Is their intent focused on the best for others or the best for themselves?
  • Capabilities – The person may be sharp and accomplished but do they have the experiences necessary to work through the situation they face?  Are they capable?
  • Results – Has the person actually produced positive results.? Often people talk a good line or more likely have a list of reasons why something didn’t work.  Did they actually produce results in spite of the difficulties they faced?

When you break down the question of trust into these four components, it’s easier to deal with and identify.

Trust/Respect

Is trust more important than competency?  Or is competency the supreme measure of success and reliability?  If you think competency is the superior measurement, you need to read a chapter from Deep Change by Robert Quinn.  The chapter is titled “Tyranny of Competence”.

Amy Cuddy says “But while competence is highly valued, it is evaluated only after trust is established. And focusing too much on displaying your strength can backfire”.

Be trustworthy first!  It’s the only way your competency will have value.

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