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BlogLeadership

The Good Ole Days

by Ron Potter November 18, 2021

Notice anything unusual about these medieval castle ruins?  You wouldn’t unless you knew it was built in the 18th century to resemble a medieval castle constructed in the mid-five hundreds.

Why do we have this fascination with the “good ole days”?

The Good Ole Days

I was born in the late nineteen forties.  So for me, the good ole days were probably the decade of the ’50s.  I have fond memories of lying in the front yard at night, looking at the stars, and listening to the Tigers play baseball on my portable radio.

We lived in the country about 3 miles from town.  I remember getting on my bike and riding to town and anywhere else I wanted to go.

We also lived on a piece of property with a wonderful stream running through it.  I remember leaving the house with my Red Rider BB gun.  On every occasion, my mother would say “don’t get wet!”  And on every occasion, I would come home wet.

To me, those were the good ole days.

But they weren’t all good.  I remember doing nuclear bomb drills at my school where we got under our desks.  Seems ridiculous now but that was all we had at the time.  My dad who had lost a leg in WWII built a new house in the early ’50s.  Off one corner of the basement, he built what we knew as the “storm shelter” but as I look back today, it may have been his attempt to build a bomb shelter.

Those “good ole days” were not all good.  But my memories of the good parts seem to outweigh the bad parts.  Research demonstrates that our mind enhances those good moments to the point of fantasy.  They were good but not as good as we remember.

The Good Ole Days were short-lived

For me, those good ole days were pretty much the 50’s.  The 60’s brought the sexual and drug revolution.  I didn’t understand or get involved with either.  I had a family member who dropped out of college in his senior year and moved to Haight-Ashbury in San Francisco.  That made no sense to me at all.

By the 70’s, I had graduated from Engineering School and was working.  I enjoyed it but it was work.  Not like the good ole days of being carefree.

In the ’80s I started a software company.  It was a new technology and it was exciting.  But still not like the good ole days.

From the ’90s on I had moved into Leadership and Team consulting and coaching.  Probably the most satisfying work I could imagine but I also had to sit in an airplane seat for 4 million miles to accomplish it.  Still not the good ole days.

So I began to wonder, are everyone’s “good ole days” short-lived and from an earlier part of their lives?  I imagine they could come from any portion of our lives but I believe they are probably short-lived.  So why this yearning for the good ole days when it was such a small portion of our lives?  A Wall Street Journal article indicated that 41% of Americans believe life is worse today than 50 years ago.

Placing our Identity in the past can be both natural and useful

I must admit that much of my identity is based on my life during the ’50s.  Life seemed to be simpler.  Life seemed to be more about community.  Life seemed to be more carefree.  I would head out the back door and jump on my bike and head in almost any direction I wished.  My grandchildren don’t have that kind of freedom today.  It’s sad to me but I also need to remind myself that every generation has probably experienced very changes.

Leaders and Team Members

I think the lesson here is to not get too stuck in our own “good ole days”, no matter how recent or distant.  I entered the workforce in the early seventies.  That was less than 30 years after the end of WWII.  America was rebuilding and the management approach of the day was built on a military model that many of the leaders had experienced first hand.  But that model was already beginning to chafe on the young generation (me) who wanted to be more entrepreneurial and innovative and not just do what we were told to do.

After starting in traditional engineering work, I saw my first microcomputer.  This was new and exciting and I wanted to be a part of it.  When I told my boss that I wanted to shift out of engineering and into microcomputers his response was “what’s a microcomputer?” I said hang on, you’ll find out.  In a few years, we had shifted the work that we had been doing on an IBM370 which we leased for tens of thousands of dollars per month to microcomputers that cost almost nothing in comparison.

Millennials

As I was wrapping up my 50 years in the business world, almost every leader I was working with was complaining about the millennial generation and their lack of a good work ethic.  I watched that generation get excited about things and put in many hours and a lot of brainpower.  They were working through something entirely new and exciting and different than any company had seen before.  It’s not that they didn’t have a work ethic (good ole day thinking) but they liked tackling things in new and innovative ways.  They were doing things differently, just like every generation before them.

As a leader, you need to keep an open mind and watch with curiosity and interest how the next generation is tackling things.  Mentor them.  Guide them.  Don’t tell them they need to do things as it has always been done in the good ole days.

Learn from them.  One of your jobs as a leader is to keep learning.

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BlogCulture

My Elastic Mind is Getting Stiffer

by Ron Potter June 24, 2021

I’ve mentioned many times that Shane Parrish of Farnam Street is the blogger I read most consistently.  He was very instrumental in getting me started with blogging.

One recent article he wrote was titled, Elastic: Flexible Thinking in a Constantly Changing World.

His opening paragraph says,

The less rigid we are in our thinking, the more open-minded, creative, and innovative we become.

As we’ve been focused on our rapidly changing world in our last few blogs, things are changing fast as we look for and understand the new normal.

Come gather ’round people
Wherever you roam
And admit that the waters
Around you have grown
And accept it that soon
You’ll be drenched to the bone
If your time to you is worth savin’
And you better start swimmin’
Or you’ll sink like a stone
For the times they are a-changin‘

Sorry, I just couldn’t resist the lyrics of a Bob Dylan song.

Elastic Thinking

Share refers to a book by Leonard Mlodinow, Elastic,  in which Mlodinow explains elastic thinking as:

  • the capacity to let go of comfortable ideas and become accustomed to ambiguity and contradiction
  • the capability to rise above conventional mind-sets and to reframe the questions we ask
  • the ability to abandon our ingrained assumptions and open ourselves to new paradigms
  • the propensity to rely on imagination as much as on logic and to generate and integrate a wide variety of ideas
  • and the willingness to experiment and be tolerant of failure

Let Go of Comfortable Ideas

Like our bodies, our brains are lazy.  It’s much easier and less taxing if we just stick with comfortable ideas rather than contemplate new ideas or new approaches.  I think this is one reason that this new virtual world we find ourselves facing is so taxing.  We’re getting warn down just because of meeting virtually rather than in person.  See my post on Zoom Fatigue from May 13, 2021.

Reframe the Question

One of the greatest assets I’ve observed in business is the ability to reframe questions.  One of the best books on this topic is A More Beautiful Question: The Power of Inquiry to Spark Breakthrough Ideas by Warren Berger.  This has always been a great asset and I have found it at the root of the more innovative companies.  But in this rapidly changing environment, we find ourselves in today, I believe it is essential.  If you’re still framing questions based on the old “normal” you will find yourself quickly losing ground and even your footing.

Abandon Ingrained Assumptions

I think of this one as being slightly different than the reframing questions above.  Assumptions get us in trouble.  One of my early mentors used to say: Assume makes an ass of u and me.  Don’t assume.  I believe that avoiding assuming requires listening to understand.  If we’re really trying to understand another person, we must listen with the intent to understand.  If we’re not doing that, we’re assuming we know the answer or we know what is right.  Assume and make an ass of u and me!

Balance Imagination and Logic

I find very few leadership teams that are good at this.  Although the word imagination is used, I’m going to change it slightly to emotion.  I believe it is essential to balance emotion and logic to make the best decisions.  Many leaders and leadership teams believe that all decisions should be logical.  “Fifth Avenue” figured out long ago that we make decisions based on emotion and then justify those decisions with logic.  I’ve told this story before but I believe it’s worth repeating here.  Years ago while my wife and I were in a Chevrolet dealership waiting for a very practical and inexpensive sedan to be brought upfront for a test drive, the salesperson and I were drooling over a Corvette convertible.  Pretty soon my wife said, “I see no logical reason to buy a Corvette”.  Both the salesperson and I looked at her in complete disbelief.  Finally, I said, “No Corvette was ever sold based on logic.”  All decisions are made based on emotion and then justified based on logic.

Tolerate Failure

It’s not easy to tolerate failure.  Especially when it’s your own.  We are often afraid to admit failure because we believe that people will think less of us or we’ll lose the power to lead.  But I have found it to be quite the opposite.  As long as we’re honest and straightforward with admitting our failures, we actually become better leaders.  People like following people who are human.

Frozen Thoughts

Mlodinow talks about “frozen thoughts” as being the opposite of having an elastic mind.  Don’t let your thoughts become frozen.  As Dylan says, “For the times they are a-changin”.  I believe we’re in one of those mega shifts where things are moving and changing so fast we can’t even figure out the new normal yet.  You’ll never make it with frozen thoughts.

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BlogCulture

The Coming Ice Age: Leading Beyond the Blizzard

by Ron Potter June 10, 2021

As we try to figure out the new normal, many comments and images have been tossed around.  I ran across this article by Andy Crouch, Kurt Keilhacker, and Dave Blanchard of Praxis that gives us a good overview of what we’re facing.

Blizzard, Winter, Ice Age

For a minute, put your own thoughts to each of those words.

Blizzard

Years ago when my children were young, my wife and I decided to drive from Salt Lake City where we were living at the time back to her family farm in Michigan for Thanksgiving.  Everything went great getting there as was our time with family at a very comforting time of the year.  But then it was time to drive back from Michigan to Utah in early December.  Things were going fine until I woke up (my wife was driving at the moment) and realized that we were spinning (a full 360) on the Interstate along with the cars and trucks near us.  We had hit a blizzard in Nebraska.  No one crashed and no one was hurt and we were able to get to the first exit which had a Holiday Inn where we checked in for a couple of days until the blizzard passed and the roads had been clear.

It was a scary experience!

Even after we were able to restart our journey, there was this anxiousness in the back of our minds as we headed out on the plains of Nebraska and into the mountains before making it to Salt Lake.

Blizzards are like that.  Scary.  They can be dangerous.  And the possibilities can linger in our mind even after they clear.

Winter

Unlike blizzards that can come upon you quickly, we know that winters are coming.  The calendar tells us so.  The only thing we don’t know is how severe the winter will be and how long it will last.  Keep in mind that we live in Michigan near the Lake Michigan side of the state.  A couple of winters ago, we had an extremely cold spell of a couple of weeks during winter.  Temperatures were below negative 20 degrees for nearly two weeks.  When it’s that cold you need to protect people and things and be prepared if you lose your power.  Even things in our garage began to freeze.  But just like blizzards, we know that it will end sometime and things will get back to normal.

Ice Age

Back when I was a kid, we didn’t hear about global warming; we heard about another coming Ice Age.  (Both based on science… supposedly.)  We have beautiful, great lakes and terrain in Michigan because of the last ice age in which glaciers reached what is now the southern border of the state.   It must have been impressive and awesome and it created and left a beautiful environment.  But it was uninhabitable!  The last Ice Age lasted about 12,000 years.  Ice Ages create new normals.

What Are We Facing

Which category —Blizzard, Winter, or Ice Age— do you place our current Covid situation and the virtual workplace it has spawned?

Blizzard

I believe it’s clear to all of us that this is not a blizzard.  We may have had some hope of that a year ago.  We may have thought that “this will be over soon” and we would get back to normal.  It is now obvious that is not going to happen.

Winter

I’m often asked why I continue to live in Michigan when I could live anywhere.  My answer is that when you have a perfect day in Michigan, there is nothing like it anywhere else in the world.  I’m sure it’s the result of the great lakes and beautiful forests.

But with Covid, we don’t get a summer full of beautiful days.  We’re at least in winter.  There will be no “perfect” days with Covid.  We will not return to “normal”.

Ice Age

We may even be into an Ice Age with Covid and virtual work.  Things are not likely to return to “normal” in our lifetime.  It will be a much more cautious and virtual world.  Because I have children and grandchildren who live in other countries of the world, I’m very familiar with virtual connections.  But I can’t wait until I can be with them again to give them each a big hug.  And with the teams I work with, there is nothing like that shake of a hand, that pat on the back, and being able to look directly into the eyes of each other when dealing with difficult issues.

New Norm

This is the new norm.  We’re never quite sure what the new normal will actually look like.  We only know that it will be different (and confusing) until the new normal emerges.

We haven’t really figured it all out yet.

I know that many of our collaboration platforms (Zoom, MSTeams, Webex, and others) are working fast and furious trying to figure it out.  But I do know that they’ll miss the mark if they rely on transactional measurements rather than personal relationships interactions to create the new normal.

Trust

As the team from Praxis says, “Out greatest resource is trust”.  Trust is difficult to cultivate virtually, although I believe it can be done with focus and effort.  It’s more important than ever in this time of winter and/or ice age to build trust.  It will be hard work but it will also be worth it.

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BlogCulture

Rut or Groove?

by Ron Potter December 17, 2020

Are you in a rut or a groove?

One of the cartoons I enjoy is Animal Crackers by Mike Osbun.  In a recent strip, one character with a glum face says, “I’m in a rut.”  The other character with a cheerful face says “I’m in a groove.”  The first character says “Trade ya.”

Definition of Rut and Groove

The definitions of the two words are surprisingly similar.

Rut:  A long deep track made by repeated passage.

Groove: A long, narrow cut or depression, especially made to guide motion.

Notice that they are both long.  However, the rut is deep and caused by repeatedly doing the same thing.  Einstein says, “Insanity is doing the same thing over and over again, but expecting different results.”  That seems like a good definition of being in a rut.

Groove is defined as a narrow cut (not deep) but is there to guide your motion.

How Do We Move from Rut to Groove?

In the Animal Crackers cartoon, when the character says ‘trade ya’ he doesn’t seem to believe that trading is possible.  He’s stuck in his rut and there’s nothing that can be done about it.

But there is something that can be done.  Notice in the definitions that a rut is a deep cut while a groove is a narrow cut.  All it takes is deciding to move from rut to groove.

The Mind Projects in Straight Lines

A friend of mine told me that something I had said to him 40+ years ago was helping him get through some tough times.  He reminded me that I had learned early that the human mind tends to project in straight lines—if things are going bad, it seems like they’ll continue to go bad.  If things are going good, we assume they will always be good.  But life never travels along straight lines.  Things constantly change.

When You’re in a Rut

If you’re in a rut, the straight lines projected by the mind believe you will always be in a rut.  Not true!  Things change.  The real question is, how do we get into a groove sooner?  How do we ‘trade ya’ as our Animal Cracker friend says?  And there’s a simple answer to that question!

Attitude

It always amazes me how much attitude and outlook makes a difference.

There’s a story about the first days of NASA as they were preparing to go to the moon.  One of the head scientists was on his way home late one night so he cut through the giant hanger that had been built for the spacecraft.  As he was crossing the cavernous space, he saw one of the janitors sweeping up the floor.  In an effort to make a human connection, he asked the janitor what he was doing.  The janitor, with wonder in his eyes, said, ‘Haven’t you heard?  We’re going to the moon!’  He wasn’t just pushing a broom, he was helping get the hanger ready, so they could go to the moon.  Great attitude!

A woman who was in the audience when I was speaking wrote me a letter.  She would drag herself out of bed and get to her job just because she needed to provide for her family.  She hated it.  She not only hated the company she worked for, she hated the industry because she assumed all the companies dealt with the same issues.

After listening to the message about attitude, she decided to change.

By the time she wrote to me, she couldn’t wait to get started at her job every morning.  She loved her job, she loved the people she was working with, and she remembered why she chose that industry in the first place.  It was still the same place on Monday that it had been on Friday when she heard the message about attitude.  The only thing that changed was her attitude and remembering what she loved about her work to start with.  Her attitude had changed—nothing else.

How much of your attitude impacts your energy and excitement about what you’re doing and where you’re doing it?  Think about it.  It may have more to do with it than you realize.

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BlogTeamTeam Series

Riding it Out or Reinventing

by Ron Potter August 27, 2020

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

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

Leaders Support Innovation

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

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

Team Innovation

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

Team Size

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

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

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

Either way, the dynamics may be killing the innovation.

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

Team Attributes

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

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

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

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

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

Team Dynamics

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

Innovative teams have a different dynamic.

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

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

A Culture of Innovation

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

Decide!

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

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

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

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

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

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

Open, Transparent, Humble

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

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

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

 

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BlogCulture

High Tech – High Touch

by Ron Potter July 23, 2020

Those words keep haunting me.  They are the four words I remember from the book Future Shock.  The book was written by Alvin Toffler in 1970.  That’s 50 years ago!

Description

Wikipedia says that

Alvin Toffler argued that society is undergoing an enormous structural change, a revolution from an industrial society to a “super-industrial society”. This change overwhelms people. He argues that the accelerated rate of technological and social change leaves people disconnected and suffering from “shattering stress and disorientation”—future shocked.

Stress and Disorientation

I am familiar with these feelings.  I wrote about them recently in my blog titled “Divided” where I talked about being confused, hurting, and even angry.  I love this country and love the people in this country.  But I am feeling stress and I’m definitely disoriented.

Virtual World

Covid-19 is contributing to this stress and disorientation.  By all predictions, more than half of employees indicate that they would like to stay in the virtually connected world, rather than go back to the office.  I believe that many corporate leaders are salivating at the cost savings of shedding their physical office space by allowing everyone to continue in the virtual world of video connection, they just don’t know the real costs.

High Tech, High Touch

Toffler was emphasizing one point with these words.  You can have all the high tech you want, but without high touch, it won’t work well.  In this day of division, with many taking “sides”, what can we do to help this situation?   The answer is also in the four words: High Tech, High Touch.

Without building personal, “high touch” relationships, we don’t have a chance of solving this issue.

Virtual World Better

So, if we’re going to be in this virtual world for some time to come, how do we solve the “High Touch” issue.  Unfortunately, I don’t think we do completely.   But with some additional High Tech we can at least get focused on the issue and help people connect and build relationships if they’re willing.

I’ve been working with a group of consultants (High Touch) and technical people (High Tech) over the last couple of years in anticipation of this virtual world happening.  Even without Covid-19 impacting the world, I was seeing more and more geographically separated people working together on teams.  Through this effort, we have created a platform we call GPS4Leaders.  It’s made up of four modules:  Interact, GPS4Teams, GPS4Leaders and GPS4Culture.  We might refer to it as iTLC.

Here is a short video about the iT of iTLC.

http://www.teamleadershipculture.com/wp-content/uploads/2020/07/2.0-Why-GPS4Teams.mp4

We have designed the GPS4 modules to help virtual teams.  It can help in the following ways:

  • Identify the makeup of the team from a personality type.  Built into the system are three assessments based on Social Styles, Competing Values, and a partial Myers-Briggs.  If there is discord on the team or the teams lack the ability to make decisions, the Interact Module can help.
  • GPS4Teams will also help the team to determine where they are now and how they get to the needed future state of a highly functioning team.  This happens through team assessment and pulse surveys.
  • GPS4Teams also identifies disagreements.  While protecting individual member scores, it will show if there is Diffusion, Polarization, or an Outlier.

The best that can happen in this virtual world is to help teams focus and spend time developing understanding and relationships between members.

Reach for the Best

It’s going to be difficult to create the relationships that are required for high functioning teams.  Using the tools available can help focus the need for building these relationships.  But, it’s going to be up to the team leaders and team members to use technology to help build high functioning teams.  It looks like the only thing we’re going to have as the world changes.

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BlogCulture

We’re not in Kansas anymore

by Ron Potter April 16, 2020

I’ve just started reading a book titled Epidemics and Society.  This book makes the point that epidemics have done more to shape society and the course of human history than wars.  This book was written before our current battle with COVID-19 was even on the radar.

What will our Future Look Like?

During this time of self-containment, I’ve had many thoughts about what our future will look like when we finally emerge for the worldwide pandemic.  My thoughts have taken me from movie theaters to the workplace and topics in between.  We’re not in Kansas anymore!

Video Connected Teams

One of the things that I believe will happen during this time is employers and employees will realize that much can be accomplished over the Internet.  While we’ve been moving this way already, this forced telecommuting may help us finally pull the trigger to use technology more broadly.

All of the collaboration software such as Microsoft Teams, WebEx for Teams, Zoom, and others are seeing this as an opportunity to push their technology farther and faster then they would have before we left Kansas.  We’re not in Kansas anymore!

Art of Teamwork

We’ve heard “Art of Teamwork” used to show that collaboration is needed as much as simply getting things done by groups of people.  In other words, there is an Art to building great teams with collaboration platforms.

A few years ago, a small group of my colleagues gathered to talk about creating an app that would help leaders form better teams.  We believe it’s more than simply adding the “art” of great teams.

We called our app GPS4Leaders (You can see more on our webpage).  In doing so, we were expressing that teams, like a good GPS system, is more than just functioning well at the moment.

Think about what a GPS system does for you:

  • Clearly identifies where you are now.
  • Helps you locate your desired destination.
  • Maps out the best route to reach that desired destination.

Where are you now?

Knowing where you are now means knowing who you are as a team.  GPS4Leaders uses four modules to help you assess your team and guide you toward the desired future.

GPS4Leaders is made up of four modules:

  1. Interact (available now)
  2. Teams (available now)
  3. Leadership (coming next)
  4. Culture (in the near future)

Knowing where you are now requires the first two modules.

Interact helps the team identify who they are as individuals and what the make-up of the team looks like when you put all the pieces together.  This is accomplished by a self-assessment looking at personality types.   You can think of these similar to the familiar DICS or Myers-Briggs.  We’re not trying to build the best assessment; we’re trying to make whatever assessment you use more visible and useful.

Teams looks at the dynamics within the team.  GPS4Teams has two assessments built-in.  But again, we’re not trying to become the best assessment in the world.  Our goal is to help you assess how your doing so that you know where you are now and your progress toward a better future team.

Leadership will be built in the near future.  This will allow teams to assess their leaders.  It will provide the same advantages as Team but be focused on the leader.

Culture will be coming in the future.  This will look at the company as a whole and determine the extent to which leaders and leadership teams are being successful in pushing positive behavior throughout the organization.

We’re not in Kansas anymore

Just like Dorothy in the Wizard of Oz, we are now in a very different place.  The rules and patterns of our old way of working together have disappeared.  How are we to function now?

Please visit our website today and experience how this new app will help you navigate this brave new world.

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BlogLeadership

“Soft” Skills Win

by Ron Potter April 2, 2020

Start with skills

An article in the Wall Street Journal was written with and about Bob Funk, founder of Express Employment Professionals and former chairman of the Kansas City Federal Reserve Bank.  Mr. Funk makes his living by matching people who want jobs with employers who need good employees.

When Mr. Fund talks about the interview process he starts with what most employees think of as the Hard Skills.

Hard skills and experience, he says, are only half the equation, and not the important half.  “So many people do not realize how important the soft skills are to unlocking job opportunity,”

Mr. Funk offers a quote from a boss he had over 50 years ago.  “There’s a person for every job and a job for every person.  That’s still true.”

Try before you buy

Most of the companies he works for are small and medium-size companies with fewer than 250 employees and he places most of his workers in part-time positions.  But over 60% of them go on to be full-time employees.

Hard skills and experience are only half of the equation and not the important half.  (Italics are mine).  Soft skills are the important part of unlocking job opportunities!

Soft skills rule

Mr. Funk found that the top five skills that employers look for are:

  1. Attitude
  2. Work ethic/Integrity
  3. Communication
  4. Culture fit
  5. Critical thinking

While Mr. Funk concedes that education is vital, the most important thing for most people is the ability to be trained.  And while I agree with Mr. Funk on this issue I don’t believe he gives enough credit to that ability to be trained with people of education.

Higher Education

So many of today’s graduates from major universities have been convinced that their degree from that particular institute has taught them everything they need to know to be successful.  I’m a graduate of the University of Michigan Engineering school and for a period of time recruited new hires from that institute.  What I discovered was that it didn’t make any difference which university the candidate graduated from.  What made the difference was number 5 on the list above, the ability to think critically that made the biggest difference between potential employees.

Learning is what’s important

As a consultant, I once ran an old exercise that didn’t produce any results.  When I asked my client why the effort fell flat they said they got the most out of sessions where I was sharing what I was learning.  My own learning produced the best results for my clients.  I believe that a college education gives you the opportunity to start learning.  Showing up to work every day assuming you’re there to share what you already know will get you nowhere.  Showing up to work every day ready to learn will show an eagerness to learn, which will carry you a long way.

 

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BlogLeadership

Optimism Leads to Success

by Ron Potter March 5, 2020

A recent quote about Warren Buffet said:

Your success didn’t lead to optimism, your optimism lead to your success.”

Optimism

Wikipedia defines optimism as “A mental attitude reflecting a belief or hope that the outcomes of some specific endeavor will be positive, favorable, and desirable.”

Notice that it says a mental attitude.  In simple terms, pilots are interested in altitude and attitude.  Altitude refers to how high you are.  How much you have achieved.  Some measure of success (money, position, title).

Attitude is a reference to the natural horizon.  Are you pointed up, down, left-leaning or right-leaning?

Success to Optimism

If your optimism depends on success, you’ll soon realize that success is fickle.  One change regardless of the cause can change your success overnight.

  • Markets change – talk to Polaroid or VHS producers.
  • Appetites change – ask package food companies
  • Fashion changes – ask Henry Ford about auto colors.  He is reported to have said, “They can have any color they want as long as it’s black.”
  • Disruption– ask companies about competitors coming out with new products that eat into margins of successful products

The point here is that “success” can change very rapidly and have nothing to do with your actions.  If your optimism depends on success, it will change as rapidly.

Optimism to Success

On the other hand, if you tend to be an optimistic person, that seems to withstand external success and failure.  I’ve had three different successful careers.  Upon graduation from engineering school, I had a “successful” career working with wonderful teams building large projects.  Some of them approaching a billion dollars in their construction budget.

Then one day I was introduced to my first pc.  This was before Microsoft,  IBM, and Apple.  And yet I felt that this little box was about to change our lives.  I spent the next ten years with a “successful” career in the software development business.

Then I took on the career that I felt I had been headed for all my life.  I became an external coach focused on Teams, Leadership and Culture.  I spent nearly thirty wonderful years in that career.

You were just lucky

Along the way, many people would tell me that I was just lucky.  I guess they just chose to ignore those times when I went broke pursuing those careers.  They seem to ignore the hard work and difficulties that I overcame to achieve my “success.”  But there were those few that understood the hard work and heartaches that I was going through during those tough times.  One colleague whom I had not seen in person for many years asked me how I was doing.  When I answered with a simple “OK”, his reaction was that I must be really down.  He explained that I had always been one of the most optimistic persons he had ever known so if I was simply doing “OK” I must really be down.

Your success didn’t lead to optimism, your optimism lead to your success

Times were indeed difficult.  But I was always optimistic.  It may just be me but I’ve noticed through the years that I don’t even care to be around people who are pessimistic.  They’re just downers in my mind.  Times were always difficult in one way or another.  But being optimistic vs pessimistic is a choice.  Chose Optimistic.  It makes life much easier along the way.

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BlogCultureCulture Series

Culture – Adaptability: Creating Change

by Ron Potter September 26, 2019

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

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

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

First Culture Survey

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

They scored lowest in the Creating Change section of Adaptability.

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

Why had they not responded?

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

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

We’ve always done it this way

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

We don’t have a better solution

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

Now we see the problem

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

Coherent Change

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

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

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

Improvement

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

Blockbuster

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

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

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

Change or Die

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

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BlogCulture

Culture: Adaptability

by Ron Potter September 2, 2019

The next quadrant of the Denison Culture Survey we’re going to explore is Adaptability.

Photo credit: Denison Consulting

This quadrant is divided into the three sections of:

  • Organizational Learning
  • Customer Focus
  • Creating Change

You can easily see how an attitude of learning, customer focus and one of creating change will certainly make an organization adaptable.

What are some signs that we are NOT an adaptable organization?  I’m sure you can come up with a lot more examples than I could ever possibly list but here are a few that I’ve seen through the years.

  • There’s a belief in the organization that we’ve been successful for 100 years.  If we just keep doing things the same way, we’re sure we’ll pull out of this slump.
  • The industry is producing products that make our product look old.  But, we’ve gone through an extensive competitive bidding program and the cheapest supplier we’ve chosen is not capable of providing the new look.
  • Our customer feedback has dried up because we never seem to respond to the customer stated needs.  It’s just too expensive for us to manufacture it that way.
  • Everyone is doing a great job but the feedback from the customer never makes it out of the customer service department.
  • We tried to make a change but were punished for “making a mistake.”  We’ll never try that again.
  • The leadership team seemed to be focused on that issue, they just neglected to inform the rest of us.

As I said, you can probably come up with many more reasons for not being adaptable.  Those are just a few of the many that I’ve experienced with my consulting clients through the years.

It’s easy to say we’re adaptable.  We might even make an attempt at being adaptable.  But do our actions support change and innovation?  Or do people feel like they get punished or labeled for being a trouble maker if they try to make changes?  Adaptability requires organization and cultural support.

I believe it was Alan Deutschman who coined the phrase, change or die.  When the environment is changing faster than we can blink (my grandkids don’t remember a world without an iPad) that saying was never truer.  Just ask the people who ran and worked for many of the largest corporations in the world that are now nothing be memories.

The average life-span of Fortune 500 companies in the 1950s was over 60 years.  The average life-span of the companies on that list today is less than 20 years.

Change or die!

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BlogTrust Me

Becoming a Trusted Leader

by Ron Potter June 24, 2019

Grasping leadership greatness starts by letting go:

If we do not let go, we make prisoners of ourselves.…

Let go of the strategies that have worked for us in the past…

Let go of our biases, the foundation of our illusions…

Let go of our grievances, the root source of victimhood…

Let go of our so-often-denied fear…”
—Gordon MacKenzie

Letting go is not a one-time deal. You must do it again and again and again.

Many of the most enduring ideas and values in our lives today have been shaped and molded by modern-day “blacksmiths.” Ancient or modern, the principles are the same: The blacksmith heats the iron at the forge, shapes it on his anvil, and cools it in the water.

The blacksmith heats the metal to prepare it for change. The trusted leader warms people to change through humility and compassion. The blacksmith hammers the metal to form a new shape. The trusted leader shapes an organization through commitment and focus. The blacksmith cools the metal to “settle” its strength. The trusted leader uses peacemaking to give the changed organization meaning and understanding. The forged metal, once cooled, becomes the powerful sword, the productive plow, or the beautiful wrought-iron gate.

By understanding the elements that build and destroy trust, effective leaders shape strong and productive organizations:

At the end of the same session when Jesus shared his Beatitudes with his followers—the ideas on which the eight attributes are based—he told an interesting story. Jesus said that if his team members would put what he had taught them into practice, their lives would be like a man who built his house on a solid rock foundation. No matter what kind of storm hit, Jesus promised that the house would stand. But if these men did not pay attention to the truth Jesus shared, their lives would be like the man who built his house on a foundation of shifting sand. When the storm hit that house, it would crumble and wash away.”

I believe the eight attributes of leadership will have that kind of effect on you. Allow them to permeate you from the inside out, and you will have a career—and a life—built on solid rock. You will be known as a person who can say with clear-eyed conviction, “Trust me.”

And others will follow.

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