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BlogTeamTeam Series

Team: Introduction

by Ron Potter January 3, 2019

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

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

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

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

Hitting the Sweet Spot

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

Leadership

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

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

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

Team building

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

Many times, these were existing teams where:

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

Sometimes they were ad hoc teams where:

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

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

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

Corporate Culture

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

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

Team is the leading element

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

Leaders—Teams—Cultures            LTC

Culture—Leaders—Team            CLT

Teams—Culture—Leaders            TCL

Teams—Leaders—Culture            TLC!!

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

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

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

TLC is indeed the right sequence.

Happiness

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

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

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

The pursuit of Happiness has Four Levels

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

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

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

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

Level 4 is described by Aristotle as

  • Truth
  • Love
  • Purpose
  • Beauty
  • Unity

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

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

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

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BlogCultureOrganizational IntegrityTrust Me

Organizational Integrity: Learning to Change

by Ron Potter December 31, 2018

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

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

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

Prioritizing People-Development

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

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

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

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

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Being GenuineBlogCulture

Being Genuine – Part VI

by Ron Potter December 20, 2018

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

Here is his list of 12:

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

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

They are Trustworthy

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

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

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

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

They Don’t Pass Judgment

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

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

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

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

Genuine people are open-minded.

They don’t try to make people like them

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

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

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

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

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

Low Truth, Low Love – Manipulative Insensitivity.

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

High Truth, Low Love – Obnoxious Aggression

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

Low Truth, High Love – Ruinous Empathy

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

High Truth, High Love – Positive Candor

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

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

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Being GenuineBlogCulture

Being Genuine – Part V

by Ron Potter December 13, 2018

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

Here is his list of 12:

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

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

Thick Skinned and Forge their Own Paths

Thick Skinned or Comfortable in Their Own Skin.

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

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

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

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

Forge Their Own Path

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

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

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

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

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BlogCultureOrganizational IntegrityTrust Me

Organizational Integrity: Prioritizing People-Development

by Ron Potter December 10, 2018

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

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

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

Prioritizing People-Development

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

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

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

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

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

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

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

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

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

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Being GenuineBlogCulture

Being Genuine – Part IV

by Ron Potter December 6, 2018

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

Here is his list of 12:

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

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

Generous and not motivated by material things.

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

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

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

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

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

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

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

Level Three: Beatitudes. Blessing others

Level four: Sublime Beatitudes. Accomplishing great things together.

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

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

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

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BlogCultureOrganizational IntegrityTrust Me

Organizational Integrity: Self-Disclosure

by Ron Potter December 3, 2018

The makeup of organizational integrity

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

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

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

Self-disclosure

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

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

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

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

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BlogCultureOrganizational IntegrityTrust Me

Organizational Integrity: Vulnerability

by Ron Potter November 26, 2018

The makeup of organizational integrity

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

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

This week we’ll start with Vulnerability.

Vulnerability

A leader who is approachable, available, and open to other ideas, thoughts, and even criticism has learned to be a humble person and further develops his or her integrity.

Executives often overlook the power of vulnerability. They confuse vulnerability with being weak. Too often, and for whatever reason (fear, circumstances, office politics, and so on), leaders build walls around themselves. They add one brick at a time until one day they become walled off from their people and their peers. The walls give them protection, but at the same time, the walls hide them from the harsh realities that confront every leader and keep them from communicating effectively. They are insulated and protected, but they are also cut off from others. Behind the walls, they can control and be hidden from failure. Behind the walls, they do not need to trust others or be vulnerable.

Gates, instead of walls, give others access to leaders, which enables leaders to demonstrate that they are trustworthy, open, and humble. Gates also allow leaders to share their visions and values with others. Open gates allow leaders to be vulnerable, to let go, and to trust others, which in turn builds others’ trust in their leaders.

Abraham Lincoln made himself accessible to people as often as he could. He listened to them, cried with them, and found out about the war campaign from them. His habit of wandering around and listening to others offers an important management lesson. Donald Phillips writes,

If subordinates, or people in general, know that they genuinely have easy access to their leader, they’ll tend to view the leader in a more positive, trustworthy light. “Hey,” the followers think, “this guy
really wants to hear from me—to know what I think and what’s really going on. He must be committed to making things work!” And so Lincoln was.

Once a leader takes this step of vulnerability, others will give back, and an effective team can be built on interpersonal integrity.

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BlogCultureOrganizational Integrity

Integrity-Based Leadership

by Ron Potter November 19, 2018

To have a great organization, integrity must be widespread.

So what does this look like?

As leader, you are the key. Integrity and trust are inseparable; one cannot exist without the other. According to Charles O’Reilly and Karlene Roberts,

Leaders who build trusting relationships within their team are willing to consider alternative viewpoints and to make use of other people’s expertise and abilities. They feel comfortable with the group and are willing to let others exercise influence over group decisions. In contrast, managers in a distrustful environment often take a self-protective posture. They’re directive and hold tight the reins of power. Those who work for such managers are likely to pass the distrust on by withholding and distorting information.

How does integrity-based leadership work?

In a research study, several groups of business executives were asked to be involved in a role-playing exercise. The groups were given identical factual information about a difficult policy decision, and then they were asked to solve a problem related to that decision. Half of the groups were briefed to expect trusting behavior from the members of their group; the other half were told to expect untrusting behavior (“You cannot openly express feelings or differences with members of your group”).

After thirty minutes of discussion, each group member as well as those who had observed the role playing completed a questionnaire. The responses were in harmony with each other: The discussions among members in the high-trust group were significantly more positive than the discussions among members of the low-trust group. In fact, people in the low-trust group who tried to be open and honest were virtually ignored. Hostility was caused by a mere suggestion, and it quickly spread throughout the group. The people in the low-trust groups realized that the lack of trust kept them from high achievement. They did not feel free to be vulnerable due to the actions and rejection of other group members.

Here are some findings on the high-trust group:

  • Members were more open about their feelings.
  • Members experienced greater clarity of thinking.
  • Members searched for more alternative courses of action.
  • Members reported greater levels of mutual influence on outcomes.

The high-trust group opened the gate of personal vulnerability, and the result was a better team and a model of integrity-based leadership.

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

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BlogTrust Me

Integrity Stumbling Blocks

by Ron Potter October 22, 2018

William Pollard wrote in The Soul of the Firm,

As we seek to understand and apply a cause for our work, our desire is not to be known for what we know but for what we do. We must be people of integrity seeking to do that which is right even when no one is looking and staying committed whether the test is adversity or prosperity.

Becoming a leader is more easily contemplated than accomplished. Before we explore the attitudes and actions that build a life of integrity, we need to look at several stumbling blocks that are not always easily seen or surmounted on the journey.

Fear

When we are paralyzed by fear, we tend to lose perspective and often make decisions or act in ways that do not support our integrity. Fear-caused paralysis then leads to procrastination.

Fear does tend to immobilize. Our lack of action sends a powerful—if unintended—message: Our actions (or resulting inactions) do not match our intentions.

Procrastination leads to purposelessness. We find ourselves losing our vision and hope. We vacillate and lose heart. We are paralyzed, we procrastinate, and then we simply give up. Integrity and living a life of quality sink below our radar. We expect—or others expect us—to deliver results, but we are bound by such fear that we lose our sense of direction and, along the way, our core strength.

Compromise

Compromising values happens gradually over time—one little lie or indiscretion adds to another until, almost imperceptibly, integrity and character erode. Finally, at some point our integrity is overwhelmed.

A friend once said, “Sin always takes you farther than you intend to go and keeps you longer than you intend to stay.” Compromising our integrity leads to a similar situation.

Many of the business tragedies started as minor omissions or small wrong decisions. Over time they grew, and suddenly the CEOs found themselves telling lies to their stockholders, employees, and the media. Records were fudged; fortunes have been lost. And it all started with one small compromise.

Hypocrisy

Hypocrisy, like fear and compromise, can destroy integrity and render leaders trustless.

The word hupokrisis was used in classical Greek as part of theatrical acting. It came to mean acting a part. In this sense the greatest actors are true hypocrites: They assume a role and act out a part. Their acting roles are separate from their real lives. But in leadership, integrity is about actions matching beliefs. Do leaders “act” the part or are they genuine? Does their walk match their talk?

Fear, compromise, and hypocrisy are daunting barriers to a life of integrity. But living the alternative—a whole life of integrity—is definitely possible and well worth the effort.

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BlogLeadership

Dilemma is Leadership

by Ron Potter October 18, 2018

There’s an old joke about a sign over a shop that says

  • High Quality
  • Fast
  • Cheap
  • Chose any two of the three

For most of the industrial age, this has been the Holy Grail. Get things out the door at the lowest possible cost and yet maintain good quality. There have been several books written on this exact theme. Inc. magazine recently ran an article titled “Why Faster, Better, Cheaper is no longer good enough.”

Most of the things written seem to be adding additional components that must now be included along with Faster, Better and Cheaper (FBC). I would like to take a slightly different slant.

If you’re focused on FBC and any of the additional components being mentioned today, you’re not a leader you’re a manager. Managers are looking for the Holy Grail believing that if we just do these things better than the competition, we’ll win. Not true. Or even if it is true the victory will be painfully short in today’s rapid pace of change.

Leaders focus on Dilemmas

Leaders don’t focus on FBC. Leaders focus on dilemmas.

di·lem·ma: a situation in which a difficult choice has to be made between two or more alternatives, especially equally undesirable ones.

Synonyms: quandary, predicament, Catch-22, vicious circle, plight, mess, muddle

You’ll notice that all the synonyms have no answer. It’s simply the choice between two equally undesirable answers. In business, it’s sometimes the choice between to desirable answers. Both alternatives are good and may even be requirements, you just don’t have the resources to do both. You’re on the horns of a dilemma.

The point of this ancient saying “horns of a dilemma” is that you’re going to get gored either way. Whichever choice you make there will be blood.

Let’s say you must make a choice between fixing a short-term problem and investing in long-term success. You just don’t have the resources to do both. You’re on the horns of a dilemma. If you chose the short-term solution the long-term results are going to gore you and vice versa.

The point of this post is to evaluate what types of decisions you and your team making? If it fits into the FBC categories, you’re managing. If you’re dealing with dilemmas, you’re trying to lead through difficult decisions.

Lead by facing the Dilemmas

If you’re not dealing with dilemmas you’re not leading. If your leadership team is not dealing with dilemmas, you’ve already lost.

Leadership Obstacles

One of the major obstacles keeping leadership teams from dealing with dilemmas is second-guessing. It’s very easy to look at the damage caused by choosing one side or the other of a dilemma and ask,

  • Why did you make this decision?
  • Who made this mistake?
  • How could you have missed the consequences?

These and other forms of second guessing don’t take into account that a choice had to be made and it was a dilemma. It’s not that the decision makers weren’t aware of the damage that would occur with either decision. It’s just that the dilemma is forgotten or misunderstood or misrepresented at some point in the future.

Leaders and Leadership teams must be dealing with dilemmas. However, it’s critically important that the decision made is recorded and understood when the resulting damage occurs.

Dealing with dilemmas is difficult.

Dealing with dilemmas is acknowledging the damage that will be done either way.

Dealing with dilemmas is leadership. Leadership is difficult. Be a good leader anyway.

 

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BlogTeam

Build Up or Blow Up

by Ron Potter October 11, 2018

Edify or Power

Edify: Build, Construct. Install, Teach, Instruct; Improve.

Power: Greek = Dynamikos – Strength, Control, Mastery, Lordship, Dominion

This word Edify is almost always associated with relationships.

  • Marriage
  • Friendship
  • Acquaintance
  • Colleagues
  • Team Mates

When it comes to relationships, you should always be in the “Building Up” mode.

Another closely associated word is power. However, the root word for power is Dynamikos. This is the root word for dynamite. It’s tremendously powerful, but it’s designed to blow up, explode, and tear down.

Edify: build up.

Power: Tear down or blow up.

What’s going on in your team?

Often, while teams are in the room together there seems to be great camaraderie. But what happens outside the room? Do team members begin complaining about colleagues? Do they express doubt about motives or direction of action? Are they concerned members are not aligned with the team goals?

What do you do in that case? Do you continue to blow things up? Or, do you edify?

“No, you’re wrong. That person listened, participated, shared, was vulnerable, was open. They performed very honorably.”

Now that language,

  • Begins to edify the other person.
  • Starts changing the attitude within the corporation about that other person.

Agree to Disagree

At one company I was working with the CEO and leadership team down through the VP, Director and manager levels. I began to see what I would describe as an all-out war between two groups of people. It was being very disruptive, very costly, and there seemed to be no effort on either team’s part to reconcile the difference and come to an agreement that was going to advance the needs of the company.

As I began looking for the root of that division, it led upward. Right up to the executive team. It became clear that two members of the executive team totally disagreed on the approach to an issue. As I talked to each of them individually and confidentially, they explained their disagreement with the words “We have simply agreed to disagree.” On the surface, that seems very honorable.

“We’re not going to get into conflict, we’re not going to fight with each other. We know that we have a disagreement on this. We’re just going to calmly and politely agree to disagree.”

The cost of Power versus Edification

The cost of that disagreement would be almost impossible to calculate. It was costing that company a tremendous amount of money, creativity, human health, and focus.

The top team cannot agree to disagree! If you’re a part of the executive team, you’re there to reach agreement. Not just reach agreement on the simple stuff. Reach agreement on the things that are very difficult, that create huge dilemmas. You may have absolutely opposite beliefs and assumptions but it’s still your job to reach that agreement so that the corporation can move forward effectively.

Did those two leaders edify each other? No. They simply said to their organization:

So-and-so doesn’t agree. They think this is the wrong way to go. We’re not going to agree with that. We’re going to do our own thing.

United teams must reach an agreement of difficult issues with edification.

We do have some very different opinions here, but everyone has been honorable, direct, and vulnerable in where they are on this. Despite those different opinions, we have reached an agreement. Everyone is behind this and everyone is contributing their part.

Now we’re getting somewhere. Now we just eliminated huge frictional cost within the organization, simply because we used edification versus power.

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