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Perseverance

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Favored Are Those with Fortitude

by Ron Potter April 22, 2019

What does fortitude look like?

He had failed repeatedly.

On June 19, 2002, the Chicago millionaire Steve Fossett began another attempt to circumnavigate the globe in a balloon, a craft he called SoloSpirit.

Fossett, who already held records in ballooning, sailing, and motorized flight, had this one personal goal to achieve. The five previous attempts to circle the earth in a hot-air balloon had failed, the latest attempt ending in a torrent of thunderstorms in Brazil.

Steve Fossett is a determined man, however. He sees the goal and presses forward to achieve it. Even though his fifth journey had set many ballooning records, the central goal of completely circling the globe wasn’t reached. Steve had to try again; he is a man of endurance.

On July 4, 2002, after fourteen days, nineteen hours, and fifty-one minutes, Steve Fossett realized his dream: He landed smoothly near Lake Yamma Yamma in the east Australian outback. On his trip around the world, he had traveled almost 21,000 miles.

His persistence and uncompromising perseverance had kept him focused—no matter what the odds, the obstacles, or what others believed and said. That is what fortitude looks like.

The pillars of leadership

As I have noted before, endurance—along with humility—is one of the two foundational pillars of effective leadership. Truly great leaders are humble men and women who in the face of extreme stress, trial, failure, and chaos hold on, move forward, and endure. They have grit—fortitude.

By starting with humility, you can be sure that you’re ready for endurance. Holding on until you reach the right target is only accomplished by applying the previous seven principles.

Endurance takes courage—guts. It takes the ability to persevere and stand strong when the tide of public opinion and employee wishes are against whatever you as leader believe must happen. It is a quality that instills confidence in followers and pushes organizations to realize their goals.

I have a friend who is a triathlete. He tells me that anyone can compete in the event. Anyone can buy the necessary outfits, cheer when the gun sounds, and begin the race. However, only those who are in shape will finish or even compete for very long. After a few miles of the first event, participants are grateful that they took the time to build up their endurance. They are glad they held strong to the rigors of their training schedules.

What distinguishes triathletes is the ability to finish strong; they have prepared well. The demonstrate fortitude. Likewise, leaders who want to become great leaders need to develop the ability to endure and hold strong in the face of adversity and discouragement. As they live through hardship and work through pain and setback, they may stumble. But like a good runner, they never lose stride. They consistently stand up to the heat of battle. They finish what needs to be finished, and they stand firm on their values and vision.

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BlogCulture

Renovation Project

by Ron Potter March 22, 2018

My wife and I are in the middle of a renovation project. Not large but it still requires framing, drywall, plumbing, electrical, tile work, finish carpentry and painting. At one point or another, we’ve had the heat, gas, and electrical all shut-off.

I overheard my wife talking to a friend who had asked her how the project was going. “Hard, messy and very disruptive” was the response given. But then she said, “But we know it will turn out nice, so we can put up with the disruption for a while.

While it didn’t make things less hard, messy or disruptive, knowing that the end product was going to be pleasing and meet our needs helped.

That made me think about Team Renovation Projects. I’ve seldom worked with a stable team for a great length of time. There have been a couple and I can tell you that it’s been very helpful in building team strength and cohesion. But most teams are going through nearly constant renovation. Teams are under constant change. The company is growing or shrinking which changes team size. People are coming and going to and from new jobs. Corporate restructuring is happening on a regular basis. Teams are under constant renovation.

But, team renovations are not as clear and obvious as room renovations. Instead of knowing that things will turn out nice, we wonder:

  • What else will happen along the way to change things again?
  • What will happen when we lose the experience and history of one of the members leaving?
  • Will the new person fit in?
  • Will the leadership development provided to one or more members bear fruit?

Not knowing the answer to these and other questions and doubts lowers our ability to deal with the disruption. Or in some cases, I’ve had leaders who don’t believe there should be any disruptions and therefore have little tolerance for it.

Team renovations are disruptive. But, just like the home project, if we’ve designed well, selected the right people that fit well, and have a clear picture of how things will look and work with this new team, our ability to cope with the disruptions increases. Our ability to be patient through the disruption increases the odds of a successful renovation.

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BlogLeadership

Anyway Build

by Ron Potter March 16, 2017

What you spend years building may be destroyed overnight. Build anyway.

Including your reputation. I was once fired by a client because he believed I was dishonest and had lied. I was devastated. I spent several weeks wondering if I had been a fraud. Had all the building of a consulting business and reputation been a fraud? The title of the book I had written was Trust Me. Had I been fooling myself along with others?

After several weeks of soul searching my actions and memory, I just couldn’t come up with anything I had done to deserve the label so I decided to keep moving toward the future but I knew I was doing so feeling much more vulnerable that I had in the past. It took a while but I began to get my footing back and I continued to move forward. However, this client was a member of a very large global company and my reputation had certainly been dented.

A few years later, this client reached out to me and let me know that he had been misinformed and even deceived in believing that I had done something dishonorable. He has continued to hire me as a trusted consultant for many years since. I feel very fortunate for how this story turned out in my life but it could have easily been left unresolved and unfortunately, there are often lasting consequences.

It’s critically important that we are self-aware and self-reflective, constantly judging our actions. But sometimes our reputations and future are damaged through unrelated or untrue events. Don’t stop building. When you stop growing you wither very rapidly. Grow. Build. It gives us life.

Headline from a wonderful little book titled Anyway by Kent Keith

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BlogCulture

How Being Pretty Good Leads to Great Success

by Ron Potter January 26, 2017

I came across an old article by Scott Adams, the creator of Dilbert, talking about career success. It’s hard to take Adams seriously on any topic if you’ve read any of his Dilbert cartoons but he seems to be quite serious on this advice and I think it’s pretty sound.

He says: If you want an average successful life, it doesn’t take much planning. Just stay out of trouble, go to school, and apply for jobs you might like. But, if you want something extraordinary, you have two paths:

  1. Become the best at one specific thing.
  2. Become very good (top 25%) at two or more things.

Yes, Scott said very good and I said pretty good but I think you can put the top 25% in either category.

He also goes on to say don’t try path # 1, it’s way too difficult and takes way too much sacrifice. But, path number # 2 is within most people’s reach.

I am often struck by how many people seem to fall into the “it doesn’t take much planning” part of average success. “I didn’t really plan for any of this, it just seemed to happen” is a story line I hear. But it doesn’t take too much planning to push toward the extraordinary as Scott defines it.

Try this exercise and don’t be shy, you don’t really have to write down your assessment in a blog where people will see it: What would I consider the few areas where I would place myself in the top 25% of anything?

This caused some reflection on my part.

  • I read a lot. I have no idea if I’m in the top 25% but it does seem to be more than average (See my post on Read your way to success)
  • I get to talk with lots of leaders in lots of industries. Most consultants will be high on this one but I find it to be really useful for cross pollination of ideas.
  • I have no fear of working in front of a group of people (probably out of shear ignorance)
  • And, I can’t really think of anything else I would claim to be in the top 25%.

So, what does all this prove? You don’t have to be really good at anything and the things that you are somewhat good at don’t have to be very spectacular. Just as Scott says, just be in the top 25% in two or more areas and you’ll experience something above average success. No joke, I think he’s right.

But, there are two key premises to his statement: Be pretty good at two or more things and plan! It doesn’t happen without planning.

What are your two areas? Are you getting better at each one of them? Are you trying to add a third? What’s your plan? Plans are not about yesterday. Plans are about what comes next. What will you do different tomorrow to begin building for an extraordinary future?

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BlogTrust Me

Everlasting and Sanctified Bull-Doggedness

by Ron Potter November 14, 2016

photo-1442605527737-ed62b867591f

A. B. Meldrum once said, “Bear in mind, if you are going to amount to anything, that your success does not depend upon the brilliancy and the impetuosity with which you take hold, but upon the everlasting and sanctified bull-doggedness with which you hang on after you have taken hold.”

Most of my clients would probably never hire me if I told them it was going to take five years to complete the major changes we talk about at the beginning of many of my consulting assignments. At one high-tech company, after three years of intensive effort to develop a new leadership style and corporate culture, the leadership team asked me to evaluate how they were doing. I asked them to rank their “completeness” in each of several major change categories. Overall, they ranked themselves at about 60 percent. I admitted that if they had asked me at the beginning of the process how long it was going to take, I would have estimated five years—so 60 percent after three years was just about right.

One strong leader whom I’m working with now took over an assignment three years ago in one of America’s largest corporations. When he was hired he was actually identified as the “change agent” that the company needed. Needed, maybe, but certainly not wanted. After three years of struggling with the internal practices of the company, he has finally assembled a leadership team that should be able to carry out the many changes that are needed to meet the firm’s looming challenges. I can recall many one-on-one conversations with him over the last three years when he wondered if he had the energy to keep going and whether it would be worth it in the end. But he has endured. I believe he will pick the fruit of an enduring company.

Throughout the history of man, the greatest achievements have been accomplished by leaders having an against-all-odds tenacity. The unshakable, enduring convictions of the rightness of their causes have kept adventurers, explorers, entrepreneurs, and visionaries going despite overwhelming difficulty and fierce competition. They were and continue to be persistent, holding fast to their beliefs and moving the idea or the organization forward.

That’s the path to building an enduring organization.

tlc-meme-11%2f14

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BlogLeadership

Remember the Alamo: Thoughts on Leadership

by Ron Potter October 31, 2016
Creative Commons: Stuart Seeger

Creative Commons: Stuart Seeger

A phrase that to this day reminds Americans of selfless courage and heroic sacrifice is “Remember the Alamo.”
The early history of the Alamo did not signal that someday it would become a shrine of freedom. Originally named Misión San Antonio de Valero, the Alamo was used by missionaries for decades before the Spanish seized the site for nonreligious purposes in 1793.

The Alamo thereafter housed a changing guard of military units representing Spanish, Mexican, and rebel forces until December 1835 when Ben Milam led a group of Texan and Tejano volunteers in a siege against Mexican-occupied San Antonio. After several days of intense street fighting, Milam’s warriors drove the Mexicans from the city, and the Texans staked claim to and fortified the Alamo.

The Mexican General Santa Anna decided to teach the upstart rebels—and all Texans—a lesson. On about February 23, 1836, a contingent of thousands from Santa Anna’s army invaded San Antonio, and the battle was on. When the first shots were fired, only about 150 Texans were at the Alamo to mount a defense under the joint command of William B. Travis and Jim Bowie. The day after the battle began, Colonel Travis said: “I am determined to sustain myself as long as possible and die like a soldier who never forgets what is due to his own honor and that of his country—victory or death.”1

Santa Anna’s troops battered the Alamo mercilessly. Travis and Bowie slipped couriers through enemy lines to go plead with residents of nearby communities to send reinforcements to defend San Antonio. On the eighth day of the siege, a small group of thirty-two volunteers from Gonzales finally arrived, bringing the number of defenders to about two hundred.2 The battle raged for another five days. As the likelihood of defeat increased, Travis gathered the men and drew a line in the dirt, asking the men willing to stay and fight to the death to step over. All but one did. Among those who stayed was the famous frontiersman David Crockett.

“The final assault came before daybreak on the morning of March 6, as columns of Mexican soldiers emerged from the predawn darkness and headed for the Alamo’s walls. Cannon and small arms fire from inside the Alamo beat back several attacks. Regrouping, the Mexicans scaled the walls and rushed into the compound. Once inside, they turned captured cannon on the Long Barrack and church, blasting open the barricaded doors. The desperate struggle continued until the defenders were overwhelmed.”3

None of the 189 soldiers defending the Alamo lived. The Mexican attackers lost an estimated sixteen hundred men.4 The Texans may have lost the battle at the Alamo, but their sacrifice so enraged and energized others in the territory that just six weeks later the Mexicans were defeated for good at San Jacinto. The rallying cry in that great victory was “Remember the Alamo.”

Colonel Travis was a leader who understood that perseverance for “the cause” is essential. Personal values translate into organizational values, and it takes persistence to communicate those values to everyone in the organization. Every day there are reasons to stray from deep personal values, but great leaders do not easily give them up or modify them in the face of pressure.

This kind of perseverance comes from a deep sense of purpose for life and from trusting in something outside ourselves. Personally, we believe it involves looking beyond ourselves and seeking to trust God for the answers, the vision, and the hope to persevere.

1. ‑The Daughters of the Republic of Texas, “The Alamo’s Historic Past.” Found at http://www.thealamo.org/history/historicpast.html.
2. ‑From “Alamo,” The New Columbia Encyclopedia (New York: Columbia University Press, 1975), 46.
3. ‑The Daughters of the Republic of Texas, “The Alamo’s Historic Past.” Found at http://www.thealamo.org/history/historicpast.html.

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BlogTrust Me

Adversity and Discouragement

by Ron Potter October 24, 2016

photo-1431887915357-68b819fae322

“A man stopped to watch a Little League baseball game. He asked one of the youngsters what the score was. ‘We’re losing 18-0’ was the answer.
‘Well,’ said the man. ‘I must say you don’t look discouraged.’
‘Discouraged?’ the boy said, puzzled. ‘Why should we be discouraged? We haven’t come to bat yet.’ ”

Discouraged? Hardly. The boy was holding strong to the hope that his team could overcome any deficit. He was holding strong to his convictions.
No matter what the source may be, discouragement and adversity have a purpose:

  • to deal with our pride
  • to get our attention
  • to get us to change our behavior
  • to prepare us for future service

There are some wrong responses to adversity and discouragement, and they cause bitterness, doubt, depression, and hopelessness. But holding strong produces some right responses:

  • We gain our team’s trust because our actions match our intentions.
  • We focus on seeing things through rather than abandoning our values or vision.
  • We rely on God for the ability to endure.

We want you to build courage and persevere, to realize the sweet taste of standing strong for the long haul. Endurance.

No matter what the source may be, discouragement and adversity have a purpose: to deal with our pride, to get our attention, to get us to change our behavior, and to prepare us for the future.

Dogged endurance is an important quality, but if it is directed down the wrong path, it can damage people, teams, and organizations. To endure, a leader must build on a foundation of humility, trust, compassion, commitment, focus, and integrity. Without holding firm to the other seven attributes on your way to endurance, you can never be assured that you are staying on the true and right path.
Have you developed a leadership style (one that includes humility, trust, compassion, and integrity of a Trust-Me leader) that has equipped you to endure? If not, where has the process broken down for you? What steps do you need to take to change your style?

tlc-meme-15

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BlogTrust Me

Holding Strong

by Ron Potter September 12, 2016

For two years scientists sequestered themselves in an artificial environment called Biosphere. Inside their self-sustaining community, the Biospherians created a number of mini-environments, including a desert, a rain forest, even an ocean. Nearly every weather condition could be simulated except one, wind.

Over time the effects of their windless environment became apparent. A number of acacia trees bent over and even snapped. Without the stress of wind to strengthen the wood, the trunks grew weak and could not hold up their own weight.

Holding strong and enduring as a leader requires some “wind.” Adversity gives leaders an opportunity to strengthen themselves, discover what they believe, and communicate their vision and values to other people. There will be difficult times, but the difficult times—the windy days—help leaders grow stronger in their roles and in their faith and trust.

Holding strong comes with the turf. If you are standing strong for values and vision and for being a better leader, you will experience persecution and times of discouragement, adversity, and frustration.

Holding strong is a process. This is when a mentor can be so helpful by coming alongside the leader and objectively pointing out ways and opportunities to hold strong over an extended period of time.

Holding strong is also a journey. Doing the right thing can be stressful, complicated, and time-consuming, but ultimately, it brings fulfillment. Leaders need to focus on the small victories gained along the way. The journey builds character and confidence. The journey is rewarded when a leader sees the growth of his or her people, the growth of the business, and the achievement of the task.

After a career working at several jobs (railroad fireman, insurance salesman, Ohio River steamboat operator, and tire salesman), a forty-year-old man began cooking for hungry travelers who came by his service station in Corbin, Kentucky. He didn’t have a restaurant, so he served his eager customers on his own dining table in the adjoining living quarters.

It wasn’t long before more and more people came by to sample his food, so he moved his business across the street to a motel and restaurant. There he spent nine years serving customers and perfecting his special recipe for fried chicken.

In the 1950s “progress” caused the new highway to run around Corbin, and the man’s business ended. By this time he had retired and was living on his monthly $105 Social Security check. He began going from restaurant to restaurant, cooking his famous chicken. If the owners liked the recipe, a handshake agreement gave the restaurant the recipe in exchange for a nickel for every chicken dinner sold.

By 1964 this little endeavor had become a sizable business. The man, Colonel Harland Sanders, had licensed over six hundred franchises to cook his tasty chicken recipe. Ready to retire again, he sold his interest for two million dollars and became a spokesperson for the company. “In 1976, an independent survey ranked the Colonel as the world’s second most recognizable celebrity.”

Colonel Sanders did not allow himself to be defeated. He held strong and was not overcome by discouragement. How can we develop a similar attitude toward adversity?

team-leadership-culture-meme-6-1

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BlogTrust Me

No Guts, No Glory

by Ron Potter August 29, 2016

A photo by Joshua Earle. unsplash.com/photos/Dwheufds6kQ

On October 29, 1941, as the world reeled from the onslaught of the Nazi regime in Europe and faced a looming threat from Japan, Winston Churchill was asked to speak at Harrow, his old school. Near the end of his two-page speech, Churchill spoke the now famous words:
“Never give in, never give in, never, never, never—in nothing, great or small, large or petty—never give in except to convictions of honour and good sense.”
Churchill had experienced many crushing setbacks throughout his life and political career, yet he refused to give up. He was a man of extreme courage and endurance.
When leaders make decisions, seek to expand an organization’s borders, or want to execute an innovative idea or create change, they will encounter opposition and face the great temptation to conform or quit. How can they resist and stand strong? How can they acquire the bulldog will of a Winston Churchill and never give up?
Endurance is the result of two foundational character qualities: courage and perseverance. Both are required of leaders seeking the trust of others.

Adversity and Discouragement

“A man stopped to watch a Little League baseball game. He asked one of the youngsters what the score was. ‘We’re losing 18-0’ was the answer.
‘Well,’ said the man. ‘I must say you don’t look discouraged.’
‘Discouraged?’ the boy said, puzzled. ‘Why should we be discouraged? We haven’t come to bat yet.’ ”
Discouraged? Hardly. The boy was holding strong to the hope that his team could overcome any deficit. He was holding strong to his convictions.
No matter what the source may be, discouragement and adversity have a purpose:

  • to deal with our pride
  • to get our attention
  • to get us to change our behavior
  • to prepare us for future service

There are some wrong responses to adversity and discouragement, and they cause bitterness, doubt, depression, and hopelessness. But holding strong produces some right responses:

  • We gain our team’s trust because our actions match our intentions.
  • We focus on seeing things through rather than abandoning our values or vision.
  • We rely on God for the ability to endure.

I want you to build courage and persevere, to realize the sweet taste of standing strong for the long haul. Endurance.

Team Leadership Culture Meme 5

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BlogTrust Me

Standing for Something Greater

by Ron Potter August 3, 2015

Commitment involves rising above our own needs and perspectives to grab hold of a greater good. As psychiatrist and author M. Scott Peck reminds us:

“People are searching for a deeper meaning in their lives.”

The leader who understands this and who responsibly presents a great cause to followers will turn a key in many hearts and unlock vast reservoirs of creativity and productivity.

Image source: orionpozo, Creative Commons

Image source: orionpozo, Creative Commons

Standing for something greater relates directly to the values and vision of an organization. A leader’s stance for something greater not only meets his or her personal desires, but it strongly resonates with peers, direct-reports, and others who have a stake in the organization.

History presents many examples of great men and women who understood the need to lift up allegiance to something great. These people stood their ground and had the controlled strength to remain focused on the ultimate objective.

Susan B. Anthony was such a person.

She found her “something-greater” cause, a passionate pursuit that would claim most of her attention and energy for the rest of her life. She worked tirelessly to keep the issue of suffrage before the public by speaking, petitioning Congress and state legislatures, and publishing newspapers.

In 1872 she put feet to her convictions by defying the existing laws and casting a vote in the presidential election. What a scene at shortly after 7 A.M. on Election Day when Susan and several other women marched to their polling place.

The three young men supervising registration initially refused to let Susan and the others register, and a heated argument ensued. After an hour of debate, a frustrated Susan finally got the inspectors to relent when she told them, “If you refuse us our rights as citizens, I will bring charges against you in Criminal Court and I will sue each of you personally for large, exemplary damages!” This threat turned the tide, and the women were grudgingly allowed to register.

On election day Susan was allowed to fill out the paper ballot and cast her vote for presidential candidate U.S. Grant. But that was not the end of the matter. Later Susan was arrested and charged for casting an illegal vote. Hoping to gain more public attention for the suffrage cause, she refused to post bail (her lawyer paid it out of his own pocket).

At her trial the arguments were long and passionate on both sides. After the prosecution and defense were heard, in a surprising turn of events, the judge told the jury it must return a guilty verdict.

Susan and her supporters were outraged and claimed the trial was a farce.

Later, after reviewing the case, the U.S. Supreme Court decided women still could not vote. Unwilling to abandon her great cause, Susan fought on faithfully until her death in 1906. It wasn’t until 1920, with the ratification of the nineteenth amendment to the U.S. Constitution, that women were finally given the right to vote in the United States.

The self-sacrifice of women like Susan B. Anthony and their vision for something greater than themselves led to significant cultural changes in the United States. Today, many take it for granted that women can attend college, work in any chosen profession, and have access to every right available to men. This was not the case in 1872.

People in organizations can be caught in a similar trap. They don’t see anything past Friday’s paycheck. The organization offers them little vision, few or inconsistent values, and little or no opportunity to achieve. Granted, not every situation embodies a culture-altering, transcendent cause like woman’s suffrage. But trusted leaders know how important a higher goal is for individual and organizational well-being.

They always point the way to something greater.

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