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BlogPersonal

Influential People

by Ron Potter December 15, 2022

A few weeks ago I talked about Ashira Jones and the influence she had on my life.   She may not even remember meeting me.

I decided to talk about a few other people who were also an influence in my life.

I would have to list my father as number one on that list.

My Father

My father grew up in a small town in southern Michigan where he also raised me and my siblings.  For the most part, he only left Michigan a couple of times in his life.

The most impactful departure was WWII.  His first assignment was in Northern Africa.  He was part of the force that chased Rommel across and then out of North Africa.  That part of his military career was part of the Allied Forces that fought the Germans in Tunisia and drove them from the African continent and back to Europe.  (My daughter and her husband now live in Tunis.  My son-in-law is the Facility Manager for the US Embassy there.)  As my father’s unit chased Rommel back into Europe he ended up in Anzio.  There was one of the worst battles for the Allied Forces and he lost a leg from a shrapnel hit and was shipped home.

With one leg (which must have left him in constant pain) he wore an ill-fitting artificial leg (nothing like the high-tech legs of today) and yet started a bottled-gas business that required him to wrestle 100-pound propane cylinders (empty) and crawl under old farmhouses (the rural community was converting from coal and fuel oil to propane).

And yet I never heard him complain about his life.  He was a fantastic human being and anytime I feel like I could complain about my life circumstances, I think of him.  He was one of the most influential people in my life.

My Physics Instructor

Mr. Steven Ray was my high school physics instructor.  It seemed to me that he was always “picking” on me.  He would always be saying “Potter, what’s the answer?”  “Potter, what were the steps you took to come to your conclusion?”  “Potter, come to the board and show the class your work.”

One day I ran into him in a back hallway with no one around.  I asked him why he was always picking on me.  His answer was “Because you’re worth it.”  That stopped me in my tracks.  I had nothing I could say.  After a few minutes silence, he smiled and patted me on the shoulder.

He was the only high school teacher that I visited after graduation.

Your Real Value

For many years, I worked with a client that ran a global company.  After one session where we had employees for Europe, Asia, North American, and South America, we were sitting in his office talking about the day.  The name of my company was Team Leadership Culture.

He started by telling me what a great job we had done building teams.

Next, he told me how I had taught him to be a great leader.

Finally, we talked about taking this learning throughout the culture.

There we had it.  Team Leadership Culture.  I was feeling very good about what we had accomplished.  Then he said, “But your real value is…”  I was floored.  He had just listed every element of my business TLC and I had no idea what he was talking about.  We were in his office with our shoes off and just chatting.  He said that my real value was when we just sat around and talked about where the company was and how he was doing.  He found as much value in that as he did when I was working on TLC.

Influential People Is a Choice

Just like the “firsts” that I wrote about last, the people that have been influential in our lives help shape us into the human beings that we are.  But keep in mind that we have a choice about who influences our lives.  Look at their character.  Are you being influenced by people of high character?  Take a look at what they talk about and how they see the world.  Is everything focused on them?  Do they see the world as being against them?  If we have selected people of high character and people who think more of others than they do themselves, they’re worth having as people of influence in our lives.  In fact, they’ll see more about who we are than we do ourselves.  They’re worth being chosen as People of Influence in our lives.

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BlogLeadership

Are you Confident or Cocky?

by Ron Potter December 24, 2020

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

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

Signs You Are Genuinely Confident

You listen 10 times more than you speak

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

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

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

You duck the spotlight so it shines on others.

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

You freely ask for help

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

You don’t put down other people.

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

You own your mistakes.

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

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

Be a confident leader!

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BlogTeam

Overused Teamwork

by Ron Potter July 9, 2020

Team Leadership Culture: Teams first.  I’m a big fan of teamwork.  However, when it creates an overcommitted organization and conflicting priorities it is counterproductive.

The foundation of this post was inspired by a Harvard Business Review article, The OverCommitted Organization, written by Heidi K. Gardner and Mark Mortensen.

The Overcommitted Organization

In the article, they talk about the dysfunction that can happen when people are assigned to too many teams at the same time.  They break it down to the following pros and cons:

PROS: By assigning people to multiple teams at once, organizations make efficient use of time and brainpower. They also do a better job of solving complex problems and sharing knowledge across groups.

CONS: Competing priorities and other conflicts can make it hard for teams with overlapping membership to stay on track. Group cohesion often suffers. And people who belong to many teams at once may experience burnout, which hurts engagement and performance.

Increased Pros or decreased Cons

So now we face the question: Is it worth increasing the PROS at the expense of decreasing the CONS?

My answer is a clear NO!  Look in more detail at the expense of the CONS.

  • Difficult to stay on track.
    We have looked at the cost of distraction many times in this blog.  Our social media and instant communication can and will negatively affect productivity.
    In fact, we can become so distracted on a regular basis that it reduces the brain’s ability to concentrate and think deeply.  These are two features that we need more today than ever!
  • Group cohesion often suffers.
    Without group cohesion, there is no team!  Teams that tell each other the truth with respect and fully commit to team goals (regardless of personal or department goals) is at the core of great organizations.  Group cohesion is essential!
  • Burnout.
    People who experience burnout experience reduced energy, brainpower, commitment, drive, and many other aspects that make them top performers and good team members.  Avoid burnout!

PROS

In my mind and experience, the list of pros is actually cons.

  • Efficient use of time
    It’s been proven that the only people capable of multi-tasking are highly trained fighter pilots.  And even these highly trained individuals are not capable of transferring the multi-tasking beyond the cockpit when their life depends upon it.
  • Brainpower
    It’s also been proven that teams function better when multiple brains are open about a problem or situation.  However, using “one” brain across multiple teams does not increase multiple team’s “brainpower.”
  • Solving Complex Problems
    Complex problems are solved with deep thinking and moving in and out of team subgroups.  Complex problems are not solved by having one brain on many teams.  In fact that leads to burnout and reduces the ability to solve complex problems.

The Overcommitted Organization

Don’t misunderstand, I’m not opposing what Gardner and Mortensen are stating in their article.  In fact, they use experience and solid research to prove their points.  And, they reach the same conclusion that I did.

One paragraph right near the middle of their article says

Launch the team well to establish trust and familiarity. When fully dedicated to one team, people learn about their teammates’ outside lives—family, hobbies, life events, and the like.  More important, it forges strong bonds and interpersonal trust, which team members need in order to seek and offer constructive feedback, introduces one another to valuable network connections, and rely on one another’s technical expertise. (Italics are mine)

This is a powerful conclusion that reinforces everything I have learned and experienced.  Teams that establish trust and have an environment of constructive feedback are the most beneficial.

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BlogCulture

Manage people like Money?

by Ron Potter June 11, 2020

An Harvard Business Review article was titled “What If Companies Managed People as Carefully as They Manage Money?”

I like the idea because most companies focus a lot of their effort on how they manage money, projects, profitability, and skillsets.

I don’t like the idea because I don’t think we should manage people (It puts them in the same category as the money, projects, profitability, etc.)  We should be leading people, not managing them.

IPO Preparation

One of my consulting clients was a high-tech firm that had decided to do an Initial Public Offering (IPO).  This means they were moving from a privately held firm to a publicly held firm with shareholders.

They needed to convince investors to put some of their hard-earned money into the new firm, assuming it would generate a reasonable return.

Investment Bankers

There is a sub-set of the banking industry (Investment Bankers) that is solely focused on IPO’s.  Once the Investment Bankers were chosen, the company put themselves in the banker’s hands in an effort to generate early and adequate investment.

So what did these bankers focus on?

The finances? No!
The quality of the leadership?  No!
The competition?  No!

These Investment Bankers focused on the “story.”  What was the story of the company?  What did the story tell the potential investor about the future?  Was the story compelling enough that people would actually depart with their money and invest with the company?

IPO Preparation

The Investment Bankers sent in a team of presenting coaches to help the CEO and CFO prepare to meet potential investors.

For weeks they concentrated on the story.  Was it complete?  Was it compelling?  Did it explain all the required changes and growth for the company?  Would people be willing to invest in this company?

Roadshow

All of this was to prepare these two top officers for the “roadshow.”  Over the next several weeks they would move from city to city, meet with a small group of investors and hopefully, capture their hearts and minds enough that the Investment Bankers were able to obtain commitments to invest.

Then the Investment Bankers made a statement that made me sit up and take notice.

You have 30 minutes

They told the CEO and CFO that if they didn’t capture the hearts and minds of the potential investors in 30 minutes, they were lost for forever.

30 minutes!  They had 30 minutes to get people to invest their money.  If it wasn’t compelling enough in the first 30 minutes, they didn’t have a second chance.  They would be lost forever.

Invest more than Dollars

Then I began to think about the employees.  What are we asking them to invest?

Money?  In a sense yes.
Time?  Yes.  Be here on a regular basis.  Be willing to cover any shift.  Be willing to work overtime when necessary.
Effort?  Be the best.  Go the extra mile.  Work hard and harder.
Brain?  Be quick.  Be innovative.  Be smarter than the competition.

Invest More

In short, invest more than just dollars.  Much more!

If we were willing to build a complete and compelling story about the future of the company for someone who will invest just their dollars, why are we not willing to generate even a better message for those willing to invest a lot more than just their dollars?

Investor not Asset

We often hear CEO’s and other top executives speak of employees as their most valuable asset.

I have assets.  My computer is an asset.  I’m willing to upgrade it, add more memory or space, install a new operating system.  But at some point I say enough-is-enough and I purchase a new computer.

Do we really want to think of employees as an asset?

But, if you think about them as an investor, then you need to be willing to give them your best.  You must have a compelling explanation of the future and how you’re going the get there.  If you can’t express that clear, well thought out future, why would employees be willing to invest their time, effort, and intellect?

Think of your employees as investors, not assets!

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BlogLeadership

Deep Work in Isolation

by Ron Potter April 23, 2020

I seldom do a quick follow up after a recent blog but the next couple of blogs have been triggered by reader feedback.

Recently many readers commented on the blog post titled “Coronavirus and Deep Work”.  In that post, I recommended that you not waste this forced time at home.  Use some of it to sit quietly and think deep thoughts.  We seldom get a chance to do that during our former work life even though it is much needed.  I referred to Cal Newton’s book Deep Work where he goes into much more detail.

Isolation Advice

Then today—April 17—I was reading a Wall Street Journal article titled “Coronavirus Lockdown Lessons from Antarctica.  The article looks at many of the scientific teams that populate Antarctica during the wintertime and are completely isolated.  They focus on one team in particular from Norway that works at the Troll station.

“On a recent evening, Troll’s six-person team put together a list of advice for those struggling with extended lockdowns.

    • Give people space…folks have to be allowed time on their own to read books, listen to music, watch television.
    • Don’t let problems linger and get bigger—talk about it from the start.
    • Stay active, and even if you are in a small place, move furniture and get fit.
    • Take a deep breath, this is a time to be curious”

Curiosity

I think curiosity is the foundation piece to deep work.  Wikipedia says

Curiosity is a quality related to inquisitive thinking such as exploration, investigation, and learning, evident by observation in humans and other animals. Curiosity is heavily associated with all aspects of human development, in which derives the process of learning and desire to acquire knowledge and skill.”

Development and Learning

Notice that curiosity is heavily associated with development and learning.  I once had a friend who was fond of saying “as long as you’re like the little kid pulling his wagon up the hill, you’re doing fine.  But as soon as you stop exerting the effort to get up that hill and you sit down in your wagon to rest, you’ll find yourself at the bottom of the hill”

Reflection

I think the first thing to be curious about is yourself.  Socrates is quoted as saying “To know thyself is the beginning of wisdom.”  I’ll give Socrates a pass because he was alive about 400 years before Jesus but the Bible says “The fear of the Lord is the beginning of wisdom.”

Even if you don’t hold to the Christian faith, let’s put those two concepts together.  What they are really saying is that you must know who you are and how you fit into this life and humanity as a whole.  That doesn’t come easily.  A complete lack of this reflection is a sign of Psychopathy.  Just a few of the symptoms of Psychopathy include: Grandiose sense of self-worth, lack of remorse, guilt, or empathy.  Lack of long-term goals.  None of these symptoms show signs of self-reflection.  Start with yourself.

Notice that not having long-term goals is one of the signs associated with lack of self-reflection.  Where are you going?  What does the end of your journey look like?  What do you want to be remembered for?  These issues and others are not part of our busy lives, they are reached only by deep, reflective thought.

Opportunity

You’ve been handed an opportunity.  Don’t waste it!

  • What kind of person do you want to be?
  • How will you become a great leader?
  • What will make you an outstanding team member?
  • What is that thing inside you that you always wanted to learn or explore?

Build it into your routine.  Find a quiet place and a quiet time at least several times per week.  Force yourself to go quiet and think about these things.  You’ll come out the other end a better person.

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BlogTeam

GPS4Leaders

by Ron Potter February 20, 2020

Over the last couple of years, I have been working with a team of people to bring some of our (myself and other coaches on the team) experiences to users in an app.  I would like to share a video with you about that journey.

http://www.teamleadershipculture.com/wp-content/uploads/2020/02/SME-RPotter-to-Clients-Rev-3.mp4

GPS4Leaders

Good GPS devices perform three functions:

  • Show you where you are
  • Show you where you’re going
  • Give you the best route to get there.

GPS4Leaders performs the same functions.  It will show you where you are as a team through

  • Personal Assessments
  • Team Dynamic Assessments

It will show you where you’re going through

  • Models of great teams, leaders, and cultures

It will give you the best route to get there

  • By talking team dynamic assessment, showing you where to focus and progress towards becoming great teams, leaders, and culture

Cost-Effective

GPS4Teams (including two of the four modules of GPS4Leaders) is very cost-effective.  At $150/year/person it will cost only a fraction of a good executive or team coach.   However, our goal is not to replace the good executive or team coach, it’s to help them be much more effective by focusing their work and requiring less of their time to help you grow teams, leaders, and cultures.

Visit GPS4Leaders.com

Join us today to help grow your organization.

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BlogCultureCulture Series

Culture – Other Financial Research

by Ron Potter February 6, 2020

Through the years the Denison Organization has continued to perform research on the original model.  One piece of research that caught my eye early in the process looked at six normal measures of performance that most companies look at on a regular basis.  Those six measures included:

  • Profitability
  • Sales/Revenue Growth
  • Market Share
  • Product Development – Innovation
  • Quality of Product or Service
  • Employee Satisfaction

Most Culture Surveys focus on the last of the six measures, Employee Satisfaction.  Research originally done by the Gallup organization indicated that satisfied or engaged employees lead to better organizations.  I’ve looked at several of those surveys as my customers have used them.  I agree that more satisfied/engaged employees do lead to better organizations.  But, it was always difficult for me to figure out what actions lead to more satisfied employees.  The Denison Survey always provided me with more direct and measurable actions that would lead to employee satisfaction.

Four Quadrants

First, let’s remind ourselves what is included in each of the four quadrants.

Mission
  • Vision
  • Goals and Objectives
  • Strategic Direction and Intent
Adaptability
  • Organizational Learning
  • Customer Focus
  • Creating Change
Involvement
  • Empowerment
  • Team Orientation
  • Capability Development
Consistency
  • Core Values
  • Agreement
  • Coordination & Integration

Now, let’s take a look at each of the six measures of success and look at the Quadrants that drive them.

Profitability

  • Mission
  • Involvement

The description of this one given by the Denison organization is “Do we know where we are going?”  If it’s not clear where we’re going, it’s hard to figure out where profits will come from.

The description given to Involvement says “Are our people aligned and engaged?”  Know where you’re headed and engage the people in getting there.  Strength in these two quadrants will lead to profitability.  Notice that profitability requires elements of each of the “four” halves of the chart.  Mission is in the upper right quadrant.  Involvement resides in the lower left quadrant.  Top/Bottom, Left/Right.  Profitability requires a bit of it all.

Sales/Revenue Growth

The two quadrants driving this success factor include:

  • Mission
  • Adaptability

The description given to Adaptability is “Are we listening to the marketplace?”  This means that our Mission is being tweaked along the way to meet the needs of the marketplace.  If we’re listening.

Also notice that both of these quadrants are at the top of the chart.  This is the half that creates an Externally Focused organization.  This type of organization is very focused on the forces in the market place.

Market Share

  • Mission
  • Adaptability

These happen to be the same two as Sales/Revenue Growth.  In hind-site that might be abundantly clear.  But what has been interesting to me (and makes this connection even more powerful) is that even when the industry is trending downward at the moment, companies with strength in these two quadrants tend to perform better than others facing the same difficulties.

Product Development and Innovation

  • Adaptability
  • Involvement

Once you’re familiar with the layout of the survey, this one also becomes abundantly clear.  Both quadrants are on the left side of the chart which creates very flexible organizations.

Quality of Product or Service

  • Mission
  • Involvement
  • Consistency

This is the first of the performance measures that has strength in three areas rather than just two.  It adds Consistency.  People need to know what the Core Values are and the consequences for violating them.  They also require Agreement from everyone plus Coordination and Integration across the organization.  There can be no disagreement on how we do things around here and no piece of the business making decisions that benefit themselves and not the whole company.

Notice it does not include customer focus.  Quality is internally driven, not externally driven.

Employee Satisfaction

  • Mission
  • Involvement
  • Consistency

This is usually the one that is measured by Culture Surveys.  What’s interesting to me is that this one is driven by exactly the same quadrants that drive Quality.   A clear mission, active involvement and consistency drive quality, and satisfaction!

Where do We Start?

One of my colleagues calls this the “So what, Now What?” question.  Now that I know this information, where do I start or what do I do with it?

One way to answer that question is to see how many of the performance maesures are driven by each quadrants.

Mission is involved in five of the six performance measures:
  • Profitability
  • Growth
  • Market Share
  • Quality
  • Employee Satisfaction
Involvement is involved in four of the measures:
  • Profitability
  • Development/Innovation
  • Quality
  • Employee Satisfaction
Adaptability is involved in three:
  • Growth
  • Market Share
  • Development/Innovation
Consistency is involved in two:
  • Quality
  • Employee Satisfaction

I always suggested that you start with Mission, get everyone Involved, increase your Adaptability and change and finally make sure that you’re absolutely consistent in your approach.

Build a Great Culture

Great cultures are absolutely required to build great companies.  Just don’t forget the other two elements of being great:

TLC

Team Leadership and Culture.

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BlogTrust Me

Golf and Preference

by Ron Potter June 10, 2019

Let’s talk about golf!

Golf is an enigma. (Now there’s a classic understatement!)

They say golf is like life, but don’t believe them. It’s more complicated than that.”
—Gardner Dickinson

The sport abounds with perplexity and paradox: fairway and rough, dry land and water, green and sand trap. And then there are all the complexities involving mind and body.

Golf and Hand-Preference

Most of us are born with an arm/hand preference. Some of us are right-handed; others are left-handed. Golf says, “Don’t use what comes naturally! Let your other hand (your out-of-preference side) pull the swing through the ball.”

For example, for many players their right hand is dominant in all other aspects of their lives. But in golf, if they allow the right hand to control their golf swing, the ball hooks—hello rough.

However, if they learn to use their left hand effectively—a new swing style—they will hit the ball straighter and have lower scores (which, of course, in golf is better).

So how is this relevant?

Isn’t that just like leadership? If we allow our dominant preferences to always be in control, we will often not have complete success. However, we can learn to adjust our style away from a dominant (and in some cases damaging) preference and become better leaders if we are willing to make some changes.

To be successful in golf, players need to learn how to overcome or “position” their natural tendencies (or preferences) in order to hit just the right shot.

This is also true with leadership. We look for and focus on our strengths, but we are better leaders when we also allow other qualities to develop and come to the forefront. For example, it is not natural for many of us to be humble team builders. It is much easier to strive for the attention of others and build a personal résumé, ignoring the team’s input and value.

The temptation will always be to head in the other direction—toward the dominant preferences inside us and on every side in our environment. But by intentional effort we can learn to be humble and at the same time increase our success as a leader.

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BlogTeamTeam Series

Team Elements: Progress

by Ron Potter June 6, 2019

We just wrapped up the Elegance Summary for building great teams.

You may recall that we started with Aristotle’s Level Four Happiness.  He described this level as being the highest form of happiness that every human being innately desires.  The words he used were Truth, Love, Beauty, and Unity.  There was also a fifth word in the middle.  That word is Purpose.  I haven’t spent a lot of time on Purpose because my assumption is that business teams know their purpose.  But, if there is not a purpose for the team or the understanding of the purpose is not aligned across the team, this must be fixed first before the other elements of great teams can be effective.

TREC

I’ve altered Aristotle’s terms of Truth, Love, Beauty, and Unity to Truth, Respect, Elegance, and Commitment.  The reason for the change is to use language better suited to the business environment and to put together an acronym that may help you remember the list more easily.

Truth is Truth

The word truth doesn’t need to be changed.  Truth is truth.  Sort of.  Each of us builds our truth based on experiences, environment, history, beliefs and others.  It’s important that a team share their beliefs and assumptions so that truth is understood.

Love is Respect

I had one business leader tell me not to use the word love in their meeting.  They were tough-minded business people and the emotion of love did not come into their decision making.  The love that Aristotle was talking about was the Greek word agape.  It has nothing to do with emotion, it is related to respect and how you treat others.

Beauty is Elegance

Beauty may be the hardest one to understand in a business context.  In the business world aesthetic’s are not the main issue although companies like Apple have proved that devices that are beautiful also have business appeal.  But here I’m talking about simple, elegant, efficient, unambiguous business practices.  Does your business run elegantly?

TREK is TREC

An acronym to help you remember.  We all know the word TREK.  The definition is “a long arduous journey.”  Building a great team is a long arduous journey.  It doesn’t happen overnight and you’re always striving to reach your destination.  I hope TREC will help you remember that it’s a journey and that it’s made up of Truth, Respect, Elegance, and Commitment.

Unity is Commitment

Our next several blog posts will be about building unity on a team.  Real unity!  Not just nodding of heads and not just compliance, but a deep commitment to a unified path and direction.  You won’t build a team without the first three, Truth, Respect, and Elegance but without deep Commitment, the team won’t accomplish the goals of the purpose.  Unity and Commitment take hard work, even as part of a long, arduous journey.

Request

I have a request to make.  Most of you have been on this blog journey with me right from the start several years ago.  I appreciate and cherish the fact that you’re still here reading and commenting.  My goal all along was to build a community of readers where we could share concepts together.

My request to you is to share this resource with others.  Whether they be colleagues, friends, family, someone you’re mentoring or even a broadcast resource that you use.  Would you help spread the word and share these blogs with others?  While our numbers have increased at a steady pace since the beginning, I would like to see them increase at a higher rate.

Thank you so much.  I appreciate you being with me on this TREC.

Ron

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BlogLeadership

Arresting Avoidance

by Ron Potter May 13, 2019

The tendency to avoid problems and the emotional suffering inherent in them is the primary basis of all human mental illness.”
—M. Scott Peck

Avoidance-oriented people tend to move away from things that threaten them in order to protect themselves. Why? There are a number of reasons.

Avoidance as Protection

Often it is due to excessive concern about embarrassment. We just don’t want to be embarrassed or, more often, to embarrass someone else. We hold back—we don’t tell the truth—and poor organizational or personal behaviors are perpetuated.

Fear is another culprit. Sometimes it just seems easier to run and hide. Maybe the issue will somehow just go away? That’s classic avoidance—a sign of cowardly leadership.

Another reason for avoiding problems can be oversensitivity to the feelings or opinions of others. We just don’t want to hurt anybody. The other person is so nice; why should she have her parade rained upon? Issues are circumvented, and facts are ignored. We avoid the short-term pain and inflict a longer-term problem within the team and the organization.

And then there is the old standby character quality that causes so many problems: unhealthy pride. Some of the people who are most adept at avoidance are very proud, especially if exploring the gory details of an organizational issue might make them look bad.

Overcoming Avoidance

Leaders who develop a humble heart and a willingness to confront concerns do not allow pride to interfere. They are open to opportunities for self-growth because they are secure in who they are and are not preoccupied with themselves.

Avoidance holds back an organization whereas a commitment to improvement will positively influence your own development as well as the development of interpersonal relationships, teams, and overall company effectiveness.

It takes great courage to change a pattern of avoidance and seek instead to make improvements and overcome the pain or difficulty in making decisions, confronting people, or being overwhelmed by circumstances or self-doubt. It is not easy, but the benefits you will experience from making this change are far greater than the “benefits” of avoidance.

Freedom from avoidance enables leaders to focus attention on determining when a situation needs action and improvement.

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BlogTrust Me

Peace and Making Meaning

by Ron Potter March 18, 2019

How do leaders create peace in the midst of chaos? How do they restore an organization to the point of balance and productivity? How do leaders reach out to employees during times of uncertainty and worry?

By becoming peacemakers.

The major problem many leaders face is not the mechanics of change or even embedded resistance to change. The chief challenge is helping people understand what is going on around them.

According to a national survey taken by the University of Michigan Institute for Social Research in the fall of 2001, only 1 in 5 adults said they felt hopeful about the future as compared with 7 out of 10 who reported feeling this way in a 1990 survey. People are distressed and want someone to bring meaning to their daily lives.

Calm and team effectiveness come when a leader makes meaning out of the jumble of chaos that surrounds employees, suppliers, and consumers. In most situations, every person on a team brings a different point of view, a unique experience, or a personal preference to the table. Every market change brings with it new expectations, new competition, or new hopes. It also brings new opinions, new points of view, and new preferences. How does a leader make meaning out of all that?

Peacemakers focus outside themselves

Leaders who understand the need to make meaning for their teams and organizations understand that it starts with their own style. If we are self-centered and proud, we surrender the ability to see the angst in others. The prideful leader will not see the need for communication or helping others understand what is going on around them. Such leaders hold their cards close to the vest. Their focus is on themselves.

In contrast, leaders who put “you first” and have self-esteem based on humility are able to look beyond themselves and help others see meaning in their circumstances.

Peacemakers maximize opportunities for communication

I have a friend who says, “You need to tell people the story until you vomit—then tell them some more.” Peacemakers take advantage of every opportunity to communicate with people to help them understand chaos and confusion. Communication is not just speaking; it involves listening, too. In true communication, a leader honors everyone’s opinions and frames of reference.

The goal is to learn, not necessarily to check items off the to-do list. This creates a “learning” organization or team that encourages and listens to everyone’s opinions. Before making decisions, leaders of learning organizations probe the dissenters to better understand their opinions. They listen, learn, honor other people, and discover how to make great, lasting decisions.

Peacemakers encourage thinking

Even when people see change or confusion as an opportunity rather than a menace, they still need to feel safe and unafraid. Leaders need to create an environment that is open and flexible.

Leaders need to encourage thinking that seeks the sustainability of improvements, not just the solutions to problems. In order for people to go that far, they need to feel supported and that their thoughts are being heard and acted upon.

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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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