Archive for the ‘Leadership’ Category
IT TAKES A LIFETIME TO MOVE MOUNTAINS
Tags: Business, endurance, Inspiration, Lance Armstrong, Leadership
I regularly find myself being frustrated and discouraged by what “seems” to be insufficient progress in my efforts to make a significant impact in life, in business… and even my own personal leadership. My guess is that from time to time… you do too.
Lance Armstrong once said… “When we make incremental change, we are on our way to monumental change.”
Max Weber (pronounced maks vaybere); one of the founders of the modern study of sociology and public administration, once said… (paraphrased) “Progress is the slow boring of hard boards, and anyone who seeks to do it must risk his own soul.”
Doesn’t life, business and leadership seem to take on that same challenge? Change comes in excruciating increments to those that want it. If you want to move mountains, it takes a lifetime.
ARE YOU A LEADER OR A FOLLOWER?
Tags: Andrew Carnegie, Leadership, Napoleon Hill
I am reading a book right now entitled “Think And Grow Rich” by Napoleon Hill, at the request of Andrew Carnegie. Whether or not you’d like to grow rich… Napoleon’s classic addresses the differences between a leader and a follower.
Decide at the outset of your career/ministry/path whether or not you’d like to remain a follower, or become a leader. The difference in compensation and influence is vast. The follower cannot reasonably expect the compensation to which the leader it entitled… although many followers make the mistake of expecting such pay. While it is certainly no disgrace to be a follower… it is no credit to remain a follower.
Most great leaders began in the capacity of followers… and they became great leaders because they were intelligent followers. With few exceptions, the man who cannot follow a leader intelligently cannot become an efficient leader. The following are the important attributes of an effective leader…
1. UNWAVERING COURAGE based on one’s knowledge of self and one’s occupation. No intelligent follower wishes to be dominated by a leader who lacks self-confidence and courage. No intelligent follower will be dominated by such a leader for very long.
2. SELF CONTROL: The man who cannot control himself cannot effectively control others. Self control sets a might example for one’s followers, of which the more intelligent will emulate.
3. A KEEN SENSE OF JUSTICE: Without a sense of fairness and justice, no leader can retain the respect of his followers.
4. DEFINITENESS OF DECISION: The man who wavers in his decisions shows that he is not sure of himself. He cannot lead others successfully.
5. DEFINITENESS OF PLANS: A successful leader must plan his work and work his plan. A leader who moves by guesswork, without practical definite plans, is comparable to a ship without a rudder… sooner or later he will land on the rocks.
6. THE HABIT OF DOING MORE THAN PAID FOR: One of the penalties of leadership is the necessity of willingness upon the part of the leader to do more than he requires of his followers.
7. A PLEASING PERSONALITY: No brash or careless person can become a successful leader. Leadership calls for respect. Followers will not respect a leader who does not grade highly on all the factors of a pleasing personality.
8. SYMPATHY AND UNDERSTANDING: The successful leader must be in sympathy with his followers. Moreover, he must understand them, and their problems.
9. MASTERY OF DETAIL: Successful leadership calls for mastery of details of the leaders position.
10. WILLINGNESS TO ASSUME FULL RESPONSIBILITY: The successful and effective leader must be willing to assume the responsibility for the mistakes and shortcomings of his followers. If he tries to shift this responsibility, he will not remain a leader. If one of his followers makes a mistake and shows himself to be incompetent, the true leader must consider that it is “he” who may have failed.
11. COOPERATION: The successful leader must understand and apply the principle of cooperative effort, and be able to induce his followers to do the same. Leadership calls for power, and power calls for cooperation.
My next post will highlight the 10 major causes of failure in leadership. See you there.
ARE YOU A RAINMAKER?
There’s been a lot of discussion around our office lately around the topic of being a RAINMAKER. The term RAINMAKER is more strictly defined as one… specifically someone in sales, who consistently brings in large clients and significant streams of revenue.
Clearly this term is also used more loosely to describe those that seem to rise to the top, as opposed to those that settle for mediocrity. I’ve taken a few of hours this morning to run a comparison analysis… on the differences between a RAINMAKER and an AVERAGE EMPLOYEE. The following comparisons are based solely on my own experiences and observations.
A RAINMAKER: does whatever it takes to get the job done right & on time.
AN AVERAGE EMPLOYEE: settles for delays, poor performance and inferior standards due to justified obstacles and personal setbacks, and typically cloaks their laziness with the appearance of virtue.
AN AVERAGE EMPLOYEE: identifies problems.
A RAINMAKER: introduces solutions.
A RAINMAKER: measures success by the progress itself.
AN AVERAGE EMPLOYEE: measures success by an honest effort towards progress.
AN AVERAGE EMPLOYEE: says… “I hope we don’t fail.”
A RAINMAKER: says… “Failure is not an option.”
A RAINMAKER: has a spirit of urgency, and says… “Let’s get to it now.”
AN AVERAGE EMPLOYEE: has a spirit of hesitancy, and says… “There’s always tomorrow.”
A RAINMAKER: strives to “give” first, and “gain” later.
AN AVERAGE EMPLOYEE: wants to define “gain” first, and then decide whether to “give” later.
A RAINMAKER: learns and executes the goals & priorities of the company, over those of their own.
AN AVERAGE EMPLOYEE: ignorantly executes his personal goals and priorities first.
A RAINMAKER: takes leadership and initiative without being asked.
AN AVERAGE EMPLOYEE: waits for a directive, title or personal gain before acting.
A RAINMAKER: is passionate, enthusiastic, insatiably positive winner.
AN AVERAGE EMPLOYEE: is defeated, un-energetic and chronically negative.
AN AVERAGE EMPLOYEE: sees the obstacles.
A RAINMAKER: sees the opportunity.
A RAINMAKER: constantly evaluates his performance, tactics and strategies for the purpose of improvement.
AN AVERAGE EMPLOYEE: chooses to blindly walk through life, neglecting to evaluate… for the fear of discovering or acknowledging that he might be flawed.
A RAINMAKER: says… “We can!”
AN AVERAGE EMPLOYEE: says… “Can we?” or “We can’t!”
A RAINMAKER: can’t wait to cross the finish line.
AN AVERAGE EMPLOYEE: can’t wait for the whistle to blow, and the work day to end.
A RAINMAKER: offers no excuses, and takes full personal responsibility for his actions for his mistakes and losses.
AN AVERAGE EMPLOYEE: offers excuses, justifications, and takes little to no personal responsibility.
AN AVERAGE EMPLOYEE: takes more than he gives.
A RAINMAKER: gives more than he takes.
A RAINMAKER: inspires others.
AN AVERAGE EMPLOYEE: meanders about virtually unnoticed.
A RAINMAKER: can seem to accomplish the impossible.
AN AVERAGE EMPLOYEE: will sometimes fail at that which is easily possible.
A RAINMAKER: effectively manages large sums of stress.
AN AVERAGE EMPLOYEE: can barely manage small to moderate sums of stress.
A RAINMAKER: sees the prize.
AN AVERAGE EMPLOYEE: sees the price.
A RAINMAKER: lives for tomorrow’s successes.
AN AVERAGE EMPLOYEE: chooses to relish in yesterday’s victories and rest on their laurels.
A RAINMAKER: insists on having and being the very best.
AN AVERAGE EMPLOYEE: believes “the best” is unattainable.
A RAINMAKER: is an asset, and is sought after by others.
AN AVERAGE EMPLOYEE: is a liability, and is warned about to others.
A RAINMAKER: is a speeding blur, viewed by his competitors from behind.
AN AVERAGE EMPLOYEE: typically has his view impeded by the “Rainmakers” that are racing past, and that are in front of him.
A RAINMAKER: embraces challenges and overcomes.
AN AVERAGE EMPLOYEE: is resentful and defeated by challenges.
A RAINMAKER: craves freedom, and a higher financial ceiling.
AN AVERAGE EMPLOYEE: craves financial security, and a higher guaranteed floor of income.
A RAINMAKER: embraces change.
AN AVERAGE EMPLOYEE: is threatened by change.
A RAINMAKER: asks… “What can I do for my company?”
AN AVERAGE EMPLOYEE: asks… “What can my company do for me?”
A RAINMAKER: chooses progress over pain.
AN AVERAGE EMPLOYEE: chooses comfort over progress.
A RAINMAKER: speaks with his actions.
AN AVERAGE EMPLOYEE: speaks with empty promises.
A RAINMAKER: serves his team and those around him.
AN AVERAGE EMPLOYEE: waits to be served by others.
A RAINMAKER: seeks wisdom and knowledge.
AN AVERAGE EMPLOYEE: is intimidated by those more wise and knowledgeable than himself.
A RAINMAKER: leads others.
AN AVERAGE EMPLOYEE: is typically led by other “Rainmakers.”
A RAINMAKER: measures themselves against the best, even when it hurts.
AN AVERAGE EMPLOYEE: inflates their self-worth & value, and personal accomplishments, due to insecurity… and the inability to see themselves as they actually are.
A RAINMAKER: will surround himself with others that are better, smarter & more talented than himself.
AN AVERAGE EMPLOYEE: will surround himself with only those that are inferior.
A RAINMAKER: says… “I could do more.”
AN AVERAGE EMPLOYEE: asks… “Haven’t I done enough?”
PASSION, AND AN EPIDEMIC
Tags: Inspiration, Leadership, passion, Seth Godin
While I am pressed for time… I am compelled to write this post in spite of a very full schedule today.
I am about 75% of the way through Seth Godin’s new book; Tribes, which I’d highly recommend to anyone that’s in search of a fresh perspective on leadership… specifically business leadership, in our modern culture. FYI, Seth has written several best-seller books like
The Dip, All Marketers Are Liars, Purple Cow and Unleashing The Idea Virus to name a few.
In today’s reading… Seth reflected upon a recent 2 week vacation, at which his close-by friend noticed that he was checking his email on his Blackberry. The friend gasped… “I can’t believe you’re on vacation, and you’re checking your email.”
It was unfathomable for this friend that Seth would have any interest in his normal day-to-day life, while taking his 2 week vacation. In turn, Seth was even more amazed that this friend could only enjoy 2 weeks of his life a year, and that the other 50 weeks were miserable, or mundane at best.
As I read this… it was consistent with so many people that I’ve met. Where is the passion anymore? Where is the energy for positively affecting people’s lives, adding value, doing something worthwhile, and being a part of something bigger than ourselves?
If you can relate to Seth’s friend on that vacation… if you look at work as a necessary-evil, then I’d highly recommend that you either perform a self-examination on your character and values… or simply move on if it’s actually that bad. Do this for yourself, your family, friends, co-workers, clients, church members, customers, and everyone around you. Life is too short. Both you “and” your co-workers deserve so much more… and so much better.
Don’t get me wrong. I am an advocate of a healthy work-life-balance… and there are most certainly cases in which workaholics don’t know how to take a break. But there’s an irrefutable epidemic of dispassionate, uninspiring and self-centered individuals that infect their workplaces with mediocrity, and that are likely to never be happy or successful… regardless of where they are. And to add insult to injury… these people will typically see themselves as victims, and in no way responsible for the quality of their lives. It will always be someone else’s fault. In their eyes… there’s nothing to fix, only someone to blame.
My encouragement. Be a THERMOSTAT, not a THERMOMETER. A THERMOMETER is nothing more than an indicator of it’s environment… while a THERMOSTAT affects change in it’s environment. Put differently, a THERMOMETER complains about it… a THERMOSTAT does something about it.
Do something that’s worthwhile, that fits your strengths and purpose in life. Be a positive agent of change. Do something to inspire us, and that’s worth noticing. Do something that will benefit someone other than yourself.
When you’re passionate about what you do for a living… your vacation is a merely time of rest, family and friends… not a prison break.
10 REASONS THAT LEADERS FAIL
This post is the second of a 2 post series based on the book “Think And Grow Rich” by Napoleon Hill. The first post of this series highlights the differences between a leader and a follower. This post will highlight the 10 common causes for failure in leadership.
To be an effective leader… it’s equally as important to know what “not to do” as it it to know what “to do.” I hope this is helpful as you lead in your own organization.
1. INABILITY TO ORGANIZE DETAILS: No genuine leader is ever too busy to do anything which may be required of him in his capacity of leader. When a leader admits that he is too busy to change his plans, or to give attention to any emergency, he admits his inefficiency. A successful leader must be a master of all details connected with his position.
2. UNWILLINGNESS TO RENDER HUMBLE SERVICE: Truly great leaders are willing; when occasion demands, to perform any form of labor that they would ask another to perform. “The greatest among ye shall be the servant of all.” is a truth which all able leaders observe and respect.
3. EXPECTATION FOR WHAT THEY KNOW, INSTEAD OF THAT WHICH THEY DO WITH WHAT THEY KNOW: The world does not pay men for that which they know. It pays them for what they do… or what they induce others to do.
4. FEAR OF COMPETITION FROM FOLLOWERS: The leader that fears that one of his followers may take his position is practically sure to realize that fear sooner or later. A true leader empowers his followers, and embraces their talents and accomplishments for the betterment of the team and organization, without the baggage of insecurity.
5. LACK OF IMAGINATION: Without imagination, the leader is incapable of meeting emergencies, and for creating plans from which he can guide his followers efficiently.
6. SELFISHNESS: The leader who claims all of the honor for the work of his followers is sure to be met by resentment. The really great leader claims none of the honors… and is content to see the honors go to his followers.
7. INTEMPERANCE: Followers do not respect an intemperate leader. Balance… and control of emotion are two critical ingredients for the success and effectiveness of a leader.
8. DISLOYALTY: Perhaps this one should be at the top of this list. The leader that is not loyal to his trust and to his associates… those above him and those below him cannot maintain his leadership for very long. Disloyalty marks one for being less than the dust of the Earth… and brings contempt.
9. EMPHASIS OF THE AUTHORITY OF LEADERSHIP: The efficient leader leads by encouragement, and not by trying to instill fear in the hearts of his followers. If a leader is a “real” leader, he will have no need to advertise that fact except buy by his conduct, his sympathy, understanding, fairness and a demonstration that he knows his job.
10. EMPHASIS OF TITLE: The competent leader requires no title to give him the respect of his followers. The man who makes too much of his title generally has little else to emphasize. The doors to the office of the “real” leader are open to all those who wish to enter.
PART 2: MICHAEL GERBER’S TOP 10 EXPECTATIONS FOR AN EFFECTIVE EXECUTIVE LEADER
As stated in the last post, I’m through Michael Gerber’s newly published book… Awakening The Entrepreneur Within.
In that post, I shared Michael Gerber’s top 10 principles for recruiting new talent to his team. Today’s post shares his top 10 expectations for a COO, or any effective executive leader. Enjoy.
MICHAEL GERBER’S TOP 10 STANDARDS FOR LEADERSHIP:
1. Learn how to produce results with little or no capital.
2. Learn how to produce results with little or no information.
3. Learn how to produce results with little or no experience.
4. Learn how to produce results with little or no likelihood of success.
5. Learn how to do the impossible.
6. Learn how to inspire people without money, motivation or options.
7. Learn how to manage people without making them wrong.
8. Learn how to communicate your dream, vision purpose and mission so that 90% of the people you share it with, will buy into it. Do not spend any time with the 10% that don’t.
9. Learn how to replicate your successes and rise above your failures.
10. Learn how to become a world-class leader you can be proud of.
9 SUCCESS SECRETS TO BE A BUSINESS CHAMPION
Tags: Business, Inspiration, Leadership, Tiger Woods, winning
I am currently going through the book, “Tiger Traits” by Nate Booth. This book highlights 9 of Tiger’s traits that are essential to his personal, professional and business success.
As you may already know, Tiger Woods has already won over 54 PGA events. He’s the youngest player to win all 4 major pro tournaments, and the only golfer to be reigning champion in all four major tournaments at the same time. In 2006, Tiger earned nearly $100 million in prize money, appearance fees and endorsements.
Tiger’s success is no accident. While Tiger is certainly talented, he possesses at least 9 traits that have allowed him to express that talent in record-setting ways.
While Dr. Nate Booth’s book comprehensively expounds on these traits, I thought I’d share the basics with you, as you aspire to new heights in the success of your own business or organization. Enjoy.
TIGER TRAIT #1: Identify and develop natural talents
TIGER TRAIT #2: Create a clear and compelling dream
TIGER TRAIT #3: Select teachers, heroes and teammates who guide, inspire and support
TIGER TRAIT #4: Be confident
TIGER TRAIT #5: Manufacture magnificent mental models
TIGER TRAIT #6: Let actions do the talking
TIGER TRAIT #7: Constantly improve in good times and bad
TIGER TRAIT #8: Be likeable
TIGER TRAIT #9: Be grateful. Give back.
HAPPY NEW YEAR FROM LOUD! CREATIVE
Tags: Branding, Brian Tracy, Business, Dale Carnegie, Harry Beckwith, Jerry Porras, Jim Collins, Keith Ferrazzi, LOUD! Creative, Malcom Gladwell, Marketing, Matthew Kelly, Michael Gerber, Patrick Lencioni, sales, Seth Godin, Zig Ziglar
First, I want to wish each and every client and reader a Happy New Year. I sincerely hope that 2008 proves to be the best and most prosperous year ever for you, your families and your businesses. I am grateful for your friendships.
For me, 2007 has been a journey filled with growing and learning. As you may already know… my intention for this blog is for it to be a
no-cost, value-add resource for you, and your business or organization. It’s here that I share from my experiences, my client’s experiences, and the various resources from which I study and read.
As you endeavor to grow and develop in 2008, I thought it seemed a thoughtful gesture to share with you some of the books I’ve discovered and studied personally… and from which I post to this blog quite frequently. I hope this is helpful. I recommend all of them.
Please feel free to leave your comments. Don’t be inhibited to call me at my office should there be anything I can do for you. Again, Happy New Year !!! Congratulations on all your successes, and may you have so many more.
Brian
BRIAN WEBB’S RECOMMENDED READING LIST
(not necessarily in this order)
ALL MARKETERS ARE LIARS Author: Seth Godin
SELLING THE INVISIBLE – A FIELD GUIDE TO MODERN MARKETING Author: Harry Beckwith
THE FOUR OBSESSIONS OF AN EXTRAORDINARY EXECUTIVE
Author: Patrick Lencioni
THE DREAM MANAGER Author: Matthew Kelly
THE DIP Author: Seth Godin
THE TIPPING POINT Author: Malcom Gladwell
E-MYTH REVISITED Author: Michael E. Gerber
E-MYTH MASTERY Author: Michael E. Gerber
DEATH BY MEETING Author: Patrick Lencioni
SECRETS OF CLOSING THE SALE Author: Zig Ziglar
THE INVISIBLE TOUCH, THE FOUR KEYS TO MODERN MARKETING Author: Harry Beckwith
WHAT CLIENTS LOVE, A FIELD GUIDE TO GROWING YOUR BUSINESS Author: Harry Beckwith
GETTING REAL Author: 37 Signals
HOW TO WIN FRIENDS & INFLUENCE PEOPLE Author: Dale Carnegie
ADVANCED SELLING STRATEGIES Author: Brian Tracy
THE FIVE TEMPTATIONS OF A CEO Author: Patrick Lencioni
NEVER EAT ALONE Author: Keith Ferrazzi
GOOD TO GREAT Author: Jim Collins
BUILT TO LAST Author: Jim Collins & Jerry Porras
FAIL FORWARD IN 2008
Tags: B.C. Forbes, Business, Colin Powell, Henry Ford, Inspiration, Leadership, Michael Jordan, Ralph Waldo Emerson, Richard M. Nixon, Thomas Edison, Winston Churchill
Why is failure considered to be such a negative term? Fear… that’s why. We’re afraid of losing our money, our ego, our pride and our credibility. It’s been said… “To be more successful in life, we need to double our rate of failure.” Seems oxymoronic… right?
We simply can’t succeed without failing. Consider this true story. A successful manufacturing executive; while leading his $400 million company, recently stepped into a staff meeting… and commenced sharing one of his biggest and most embarrassing failures. He then challenged his staff, by laying 2 one hundred dollar bills on the table. He said… “Anyone who can share a failure bigger than mine, will win this $200.” Well, the first meeting was a flop. Nobody spoke up. They were too afraid of being shamed and embarrassed.
At the next monthly meeting… they were able to break through that fear barrier. He ended up awarding that $200 to one of his staff who so bravely shared one of her most colossal failures. From that second monthly meeting on… he was never left with his $200 on the table. Since that moment… his manufacturing company continued to be more and more successful… quadrupling their gross sales every year.
Failure is not a crime. Failure to learn from failure… is the crime.
As you approach 2008, I hope you’ll find some of the following quotes as educational and inspirational as I did.
THOMAS EDISON: “The successful person makes a habit of doing what the failing person doesn’t like to do.”
WINSTON CHURCHILL: “Success consists of going from failure to failure without loss of enthusiasm.”
RALPH WALDO EMERSON: “Men succeed when they realize that their failures are the preparation for their victories.”
B.C. FORBES: “History has demonstrated that the most notable winners encountered heart breaking obstacles before they triumphed. They finally won by their defeats.”
HENRY FORD: “Failure is the opportunity to begin again, more intelligently.”
RICHARD M. NIXON: “Defeat doesn’t finish a man–quit does. A man is not finished when he’s defeated. He’s finished when he quits.”
COLIN POWELL: “There are no secrets to success. It is the result of preparation, hard work, and learning from failure.”
MICHAEL JORDAN: “I’ve missed more than 9000 shots in my career. I’ve lost almost 300 games. 26 times, I’ve been trusted to take the game winning shot and missed. I’ve failed over and over and over again in my life… That is why I succeed.”
THE RACE
Tags: endurance, Inspiration, Leadership, motivation
For you loyal readers, thanks for your patience over the past several days. Illness had taken over my household, but we’re working through it. On my first day back in a while, I thought I’d share with you a few words of inspiration. I know it seems like a long read, and your time is short… but I really believe you’ll be inspired if you’ll take the time. Enjoy.
THE RACE, D.H. Groberg
Whenever I start to hang my head in front of failure’s face,
My downward fall is broken by the memory of a race.
A children’s race, young boys, young men; how I remember well,
Excitement sure, but also fear, it wasn’t hard to tell.
They all lined up so full of hope, each thought to win that race,
Or tie for first, or if not that, at least take second place.
Their parents watched from off the side, each cheering for their son,
And each boy hoped to show his folks that he would be the one.
The whistle blew and off they flew, like chariots of fire,
To win, to be the hero there, was each young boy’s desire.
One boy in particular, whose dad was in the crowd,
Was running in the lead and thought “My dad will be so proud.”
But as he speeded down the field and crossed a shallow dip,
The little boy who thought he’d win, lost his step and slipped.
Trying hard to catch himself, his arms flew everyplace,
And midst the laughter of the crowd he fell flat on his face.
As he fell, his hope fell too; he couldn’t win it now,
Humiliated, he just wished to disappear somehow.
But as he fell his dad stood up and showed his anxious face,
Which to the boy so clearly said, “Get up and win that race!”
He quickly rose, no damage done, behind a bit that’s all,
And ran with all his mind and might to make up for his fall.
So anxious to restore himself, to catch up and to win,
His mind went faster than his legs. He slipped and fell again.
He wished that he had quit before with only one disgrace.
“I’m hopeless as a runner now, I shouldn’t try to race.”
But through the laughing crowd he searched and found his father’s face,
With a steady look that said again, “Get up and win that race!”
So he jumped up to try again, ten yards behind the last.
“If I’m to gain those yards,” he thought, “I’ve got to run real fast!”
Exceeding everything he had, he regained eight, then ten…
But trying hard to catch the lead, he slipped and fell again.
Defeat! He lay there silently. A tear dropped from his eye.
“There’s no sense running anymore! Three strikes I’m out! Why try?
I’ve lost, so what’s the use?” he thought. “I’ll live with my disgrace.”
But then he thought about his dad, who soon he’d have to face.
“Get up,” an echo sounded low, “You haven’t lost at all.”
For all you have to do to win is rise each time you fall.
“Get up!” the echo urged him on, “Get up and take your place!”
“You were not meant for failure here! Get up and win that race!”
So, up he rose to run once more, refusing to forfeit,
And he resolved that win or lose, at least he wouldn’t quit.
So far behind the others now, the most he’d ever been,
Still he gave it all he had and ran like he could win.
Three times he’d fallen stumbling, three times he rose again.
Too far behind to hope to win, he still ran to the end.
They cheered another boy who crossed the line and won first place,
Head high and proud and happy — no falling, no disgrace.
But, when the fallen youngster crossed the line, in last place,
The crowd gave him a greater cheer for finishing the race.
And even though he came in last with head bowed low, unproud,
You would have thought he’d won the race, to listen to the crowd.
And to his dad he sadly said, “I didn’t do so well.”
“To me, you won,” his father said! You rose each time you fell.”
And now when things seem dark and bleak and difficult to face,
The memory of that little boy helps me in my own race.
For all of life is like that race, with ups and downs and all,
And all you have to do to win is rise each time you fall.
And when depression and despair shout loudly in my face,
Another voice within me says, “Get up and win that race!”
DEATH BY MEETING
Would your staff rather walk through fire than come to your weekly staff meetings? Do your meetings leave everyone feeling dissatisfied or worse… disgruntled? Does your staff talk more “about” your meetings afterwards by whispering in the hallway, than they do “in” the meeting itself?
Meetings are such a critical element of effective organizational communication. I’ve just completed a great book; entitled
Death By Meeting, by Patrick Lencioni.
This book; written in classic Lencioni form, takes you through a fable about a leading video game corporation that aquires its smaller counterpart competitor with a sports-centered niche in the marketplace. This aquisition leaves the CEO from the smaller company desperately reevaluating his approach to staff meetings after coming under heavy scrutiny from his newly found CFO.
Anyway, I’ll let you discover the story for yourself, but I thought I’d leave you with this highly condensed summary that highlights Lencioni’s formula and regiment for healthy, productive, stimulating meetings that actually inspire, rejuvenate and add value to your business or organization. Enjoy.
MEETING #1 – THE DAILY CHECK-IN: The daily check-in requires that team members get together, standing up, for about 5 minutes every morning to report on their activities for that day. It’s a great way to keep everyone in the loop with what’s going on.
MEETING #2 – THE WEEKLY TACTICAL: This tactical meeting should last 45 to 90 minutes. There are two crucial goals: (1.) Resolution of issues, and (2.) Reinforcement of clarity.
MEETING #3 – THE MONTHLY STRATEGIC: The length of a monthly strategic meeting will vary depending on the topic(s). However, it’s advisable to schedule at least two hours per topic. This will give everyone the confidence to table critical issues knowing they will be addressed… and more importantly, that a plan to resolve them will be discussed.
MEETING #4 – THE QUARTERLY OFF-SITE REVIEW: Effective off-sites provide executives an opportunity to regularly step away from the daily, weekly, even monthly issues that occupy their attention so they can review their business in a more holistic, long-term focus and approach.
IS BUSINESS PLANNING ALL IT’S CRACKED UP TO BE?
Tags: Andy Stanley, Business, Google, Leadership, Sergey Brinn, Walt Disney
Clearly, planning is crucial to your organization… but not so much because of what the plan itself yields, but rather because of what the “process” of planning yields. Plans themselves often prove to be ineffective, simply because things change… The economy changes, the market changes, we change, culture changes, and our focus changes. But the “process” of planning keeps us sharp, always evaluating, collaborating and pursuant of creative new approaches to our business or organization.
Conventional “Walt Disney” wisdom of decades past, led many to conclude that you must have a 5, 10, 15, 20 and perhaps a 25 year plan… and that you leave little to chance. That “crystal ball” mindset in today’s culture and economy is simply obsolete. It’s impossible to consistently predict with accuracy what tomorrow holds.
Best selling author, renowned communicator, and senior pastor of a leading church in Alpharetta, Georgia; Andy Stanley, was questioned at a conference about his long-term plans. Andy compared the limitations of planning… with the headlights of his car while driving at night. “The headlights of my car shine and reveal a certain and finite distance ahead of me… I can only see so far. But I can see farther and farther ahead as my car advances forward, one linear foot at a time.”
Paraphrased… Every new day reveals a little more about the need for new business strategies and tactics. Plan for the short-term. Dream for the long-term.
STUMBLING AROUND IS HEALTHY TOO
On the other hand, while it’s healthy to plan, stumbling around a bit is just as healthy in balanced proportions. Sergey Brin; Co-Founder of Google, once stated, “The more you stumble around, the more you’re likely to stumble upon something valuable.”
Did you know that Google requires their senior engineers to spend 20% of their salaried work-week to pursue their own personal projects. These personal projects have nothing to do with their professional responsibilities at Google. They just invent.
The process of planning is crucial, but allot time for your executive, professional and administrative teams to stumble… to grow, to develop, to invent, to make mistakes, to fail forward. This balance promotes growth, and a happier and more fulfilled team… and ultimately a stronger business/organization.
GOOGLE’S HEALTHY DISREGARD FOR THE IMPOSSIBLE
Tags: Business, Google, Larry Page, Leadership, Sergey Brinn, Technology
Co-founding duo of Google; Larry Page and Sergey Brin, cruised onto the stage of an academically elite high school auditorium in Israel to speak to the student body. They were met with the kind of roars and excitement that teenagers usually reserve for rock stars. Larry and Sergey entered the auditorium through a rear door… leaving behind photographers, sunglasses, a pair of hired cars with drivers, and an attractive young woman that was travelling with Sergey.
Dressed casually and pleased at their welcome, they sat down and cracked smiles. They were to speak about what they had done, how they had done it, and what their dreams were for the future. “Do you guys know the story of Google… Do you want me to tell it?” Larry asked. “Yes,” the crowd shouted.
It all began while Sergey and I were Ph.D students, studying Computer Science at Stanford University. We didn’t know exactly what we wanted to do.
I got this crazy idea that I was going to download the entire web onto my computer. I told my advisor that it would only take about a week. After about a year or so… I had some, small portion of it. The students laughed.
So optimism is important, he went on. You have to be a little silly about the goals you’re going to set. You need to have a healthy disregard for the impossible, said Page. That’s a really good phrase. You should try to do things that most people would not!
IT’S ALWAYS AND ONLY ABOUT THE TEAM
Tags: Business, Jim Collins, Leadership, NFL, Superbowl
It’s February 4th, 2007, Super Bowl Sunday… The Indianapolis Colts deliver an astonishing victory over the Chicago Bears with a 29-7 victory. I still remember it. The Indianapolis Colts; a team built for indoors found its footing on a rain soaked track. But there they stood… victors! Peyton Manning; quarterback for the Colts, was elected MVP, and Coach Dungy became the very first black coach to win the championship, beating his good friend and protege Lovie Smith in the game that featured the first two black coaches in the Super Bowl.
Now imagine this… How far do you think either of those two teams would’ve made it through the season if the main qualifier for being on the starting line was longevity on the team, or politics, rather than talent, contribution and performance? Not very far… wouldn’t you say?
Why do so many businesses and organizations promote people to leadership positions based on tenure or nepotism rather than performance and contribution? The insanity of that philosophy and methodology is palpable to me.
Run your business or organization like a championship football team. Promote those that add value and deliver victories over, and over, and over again to your organization.
In his book; Good To Great, Jim Collins emphatically exclaims that we must always ensure that we have the right people on the bus, and just as importantly, that those people are in the right seat of the bus.
Your team will either make or break your organization. Value them over your customers, but expect much from them. Do you have the wrong people on your bus? Or perhaps you have the right people on your bus, but they’re in the wrong seat?
I assure you that it’s your team; not your customers or clients, that determine whether your organization scores victories over your competitors. It’s always and only about the team.
THE MYTH OF PERFECTION
It’s so easy for your business or organization to end up in a stall because you’re helplessly paralyzed by your desire for perfection. In his national best selling book; “The Five Temptations Of A CEO,” Patrick Lencioni warns about the temptation to always choose certainty over clarity. Many times the best tactical move… is simply to move. Do something. Avoid the detrimental trap of constantly waiting for more and more and more information before making decisions to move forward. I call this trap the “Ready-Aim-Aim Syndrome.”
So where does this temptation come from? Fear. Fear that executing the plan or moving forward, without volumes of documentation guaranteeing imminent success, will somehow show your superiors, colleagues, direct reports and the world that your plan was not perfect. So rather than risk judgment, a bruised ego, or being labeled a fraud… you do nothing. You wait, and your business or organization suffers.
Many outstanding big picture thinkers are always looking for… and burdened by the search for perfection. But too often, the path to perfection leads to procrastination, which leads to stagnancy… and ultimately, failure.
Ask yourself these 5 identifier questions…
1. Do you pride yourself on being intellectually precise?
2. Do you prefer to wait for more information rather than making a decision without all of the facts?
3. Do your direct reports seem chronically irritable because you schedule too many meetings and demand too many case studies?
4. Do you enjoy debating details with your direct reports during staff meetings?
5. Do you find yourself repelling action-oriented people?
Don’t let the perfect ruin the good. Ready, Aim, FIRE!