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Human Resources Today
Thursday
Sep202018

Cousins, the Warriors, and Hiring

What happens to the taste of a stew when you add something fiery hot, meaty, and so overpowering that it can stand on its own?

Last Spring the Golden State Warriors, winners of 3 of the last 4 NBA Championships, announced they had acquired free agent DeMarcus Cousins.

Cousins is 6’ 11”, 270 pounds, and started in the NBA in 2010 after one college season with the Kentucky Wildcats.  During his first season with the Sacramento Kings, Cousins was named to the NBA All-Rookie First Team.  From 2015 to 2018, he was named an NBA All-Star. He is also a two-time gold medal winner as a member of the United States national team, winning his first in 2014 at the FIBA Basketball World Cup and his second in 2016 at the Rio Olympics.

DeMarcus Cousins is a headliner, not a rookie.

So, what happens to the culture of a team when you add an outsider, who is the top player and recognized four times as one of the best in the world?

from San Francisco Examiner

Have you ever been able to add a headliner to your team?

Let’s assume for the moment that you have a championship team.  Most of us do not have a championship team, even if we are winning to some extent.  For this exercise, assume you are not just competitive, you are the top dog in your market. 

You are the best.  You know it.  The people on your team know it.  The numbers prove it.  Most people respect your accomplishments.

But…

There’s that “big butt” that keeps showing up, distracting you from continuing your reign of dominance.

No team is perfect.  A competitor gets stronger (the Lakers acquired LeBron), then you get an opportunity to add someone who is arguably the best in their position when they are healthy.  Someone who is a “headliner.”

The possible rewards of acquiring a headliner are tempting, almost overpowering.  However, there are also serious risks to consider.

The Risk of Losing focus

"Focus" is such an ambiguous term, yet it's the all-encompassing word for a championship mentality. What’s the focus? 

For the Warriors, the primary target is to win a third consecutive NBA Championship.  It’s a BHAG (Jim Collins – Big, Hairy, Audacious Goal) and a ONE Thing (Gary Keller). 

A headliner can be a distraction because he brings ego, unnecessary drama, possible turf fights, etc.

Warriors Head Coach Steve Kerr and the team can make it clear to Cousins that the team is more important than any single player.  Cousins is emotional on the court, some might say he is an egomaniac.  I don’t know how humble he is, or is not.

Keeping their focus on the team and winning, when Cousins fully recovers from his Achilles injury the Warriors may have checkmated their competitor’s attempt to overcome them.

The test will be to see how the team behaves when they are behind in a game, are getting what they feel are bad calls, or they lose a few games in a row.  Any coach or team can look great when they are winning.  A true championship team and coach behave well and remain focused when under pressure.

Weigh the risks, not just the rewards.

The Warriors are huge champions.  They are today, or are close to becoming a dynasty.

However, the focus needs to be on the road ahead, not looking at yourself or living in the past (the rearview mirror).

Long-term champions manage their ego so they still can make it from Point A to Point B without disaster.  Assumptions of ongoing grandeur are avoided as they keep winning step-by-step.

What are the risks of adding a headliner like DeMarcus Cousins?

  • Performance:  Cousins has been the premier big man.  However, statistics predict his performance could drop by 8% or more due to his Achilles injury last season.  He still would be strong, but he may not fully recover from his Achilles injury.
  • Injury:  What if Cousins gets another debilitating injury?
  • Emotions:  Could his attitude set him back?  He has 115 technical fouls and 14 ejections during his eight-year NBA career.
  • Friction:  Could Cousins’ attitude, or one or more Warriors player responses to him, cause friction and distraction?
  • Cost:  What if Cousins offends another top Warriors player and they demand to be traded, or there is another significant cost directly linked to adding this headliner?
  • Attitude:  Cousins is Dr. Jekyll now, but is there a Mr. Hyde coming?

Slow down.  Fully consider the risks AS A TEAM before adding a headliner.  Only move forward with unanimous agreement.

Some of the rewards are also significant:

  • Better:  Cousins could enable existing players to spend more time on their strengths.
  • Unpredictable:  Cousins might make it more difficult for the competition to discern the Warriors next bold moves, play-by-play and quarter-by-quarter.
  • Rewards:  If the headliner helps the Warriors win a third NBA Championship, then everyone gets richer - Higher revenue, market share, brand loyalty…

How do you pursue the rewards with what I call, a low CRT:

  • Cost:  You can afford the loss.  Cousins could cost as little as $5.3 million.  That’s a lot of money to most people, but spare change to the Warriors.  The investment is worth it.
  • Resources:  Every organization’s success is dependent on their people.  Get your people involved in the decision and determine how much of their time will be invested as your organization gives the headliner an opportunity.
  • Time:  Pilot the headliner.  Test her/him with your team beyond conversations.  Discuss typical scenarios.  Role play.  Hire the person for a day or week to test how she/he handles the reality of your world.  You can afford a short-term test.  If the headliner adds value then extend the test time.  If not, you have not lost much.

Don't disrupt the bond your people have

Most winning teams have a strong bond of respect and servanthood between players.  There are differences, but everyone understands their strengths and weaknesses.  Everyone understands how to work together as an efficient, effective group that is stronger as a team than as people working independently.

The Warriors shine in this area, and their coach Steve Kerr is an inspiring role model.

So how do you add a headliner to the mix when the current team is working so well?

from Daily Snark

First, all of your key team members if not the entire team, participate in the decision to add the headliner.  Why?  Because everyone, not just the boss, has to commit to make it work and help the headliner be a productive contributor who loves being on her/his new team.

One benefit with Cousins is that he is a known entity with the All Stars and Olympic players on the Warriors.  They have already played ball with him, and fully support the addition of DeMarcus to their team.

Second, a headliner can be the latest “shiny object” for many leaders, absorbing the majority of their focus, time, and energy to the detriment of the team who got them where they are.

If your team makes the decision to add the headliner, fully understanding the risks as well as the rewards, then everyone should be prepared to proceed as a team.  It should be clear to the headliner that she/he will receive equal attention, not more than existing team members.

Steve Kerr, the coach of the Warriors, is a former player on Michael Jordan’s Chicago Bulls.  He has experienced first-hand what it’s like to be on a team with a dominant headliner, supported by other strong players.  Kerr has been able to do something uncommon by shifting his career from being a great player who now is a wise, humble, inspiring coach.

Kerr can pull this off, if he continues to humbly, respectfully inspire the members of his team to continue their focus on integrating their strengths for the best of the team, rather than one person’s statistics, publicity, or compensation.

The saying, “There is no ‘i’ in team” is especially true when you add a headliner to a cohesive team, or you have a team with multiple headliners and superstars.  The addition of Cousins means all five Warrior starters have been All Stars, and three of them are part of the top six scoring recordholders in the league.  Exciting, but not easy.

Conclusion

Do you want to grow your business more rapidly?  How about achieve significantly more profits?  Is a headliner your answer?

In most cases, the answer is “no.”  A headliner cannot help you, unless you are willing to make tough decisions about how you need to change, and the adjustments that need to be made to your organization.  Or, you already have a strong company culture, leadership habits, and best practices.  Then a humble headliner can help you transform good or great into the best.

DeMarcus Cousins probably couldn’t make the New Orleans Pelicans a championship team, or the Sacramento Kings.

Thursday
Sep132018

Appreciating Your Team

A big part of engaging your team is showing them you appreciate their work.  You can do this in a number of ways.

In 1995 Gary Chapman published a breakthrough book titled, The 5 Love Languages.  The Five Love Languages discusses five ways to express and experience love in five different ways.  He has since written several versions of this teaching on how to understand the way you prefer to be loved / appreciated, and how to appreciate others in ways they prefer.

In 2012, he wrote, The 5 Languages of Appreciation in the Workplace: Empowering Organizations by Encouraging People.  To summarize, he recommends:

  1. Words of Affirmation
  2. Quality Time
  3. Acts of Service
  4. Tangible Gifts
  5. Physical Touch

These five "languages of appreciation" can be an excellent way to recognize and praise your team. However, there are a few nuances and tips I want to discuss.

First, be wary when utilizing the Physical Touch love language in the workplace

It’s too easy to make a mistake, or intentionally touch someone inappropriately.  A high five is usually okay, an arm around the shoulder is risky, and a full-on hug can go terribly wrong.  When the subject of appreciation comes up with our Clients, I usually refer to Gary’s 4 Workplace Languages of Appreciation, not 5.

Know thyself first

Look at the list of love languages above.  Which is your most preferred method of appreciation? And your second?  If you just don’t relate to the list or don’t fully comprehend the list above, then you need to read one of the versions of the book.  Don’t hide behind “That’s not the way I was raised” or “That's not my style”.  Think about the times when you have felt appreciated at work.  When did someone take the time to make you feel special and how did they do it?

Buy the book and read it, or at least listen to the audio version.  Study it with an open mind.  Learn how to improve your ability to respectfully engage with others.

Explain to others how you want to be appreciated

Do not assume other people understand how you want to be appreciated or expect them to read your mind.  Tell them.  The beauty of Gary’s work is he simplifies our preferences into five categories. 

Communicate to others, as appropriate, how you prefer to be appreciated.

Ask your people how they want to be appreciated

We have a wonderful appreciation survey you can download here.  Part of the survey asks them to confirm their primary language of appreciation. 

Make someone your Gratitude Guru. 

Appoint someone in your organization who is great at appreciating others, giving praise, and making people feel special.  This individual is the owner of affirmation in your organization to make certain everyone feels respected, appreciated, and valued.  Setup tracking of significant recognition.  Do it sincerely, equally, and respectfully based on each employee’s preferences.

Be a role model

Do not let busyness crowd out time for Sincere Gratitude, the third strand of 3strands Leadership.  Make your people feel valued.  Even if you delegate primary affirmation responsibilities to a Gratitude Guru, leaders still have to regularly value people in ways they prefer.

Finally, do not appreciate people the way you want to be appreciated

For instance, I know a leader who gives gifts and promises to be nice, but the recipients do not trust the person.  As a result, the recipients view the gifts as insincere bribes and the promises as untrustworthy.  They prefer two of the other love languages.

Why does this leader keep giving gifts and making promises?  Because that’s the love languages they are most comfortable using.  When encouraged to use some of the other love languages, this leader responded:  “Oh, I could never do that…”  Big mistake.

Would you communicate in Russian with someone who only speaks Spanish?

Would you try to relate to an Opera snob by discussing punk rock or salsa music?

Of course not!  Then, why would you speak a language of appreciation that is foreign, or meaningless to the other person? It may be easier for you to do, but it is repelling the person you seek to attract.

Try a different approach and you will be more effective.

Wednesday
Aug152018

The Real Cost of UNengaged Employees

Everybody has them, although a few of you may think you don't.

I'm talking about employees who do less than their best.

There are a variety of reasons for their behavior. It may be a lack of skill, poor communication, limited accountability or training, lack of engagement. Perhaps they do not like the work, or an unknown issue prevents them from being productive, like they are trying but don't understand how to be more productive.

These behaviors are the symptoms of a disease that you may never fully understand but every day you will feel its effects. When the disease of poor productivity shows itself through the symptoms of less effective behaviors you get poor results.

Our focus today is the cost of these behaviors.

Most of you are so busy that you grossly underestimate the cost of employees who are not doing their best.

Furthermore, your employees are often clueless about how much their poor behaviors coast. This applies to both the unproductive individual and the other employees who are negatively affected by their low productivity.

The Cost of Low Productivity

According to Gallup, 87% of your employees are not engaged at work. Employees who are not engaged are not fully productive. They lack initiative, motivation, and purpose, and often become easily distracted from their primary objectives.

Here is one way to calculate the cost of low productivity so your team members have a "wake-up" moment:

You have an employee who is part of the 87% who are not engaged. Let's say he is doing 80% of what he is capable of doing. We are not requiring perfection, but we are respectfully asking people to work up to their potential.

Your company pays this person a salary of $60,000 a year, or $28.85 an hour, including paid time off and holidays.

If this person is working at 80% of their capability then he is unproductive by 20%, or 8 hours. Those 8 hours cost your company $230.80 per week.

He is paid for 52 weeks of work, but let's say with holidays and paid time off he actually works 48 weeks. (I'm being conservative by not calculating the loss when he is not in the office.)

48 weeks x $230.80 productivity loss weekly = $11,078.40 lost annually simply because of poor productivity. 

THAT'S NOT ALL...

Taxes, benefits and overhead increase that number by at least 15%. This makes the total loss $12,740.16.

You can add in several other costs:

  1. Lost opportunity cost to create new revenue or lower costs
  2. Revenue lost / costs incurred due to low productivity
  3. Stress-related costs to other employees and his boss
  4. Employee turnover due to increased workload to do his work
  5. His poor performance extends to others who follow his example

These are serious additional costs, but vary widely based on the role of the individual, the size of your organization, your industry, and the economy. You can play with these numbers if you like. For my purposes today I want to stay with hard numbers.

NOT DONE YET...

At a minimum your company has paid this one person $12,740.16 for work he did not do, yet is capable of doing.

What does that mean? You are going to pay another person to do that work.

So now, you pay another person $12,740.16 to do the work the first employee could not complete that year.

Oh... and the second person you pay also has an 87% chance they are not fully engaged at work. Let's say she is also 20% less productive than she should be.

This means you are going to pay her $2,548.03 for work she is not going to do.

Let's assume this only goes three levels. The third person that completes the work of the first and second employees works at 100% of their capability. Therefore the cost of low productivity is:

$12,740.16 - Lost productivity by the first employee

$12,740.16 - Pay a second person at the same rate to complete the work

$2,548.03 - Pay a third, fully productive person to fully complete the work

$28,028.35 TOTAL COST of one unproductive employee @ $60K salary. At this point, the ship is sinking!

STILL NOT DONE...

That's just one person.

Gallup says 87% of your people are not fully engaged. That's 9 out of 10 people, even if their lack of productivity is unintentional.

The loss for an entire company is staggering. Approximately $252,2565 per year for a 10-person company.

Ouch!

Build Bridges Instead of Fighting Fires

Are you too busy fighting fires and keeping-up with tasks every day to deal with employee productivity issues? I'll bet you would love to add that $252,256 back into your bottom line (and more). 

WHAT SHOULD YOU DO?

Take a good, close look at your situation.

  1. Get away for at least an hour and think about your team. Do an ROI similar to my analysis above to calculate the costs related to low productivity. Include some of the related costs also if you feel that is appropriate.
  2. Look at your calendar. Where can you find time to develop a strategy, define a plan, implement the plan with accountability, and assess results weekly or monthly?
  3. Get real. If you lack the time to cure the disease of low productivity infecting your organization, then get outside help. Your clients call you when they don't have the expertise or time to solve problems that your team can. Why not do the same?

I do this type of work and would be happy to discuss your situation. However, you may want to hire someone else. No worries. Just do it.

Your bottom line is too costly to keep delaying the work to maximize the productivity of your people.

Share this with your leadership team. Ask for their input. Craft a plan to engage your team and avoid problems before they start.

Tuesday
Jul312018

Your Participation Trophy

Do you have employees who want special recognition, increased compensation, or increased freedom without responsibility or results?

One way to describe this perspective is they have an "entitlement mentality."

People complain the millennial generation has been ruined because they received trophies for participation, rather than results. I agree with the criticism.

The outcome of that foolish behavior is a child who never was on a winning team or performed at a top level, but was told she/he was a winner. This develops grownups who think they know more than others and deserve rapid advancement and rewards without significant contribution.

However, we should stop knocking the millennial generation. I have found people with an entitlement mentality across all generations. It is particularly prevalent in union workers today, but not limited to just those types of employees.

A room full of participation trophies, medals, and ribbons is a facade of accomplishment. It is a lie even the most sincere, well-meaning person can embrace without knowing it.

Sadly, I am describing myself.

I earned most of the trophies and awards that I received for participating in my sports activities. However, my parents raised me as the "golden boy." Because I had a natural inclination to work hard plus a sense of right and wrong, they overlooked a lot of my failures. I rarely had serious consequences. Their level of belief in me should have been reserved for a 4.0 student and top athlete.

I was constantly told I could do anything, but not taught how to be my best or held accountable to being my best. The result was inconsistent achievement and an unrealistic view of myself.

The ability to comprehend this issue in my life took years. I came to realize that I had been wounded in my youth, although loved unconditionally.

In a way, I sympathize with millennials and anyone who expects a participation trophy for every small accomplishment.

3 Tips for Managing the Entitlement Mentality

I have three suggestions for you to consider if you have an employee with an entitlement mentality:

FIRST, if you're dealing with a difficult employee, your approach might be the primary problem.

Generational and cultural gaps exist, you need to be able to adapt. You hired the person. You manage them. You are in charge of developing them. Their performance is largely dependent on your guidance.

So, try adjusting your style of management, and take ownership of their performance.

SECOND, before you nag or threaten them, start by learning more about their background (within legal limits). Talk to them, take them out to lunch and ask them about their hobbies.

You can use an assessment to learn about their most intense behaviors and most passionate driving forces. Our MANAGEtoWIN Talent Assessments can help you with the behaviors and the driving forces. That's a major piece of the puzzle, but you still have to talk with people to understand where the person came from, and where they want to grow.

Talk with the employee to better understand their background. As you talk with them, consider how people in your organization can help the employee better connect their values and interests to their work. Figure out how to make the employee feel like their work is meaningful.

Meaningful work is the fuel that drives all significant accomplishment.

THIRD, enforce proper boundaries and expectations.

Is there someone with an entitlement mentality who has been on your team for more than 90 days? That's a problem.

Every employee should understand the boundaries and expectations in their role. You should have an on-boarding plan in place for new employees that spells out exactly what your company standards are and how the employee should meet those standards every day.

You should also have a process in place for dealing with boundary violations. Each time a company standard is not met, the problem should be addressed swiftly and effectively, especially in the first 90 days.

Your team will work more effectively and efficiently when everyone understands and appreciates your boundaries and expectations.

Thursday
Jul262018

This weekend's homework: A Catalyst for Growth

Let's pickup where we left off last week...

From 1978 into the early 1980’s Lee Iacocca led an effort that saved Chrysler Corporation from bankruptcy. One of the leadership disciplines he credited for helping achieve that success was every Sunday evening he would separate himself from the family to spend two hours in his study.

He was alone. No interruptions. No email. Iacocca credited this weekly discipline as a major reason he was able to stay focused on what was most important each week, and ultimately led the way to achieve his mission: Restore Chrysler’s profitability and market share.

Basically, Iacocca had a map to get Chrysler from where it was to where he wanted it to be.

You also need a map to get you from Point A to Point B, which is where you are today to where you want to be. The discipline of setting aside time to review your map and adjust the routes to your destinations is what I call Sanctuary time.

We teach about Sanctuary in our Time Management training in Dave's Charm School.

The core agenda for Sanctuary follows the acronym “MAP.”

Metrics: Did I meet or exceed all the metrics for my performance this past week?

Adjustments: Where do I need help, should research information, or make adjustments to stay on track?

Plan: What is the plan for the upcoming week? Define a simple W.I.N., which means “What’s Important NOW?”, to accomplish something significant that leads to achieving your major objectives.

I call this time Sanctuary because it is without interruptions. During Sanctuary, you do NOT open your email, instant messenger, or other communication apps. Place your cell phone face down to avoid texts. Do not answer the phone. Eliminate all distractions.

Similar to Iacocca, your big accountability meeting or Sanctuary time is weekly. This might be 20-30 minutes, or up to two hours like Iacocca.

The discipline of Sanctuary time is crucial to your success because little things make a difference.

Consider our Point A to Point B metaphor: What happens if you are just one degree off-course on your map as you are racing ahead with your plans? Is it really that big of a deal?

  • After traveling one foot, you'll miss your target by 2/10 of an inch
  • After 100 yards, you'll be off by 5.2 feet
  • When you are a mile out from your starting point, you'll be 92.2 feet off-course
  • Look at it this way, if your goal is to travel from San Francisco to Los Angeles, which is about 400 miles, by the time you reach LA that one-degree mistake lands you 6 miles away from where you want to be

Iacocca is just one of many leaders who have proven the value of a focused, weekly accountability meeting to stay on track with the most important objectives.

Sanctuary time is when you pull out your plan to confirm you are on track to your destination. Being off track typically means you allowed yourself to be sidetracked into less important activities. This eats up your time, energy, and resources, which is deadly to your mission.

Slow down, ask yourself the following questions, and really pause to consider the reality of last week:

  1. Where have I been tempted to take a shortcut or compromise my values this week? Do I need help from someone I trust to stay on track?
  2. Am I doing what I love to do and is my strength, or spending too much time on areas of less interest, related to my weaknesses? Was this past week fun? Am I looking forward to this next week? If not, what needs to change?
  3. Did I meet or exceed the expectations of others for my soft skills as I interacted with them and made commitments?
  4. Was I a great role model for our company culture cornerstones - our mission, vision, and values? Can I state our mission, vision, and at least top-level values from memory? (Do it.) Am I living them out? (If not, why should anyone else?)
  5. Did I recognize people in ways they prefer so they were reminded I value each of them as members of my team? Or, did I hurt someone this week and I need to restore that relationship?
  6. Who did I overlook this week who might need my help? How can I check-in with them in a way that enables them to be candid about their need?
  7. Are there any strategic initiatives that need more of my consideration, including the development of my own habits? When can I schedule “stealth mode” time in my calendar – right now - to do that work uninterrupted?

Daily and weekly Sanctuary meetings for self-accountability are a catalyst for hyper-growth, personally and professionally.

Start this weekend!

Wednesday
Jul112018

A story of prizefighters and courage

A woman once told me this story...

My father managed prizefighters. If you ever saw the original Rocky movie, those were the venues. Smoky halls, inconsistent lighting, where the air is heavy.

These were not heavyweight championships, but strong men who needed the prize money and weren't afraid of going toe-to-toe with anyone.

I was a young girl at the time. I often joined my father at ringside. One night his fighter had a really tough match. It went back and forth, with each fighter looking like the victor only to have the gloved fists start flying again.

The fight ended. The crowd was uneasy, noisy, and nervous about their bets. After a brief delay, the referee was given the decision on a small piece of paper and walked confidently back to center ring, motioning for the fighters to join him. He then announced that my father's fighter had won.

The crowd didn't like the decision. They thought my father's fighter had cheated. Some started chanting, others jeered, and a growing number of them yelled threats. The decision cost them money, and they felt cheated. It looked like they would riot, and rip the fighter apart along with her father, his manager.

The fighter was scared.

So was I, a little girl surrounded by an angry mob.

My father turned to the fighter and me, and ordered us: "Follow me!"

Then he did an amazing thing. He marched right down into the crowd from the ring, with the two of us meekly following. Everywhere people were shouting threats. It was really scary.

As soon as my father reached the floor of the auditorium, a man blocked his way shouting he would hurt us. My father fiercely held his ground and pulled back his right fist to punch the guy. The guy backed off, fading into the blur of the crowd.

We took a few more steps.

Again, another man threatened my father since he was in the lead. Quickly my father pulled back his fist again to punch the man, and he quickly faded into the crowd. Still verbally threatening us, but unwilling to take on my formidable father.

We worked our way through the crowd that way, with my father only pausing briefly when necessary to threaten someone out of our way.

The overwhelming mob was overcome by focusing on one problem at a time.

I love this woman's story because it features danger, courage, and practicality. It reminds us to solve problems one step at a time.

Do you take on too much? Are you unable to complete all of your work? Perhaps you need to focus on one thing at a time.

Often that's the most difficult task, having the discipline to tackle your work in a methodical manner. It's why time management and prioritizing work are critical skills we teach in Dave's Charm School.

Discipline Fosters Success

One method of focusing your time is scheduling 15 minutes or more weekly of uninterrupted consideration. This time should occur at the beginning or end of your typical week, as Lee Iacocca did every Sunday night.

We call this time Sanctuary, and works by asking yourself 3 questions:

  1. Metrics: Did I meet or exceed all the metrics for my performance during the past week?
  2. Adjustments: Where do I need help, information, or adjustments in order to stay on track?
  3. Plan: What is my detailed plan for the upcoming week?

Force yourself to define a simple plan for each upcoming week to accomplish something significant that leads to achieving your major objective.

Remember, during Sanctuary time you do NOT open your email, instant messenger, or other communication apps. Silence and place your cell phone face down to avoid texts. Do not answer the phone. Eliminate all distractions. Just concentrate on and realign yourself with what's most important.

Do this regularly and it will help you achieve your big goal for the year.

Tuesday
Jul102018

Each Leader's Biggest Problem

We would like to share Lesson 1 of our most recent soft skills course, 3Strands Leadership. The lesson is called, Each Leader's Biggest Problem, and it's now on YouTube!

3Strands Leadership is the 15th course we have produced on business soft skills and emotional intelligence. Before diving into the three aspects of great leaders we wanted everyone to take a stern look at their current situation.

Being able to accurately perceive the strengths and weaknesses of your team and your organization is a huge asset. In fact, it's a necessary prerequisite to creating lasting change. If you don't know where you stand it is very difficult to take a step in the right direction.

We are very proud of this course and the others like it. Dave's Charm School includes access to all of the courses, plus monthly coaching webinars on various topics related to soft skills, management, and leadership (NEW!).

Start your 14-day free trial by visiting DavesCharmSchool.com.

A Valuable Resource

Your team needs regular training on soft skills. Everyone has them and needs to improve them. Soft skills are how you communicate, manage your time, avoid & resolve conflict, master meetings, and more.

With new content added every month at Dave's Charm School it is an incredibly valuable resource for you and your organization.

If you're interested, but have questions, contact us.

 

Tuesday
Jun192018

You're out of time

The young man was frustrated with the quality, service, or availability of his company's products. He felt he could do better. So he started his own company to design, develop, and sell his own version of the product.

He worked hard. Some days he worked very long hours. He risked his money. He built a small business and gained respect in the marketplace.

However, his revenue got stuck at a certain level. It was like a brick wall that he could not break through. He would run up against it and then revenue would fall off. He would build it back up. It might stay for a while, but he had to struggle to keep it at that level.

He felt he could do so much more, but alas, he was too busy to break bad habits and develop new, stronger ones.

He was stuck in a “bad habits matrix” of his own design.

He had a few ideas, and some were good. But there were too many of them for his small business and the ideas did not directly relate to his core business.

Years passed.

Decades passed.

He grew older. He retired. He made money. He positively affected people's lives. But until his dying day, he always felt he could have done more.

He was right, but his time was up.

Image credit: Mobile-Cuisine

Seth Godin in his book, The Dip, argues that this slogan "Winners never quit" is not true. Successful people quit all the time and often they quit before they even start something. 

However, starting something does not equal success or automatically move you from the beginner class to mastery either.

Successful people COMMIT

In The Dip, Seth presents his case that successful people carefully consider where they are going to invest their time and resources before they commit. Once they commit, they are aware of three potential growth curves that lead to different results.

However, starting something does not equal success or automatically move you from the beginner class to mastery either.

In The Dip, Seth presents his case that successful people carefully consider where they are going to invest their time and resources before they commit. Once they commit, they are aware of three potential growth curves that lead to different results.

#1 - The Dip

The first is The Dip. This is the gap between basic understanding and mastery of knowledge, skill, and ultimately results. It is the difficult work of learning, practicing, and becoming better over time.

Getting through The Dip is not like turning on a lightbulb. It takes time, tenacity, and course adjustments to reach your ultimate destination.

It's important to note there is progress as you are pushing through a Dip.

In my story above, progress stopped. The growth of his business hit a wall and never advanced beyond it, yet he continued to have his little business and it met the needs of his family. His business could be classified as average.

Getting through The Dip is about persevering through difficulties to move beyond average to extraordinary.

#2 - The cul-de-sac

Our protagonist above got stuck in the second potential curve and result that Seth refers to as a Cul-de-sac. His business could grow to a certain level but then no farther. He had driven down the road and all he chose to do was drive in a circle and go no further.

I think Seth could have provided a better analogy than a cul-de-sac. Instead, a better visualization would be a roundabout. 

Roundabouts were developed in Great Britain. A roundabout is a a road junction at which traffic moves in one direction around a central island, with the choice of 2-3 new directions out of the roundabout beyond the road from which you entered it.

Image credit: WPCO.com

The reason I prefer the term roundabout over cul-de-sac is because if you are pursuing a particular result and you get stuck, then you have more options than just to return from whence you came.

The hard decision is to leave the roundabout or cul-de-sac.

Why? The roundabout is comfortable. There is a rhythm to your hard work and busyness where you come to believe what I call the Big Lie: “I'm doing everything I can."

In reality, you are not. You are stuck in a cycle of bad habits with a lack of focus on what's truly most important.

You have the capability to break out and achieve more, but you are unwilling to make the tough decision to drive away from your roundabout.

#3 - The Cliff

There is a third and final result that Seth recommends you consider with greater clarity: The Cliff.

A Cliff is something you have chosen to do that ultimately kills you. Seth’s examples are cigarettes and other at-risk behaviors that end in death.

I would take it a step further and encourage you to consider that in some people's lives a Cliff is being a workaholic, or not taking care of your health which leads to an early death, or simply being stuck. 

The man in our story had income, respect…  yet he lost his passion and personal fulfillment. Why? Too afraid to make the tough decisions to return to growth, meaningful work, and becoming the best he could be.

He procrastinated. For decades!

How long have you postponed your tough decisions?

Image credit: Medium.com

You're out of time

What can you do about it?

#1 - On your own, or with a coach or consultant, you have to challenge yourself to do things differently.

#2 - You have to focus on what's truly most important, what Gary Keller would call your ONE Thing.

#3 - You have to develop better systems for time management so your true priorities are getting your time and the fire drills, hysterical urgencies, and unnecessary drama are delegated or avoided altogether.

How do you get there?

You make the tough decision to choose what is great over what is good.

You commit.

You get accountability to follow through on your commitment. Don't ask someone who doesn't have the guts to be candid to hold you accountable. Don’t ask a friend or hire someone who is a “Yes-man” or “Yes-woman.”

You can do this. It starts with making the tough decision and the commitment.

You're out of time.

Thursday
Jun142018

When you fall: The story of Heather Dorniden*

*This is the story of one event in 2008. Heather is still running.

It was 2008 at a Big Ten indoor track event. Heather Dorniden, now Heather Kampf, was the favorite in her 600-meter race.

The race was three laps around an indoor track. As she moved into first place towards the end of the second lap, her heel got clipped by the runner she was overtaking and she fell.

One lap to go and she moved from first to last place, on the ground.

In her words, “I was making a move to pass Fawn Dorr of Penn State going into the last lap of the Big Ten 600m final, and probably just didn’t account for enough space for my long stride, because I felt my heel get clipped once, and then on the second time I knew I was going down.”

All her work. All her dreams. She fell.

Game over, right? Not quite...

Pretty awesome, right?

Everyone in the arena probably believed her race was over. The odds were in their favor. It was logical for her to give up. The facts supported it.

But Heather did not enter the race based on the odds, logic, or the facts. She was in the race to help her team win a championship.

Her race meant important points for her team.

Without hesitation she treated the situation like a second start to a race she remained committed to win. She launched from the track as though she was leaping from the starting blocks, and ended up winning.

What can we learn?

Heather's race can inspire us to never quit. When the going gets tough, the tough get going.

But it's not always that simple. When you look deeper at your own situation, it is clear that there are some things you need to quit much more quickly than you do.

  • Poor performing employees might need to be let go
  • Toxic employees need to be shown the door immediately, or put on performance improvement plans with empathetic boundaries and real consequences
  • Unmet sales projections need action taken within weeks, not months or years
  • Unprofitable divisions need to be given an opportunity to turn around, or sold off or shut down

I like the following image by Sharanda Foster Douglas below:

When should we persevere?

You should persevere when your path is clear. Heather wasn't in a maze with multiple paths to choose from. She knew exactly what to do: Get up and run.

You can do the same. You should persevere when you're on the right path and a little more effort is required. Persevere when you can:

  • Identify a way to do things differently that will achieve a better result
  • Stop doing the things that are hurting you and/or your organization
  • Define, develop, and sustain new habits or processes to be better
  • Your leadership team supports an additional effort.

The CRT is low: The additional effort will be low Cost, low Risk, and takes a relatively small amount of Time to prove itself. 

You have the support of strong, wise advisors and mentors who have the guts to tell you where you're wrong and when you need to stop.

I like the graphic from Jim Knaggs below:

There is no universal mandate to quit, or get up and run. Each time you fall will be different. But you will fall. Everyone does. And if you're on the right path, be ready to get up and start running again.

If you choose to persevere, then, like Heather, don’t hold anything back!

Monday
Jun112018

A new manager and a better leader

Cory Kaufman is a member of our current Certified LEADER class that concludes in two weeks. He has been with his company, Assured Technology Solutions in Lake Oswego, Oregon for 16 years. About two years ago he was promoted to Office Manager.

"As a new manager, the Certified Leader Course has been a blessing. Whether your team is large or small, the training and accountability is invaluable. Throughout the course I've grown not only in personal productivity, positive habits, and knowledge, but also in overall confidence to be the systematic leader I need to be in my current role.

"I looked forward to the one-on-one phone calls with David for accountability and advice. He genuinely cared for me and my development both personally and professionally. I look at this course as a milestone in my career, I cannot be more thankful."

Cory Kaufman

Office Manager, Assured Technology Solutions

 

Leaders love our Certified LEADER program because we develop their strengths, work on some of their weaknesses, and almost always enable them to create more time in their workday.

Our Certified LEADER program is often a lot of I.T. service managers (help desk, NOC, field service...), but we have also had owners, controllers, CFO's, VP of product development, operations managers, and other types of leaders gain valuable insight from the program too.

Leaders affect everything in your organization. The efforts of one leader inspires all of their direct reports to be more engaged, and more productive. Plus, the improvement of that team positively affects a lot of other things happening in your company.

Why not be your best?

Our next Certified LEADER program starts the week of July 9th. Learn more and sign-up here before it's too late. We only have a few openings.

Contact us if you have any questions.

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