APPRECIATION: Adding Value

One of the themes I find myself repeating often of late is the idea of "Appreciating Others."  As leaders, this is one of the most important jobs we do.  It is also a critical part of a healthy team environment.  I'd like to share a simple way to add value to those you lead and equip you with a simple tool for helping other leaders to do the same.

Let's begin by recognizing that APPRECIATION is a financial term, and as such, has a secure place in the arena of VALUE.  We understand that when something APPRECIATES, it grows in value.  Typically we think of assets such as real estate that tend to appreciate, or grow in value, over time.  For example, if I were to buy a house today for $100,000, the likelihood is that I could sell that house in 10 years for $125,000.  It would have appreciated $25,000 in ten years.

Our efforts to appreciate others should result in their growing in value.  In other words, they should not only feel valued, but they should in some way grow in their self-value, and even their value to the team.  So to truly appreciate someone, we must do something that adds to their value.  While public recognition, bonuses and other incentives are powerful ways to express our gratitude,  there is yet another method for appreciating that truly adds value.  It is another term tied to the financial world: INTEREST.

If I put my money in an interest-bearing account over a period of time, my money would increase in value, or appreciate.

Here is what I want you to see; 

If you want to truly APPRECIATE those you lead, take the time to invest INTEREST in them.

Pausing to ask simple, personal questions with a genuine desire to know the answer, has a tremendously powerful effect on the self-worth and value an individual feels.  In these moments, the three components for increasing value are at play:

INTEREST : We are showing genuine interest in the well-being and realities of those we serve.  Remember that our personal and professional lives, no matter how hard we try, often overlap and have a profound impact one on the other.  Showing interest in someone personally will impact their professional reality.

TIME: How much my money appreciates is directly related to how much time I allow it to stay in the interest-bearing account.  The same is true in our leadership moments:  The longer we can show interest in our teams, the higher the appreciation climbs.  A one-minute, "how are you?" will yield a certain amount of added value.  The more time we can invest, the greater the return.  Appreciating others will take time, but it is time well spent.

ADDED VALUE:  Research overwhelmingly supports the idea that working for and with a leader that shows true interest in those they lead has a big impact on workplace productivity and engagement.  While I highly recommend financial bonuses and the best benefits package you can afford; One of the greatest things you can do to APPRECIATE your team costs nothing but a little time.  Show interest to add value!

Lead Strong

What do you do to show appreciation?  Let us know. 

Cultivating Culture

Organizational culture impacts everything from interpersonal relationships to market share.  It predicts our future profitability and predetermines our personnel.  Creating a strong and vibrant culture of success means being relentlessly clear about our mission and committed to the adjustments necessary for protecting our viability.  To be honest, organizational culture is a bit of a riddle.  Is it the organization that shapes the culture, or the culture that shapes the organization?  As leaders, we are saddled with cracking this code and leveraging it for greater efficiency and effectiveness.

You might have even already answered that last question in your mind.  If you responded, "Both", you would be correct.  Sort of.  We understand that the Mission, Vision and Values of an organization are ultimately, at least initially, what shape the culture of any organization.  The Mission determines the kind of expertise and resources that are needed.  The vision drives the passion and operations while the values establish how we interact with each other and those we serve.  This leaves little doubt that the organization is the one setting the culture.

If this is true, then how is it that some organizations end up miles away from their stated mission?  How is it that large corporations succumb to shifting markets and appear to never even see it coming?  How do organizations sometimes internally implode over personnel issues?  Conversely, how is it that some organizations are able to sustain unprecedented success across multiple generations and social changes, even making adjustments to mission, vision and values?  In these cases, it would seem, that culture is shaping the organization.

So the "Both" answer to the question of, "Which shapes which?" is correct logistically, but there is more at play.

In a way, the organization / culture relationship is similar to the relationship between a farmer and a plow.  As leaders, if we keep our eyes on the goal, and our hands on the plow,  we can establish a clear path regardless of the obstacles we face.  The plow certainly wants to dictate the course as it reacts to changes in the terrain.  It's natural tendency is to follow a path of least resistance.  If the farmer were to release the plow,  it would go whoever the ground would allow it.  Almost certainly, that would not be the direction the farmer had in mind.

Here is how the two work together.  The farmer sees the straight line.  She knows where she needs to end up in order to maximize results.   The plow is digging in and doing the work.  It is busting up obstacles and clearing the path.  Along the way, there are subtle rises and falls in the path.  Things that most people cannot see.  The plow provides feedback to the farmer, and she allows the plow to dictate some of the adjustments though she is keeping it on course.  Together, the two work as one, with a  single mission and vision and a relationship built on the value of success.

This is the picture of a dynamic and strong organization.  One that is poised for any changes it needs to embrace.  A culture where leaders are minding the course and teams are busting through barriers.  An environment that values the feedback of the individual and the clarity of the mission.  In this setting, course adjustments are made more easily through a spirit of cooperation.

It is only when we take our eye off the end result or lift our hand from the plow that mission, vision and values begin to creep and can lead our organizations off course.  Whether our hand is on the plow or not,  culture is being set.  So as farmer leaders, we stay engaged with our hands to the plow.  We make corrections to the course.  We allow for feedback from those we lead and make adjustments as necessary;  And together, we cultivate a strong culture that ensures a strong future.

How are you cultivating culture in your organization?  Let us know.

A Second Wind

Whether it was while running a marathon, working strenuously in our yards, engaging in a lengthy planning process or leading a team through an intense project; most of us have experienced the phenomenon known as the, "Second Wind."  Science is inconclusive as to why this occurs.  Some say it is our bodies striking a more precise oxygen balance, others attribute it to the release of endorphins, while others suggest it is simply psychological.  No matter the source, we all have likely experienced the energizing effects of a second wind.

That is the key point for me today: 

A Second Wind Energizes Us for Success.

However, rather than point to something that occurs within us, I want to emphasize the second wind that happens around us.  Specifically, the energizing, hope-renewing, effort-enhancing effects of a strong team of second level leaders.

Most of my professional career, from manufacturing to IT to non-profit,  has been leading from the second level position.  I have had the honor of serving some great leaders in my various positions.  Now, as CEO of our growing organization, I highly value the role that second level leaders play in our success. 

Those who are tasked with carrying out the mission of an organization and are directly connected to the vision and heart of leadership are some of the greatest assets we have.  These second level leaders are your link to a second wind.

I know for me, our team is a breath of fresh air.  Their passion, skill and buy-in energized me when I am feeling tapped out.  They breathe life into our vision and bring renewed energy to our teams. There are four key things that happen when we get a second wind.  

We experience renewed commitment to the goal.

Our endurance gets a boost.

Our outlook shifts to a hope-filled positivity. 

We find a deeper willingness to push past any pain.

These key attributes of loyalty, endurance, positivity and willingness are critical in second level leadership.  They are the true source of the second wind.  Leaders that exude these qualities are going to give your organization the strength for the final push toward the finish line.

So when a leader shows loyalty, recognize it.  When they demonstrate endurance, celebrate it.  When they spread positivity, draw attention to it and when they summon willingness, appreciate it.  Actively and purposefully cultivating these characteristics in the leaders you lead will give you the kick you need to power through to success.  

Get Determined to Get Clear

Clarity is one of the great secrets behind great organizations.  Those companies, teams and individuals that get determined to get clear, soon find that their efforts are turning into success with greater regularity.

Sometimes it can be incredibly challenging to build a culture of clarity as  teams deal with confusing directives and fuzzy goals.  Managers think they have done a more than adequate job of describing goals and deadlines,  only to have their teams underperform.  Team members nod their heads as though they completely understand directives,  only to walk away confused and frustrated about their tasks.

We've all faced these challenges and myriad others just like them.  While it can be exhausting to try to create clarity in our organizations, I can say this: It's worth every ounce of effort.

In the end, clarity builds confidence.  It streamlines processes and ultimately produces more profitable results.  Clarity can bring peace of mind and build a sense of unity in our organizations.  These are all certainly desirable benefits, and there are many others.

However, clarity is not automatic.  It often requires hard work. It takes cooperation from all parties: Senior leaders, departmental managers, line leaders, the list goes on.  Clarity is most easily gained when two parties are bought-in to being clear about the objective.  When there is agreement that we are going to be clear; the right questions get asked; we stay at the whiteboard longer; we work more mutually to define goals, make adjustments and achieve success.

It can be done.  Not just once, but consistently.  In fact, I believe that being clear can become a hallmark of your environment.  One day, you might even be able to say, "We have a culture of clarity!" That culture, and all its benefits, begins with getting determined to get clear.

How determined are you to be clear about your goals, what success looks like and your strategy for getting there?  Whether for yourself, your team or your organization, what can you do to get determined to get clear? 

BOUNCE: 7 Practices of a Barrier Buster

One of the things I discuss when I train on the topic of BOUNCE: Building a Barrier Busting Culture, are the 7 Practices of a Barrier Buster.  I want to touch on 3 of the 7 practices we see in those businesses, teams and individuals that Bust Through Barriers and consistently enjoy success.

PRACTICE 1:

They Summon the Will 

Often, those individuals, teams or organizations we might consider to be Barrier Busters are no different than everyone else.  Like you and me, they face barriers; they feel the emotion of not wanting to deal with those barriers; they might even be tempted to avoid Busting Through altogether.   The difference often lies in their ability to summon the will to find solutions, resolve the issues, deal with the setback and Bust Through to success.  

It is rarely the unprecedented innovation of an organization that sets it apart, and more often the sheer will and determination to not be stopped that cause them to rise to the top. The good news is that anyone can stir their desire for success and summon the will to Bust Through.  Consider this truth:

"A lack of will is itself a formidable barrier;

an abundance of will is an unstoppable battering ram." 

PRACTICE 2:

They Develop the Skill

Professional Development is a huge part of business culture today.  Those organizations that Bust Through Barriers to success with regularity find ways to make it more than just part of their schedules, they make it part of their culture.  When it comes to success, the best of the best might admit to the occasional moments of "Luck", but more often than not, they point to the accumulative effect of hard work and personal development.  I have found in my own leadership experience that if an organization is going to succeed on a consistent basis, it is a must to have people on the team that are continuously developing their professionalism and maturity.  In other words, they are getting better and better at what they do and how they do it.  

Barrier Busters continually develop their skill, here's why:   

"We lean on our will the strongest when our skill is at its weakest."

PRACTICE 3:

They Cultivate Vision

Ultimately, Barrier Busters are visionaries.  Not necessarily the kind of visionary that changes the world or turns an industry on its head;  but certainly the kind of visionary that does not get stuck on the barrier.  Barrier Busters lean on their determination to get to success and keep their eyes on busting through the obstacle.  Not only do they do this in the moment - when it's most needed - they also cultivate this vision when things are going smoothly.  They have their eye on issues that are trending, signs of a coming barrier, and they look ahead to ways to solve those issues before they halt progress altogether.  

These are just 3 of 7 Practices I see consistently in those organizations, individuals and teams that are regularly overcoming barriers and enjoying success.

What about you?  How are you and your team doing with these practices?  Follow this link to our blog and let us know - we would love to hear what you are doing to break through barriers.

Lead Strong!

BOUNCE: Building A Barrier Busting Culture : 5 Signs

Achieving success in any area of life is the result of overcoming the barriers that stand between us and that success.  Whether corporate or personal, on a team or as an individual, our ability to move forward in life and career is directly related to our ability to get past the obstacles we face.  And not just the big barriers, but every barrier.

Sometimes we find ourselves stumped by huge barriers that seem to have no solution.  At other times, we can be hindered by the smallest of issues.  Sometimes we miss deadlines because of a major malfunction in a core system, and sometimes we miss a deadline because we did not hear the alarm clock.

Building a Barrier Busting Culture begins with recognizing that success is the result of overcoming every barrier that stands between us and that success.  

My oldest son and I used to stand in our kitchen and toss a rubber bouncy ball back and forth, just for fun.  In an attempt to make it almost impossible for each other to catch, we would try to angle the ball so that it would bounce off walls, chairs, doors; you name it.  We would laugh and lunge as we tried to keep the ball from escaping our grasp.  Sometimes we would succeed and catch the ball; most of the time the ball would careen around and come to rest under a table where we would have to crawl and stretch to reach it.  You see, the path of a bouncy ball is determined by the barriers it encounters.  There is very little that does not, in some way, alter the course of a Bouncy Ball and often quite dramatically.  Bouncy Balls are at the mercy of every table, refrigerator and cabinet that stands in their way.   Even dirty socks can stop the progress of a bouncy ball.

This is the idea behind BOUNCE.  For those who are operating with a Boouncy Ball mentality, life can be just one big barrier.  Every obstacle causes a change direction, slows progress or results in not moving forward.  It doesn't have to be this way.  With some simple adjustments, we can begin Building a Barrier Busting Culture.  Whether it is in our own leadership, on our teams or in our businesses; anywhere we might be encountering a barrier can be an opportunity to become a Barrier Buster.  

When I train leaders on this topic, one of the things I share are the 5 Signs of a Bounce Mentality. While any one of these signs alone may not mean someone is operating with a Bounce mentality, collectively they become an undeniable indicator.  I want to share two of those signs here briefly.

Sign #1: The Problem is Unsolved

Unfinished assignments and unmet goals are always the result of not getting past a barrier.  An incomplete task is then just one of the signs of a potential Bounce mentality.  Somewhere along the way, a barrier was encountered that could not be overcome and a BOUNCE mentality may be to blame.  It is true that problems can go unsolved for a myriad of reasons.  However, all those reasons are defined by one reality; A Barrier was not Busted. As leaders, the next step becomes determining whether or not that is the result of a BOUNCE mentality.

Sign #4: Little to No Extra Effort

Another sign that a BOUNCE mentality may be to blame is a lack of extra effort.  This may show up in incomplete reporting, no new ideas, or the assignment being unfinished for a long period of time.  When there are no new steps being taken to achieve success,  it may be an indicator of a BOUNCE mentality.

These are just 2 of five signs I discuss in great detail with leaders of organizations and teams as I look to help them Build a Barrier Busting Culture.  In the next post, we will look at a few of the 7 Practices of a Barrier Busting Culture.

Lead Strong

Taken from "BOUNCE: Building a Barrier Busting Culture", just one of the topics offered in our 4-week LEADERS LEAD training opportunities.  For more information, visit www.GoLeadersLead.com.

SHUFFLE Your Way to Success

I once heard a story about a semi-trailer that became wedged under an overpass.   Transportation authorities and engineers puzzled over the problem for hours. Finally, they resolved that the only way to get the truck unstuck was to raise the bridge - a very costly solution.  About that time, a man and his young son were driving by slowly in the backed-up traffic.  The young boy, watching everything intently simply asked his dad, "Why don't they just let some air out of the tires?"  The story goes that the man stopped his vehicle and told the workers what his son had just suggested.  And it worked.

Sometimes greater success is unlocked as the result of gaining a different perspective.  We see a problem from a different point of view and suddenly the answer becomes clear.  My wife and I like to play scrabble.  We'll sometimes spend a quiet evening passing our iPad back and forth playing the electronic version.  Often, I'll have a rack full of letters that show no promise.  I'll stare and stare at the letters and the board and see no possible way to spell a word worth more than six points.  That's when I hit the SHUFFLE option.  This little trick simply rearranges the letters on my tile rack and gives me a fresh look at my opportunities.  Often, this is just what I need: a new angle on the same resources.  I have gone from spelling "CAT" to "THATCH" with the help of the shuffle.  That's a 20 point swing (and I need all the points I can get when I'm playing my wife.)

From a leadership perspective, we can sometimes spend a tremendous amount of time and energy staring at the same resources, wondering how we will ever get the company to grow, the team to advance or the project unstuck.  Here are a few simple ideas:

• Ask a disconnected member of another team to get their eyes on the obstacle.  
• Look at the issue from the opposite side, a sort of reverse engineering perspective.  
• Take the team and the issue into an unrelated setting.  Sometimes fresh surroundings can reset our critical thinking skills.  

The bottom line is that you can't be afraid to shuffle the tile rack, your answer may be that small adjustment away.

Lead Strong

How have you SHUFFLED your way to success? Share your comments at

http://goleaderslead.blogspot.com/2016/01/shuffle-your-way-to-success.html

CLARITY: Clear Skies Ahead

Almost every day I check the forecast on my weather app.  Living in Ohio, I am just hoping that I will get to see that little sunshine icon and a 0% chance of precipitation.  I often wonder what it must be like to live in a climate where the sun is always shining and the skies are clear nearly every day.

There are likely many employees, team members and volunteers that are hoping the same thing about their climate at work. They wake up to a brand new day and are just hoping that things are going to be clear.  They long to hear clear direction, measurable outcomes and to have a good sense of what success might look like.  As leaders, we can create a little sunshine in our organizations just by simply providing clarity for those we lead. Here's how:

1) Give as much detail as needed.  The best way to do this is to offer as much information as you believe is necessary, then ask for a summary of the goals from your team.  Hearing them repeat the assignment will help you understand what they heard and gives you the chance to clear up any misunderstandings.

2) Assume there will be questions.  We should never really waste our time with the phrase, "If you have any questions..." We know there will be questions because, as leaders, we field them all the time.  Instead, spark confidence in your team.  Let them know you know there will be more they need to know.  You might even try saying it this way: "I know you will have questions, and when you do, please communicate them to me right away."  This removes the fear of asking and places value on a culture of clarity.

3) The last tool I want to share today is the idea of opening up the dialog.  The more room there is for others to have ideas, the more clarity you will have as a team.  After all, it is much easier for one to remember what one is thinking than it is to remember what someone else is thinking.  Healthy collaboration often breeds clarity.

Give these three tips a try and see if they might provide some clear skies for your team.

Lead Strong!

LEADERS LEAD... 4 MUSCLES EVERY LEADER MUST EXERCISE

4 Muscles Every Leader Must Exercise

We use our leg muscles for walking, our back muscles for lifting, our arm muscles for holding, our jaw muscles for eating and our facial muscles for expression.  But what muscles do we use for leading? Let's talk about four key muscles every great leader must develop in order to lead strong. 1 | CLARITY | One of the greatest obstacles to great leadership is clarity.  Having a clear vision of how to arrive at a destination and expressing that vision with clarity is the role of every great leader. Even when a leader lacks clarity, they know how to get the right people in the room to gain the clarity needed.  In my opinion, this is a muscle that needs exercised with regularity.  Exercising the CLARITY muscle looks like revisiting your vision and mission often.  It sounds like asking whether or not the organization has drifted or is on track.  It is also honing the purpose of the team.  Great leaders spend the time to get clear, and then take that clarity and roll it into the next muscle... 2 | COMMUNICATION | I remember this sequence from "The Incredibles" when Lucius (a Superhero) is telling about how he narrowly escaped a villain: LUCIUS:  So now I'm in deep trouble.  I mean, one more jolt of this death ray and I'm an epitaph. Somehow I manage to find cover and what does Baron von Ruthless do? MR. INCREDIBLE:  [laughing] He starts monologuing. LUCIUS: He starts monologuing!  He starts like, this prepared speech about how feeble I am compared to him, how inevitable my defeat is, how the world will soon be his, yadda yadda yadda. MR. INCREDIBLE: Yammering. LUCIUS: Yammering! I mean, the guy has me on a platter and he won't shut up! As leaders, we often get trapped in a monologue.  We have a TON of thoughts to share; vision, strategy, correction, ideas; and they all get thrown into the monologue. Unfortunately, many people check out during these one-sided conversations. True communication involves both talking and listening. I say it this way: "Communication is not about what we say, it is about what others hear." A very practical way to exercise the COMMUNICATION muscle is to listen.  Ask questions, like:  "Tell me what you heard me say."  Also listen when you're walking around; What are people saying?  What is the team saying?  Do they seem clear about their objectives?  Is the vision stated with precision? Purpose to get better at COMMUNICATING clearly. Shorten your monologues. Get them down to bite-size morsels.  We live in the Twitter generation, so try to say it in 140 characters or less.  I realize some things take longer to say, but trying to get your message down to its essence will build your COMMUNICATION muscle. 3 | RELATIONSHIPS | Vanishing are the days of leading from isolation. Today's culture demands relationship.  People want authenticity in leadership. They want to know that their leader is an ordinary person with extraordinary drive and vision. They're not looking for flaws, they just want to know their leader is not trying to hide them, or worse yet, acting like they don't have any.  Leaders don't have to air out their dirty laundry to be real, they just have to relate. Exercising the RELATIONSHIP muscle looks like taking a minute to genuinely ask how your team is doing, then really listening.  I have watched leaders use "techniques" to accomplish this, and, quite frankly, it gets awkward.  But those leaders who have taken the technique step on the way to a new attitude toward relationships have found success.  In the end, it is our ability to relate to those we lead that produces great leaders. 4 | ENDURANCE | Finally, their is the ENDURANCE muscle.  The endurance muscle is more than a leader's ability to stand the test of time.  In fact, there are some leaders who have stood the test of time and the organizations have been worse off for it.  The ENDURANCE muscle is more about the ability to endure tough times, the wrong personnel, changes in direction, shifting cultures, rapid growth and so on, and still find success.  Endurance is so much more than just surviving in the leadership position, it is thriving as a strong leader.  Every great leader has had to endure many difficult moments; Abraham Lincoln, George Washington Carver, Walt Disney, Rosa Parks, just to name a few.  That list would also include the millions of founders, CEO's, managers, directors, board chairs and people like me and you that ENDURE in leadership on a daily basis and help their organizations thrive. Exercising the ENDURANCE muscle means doing some heavy leadership lifting; having the hard conversation, making tough decisions, leading toward an unpopular goal with confidence, putting in the unrecognized effort, and doing it all with grace.  True ENDURANCE leads to the sweetest success! Maybe you recognize one of these areas as a weak leadership muscle. My hope is that you can use these exercise tools to help you strengthen that area and... ...Lead Strong!

LEADERS LEAD…PEOPLE

Success is achieved on the muscle, innovation, dreams and determination of people.  Workers, leaders, consumers, builders, organizers, teachers, mothers, fathers; without the sacrificial effort and involvement of people, we could not thrive.

We may lead in entirely divergent industries, using entirely different methods, but every one of us shares this common link...

LEADERS LEAD PEOPLE.

One of the greatest keys to the success of all of our organizations is never losing sight of the importance of People.

"In the press of schedules, deadlines and quotas,

we have to work extra hard to make sure

we are valuing people. "

Consider this:  Research supports the fact that most people would take lower-paying positions for a higher sense of community and appreciation. Is it possible that our teams value being valued?  Is it possible that the breakthrough we desire may not be to push harder but to value higher?

What can we do to create an atmosphere of true appreciation where the people we lead feel valued and that gives them the best chance to experience peak performance?  Here are just a few suggestions:

1 | Say It | A genuinely empowering word does wonders for lifting a person's spirits. Bonuses are great, perks are appreciated, and little else supersedes sincere encouragement.  People want to know that what they are hearing is coming from the heart.  Be creative, find a way to genuinely express your appreciation while you're handing out the bonus and the impact will be significant.

2 | Make it Significant | Speaking of significance...  Many reports have shown that "personal significance" is a huge part of why people work.  When we feel like our contribution to our team is significant we tend to feel more positive and invested in our work.  Help your team recognize their personal significance by adding a strong reminder of "why" the job is important and how they are making a difference.  Your team will sense a higher value of who they are AND what they do.

3 | Share it |  Imagine I told you I was going to fund all of your bucket-list dreams this year.  Mega-vacations, concerts, meeting celebrities, playing exotic golf courses, shopping in Paris, you name it.  Pretty awesome, right?  Then imagine I said, "Just one catch, you have to do it all alone."  What if I then gave you the option of choosing just one of those trips to which you could take as many people as you wanted?  Which would you choose?  Would it surprise you to know that the majority of people would choose the shared experience?  The bottom line is that most people value relationships over stuff.  Find a way to strengthen your team's sense of the shared experience and everyone will benefit.

The strength of your team or organization is directly dependent on the strength of the people you lead.  When you Say it, Make it Significantand Share it you are expressing value and empowering your team for greater success!

Lead Strong!