Leading From the Back

Posted on by Scott

imageThis weekend I joined a group of Boy Scouts from Troop 157 for a mountain biking trip to beautiful Palo Duro Canyon. This is one of my favorite trips of the year and, thanks to all of the rain we’ve received in West Texas recently, the views were spectacular. I’ve also recently purchased a new bike and was eager to try it out on some of my favorite trails.

The group this year was small. It seems a perfect storm of robotics meets, band competitions, and other competing activities had culled out many of the troop’s more experienced riders. At 15, my son Alex was the oldest to set out on first morning ride. I found myself in charge of a young, mostly untested gang of riders.

So, as the leader, I took a position that would best help the group achieve a successful ride … I led from the back. That’s right, I let the scouts hit the trail and I followed behind them.

Many leaders assume their place is in the front – and there are often times when the one in charge has to be out front. But I find that in the majority of cases, teams work better when the leader lets the others go first. Here are some of the advantage to leading from the back.

  • Leading from the back allows others to experience leadership. I had Alex, as the most experienced rider, try his hand at being the lead rider. This gave him an opportunity to choose the trail and experience the thrills before anyone else. But it also gave him a taste of the responsibility leaders carry. He had to set a pace the group could match. He had to scout out obstacles and relay warnings to rest of the team. By taking a turn at the front, he got to grow his leadership skills.
  • Leading from the back allows you to coach the team. From the rear of our group, I was able to assess the skill level of each rider. This allowed me to make recommendations that improved their performance and helped them enjoy the ride. For some, it was changing the height of their seat post. For others, it was suggesting a different gear to use during an uphill climb. And for others, a little encouragement was needed to help them hop back on the bike after a fall. By leading form the back, I was able to observe, coach, and motivate – things I couldn’t have done from the front.
  • Leading from the back allows you to enjoy the team’s success. As the last rider in the pack, I got to witness a variety of achievements. Alex set a new personal best time to the end of the Lighthouse trail. Another scout, who’d failed to finish the ride last year, made it all the way to the end this time, grinning ear-to-ear at his improvement. And all along the trail, I was able to witness small victories – incredible moments I would have missed had I been the lead rider. Seeing the members of the team succeed felt better than finishing the trip myself.

Leading is a responsibility, not a privilege. By taking on the mantle of leadership, you agree to take on the challenge of developing the skills and abilities of others. You put your desire for personal gain to the side in order to achieve something greater for the team. It may seem counterintuitive, but a successful leader is always the one who puts others first. The man in front may get the best look at the scenery, but for a leader, the view from the back can’t be beat.

Motivate Me

Posted on by Scott

imageLast week I joined a group of managers in Athens, Texas for a coaching workshop. This class walks managers through several processes and resources designed to help them empower their teams with the goal of improving individual and team performance. I thoroughly enjoyed the opportunity to share ideas and open discussion with so many dedicated leaders. I left exhausted and refreshed all at the same time.

One of the topics that came up repeatedly, and usually does during these workshops, was motivation. It seems that any time I speak with someone who’s responsible for the performance of others, talk eventually turns this direction. Managing people is a lot easier when they are motivated to perform. But few seem to understand how motivation works.

Motivation can be defined as “the reason for acting a certain way.” The problem with motivating other people though, is that they are people. Every person is unique and their reasons for engaging, or not engaging, in certain behaviors are unique to them. Unless you understand what’s driving them internally, you can’t effectively motivate them.

Many psychologists and sociologists have studied the concept of motivation. For years they’ve tried to identify the triggers that cause some people to approach their jobs with enthusiasm and dedication while others seem intent on giving the bare minimum. One of the first in the field was Abraham Maslow.

In a 1943 paper titled A Theory of Human Motivation, Maslow introduced his hierarchy of needs. The five levels of this hierarchy represent different drivers, or motivations, for human behavior. By uncovering what needs are driving an individual, Maslow believed you could understand why they acted the way they did. And by providing or withholding certain needs, you could then motivate someone to behave how you wanted or needed them to.

Maslow depicted the five levels as a pyramid, with the most basic of needs at the bottom. He suggested that, as basic needs are met, an individual turned their attention to higher level ones. The most basic needs – the bottom level of the pyramid – are “Physiological” needs. These include things like food, water, sleep, and air. Clothing and shelter are also physiological needs. Until these necessities are obtained, higher level needs take a backseat.

The second level consists of “Safety” needs. Here you find things like personal wellness and financial security. In the workplace, insurance and other benefits as well as job security represent safety needs.

Maslow called the third level “Belongingness.” Concepts such as family, friends, and intimacy make up this level. These may be satisfied by having friends at work, being involved in groups, and having mentors I and colleagues who take an interest in you.

At the fourth level, people address their need for “Esteem,” the need to be appreciated, valued, and recognized for their contribution. Promotions, positions of responsibility, and increasing levels of autonomy help to meet these needs.

The final level of Maslow’s hierarchy addresses “Self Actualization.” This refers to an individual’s need to engage in meaningful work. To be self-actualized, one needs to feel they are pursuing the work they are meant to do – work that taps into their innate gifts and passions. They must realize their full potential.

Many have expanded on Maslow’s work, but his theory remains a cornerstone of motivation theory. It suggests that we’re all unique, driven by our own set of goals, desires, and circumstances. And it supports the notion that managers are ill-prepared to motivate their teams – unless they get to know them.

So, what’s motivating the people on your team?

Lead Like Columbus: Make A Mistake

Posted on by Scott

image

“In fourteen hundred ninety-two Columbus sailed the ocean blue.
He had three ships and left from Spain; He sailed in sunshine, wind and rain.”

In January of 1492, explorer Christopher Columbus received financing from the king and queen of Spain to explore a new route to the East Indies by sailing westward. The monarchs hoped to enter the lucrative spice trade with Asia, particularly Japan. Columbus hoped to create a name for himself and gain financing for future voyages.

After months of planning, Columbus finally set out on August 3rd with 90 men aboard three ships: the Santa Maria, the Pinta, and the Santa Clara, nicknamed the Niña. He stopped in the Canary Islands for repairs and supplies, readying for the long voyage to Japan. After five more weeks at sea, the lookout spotted land. Columbus had done it, or so he thought.

In fact, Columbus had not reached Japan at all. His small fleet made landfall on an island he called San Salvador; known today as the Bahamas. Columbus continued exploring the nearby islands, convinced he had made it to part of Asia. But his report to Spain ushered in an era of exploration and colonization of the Americas. For next voyage, Columbus was provided with 17 ships, 1,200 men, and orders to establish permanent colonies in the “New World.”

Things don’t always work out like we planned. Often, the results fall far short of the intended goal. But if approach it with the right attitude, failure doesn’t have to be a negative experience. We can learn from it, discover new worlds, and create opportunities for growth.

Too many times, I feel our response to failure is all wrong. We look for a scapegoat. We identify excuses. And then we retreat – we create new rules and restrictions in an attempt to avoid future failures. Missing the mark has become unacceptable.

I’m not saying we should anticipate failure or dismiss every error. Indeed there are times when failure shouldn’t be an option. Some miscalculations are too costly, either to our reputation or the bottom line, to ignore. But we have to be careful of taking the desire for perfection too far.

You can’t live life, or grow a business, by avoiding risk or loss. You have to adopt the explorer’s spirit, like Columbus did, and venture out into the unknown. You have to aim high, and be prepared for whatever new world lies over the horizon. After all, ships were made for sailing.

Happy Columbus Day.

Service Starts With Me

Posted on by Scott

SmileyIt’s Customer Service Week, an annual recognition of the contributions made by individuals whose primary job is to support the customer. It was first introduced in 1984 and made official by President Bush in 1992. In his proclamation, Bush said,

“A business will do a better job of providing high quality goods and services by listening to its employees and by empowering them with opportunities to make a difference.”

 When you think about it, there are really only two types of jobs.

The first is on the front line. It’s the person directly involved in serving the customer – the one taking orders, answering questions, and handling complaints. As the face of the organization, they operate on the line of fire. They never know what’s coming at them next. Will the customer’s issue be easy to handle, difficult, or impossible? Will the customer be agreeable, distraught, or irate? Regardless, they have to be ready to engage and focused on a positive outcome.

The second type of job is less visible, but no less important. It belongs to the person providing support behind the scenes. While they may never be seen by the customer, their performance can make or break the customer experience. They have to get their part right. If a process breaks down, so does the customer’s perception of the organization. If their interaction with a front line coworker is negative, those emotions get passed on to the customer. Just because they aren’t seen, they need to perform as if the customer is watching their every move.

Two jobs, one goal. When I first realized this, it really made me think. I realized that regardless of my role in the organization, responsibility for the customer’s perception of the service they receive rests squarely on my shoulders. There can be no slacking off. I’m either impacting the customer directly or indirectly. In other words, service starts with me.

This concept scares a lot of people. Maybe it scares you. A lot of people don’t see themselves as service providers. In fact, many have fled customer-facing jobs in the hope of avoiding service-related interaction with others. But unless you choose to live the life of a hermit, you interact with (and therefore impact) other people. If you aren’t affecting them positively, you’re affecting them negatively. There is no middle ground.

Fortunately, providing great service isn’t that hard. In fact, the first step is so easy most people overlook it. Are you ready? Here it is … Smile.

That’s it. A simple smile is all it takes. If there was ever a silver bullet for service, this is it. A smile puts you in the right frame of mind to serve other, regardless of your role. When you smile (even though you might not feel like it), you take control of your own emotional state and tip the scale toward a positive outcome. It even works when you’re in the role of the customer. Approach the interaction with a smile and, regardless of their attitude, the other party is impacted in a positive way.

A lot of people bemoan the state of customer service in our country. As your week unfolds, I hope you’ll spend some time reflecting on the nature of service and the important role you play. And I hope you’ll accept this three-part challenge:

  1. Thank the service providers you encounter this week.
  2. Adopt the mantra “Service starts with me.”
  3. Smile.

Happy Customer Service Week.

Winning From Behind

Posted on by Scott

Bobby Thomson - 1951 New York GiantsFall is in the air, and that’s good news for baseball fans. It means playoffs are here and the 110th World Series is in sight. Wild Card are tomorrow and the Division series start this week.

Baseball is a classic game and, like many sports, makes for great stories. Some of the best movies revolve around baseball, but some of the best sports history moments come from actual baseball games. I’m not a huge baseball fan (I think I played one season of little league), but I do love a good story.

One of the most interesting to me is the story of the 1951 New York Giants.

The Giants had endured a horrible year. Coming into August, they were 13 ½ games behind the Brooklyn Dodgers, who led the National League. Everyone figured their season was finished. No team could possibly hope to overcome such a deficit.

But then, inexplicably, something changed. The Giants somehow found new life. Teammates challenged each other and each player vowed to give everything they had through the home stretch. They won 16 games in a row. By October, they had managed to tie Brooklyn for the lead, winning 37 out of their last 44 games.

New York and Brooklyn split the first two games of the playoff series – the first ever in National League history. It came down to the third and final game of the series. The winner would become league champions and go on to face the Yankees in the World Series.

That game didn’t unfold as the Giants had hoped. By the ninth inning, they trailed 4-1. Fans began heading for the exits as Brooklyn prepared to pitch for the game. Three outs and it would all be over.

But once again, the Giants rallied. A couple of singles and a double moved the score to 4-2, with runners on second and third base. Outfielder Bobby Thomson, a fairly consistent hitter, came to plate and rookie Willie Mays moved to the on-deck circle. The Dodgers sent in relief pitcher Ralph Branca – presumably to walk Thomson so he could pitch to the rookie.

Somehow, Thomson connected with the second pitch, sending it into the left field stands. It was ‘the shot heard ‘round the world,” and the underdog Giants were now the National League Champions. Fans stormed the field. Radio announcer Russ Hodges screamed “The Giants win the pennant!” He kept screaming it until he lost his voice. The celebration continued for hours.

How does your team react when the odds are against them? We’re about to enter the 4th quarter of 2014 and many who read this are behind on their annual goals. For some, the deficit may seem too huge to overcome. Is it time to cut the losses and hope for a better 2015? Or is it time to refocus and reenergize?

Time and again, history has shown that the greatest champions aren’t those who coast to victory. The real champions are those who overcome the odds – those who find a way to win when the game is on the line. Those are the victories that mean the most.

Of Pirates & Doughnuts: Turn Your Next Transaction Into an Experience

Posted on by Scott

imageDid you know that Friday was “International Talk Like a Pirate Day?” I wouldn’t be surprised if you’ve never heard of it. After all, it’s not an official federal holiday. There was no big retail push and banks were open for business. I almost missed out on it myself.

International Talk Like a Pirate Day started as an inside joke between two friends – John “Ol’ Chumbucket” Baur and Mark “Cap’n Slappy” Summers – from Albany, Oregon. According to the official website (www.talklikeapirate.com), the two were playing racquetball when one of them responded to an injury by shouting “Aaarrr!” They decided then and there that everyone should take one day out of the year to talk like a pirate and claimed September 19, 1995 as the inaugural celebration. It’s gained in popularity every year since.

I learned about the celebration a couple of weeks ago when I stumbled upon a promotion from Krispy Kreme Doughnuts. They promised to give anyone who came in and talked like a pirate a free doughnut. If you went so far as to dress like a pirate, they gave you a free dozen doughnuts. So on Friday, my daughter Abby and I stopped by our local Krispy Kreme and walked out with a free box of doughnuts.

What a great promotion by Krispy Kreme. In a time when so many businesses are struggling to attract customers, they found a way to draw people in. And, they adhered to the three elements of a viral campaign I mentioned a couple of weeks ago. All it took for me to participate was a doo rag and an eye patch. I laughed along with the employees and other customers who chose to come in. And because Abby was with me, we now have a great father/daughter memory to share.

What I particularly liked about the Krispy Kreme promotion was the way they involved the customer. Instead of simply issuing a coupon, they asked customers to join them in celebrating. This transformed the act of buying doughnuts from a routine business transaction into a shared experience. It didn’t matter that the holiday wasn’t official. The holiday merely provided an opportunity for some magic to happen.

We typically think of our time with the customer as a transaction rather than an interaction. But any business can conduct transactions. Think about how many places there are to pick up doughnuts. When you move from transaction to interaction, though, you give the customer something extra – something they can’t get anywhere else. Your product may be a commodity, but you aren’t. Customers can’t have the experience of interacting with you anywhere else.

Every time someone walks through your door is a chance for something special to happen. You have the potential to create a shared experience, and a reason for them to come back. Now that’s something to celebrate.

Crashing Forward: How to Find Your Cloud’s Silver Lining

Posted on by Scott

Hugh William Bell Cairns by Sidney SmithA few weeks ago, I shared a quote from T.E. Lawrence. He was famous for his world travels as an archeologist and a member of the British Army. He wrote extensively about his adventures, particularly his involvement in the Arab Revolt. After returning home from the Middle East, he delivered hundreds of lectures, sharing pictures and stories. This brought him fame and the nickname “Lawrence of Arabia.”

Two months after leaving military service for good, Lawrence was riding his motorcycle and had an accident. Cresting a hill, he suddenly came upon two boys in the road and swerved to miss them. He lost control and flew over the handlebars, hitting his head. He fell into a coma and died six days later on May 19, 1935.

But this story isn’t about T.E. Lawrence; it’s about Hugh Cairns.

Cairns worked as a neurosurgeon at the London Hospital. In fact, he was a key advocate of neurosurgery as a medical specialty and focused on head injuries during the Second World War. When Lawrence’s accident occurred, Cairns was one of the men called in to treat him.

The event had a significant impact on Cairns. After Lawrence died, he began an intensive study of head injuries resulting from motorcycle accidents. Military communications were often delivered via motorcycle couriers. The British Army, Royal Navy, and Royal Air Force all used these “despatch riders” regularly as radio communication technology was still in its infancy. With so many riders on the road, accidents were inevitable; and head injuries were extremely common.

Given the serious nature of head injuries, Cairns knew they had to be treated quickly. But soldiers in the field had to be evacuated to receive the specialized care they required in established hospitals. So the doctor created eight mobile neurosurgical units and sent them to North Africa, Italy, India, and other frontline locations throughout Europe. His teams treated over 20,000 patients and changed the face of field medicine.

Cairns further determined that the best way to reduce the potential for head injuries as a result of motorcycle accidents was to push for the use of crash helmets. He put together a rudimentary design and petitioned the British armed forces to adopt them. The helmets had an immediate impact, drastically reducing the percentage of fatalities. The introduction of helmets has saved the lives of countless motorcyclists since.

They say every cloud has a silver lining; but it all depends on who’s looking at the cloud. Tragedy affects people in different ways. Some turn inward, focusing on the frustration, anger, or other negative emotions. Others though, quickly move beyond the negativity, choosing to focus on moving forward. They turn the negative energy resulting from failure or loss into a force for change. They choose to harness their emotions and channel them into a better future.

Hugh Cairns chose to use the death of T.E. Lawrence as motivation to change the fate of motorcycle riders. He chose to make a difference and create a silver lining. Today, people who have no idea he ever existed continue to benefit from his decision.

Some of the biggest disappointments we face may be opportunities in disguise. All it takes to reveal them is the right attitude. Here are three steps you can take to take something negative and create something positive.

  1. Determine what went wrong. This first step seems obvious, but most organizations approach it the wrong way. They focus on assigning blame – who was at fault. The key is to identify the steps, specific decisions and actions, that led to the issue. Only by understanding the contributing factors can you properly address step two.
  2. Decide on a solution. There are really two aspects to this step. The first involves rectifying the immediate issue. The second requires you to look at additional measures that can be taken to minimize contributing factors. For Cairns, the immediate problem was the amount of time it took to transport patients from the field to the hospital. He addressed this by providing in-field care for head injuries. But he further attacked the problem by developing a solution for a contributing factor – the unprotected heads of motorcycle riders.
  3. Involve the key stakeholders. Designing headgear was not within Cairns’ realm of expertise. Furthermore, he knew that he couldn’t achieve wide-spread adoption of motorcycle helmets on his own. So he took his rudimentary, proof-of-concept model to the military – the largest group of stakeholders he could find. The top brass had a significant interest in protecting their personnel. It was through their involvement that the helmets were refined, tested, and ultimately produced.

Bad things are going to happen. People, systems, and products will fail. Effective leaders recognize this and use tragic circumstances as catalysts to learn and create a better future.

“It is not what you look at that matters; it is what you see.” Henry David Thoreau

How to Make Your Campaign Go Viral

Posted on by Scott

Scott ALSBy now, you’ve seen the videos – thousands of them – of people dumping buckets of water on their heads in the name of charity. It’s the ALS Ice Bucket Challenge, a phenomenon that’s swept across the U.S. and U.K. within just a few weeks to become one of the biggest internet trends of the year. Odds are, you’ve either participated in it yourself, or know someone who has.

 For the uninitiated, here’s how it works. Someone is challenged to either donate $100 to the ALS Association or make a smaller donation AND film themselves pouring a bucket of ice-cold water over their heads. They post the video to their facebook or other social media site and extend the challenge to two or three friends who then have 24 hours to accept the challenge themselves. And the story repeats itself. Again, and again, and again.

The first challenge was issued in July and videos of people shrieking at the cold-water shock quickly went viral. The challenge has been accepted by celebrities, children, and teams – many devising extremely creative ways to douse themselves. It’s also drawn its share of detractors and copycats.

Regardless of what you think of the idea, there’s no doubt the Ice Bucket Challenge has been successful. Public understanding of ALS (amyotrophic lateral sclerosis) has skyrocketed. Donations to ALS research have also seen exponential growth. The ALS Association reports that donations since July 29th have exceeded $100 million. By comparison, the organization takes in less than $20 million during a typical year.

So, what’s the scoop? Why have so many people been moved to pick up a bucket when other well-intentioned ideas have fallen flat? What can we learn from the ALS movement?

While there’s a lot to learn from this example, I think there are three characteristics of the Ice Bucket Challenge that contribute to its overwhelming success.

  1. It’s easy to participate. The Ice Bucket Challenge is easy to take part in. All you need is a bucket of water, a small donation, and your smart phone. It can be completed anywhere and requires no forms, registration, or waiting period. People are immediately turned off by great ideas that require huge investments of time, effort or money. But keep the barrier to entry low, and participation levels go up significantly.
  2. It’s fun. Admit it, it’s a lot of fun to see your friends and favorite celebrities screaming in shock as the cold water hits them. Plus there’s a sense of community that occurs by joining the ranks of those who’ve accepted the challenge and a sense of pride at being part of a movement supporting a worthy cause. If you can make your campaign fun, you gain people’s attention.
  3. It’s personal. A key part of the Ice Bucket Challenge involves issuing a challenge to two or three friends. It’s hard to resist a personal invitation from someone you know. This aspect of the challenge is what caused it to go viral. Each participant becomes part of the communication strategy and keeps the challenge alive. The camaraderie between friends is strengthened by shared participation in an event, and no one wants to let down a friend. So look for ways to get people not only participating, but actively promoting your event to their network.

Think about your next customer campaign, employee program, or community event. How can you incorporate these elements to give it some extra oomph?

 

Why You Should Leave Work

Posted on by Scott

5396019ca2464Yesterday was Labor Day and, like many of you, I was blessed with a day off. I hoped you enjoyed the holiday and were able to spend it doing something that didn’t feel like work. Labor Day became an official U.S. holiday in 1894, having first been proposed back in 1882 as a way to recognize the contributions of working men & women to the strength of our nation. Oregon actually began celebrating the day in 1887 (in the month of February) and by the time it was adopted federally, 30 states were already observing Labor Day.

I was really thankful for the extra day off. I needed to finish up some backyard projects and was able to some time relaxing as well. It was nice to recharge the batteries a little bit.

We all need some time off now and then. We need to spend some time away from our responsibilities in order to approach them more effectively. I’ve found that when I spend a day or two away from work, I come back with a fresh perspective. Big tasks seem easier. Answers that eluded me for days suddenly become obvious.

But not everyone takes advantage of their time off. We have a workaholic problem in the United States. According to the U.S. Travel Association, 40% of American workers will leave vacation days on the table this year. Despite the fact that we all long for more time off, a huge portion of our workforce doesn’t use what they have. Why?

Well, according to the same study…

  • 40% said they fear returning to a mountain of work.
  • 35% said no one else can do the job in their absence.
  • 33% said they “can’t afford” to use the time.
  • 20% said they don’t want to be seen as replaceable.

But time off is actually better for your work performance. People who take vacations have lower stress, lower their risk of heart disease, and have more motivation to achieve their goals. Research shows that just 24 hours away from work can have a significant impact on your physical and mental outlook. Organizations obviously benefit from employees who are healthy, focused, and motivated.

 Who would have thought that being off for Labor Day could make us better at our jobs?

 

Lady Liberty – A Symbol of Teamwork

Posted on by Scott

The Statue of Liberty by Scott Voland (8/16/14)My wife and I recently returned from a weekend vacation in New York City. I’ve visited a couple of times before to attend conferences, so I really enjoyed this opportunity to see the city through the eyes of a tourist. We mapped out a few places we wanted to eat and some attractions we wanted to visit and, of course, Susan had some shopping in mind as well.

One of the attractions we made a point to see was the Statue of Liberty. I’ve always been amazed by large-scale works of art such as this. And pictures just don’t do it justice. You have to see Lady Liberty first-hand to really appreciate her.

Did you know that the statue was a gift from France? It was first conceived of in 1870 by the politician Édouard René de Laboulaye and sculptor Frédéric Auguste Bartholdi. They hoped that by honoring the United States’ advances in the name of freedom and liberty, the citizens of France would be inspired to move toward democracy themselves. Bartholdi traveled to America to gain support for the idea. President Grant quickly agreed to the gift and Bartholdi returned to France to begin the work.

Bartholdi’s design called for building the statue in sections that would be shipped across the Atlantic and assembled on site. French citizens donated to the project and as sections were completed, they were displayed at fairs and other exhibitions. The statue was completed in 1884 and fully assembled in Paris. It was presented to the U.S. Ambassador and the French government agreed to pay for its trip to New York.

But the Statue of Liberty almost never made it to America.

Under the original proposal, The United States would finance the design and building of a pedestal for the statue to stand upon. The American government, however, proved reluctant to donate to the effort. The Governor of New York, Grover Cleveland, vetoed a bill to provide half the cost. Democratic representatives stalled a congressional bill to fund the full project. The pedestal, initially designed to be 114 feet tall, was reduced to 89 feet in order to reduce the cost.

Still, the statue sat in Paris for almost a year before sufficient funds were collected to complete the pedestal. It took a grass-roots campaign by newspaper publisher Joseph Pulitzer (does that name ring a bell?) to generate enough interest to move the project forward. Eventually, sufficient work had been completed for the statue to be moved to New York. It was finally unveiled in place on October 28, 1886. Now President Grover Cleveland presided over the city’s first ticker-tape parade as part of the festivities and the Statue of Liberty began welcoming immigrants seeking a new beginning in America.

I find it interesting that people, and organizations, so often fight against clearly beneficial opportunities. The Statue of Liberty would obviously serve as a symbol of America’s success to the rest of the world, and yet Congress refused to allocate the necessary resources. It would bring recognition and tourism revenue to the City of New York, but the funding bill was rejected. And keep in mind – the statue was a gift! All we had to pay for was a display stand. I wonder what the French thought of us at that point.

As is the story of America, the people stepped up. The pedestal was paid for by 120,000 individual donations from ordinary people. Pulitzer published the names of every single donor, and 80% of the donations were of less than $1 each. The team pulled together and accomplished what seemingly couldn’t be done.

What opportunities are you missing out on right now? What great work is being held up by infighting, someone’s desire to maintain the status quo, or fear of failure? What if your team actually pulled together? What could the sum of their many individual efforts, focused on a common cause, accomplish? Something amazing, I bet.