A Community of Service

RosetoOn the eastern edge of Pennsylvania, about 15 minutes from the Delaware River and the state of New Jersey, lies the small town of Roseto. It was founded in the late 1800’s by Italian immigrants who settled to work in the local slate quarries. Roseto would go largely unnoticed until 1961, when a chance meeting between two doctors catapulted the town into the spotlight.

Dr. Stewart Wolf, a cardiologist and Head of Medicine at the University of Oklahoma, had just delivered a presentation on trends in heart disease and heart attacks. Roseto’s resident physician was in the audience and approached Dr. Wolf with a shocking observation. Heart disease rates in Roseto were half the national average. Furthermore, he could not recall a single instance of heart attack within the high-risk 55-64 age group during the past decade.

After additional discussion over a few beers, Dr. Wolf knew a more thorough investigation was needed. He and a team traveled to Roseto and began a multi-year study of the town’s inhabitants. A study of death certificates for the prior 30 years confirmed the doctor’s statement. Incredibly, Rosetans displayed an odd resistance to heart-related illnesses. Other communities located just minutes away looked statistically identical to the rest of the United States. What could possibly account for the uncharacteristically good health of this group?

First Dr. Wolf looked at diet. But that wasn’t the answer. Rosetans ate traditional, high-cholesterol Italian foods. Sausages, salami, and meatballs were all fried in lard, and coupled with hard and soft cheeses. “Fat-free” was nowhere to be found. They also drank wine with every meal.

Next, Wolf studied their work conditions. The men, always the most at-risk for heart attack, worked long, hard days in the quarry. They came home coughing from the dust and chemicals used in the mining process. At home, they relaxed with old-style, unfiltered cigars. Aside form the work in the mines, there was no standard of exercise.

For years, Dr. Wolf and his team scrutinized every aspect of life in Roseto, trying to account for the unusually healthy inhabitants. Nothing about their diet, working conditions, or even the environment provided a clue. Then one day, he looked beyond the physical attributes of the town and turned his attention to the intangible.

Families were close-knit. Townspeople favored local businesses over larger retailers in nearby towns. There was virtually no division based on wealth. Neighbors knew each other and came to each other’s aid. Stress was virtually nonexistent.

Roseto had no crime. Zero.

In fact, everywhere he looked, Wolf saw townspeople helping each other. Rather than occupying themselves with their own gain, Rosetans seemed to be keenly focused on helping each other. No one in the town was a stranger. No one felt alone.

And a thought occurred to Dr. Wolf. A strong sense of community breeds healthy individuals. People become stronger and healthier when they band together for the common good. A community built on service will thrive despite overwhelming obstacles.

Sadly, change came to Roseto. By 1970, the strong sense of community had eroded. Young people left to pursue careers elsewhere. Outside influences changed the socio-economic makeup of the town. Fences and country clubs began to appear. Rosetans started to look and act just like people everywhere else. In 1971, the Roseto saw its first heart attack under the age of 45. Today, the town’s rate of heart disease looks just like anyone else’s.

Up, Up, and Away

Larry Walters, Balloon ManLarry Walters had always wanted to fly.

As a boy, he became fascinated with airplanes and dreamed of soaring among the clouds. Once he reached adulthood, he joined the Air Force – intent on becoming a pilot. However, his poor eyesight disqualified him from his dream job. He served his time and, after his discharge, took a job as a truck driver.

Larry spent evenings in his backyard watching as jets from nearby Los Angelos International Airport flew overhead. He’d spent 20 years wrestling with his dream of flight, and as the days passed, his frustration only grew. If he didn’t do something about it soon, he feared he’d go crazy. As Larry sat and watched the planes and birds pass by, a plan slowly began to form in his head. Then on July 2, 1982, he put his plan into action.

He’d purchased 42 weather balloons a few weeks before. Now, with help from his girlfriend and a couple of others, he filled each one with helium and tied it to an aluminum lawn chair. A tether tied to the bumper of his friend’s car kept the contraption (dubbed Inspiration I) from blowing away while he filled the balloons and gathered the rest of his supplies. Armed with a CB radio, a camera, some sandwiches, and a pellet gun; Larry strapped himself into the chair, said a quick prayer, and cut the tether.

His goal was to float lazily over town for a while, seeing the world as a bird does from 30-40 feet, then shoot a few balloons and descend. If he couldn’t be a pilot, he figured he would at least experience the thrill of flight for a brief time. Maybe then the dreams would stop.

But things didn’t quite go as Larry had planned.

With the tether cut, Inspiration I rocketed into the air – the jolt caused Larry to lose his glasses. He ascended at the rate of around 1,000 per minute, finally leveling off around 16,000 feet. At this altitude, Larry feared shooting a balloon would unbalance the chair and send him tumbling to the ground, so he drifter for several minutes before a TWA pilot passed him and called in a report of a man floating in a Lawn chair.

Larry drifted into controlled airspace over the airport and managed to contact a civilian radio group over his CB. After 45 minutes shivering in the cold, he finally worked up the nerve to shoot a balloon or two and began to descend. His dangling ropes tangled in some electrical lines causing a power outage. Larry climbed down the pole to safety and a $1,500 fine for piloting an unlicensed aircraft.

Have you ever had a dream you just couldn’t shake?

What if you acted on your dream and the reality was much more than you could ever hope for? What if you set a goal, acted on it, and the result made you wonder why you were so limiting in your expectations? What if you are capable of more than you can imagine?

Think of the goals you have for yourself, your family, and your business. How many of those goals remain unrealized because you’ve yet to act on them? The timing and circumstances may never be ideal, but why let that stop you? Why not start right now?

“All men dream, but not equally. Those who dream by night in the dusty recesses of their minds wake in the day to find that it was vanity; but the dreamers of the day are dangerous men, for they may act their dreams with open eyes, to make it possible.” T.E. Lawrence

 

What it Takes to Win

Tour de FranceHenri had a problem.

Sales of L’Auto, his daily newspaper devoted to sports, were slow. He’d started the paper in 1900 to compete with France’s largest sports paper, Le Vélo. But after almost three years, circulation hovered around 25,000, far lowered than desired. Henri wanted to not only compete with his rival, but dominate them. So he called an emergency meeting of the paper’s staff. They needed an idea – something big that would cement their legacy as the country’s premier sports authority.

The answer, suggested by a young writer focused on rugby and cycling, was a race. The paper would sponsor a six day, multi-stage bicycle race around France; creating an event grander than anything seen before. The proposal was quickly adopted. As plans for the race progressed, it grew to 19 days. Six just wasn’t enough to attract the kind of attention L’Auto needed. Unfortunately though, this put the race at out of the reach of many would-be participants. By the time it started on July 1, 1903, there were less than 100 registered racers.

However, while the field of competitors was small, the race attracted hoards of avid cycling fans. L’Auto’s circulation immediately jumped to over 65,000. The race became an annual event and circulation continued to grow. By 1923 over 500,000 copies were being sold each day. As luck would have it, the paper was eventually shut down in 1946, having been associated with Nazi influences during the Second World War.

But the race continued.

Today, the Tour de France consists of 21 day-long segments covering approximately 2,200 miles over 23 days. It is generally considered the most prestigious multi-stage bicycle race despite the grueling schedule (there are only two scheduled rest days). While the route changes each year, participants are guaranteed to encounter steep uphill climbs, unpredictable weather and a variety of road hazards. Every day, veterans and rookies compete to be the first overcome the physical demands of the race and don the yellow jersey (a nod to the yellow paper L’Auto was printed on).

Winning the Tour de France is complicated. It’s more like a game of chess than a race. In addition to physical performance and high tech gear, it involves strategy, teamwork and a great deal of patience. There are times when you give it your all and times when you sit back and let others lead. It involves sacrifice for the sake of the team and a steady stream of communication between teammates and even other riders.

In many ways, winning the Tour de France is like winning in business. There are periods of preparation and planning followed by periods of intense activity. There are times when the best strategy is to lay low and times when those who want to win leave everything they have on the road in pursuit of the goal.

Winning is hard. It isn’t for the weak of mind or spirit. It isn’t for those who take the easy way out. Winning is for those who are willing to sacrifice in order to stand on the podium. That’s why so few ever do.

What does it take to win your particular race?

 

The Ten Essentials (Part 2)

BootsLast week I introduced the idea of “Ten Essentials” for surviving the business world, a modification of the Ten Essentials list used by the Boy Scouts of America and other outdoor adventure groups. As a quick review, the first five items on the list are:

1. Clearly defined goals and a strategy to meet them.
2. Regular education to help you stay sharp.
3. Positive influences.
4. A supportive supervisor.
5. An effective support team.

This week, we conclude the list. Here are items six through ten.

[table caption=”The Ten Essentials” width=”600″ colwidth=”150|225|225″ colalign=”left|left|left”]
,Backcountry Explanation,Business Version
6. Knife/Multi-tool,Useful for tasks as large as building an emergency shelter or as small as repairing a damaged backpack.,Job aids and worksheets – resources that help make the important jobs easier.
7. Sun Protection,Includes items such and sunscreen and a wide-brimmed hat. Used to prevent sunburn and possibly heat exhaustion.,A healthy dose of determination to keep you going when the heat is on.
8. First Aid Kit,A basic first aid kit can help prevent small injuries from becoming large problems and buy time when more advanced treatment is not readily available.,A bag of resources(people and/or procedures) you can call upon to help fix a damaged project or broken customer relationship.
9. Flashlight,Important for finding one’s way at night.,Core values to help you find your way when the decision isn’t easy or the way forward isn’t clear.
10. Fire Starter,Used to light fires for heat or cooking and for signaling purposes.,Something (or someone)to provide a motivational spark when you need it.
[/table].

Many who review the Ten Essentials list quickly conclude it’s incomplete. “What about shelter?” they ask. “Why isn’t a cell phone on the list, or at least a knowledgeable companion?” When reviewing my list of the Ten Essentials for business, you could ascertain that it’s incomplete as well. Training isn’t listed; nor is a valuable product or advanced technological resources.

Keep in mind that neither list is intended to be comprehensive. The Ten Essentials list is meant to serve as a starting point. Using these items, and nothing else, you can survive in the wilderness for a time (ideally until you are rescued or able to navigate back to civilization). The business essentials list is similarly just a starting point. Many working men and women survive each day by relying on the meager resources I’ve laid out.

Sadly, many people today see survival as the end goal. But who wants to simply survive? Survival isn’t fun. It’s hard work, requiring a constant expenditure of energy just to exist. It involves avoiding risk and adventure in favor of (hopefully) protecting what you already have. Survival is a defensive, paranoid way of thinking.

I don’t want to survive. I want to thrive. I want to grow and expand. I want to create an environment that’s comfortable and attractive. I want to build a set of circumstances where the odds are stacked in my favor, not against me. “Thrival,” not survival, is my goal.

But in order to move from survival to thrival, you have to equip yourself with more than the bare minimum. You can’t be satisfied with “good enough” or avoid taking risks. You have to adopt a growth mindset and set your eyes on a better future state. In the world of survival, the Ten Essentials list is all you need. In the world of thrival, it’s just the beginning.

Which world do you want to live in?

 

The Ten Essentials (Part 1)

Scott BackpackFor the past two weeks, while you read about tightrope walkers Jean Francois Blondin and Karl Wallenda, I was backpacking around north central New Mexico with a bunch of Boy Scouts. We were at Philmont Scout Ranch, a high adventure base covering approximately 214 square miles of the Sangre de Cristo range of the Rocky Mountains. We didn’t cover the whole ranch; but we did hike almost 70 miles of the north section, including a grueling ascent of Baldy Mountain.

As part of preparations for our trek, and any outdoor adventure for that matter, we always make sure to carry the “Ten Essentials.” This list of survival items makes up the bare minimum recommended for anyone embarking on a trip into the wild. The list was first put together in the 1930’s by an outdoor recreation group called The Mountaineers. Despite advances in technology the original list has seen relatively few changes, although different groups tend to alter or add to the list to fit their specific needs.

Navigating the business world can be a lot like adventuring into the backcountry. After all, it is a jungle out there. But there are a few things you can arm yourself with in order to increase your odds of surviving – and even thriving – in the wilderness of business. So let’s walk through the Ten Essentials (The Boy Scout Version) and their working world counterparts – items I suggest you carry with you at all times. We’ll start with the first five today and finish up the list next week.

[table caption=”The Ten Essentials” width=”600″ colwidth=”150|225|225″ colalign=”left|left|left”]
,Backcountry Explanation,Business Version
1. Map & Compass,Used to determine one’s location and the best route to reach another location.,Clearly defined goals and a workable strategy to meet them.
2. Trail Food,Good for maintaining your energy.,A steady diet of education to help you stay on top of your game.
3. Water,The human body can only survive for a few days without water. Water filters or purifying tablets can be used to obtain potable water from virtually any source.,A regular stream of positive messages from those around you. Without it even the strongest wither and dry up.
4. Rain Gear,Being wet from rain may result in hypothermia – a potentially fatal condition.,Someone you can turn to who will protect you from the rainy days – ideally your immediate supervisor.
5. Extra Clothing,Multiple layers are superior to a single massive jacket. Layered clothing is adaptable to a wide range of temperatures.,A cross-functional team you can call upon as needed to help you successfully manage the various challenges you face.
[/table].

Walking the Tightrope

Karl WallendaLast week, I wrote about Jean Francois Blondin, the first person to walk a tightrope across Niagara Falls. As I thought about his story this week, I was reminded of another famous tightrope artist – Karl Wallenda. He and his family, known as the “Flying Wallendas,” were famous for their trapeze and tightrope routines. Their signature act was walking the tightrope as a team – stacked on top of each other in a pyramid.

Karl was not only the leader of the Wallenda clan; he was a daring individual tightrope walker as well. He was known for performing high above the ground without a safety net. He felt the net gave him an excuse to be less than perfect. He knew that the key to a successful walk lay in keeping his focus on his goal at the other end of the rope, not on what could happen if he fell. Falling was simply not an option for Karl Wallenda.

Wallenda used to perform shows where he’d walk across a tightrope stretched between two buildings. His last stunt occurred in Puerto Rico and involved a walk between the city’s two tallest buildings. But something was different this time. Wallenda overheard some people talking about another tightrope walker who had recently fallen and he began to focus on that. He began to worry about what could go wrong and on the day of the stunt was preoccupied with checking the ropes.

Halfway across the rope, Wallenda lost his balance and fell to his death.

When leaders start focusing on what they have to lose versus what they have to gain, the only direction they can go is down. The result may not be physically deadly, but the consequences are still dire. Projects stagnate, innovation dies, and communication stops. Forward progress comes to a halt as everyone either adopts the leader’s myopic focus or opts out.

To move forward, you have to look ahead, not down. You can’t blaze new ground if you’re busy building fences. You can’t WOW your customers or employees if you’re worried about the potential downside.

I’m not saying you should be reckless. You can’t ignore obvious dangers. But there’s a balance that needs to be achieved. No great achievement is without risk. But nothing great is ever achieved without it.

Climbing Into the Wheelbarrow

Jean BlondinIn 1859, Jean Francois Blondin became the first man to walk across Niagara Falls on a tightrope. As the crowd watched, he stopped halfway, sat down, and pulled up a bottle from the water below. After refreshing himself with a drink he stood and executed a back somersault before walking the rest of the way across.

In later stunts, Blondin walked across the falls blindfolded, in a sack, rode a bicycle, walked across with his hands and feet in cuffs, on stilts, and even carried his manager across on his back. Once, he even stopped in the middle to cook and eat an omelet. With each crossing, the crowds grew in expectation of his latest amazing stunt.

Then came the day when Blondin walked across the falls pushing a wheelbarrow. As he finished the walk, he addressed the crowd of 25,000 people. “Who here thinks I can walk across with someone sitting in the wheelbarrow?” The crowd exploded into cheers and applause. But when Blondin asked for a volunteer, the crowd fell silent. Finally, after a few tension-filled moments, one man quietly stepped out of the crowd and climbed into the wheelbarrow.

This is a story about three types of people. The first is the tightrope walker – the innovator. Many dream of playing this role – the one with the big idea who achieves fame by turning conventional thinking upside down. The notion of being the next Steve Jobs is attractive and the world definitely needs those people. We need individuals who raise the bar and blaze new trails. But people with the skill, daring, and resources to fill this role are few and far between.

The second role in this story is the crowd. Most people are content to be part of the crowd. They cheer on the innovator, watching in awe as he introduces radical new concepts. They buy tickets and watch the show from the sidelines.

What the world needs is more volunteers – people who make the decision to step out of the crowd and become part of the larger story. It’s a scary move. Think about the volunteer who stepped into Blondin’s wheelbarrow. What if things had gone wrong? Now, admittedly most risks we take aren’t life threatening. Typically the things that hold us back are embarrassment, fear of failure, apathy and even resentment.

But without the volunteer in the wheelbarrow, there’d be no story. Successful innovation requires people willing to play a supportive role. It requires members of the team who can participate without necessarily taking on the lead role. When people are willing to lead by following they allow great things to happen. Besides, the best view of Niagara Falls that day was from the wheelbarrow.

Flip or Flop?

ihighju001p1Richard had two bad feet, a bad back, and a dream of being a star track & field athlete. His chosen sport was the high-jump; but he struggled to clear the minimum distance – five feet- required to make the high school track team. No amount of coaching or practice seemed to help. The proven techniques utilized by his teammates and world-class competitors didn’t work for him. He just couldn’t get himself over the bar.

So Richard began to experiment. Over several months he altered each aspect of his performance. He started by adjusting his approach. While every other athlete ran straight at the bar, he began to run at a diagonal. This gave him more speed in the final few steps.

He changed his takeoff, starting further and further from the bar. He worked at it until he found the launching point that would position him over the bar at the highest point of the jump. As the height increased, he found he needed more room to achieve apogee.

Traditional jumpers utilized a scissor kick to clear the bar, stretching out one leg and then the other before landing on their stomach. Richard started twisting his body in the air so that he cleared the bar headfirst and landed on his back. This allowed him to arch his back and kick his legs up simultaneously, creating precious space between himself and the bar.

Richard’s track coaches were worried. The methods he was using were unheard of. They feared his deviation from standard procedures would damage his ability to compete and possible lead to serious injury. But during his junior year he broke the high school record. Suddenly the critics became supporters.

After winning a series of competitions in college, Richard Douglas “Dick” Fosbury began to catch the eye of the press. They dubbed his technique the “Fosbury Flop.” During the 1968 Olympics, he won the gold medal by clearing 7 ft. 4.25 in., setting a new Olympic record in the process. Today, the flop is the most popular high-jump technique in use.

Its easy to get stuck in a rut. People do it and so do organizations. We get used to doing things a certain way and rarely question why. Most people fail to realize that greatness lies just a few tweaks away from the norm. Innovation is rarely about huge, radical changes; although even small change is typically met with strong resistance.

Innovation is a critical aspect of any thriving business. If you aren’t constantly looking for ways to improve, you’re doomed to stagnate. Those who are willing to change thrive – they can even flip an industry upside down. Those who aren’t fall into obsolescence – they flop. And anyone can be a catalyst for change.

Could your business benefit from a little innovation? Could your performance use some tweaking? What small change would make a huge difference in your success?

The Rewards of Service

2014 Autism WalkA couple of weeks ago, the Burkhart Center for Autism Education & Research held their annual Walk for Autism Awareness. This fantastic event draws people from all over Texas to celebrate the lives of those who are touched by Autism. I was there with Boy Scout Troop 157. Since 2010, we have supported this event by providing the muscle needed to set up, operate and take down a variety of areas. What began as one scout’s Eagle project has turned into an annual opportunity to serve.

Every year, I am surprised by the number of scouts and scout leaders who show up to help. After all, this isn’t an easy job. The Walk starts at 2 pm and ends at 4:00, but we start setting up at 10:00. We usually break the day into shifts, allowing the guys to choose when they want to serve. Typically though, almost everyone shows up at the beginning and stays until the end, giving up their Sunday of rest in exchange for manual labor and sunburn. And they’re happy to do it.

But why?

It seems there are a number of benefits to serving others. For instance, a great deal of research over the past 20 years reveals significant health benefits associated with serving. Studies show people who serve live longer, recover faster from chronic or serious illnesses, report fewer instances of depression, handle stress better and demonstrate stronger resistance to disease. Serving others keeps you healthy.

But I think it goes even deeper than that. Serving others addresses a deep need we all have to fulfill a higher sense of purpose. Humans are inherently selfish. But there’s a void that can only be filled when we shift from selfishness to selflessness. We need to give of ourselves to be fully satisfied with ourselves. Serving is good for the soul.

So whether you’re serving your community, your customer, or your coworker – keep in mind that you get what you give.

The Power of Positive Feedback

This morning my phone rang on the way in to the office. It was my wife. Her first words made my heart sink. “I just got a call from Abby’s Principal.” Instantly I assumed the worst – either my daughter is hurt or in trouble. Parents rarely get good news from the school principal.

But it was good news. A new student had transferred in and Abby had taken it upon herself to befriend her and make her feel welcome – showing her around and introducing her to a circle of friends. The new student’s first few days of school, understandably full of anxiety, had been made wonderful. The parents couldn’t say enough about how grateful they were and the principal wanted us to know.

Obviously I’m proud. As I hung up the phone, I pictured the scene that will likely take place as my wife tells Abby what her principal had to say. I can already see the smile on her face and the pep in her step that she always gets when she receives a pat on the back. And her behavior, which isn’t bad to begin with, will ratchet up a few notches for several days.

Come to think of it, we’re all like Abby. We all like to hear good news, especially when it’s about us. Receiving positive feedback for something you’ve done can turn an average afternoon into a great one. I know that a single positive word regarding one of my projects can significantly affect my mood long after the event has passed.

From a leadership perspective, I’ve noticed three key benefits from the positive feedback I give to members of my team.

1. Morale improves. Something magical happens to a person’s attitude when you pay them a compliment. It’s amazing how many times I’ve given someone a bit of positive feedback only to have them say “Wow. You just made my day.” For some reason, our human tendency is to focus on the negative aspects of work. Telling someone “thank you” followed by a sincere explanation of your gratitude, is often enough to break the cycle of negative thought.

I believe that most people genuinely want to produce good work. The problem is, they never get any feedback to indicate their work is, indeed, good. They hear about what’s wrong, missing or late. As a result, the average employee focuses on staying out of trouble (a negative outlook) rather than on producing good (or even great) work.

2. People reciprocate. Any time I give my daughter some positive feedback, I get some in return. If I thank her for cleaning her room and brag about how great it looks, she thanks me for helping her with her homework. In addition, I’ve noticed that positive feedback I give to one of my children results in positive feedback they give to someone else. So not only do I get to enjoy the boost from reciprocal back-patting, the rest of the family does too.

This phenomenon also plays out at the office. Recognizing one team member’s contribution to a project almost always results in their recognition of someone else’s effort. From the outside it must look like a mini love-fest with everyone thanking and congratulating each other on a job well done. But the psychological impact of just a little positive reinforcement is often enough to lift the whole team. It’s like a wildfire – light a match and pretty soon the place is burning with pride.

3. Team productivity goes up. Long ago I realized the potential of positive feedback to produce better work from an individual. Recognize someone’s effort toward a successful project ”A” and watch how much better project “B” turns out. It’s like a little productivity switch gets pushed into overdrive. I’ve even noticed this effect on my own psyche. When someone says “thank you” it makes me feel great. And it makes me want to work harder in order to get more of that great feeling.

You’ve probably heard that praise should be given in public while corrective actions should always be done privately. One of the reasons behind this is because the feelings underlying your feedback (positive or negative) get transmitted to everyone around – not just the person receiving the feedback. So people who witness a coworker receiving kudos for their efforts instinctively begin to act in ways they perceive will result in getting their share of the praise.

For years I’ve said “You will receive an abundance of what you praise or tolerate.” I honestly believe positive feedback is one of the most powerful tools at a leader’s disposal. Unfortunately, positive feedback is difficult for most people. Like most skills, you have to work at it in order to get good at it. Thankfully, the reward is well worth the effort.

I’ll bet you can think of someone in your organization that could use some positive feedback. Imagine the good that you’ll receive when you stop reading this article and go deliver it. In fact, why don’t you go do it right now?