The Thing About Walls

Posted on by Scott


stone-wallFor thirty years, a twelve foot high wall of concrete divided the cities of East and West Berlin. Its official name was the “Anti-Fascist Protective Wall,” but to the world it was simply the “Berlin Wall.” It served as both a physical barrier and a visual reminder of the differences in ideology held by the governing powers of post-World War II Germany. Families were split apart, their houses torn down, and 300 watch towers were erected to guard against unauthorized border crossings.

For those of us who remember, the dismantling of the wall in the early 1990’s represented a new era. It allowed for the free exchange of both goods and ideas. It ignited a cultural shift in Germany that resonated around the world. Today, what remains of the wall provides a sobering reminder of just how much damage walls can create.

Of course, we don’t need steel or concrete to build walls do we? It seems we’ll use just about any excuse to separate ourselves from others – politics, economics, religion, race, gender – pick a reason, and we’ll build a wall to keep the sides apart. Our side is the best, and anyone who doesn’t agree must be the enemy, right?

Sadly, our businesses aren’t immune from this tendency to wall ourselves off. A difference of opinion is all it takes to create a difference of identity. Departments square off against each other. The frontline opposes management. This group knows better than the others. No one wants to budge, and while we continue our détente, the business suffers. The employees suffer. The customers suffer.

I see it, and I know you do too. I talk to too many of you every week who bemoan the state of the organization. “If only we could all get on the same page, we could do so much more…” The problem is real, and it’s ours to solve.

We have to stop viewing unity in terms of what we have to lose. We have a selfishness problem in corporate America. We seem to think that compromising equates to losing. We have an all-or-nothing perspective. “If I can’t have it 100% my way then I won’t play at all.” We hold on to what used to be or what ought to be. But by holding on tight to the past, or ignoring anything but the perfect solution, we miss out on what could be. While we sit and stew about our differences, opportunity for a better future passes us by.

A couple of years ago, I took a trip to Tennessee and got to spend a couple of days hanging out with family. One afternoon, I was playing with my nephews and one of them asked me for a candy bar. He’s pretty young, so I declined to give it to him, feeling my brother and sister-in-law wouldn’t want him to have so much sugar. Without missing a beat, my nephew looked at me and suggested “we could share.” I asked him what that word ‘sharing’ meant. He replied “sharing means everybody gets some.”

We’ve simply got to learn how to get along. We’ve got to stop looking for the differences, and start looking for the similarities. You find what you go looking for – what are you looking for?

We have to stop choosing to do things differently. I wish I had a dollar for every time someone’s told me “We do things differently out here.” This makes no sense. Unless there’s a very real reason – like differences in technology or significant variances in market conditions – there’s no excuse for similar functions within the same company to operate differently. Heck, I can go to any fast food restaurant and order a meal that tastes just like it would in a location across the country. If they can get their act together, why can’t we?

You know what the issue is? Pride. We get our feelings hurt when something we like isn’t viewed as important by the rest of the organization. We get defensive when a practice we’ve come to value is in danger of being changed. So we make up excuses to be different. We convince ourselves that, for the good of the customer, or the employee, or the business, we just have to operate differently. While we espouse diversity, our actions create division.

We’ve simply got to start moving together. We’ve got to stop doing things our own way when there’s no good reason to. I’m reminded of an old proverb, “If you want to go fast, go alone. If you want to go far, go together.” I want to go far! Don’t you?

We have to stop withholding information from others. I have a relatively small work group, but recently we’ve really struggled with communicating effectively. We have weekly meetings and email back and forth constantly; yet not a month goes by that I don’t hear about some new initiative that someone’s been working on for weeks without sharing. By the time the rest of us are brought into the loop, large amounts of time and effort have been expended. Input that could have led to a better result goes unspoken and others miss out on benefiting from a great idea. The most frustrating part is – we’re on the same team!

I get it. Some people like to hold on to things out of ownership. There’s a sense of pride in crafting an idea, or document, or process. Sometimes, too, we forget that there might be others who have a stake in what we’re creating. But unless we’re dealing with a contract negotiation or nuclear codes, we should seek out ways to bring more people into the fold. Working on a strategic growth plan? Involve the team. Got a slick new resource in mind? Seek out an extra brain or two. Working to solve a problem? Ask those impacted to lend a hand. Great ideas are like dollar bills – they’re useless until you start spreading them around. While we hold on to information, we lose hold of potential.

We’ve simply got to start communicating better. We’ve got to stop leaving key players out of the conversation or waiting until the last “I” is dotted before sharing. Two heads are better than one, right? Isn’t work more fun and effective when you bring others in?

It’s so easy to build walls; and so very difficult to tear them down. If we’re to ever see real, sustainable improvement in the work culture, we have to stop erecting the very barriers that get in our way. Instead of building something that keeps us in place, let’s put our energy toward creating something that moves us forward. What do you say we build a bridge?

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Do Your Meetings Disappoint? Try Adding These 3 Elements

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king-penguin-384252_640I don’t know about you, but I’m sick of bad meetings. I’m tired of listening to a talking head drone on about topics I already know about, have no interest in, or have no influence over. I’m tired of being bored, uninspired, and generally less informed than when the meeting started. In short, I’m tired of wasting my time in unproductive meetings.

And I’m talking about my meetings.

That’s right, the meetings I’ve presided over lately have been some of the worst. My team counts on me for direction, information, and motivation. As their leader, it’s my job to ensure that our interactions provide them with what they need to enthusiastically conquer the world, or at least their weekly objectives. And to this point, I’ve generally failed them. I’ve allowed our weekly meetings to devolve into something we all tolerate rather than something we look forward to.

That’s unfortunate, because team members should look forward to the opportunity to gather together. Team meetings should be sacred – events cherished for their ability to unite the team, recharge the batteries, and refine the mission. They should be something people enjoy, not something they endure. That’s my charge as the leader. I’m the one who has to make sure that happens.

In particular, there are three elements that have been missing from most of my team meetings. These elements are concepts that I preach about on a regular basis, but have failed to consistently incorporate into my team’s meetings. Shame on me.

  1. Focus: If there’s any one thing that defines leadership, it’s providing focus. Most people spend their day in one of two ways. They either rush from task to task, desperately trying to put out fires; or they wander from task to task, aimlessly wiling away the hours until it’s time to head home. Without focus, people are left to figure out on their own what’s most important at any given time. It’s the job of the leader to provide that focus. Team meetings are a key vehicle to accomplish that. Meetings present an opportunity to align the efforts of the team, to get the group’s collective effort channeled in the right direction. It’s a chance for everyone to hear, right from the horse’s mouth, what their priorities should be right now. Focus clears away the clutter and confusion that accompanies competing agendas. Meetings should always clarify focus.
  2. Interaction: A team cannot succeed together unless they work together. Working together requires communication. Whether your team’s focus is the accomplishment of sales goals, completing a project, or solving a particular problem; interaction is critical. Team members who don’t regularly interact with each other miss out on the whole purpose of having a team. Team members are meant to work with each other. Not just in close proximity to each other or just on related projects, but with each other. That requires interaction, and team meetings are a great way to facilitate that. Meetings should be a time when people come together to learn from each other and collaborate. Nothing solidifies the bonds of a team more than working together to solve the same problem or achieve the same goal. Meetings should always foster interaction.
  3. Accountability: Another core aspect of leadership is the application of accountability. Without it, commitments are often forgotten, ignored, or minimized. Top performers love to win. They love moving forward and achieving the goal. For that reason, they relish accountability. Want to see your best employees scale back their efforts? Drop the ball when it comes to accountability. Letting things slide is a surefire way to lose the commitment of your top performers. Why should they continue working so hard when others are regularly let off the hook? Team meetings are a great way to establish a culture of accountability. Make sure to clarify expectations before the meeting is adjourned. Follow up as necessary and be prepared to conduct an accountability check as part of the next one. When everyone is held accountable, everyone will be. Meetings should always provide accountability.

I’ve never claimed to be a great leader, but I’m working on it. I’m going to give more attention to the way I conduct my team meetings going forward. I know that by using them as a vehicle to clarify the team’s focus, foster interaction between the fantastic individuals that make up the staff, and providing an appropriate level of accountability; I can help move the whole group forward. That’s what leadership is all about.

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The Most Important Relationship of Your Career

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gears-1666498_640There’s no shortage of advice for managers out there. Scores of books have been written about managing employees, leading great service, and working with outside entities. It’s easy to find articles, videos, and even live training events focused on these topics. But when it comes to working with your boss, what’s called “managing up,” there’s little help to be found. A few are blessed with a relationship where communication flows freely and minds seem to be in sync. Most have to stumble their way through, approaching each interaction with a mixture of anticipation and dread.

That’s a shame, because your relationship with your direct supervisor is probably the most important one of all. When someone is in a position to provide you with the access, resources, knowledge, and support necessary to be successful, it stands to reason that this would be a relationship worth cultivating. The times I’ve been fortunate enough to enjoy a mutually beneficial relationship with a boss have been the most productive and rewarding of my career. The better your priorities mesh with those of your boss, the smoother things go for both of you.[Tweet “The better your priorities mesh with those of your boss, the smoother things go for both of you.”]

Take a few minutes and think about your relationship with your current supervisor. Would you say its “great,” “ok,” or “barely existent?” More importantly, why do you think that is? As you ponder what’s working and not working with respect to this all-important partnership, here are a few more questions to consider.

  • How often do you and your boss communicate? Frequent communication is a sign of a healthy relationship. If you and your manager rarely speak, how can they possibly understand your needs? How can you understand theirs?
  • When you do speak, what form does the conversation take? Is it collaborative, encouraging, and meaningful? Or is it stiff, to-the-point, and conducted on the fly? If you and your manager never share a meal, laugh together, or discuss common non-work related interests, it may be time to bond. Personal, informal communication is another sign of a healthy relationship.
  • How much do you and your boss know about each other’s work projects, daily struggles, and career ambitions? What is your leader working on right now? What keeps them up at night? Understanding the issues that drive someone forward helps you frame your priorities in light of theirs. Seeing where their passions lie allows you to identify ways you can be of service.
  • How much do you trust each other to get things done? To do the right thing? Any relationship without trust is doomed to fail. Do you see your boss as someone who can be counted on? Do they see you this way? Without trust, there is no relationship.
  • If you had the opportunity to choose another boss, would you? Would they choose a different person to fill your position? Are you working for your boss, with them, or against them? Examine your own motives and behaviors before questioning theirs.

It can be easy to grumble and complain about someone who appears to be standing in the way of progress. Often, that someone is the boss. But it’s just as easy to forget that they too have a job to do. They have goals and expectations, competing interests vying for their attention, and obstacles they are working to overcome. As hard as it may be to believe, they are people too.

Forging meaningful relationships always requires two people. Both have to be willing to meet in the middle, share information, and work together. It’s true of personal relationships and it’s true in the workplace. The stronger the relationship, the more quickly and effectively work gets done. Put some effort into “managing up” and see how much easier both of your jobs can be.

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Surviving the Storm

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storm-1406218_640On June 1, 1989, four men set sail from New Zealand aboard a trimaran called the Rose Noelle. They were headed for Tonga – a trip that should have taken them just a couple of weeks.  But three days into their voyage, a rogue wave stuck the Rose Noelle, capsizing it and trapping the men inside the main hull. They had little food and a rapidly diminishing water supply. To stay dry, they were forced to share a space no larger than a full-sized bed. They’d managed to salvage the boat’s EPIRB locator beacon, but its batteries ran out on June 13th. The men were now on their own, adrift with nothing but their wits to help them survive. And survive they did – for 119 days.

Catastrophe can strike without warning. Sometimes, it’s an internal failure that slows you down. Sometimes, it’s a change in market conditions that blows you off course. Sometimes, it’s a rogue wave that turns your entire world upside down. Regardless of the circumstances, I think the crew of the Rose Noelle can teach us a few things about recovery from disaster.

Put aside differences and work together. Once the immediate chaos from the capsizing had subsided, the men started trying to figure out what went wrong. As they looked for possible answers, they began to point fingers. Every misstep, real or perceived, caused someone to assign blame for the disaster to someone else. Tempers flared and days went by without anyone actually working on the problem. Finally, they realized that to get out of the ordeal alive, they were going to have to find a way to work together. Suddenly, they began to solve some problems. Teams won’t move forward until they stop blaming and start cooperating.

Focus on small steps. In a true survival situation, priorities are clear. Comfort takes a back seat to food, which is secondary to securing drinking water. For the crew of the Rose Noelle, drinking water was an immediate concern. The holding tanks had emptied when the boat capsized and they knew it only takes days to die of dehydration. Until that problem was solved, nothing else mattered. With all their efforts focused on a single issue, they soon had a workable solution. Now they were hydrated and ready to tackle the next challenge. Use the power of small, incremental achievements to propel the team forward.

Consider everyone (and everything) an asset. The men aboard the Rose Noelle had different degrees of sailing experience. The most seasoned, was John Glennie, the owner and builder of the boat. It was he who first suggested they construct a collection device to capture the rain water. But his idea was flawed and it was a less-experienced man – one who had been discounted as useless on the water – that dreamed up the modification that made it work. That experience led them to look at their surroundings in a whole new light. There are valuable resources all around you. Everyone on the team has value. Everyone. [Tweet “Everyone on the team has value. Everyone.”]

Maintain a positive focus. Despair was rampant in the early days aboard the upturned Rose Noelle, especially after the EPIRB stopped sending out its signal. It would have been all too easy to give in to that despair. Studies have shown that the single most important factor in survival is attitude. How you think is how you act, and what you look for is what you see. If you view the situation is hopeless, then you are doomed from the start. If you look for solutions, you’ll eventually find one. Keep your eyes – and your team – trained on what you have to gain, not on what you’ve lost.

I’ve always been fascinated by survival stories. It’s amazing what people are capable of accomplishing under the most extreme circumstances. And I think stories like this are great metaphors for any aspect of life, including business. It’s easy to lead when the sea is calm and the wind is at your back. It’s in those dark and stormy stretches that true leaders decide to take the wheel.

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The Keys to a Winning Team

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basketball-1263000_640Last week the Golden State Warriors made history. They set a new NBA record for most games won in a season by finishing 73-9. Their accomplishment, which tops the Chicago Bulls 72 wins during the ’95-’96 season (something many said could never be done), is even more impressive when you consider they didn’t lose back-to-back games. After each defeat, they found a way to rebound and retool in order to secure another win.

The Warriors were already a strong team coming into this season. They finished with the league’s best regular season record last year (67-15) and the NBA title. But the best are never content. The players and staff knew they could be better this year and they set out to prove it.

Some will say the key to their success lies in Stephen Curry, their marquee player. And indeed, he is a force to be reckoned with. Last year’s MVP is by far the NBA’s best scorer, averaging 29.9 points per game. He set a new record for 3-point shots this season with 402. No one else even reached 300. But a single great player doesn’t make for a championship caliber team. Oh, they may carry the day here and there, but it takes more to achieve greatness with any kind of consistency. [Tweet “The best are never content.”]

Others may say coach Steve Kerr is the catalyst. He’s definitely brought something different to the franchise. He was a player for the Bulls the year they set the 72-win bar and won the title. He certainly knows what it takes to be a champion. But Kerr missed the half of the season, recovering from complications with an earlier back surgery. He wasn’t part of the Warriors’ 24-0 start, the league’s best since ’93-’94 when the Houston Rockets kicked off their season with 15 straight wins.

There’s no doubt that talent and strategy are critical components of a championship team. What sets the Warriors apart, though, is the high level of dedication each member displays to the team. When the season gets long, and individual games devolve into a grind, it’s the quality of the team that gets you through. Here are three qualities of top teams that win championships. [Tweet “When the season gets long it’s the quality of the team that gets you through.”]

  • A shared mission. It became apparent early in the season that the Warriors wanted to go for the record. At one point, Curry had this to say about the team’ mindset: “Obviously, going to win a championship, that’s the main goal. But there’s a reason we’re still talking about that…Bulls team…. They were on a mission that year and ended up winning the championship as well. So that’s kind of where we want to be.”

The team created the mission. The idea may have started with one person voicing an idea, but everyone bought into it. Once the regular season record became the focus, winning became the only thing that mattered. Conserving energy for a tougher game was no longer a consideration. Coasting once a playoff berth was secured didn’t enter the conversation. The shared goal became a belief and that belief became a reality.

  • A personal responsibility. Games often come down to a single play, a single shot. Any given player can find themselves in a position to secure the win, spur a run, or create an opportunity. Members of the team knew they had to be at their best every single night or risk letting the team down. Everyone felt the pressure, and welcomed it. That’s what winners do.

Take Curry for instance. He was already the top scorer. He already took more shots and made more three pointers than anyone else. It would have been very easy for him to look for the others to improve, secure in the knowledge that he was contributing more than his fair share. But he didn’t. Curry has one of the most intricate warm-up routines in the NBA. He pushed himself to better his game. The guy just doesn’t let up. And his teammates have responded in the same way. They know what Curry brings to the table, but rather than using that as an excuse to be less than the best, they use it as fuel to improve their own contribution to the team.

  • An accountability mindset. Accountability is all about communication. Teams that communicate regularly, and openly, create bonds centered on expectations of each member’s behavior. When expectations are met, trust builds. When members slack off, trust crumbles. Championship teams know that depending on your teammates to do their part is critical to winning. So accountability is not only desired, it becomes everyone’s job.

The Warriors are a team that talks to each other. They communicate on the court, in the locker-room, and during practice. Players even use an online group chat room to connect between games and during the off-season. According to player Draymond Green, communication often focuses on where to go for the post-game meal, but it’s also used to share opinions, listen to each other’s advice, and reinforce expectations. Being accountable to each other builds trust.

Championship teams are a lot of fun to watch. Heck, everyone loves a winner. But few seem to know what it takes to achieve this level. NBA Commissioner Adam Silver does. He said this after Golden State’s record-breaking night: “The team held itself to a high standard throughout the season, playing with purpose every night and captivating fans around the world.”

How does your team stack up? Do you have a shared mission? Does each individual feel a personal responsibility to do their best? Is every member held accountable by the leader and the rest of the team? Are you on track to a record season?

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How Healthy Is Your Team?

Posted on by Scott

doctor-563428_640Like most people, I dread going to the doctor. I put it off for as long as I can before finally breaking down and scheduling an appointment. I usually blame this reluctance on my busy schedule. It can be hard to find the time. Sitting in waiting rooms and going through exams can feel like such a waste of time.

If I’m honest though, it’s not the interruption to my schedule that keeps me from going in sooner. It’s fear; fear that the doctor will find something wrong. Even if I have symptoms that suggest medical intervention is needed, I’ll resist addressing them. I try to convince myself that nothing is wrong; what I’m sensing is temporary or even imaginary. If I just pretend everything is ok, then somehow things will work out.

Ignoring problems rarely makes them go away. In fact, by not tackling an issue while its small, I may actually cause it to escalate. Small annoyances, left unaddressed, become big problems. What begins as a slight irritation can spread, impacting adjacent areas and threatening the entire system. Suddenly, I find myself battling something overwhelming, spending more time, money, and effort to correct an issue that could have been corrected easily had I caught it soon enough. Like I always say, you receive an abundance of what you praise or tolerate. [Tweet “You receive an abundance of what you praise or tolerate.”]

Teams and organizations, just like individual bodies, are living entities. They require a certain amount of care to remain healthy. They, too, are susceptible to injury and illness. If caught early enough, steps can be taken to correct problems before they become systemic and threaten the health of the group. Attentive leaders perform periodic check-ups to ascertain the health of the team and identify issues that need to be addressed before they escalate. I believe there are five areas that need to be evaluate during a periodic team health-check.

  1. Check the team’s vision. Is everyone clear on the mission? Does everyone know what it takes to achieve success? Do the individual members of the team possess a clear understanding of their specific role and how it relates to the overall strategy?
  2. Check the team’s circulation. Does information flow easily in all directions? Do team members have the knowledge they need to perform at their best? Are the right individuals involved in discussions of critical issues?
  3. Check the team’s appetite. How engaged are members of the team at any given moment? Are people eager to get involved in new projects? Do individuals actively seek out ways to improve the organization?
  4. Check the team’s mobility. How quickly do members of the team respond to challenges? How well do individuals work together to achieve goals? How smoothly and efficiently are projects completed so that new ones can be initiated?
  5. Check the team’s flexibility. Do members of the team (including the leader) respond positively to change? How readily do people accept different roles they may be asked to adopt? Are individuals able to assume the roles of leader and follower with equal enthusiasm?

Obviously, I could take the analogy even further, but hopefully you get my point. Healthy organisms don’t stay that way without paying close attention to the early warning signs that signal something is wrong. Consider elite athletes. The best of the best are so in-tune with their bodies that the slightest hint of a problem is enough to send them to the locker room. They know that a little bit of attention now can correct potentially career-threatening problems.

They say “an ounce of prevention is worth a pound of cure.” What do you say leader? Is it time to schedule a team check-up?

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Circle Up! Lead From the Huddle

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Hands-In-e1448857238616Paul looked across the line of scrimmage at the other team. He glanced at the scoreboard and then at the stands; full of friends and family, all anxiously awaiting the next play. Then he scanned the faces of his teammates. Each one stared intently at Paul, eager to receive his instructions. It was 1892 and, as captain of the Gallaudet University football team, Paul Hubbard felt the weight of the world on his shoulders.

The two teams were fairly evenly matched. Defenses on both sides had had little difficulty in thwarting any big offensive moves. But that came as no surprise to Paul. It’s easy to anticipate your opponent’s next move when they spell it out for you. You see, Paul and his Gallaudet Bison teammates were all deaf; so were the players lined up across from them. Gallaudet and their rival school were both universities designed for the deaf and hard-of-hearing. Naturally, plays were relayed using American Sign Language. All you had to do was watch the quarterback’s hands, and you knew exactly what play he relayed to the rest of his team.

Paul suddenly realized that, unless he could devise a way to communicate with his team in a manner that prevented their rivals from seeing his signs, this would be a very long game. So he stepped back from the line and motioned his men to follow. Then he arranged them in a circle facing each other and relayed his instructions safe from prying eyes. In other words, he initiated the first football huddle.

Today, huddles are an expected part of any football game. In fact, just about every sport has adopted the huddle as way to bring the team together between plays. It’s a great way to share time-sensitive information, gain consensus, and boost motivation. Smart business teams also understand the value of the huddle. Teams that take advantage of opportunities to huddle routinely report increased productivity, camaraderie, and job satisfaction.

The thing I like most about the huddle is that it happens on the field – right in the midst of the game. When you’re in the middle of a huddle, its game time. There’s no time for practice. No time for debate. It’s all about execution. Once the huddle breaks, the game is on. That makes the huddle the most important meeting a team will ever have.

If you haven’t tried huddling with your team, maybe now is the time to give it a shot. Even if you currently utilize the huddle, you might want to check out Arina Vrable’s tips for running an effective team huddle. She provides some great ideas for incorporating this strategy into your daily routine.

  1. Keep it short. Shoot for no more than 15 minutes. You need to get out there and score some points.
  2. Keep it moving. This is not the time to make long-term plans. Focus on what’s needed to succeed today.
  3. Keep it going. Don’t let the practice die because it feels awkward at first. Like anything else, team huddles take some time to get right.

Leaders consistently ask me to help them with tips for motivating the team. I’m a long-time believer in the power of huddles to keep teams informed, focused, and accountable – all essential elements to motivation. Practiced consistently, a 15 minute huddle can dramatically impact the outcome of the day.

Committed teams look forward to the huddle. They see it as part of a game-winning strategy. And once the huddle breaks, every player knows exactly what they’re supposed to do in order to win. So what do you say, quarterback? Ready to win this game? OK then…circle up!

Celebrate!

Posted on by Scott

 

Happy Successful Business People Celebrating and Jumping in New York City

This week, I’m traveling to Bryan/College Station, TX. I’m joining bankers from the area for their mid-year Sales & Service Rally, a celebration of the individual and team accomplishments attained through the first half of the year. I’m anticipating a festive atmosphere as employees from a variety of roles come together to recognize each other.

Some see recognition events such as this as waste of time and resources. They view them as frivolous and unnecessary. They feel a pat on the back is quite enough to say “Thank you” and motivate future performance.

They couldn’t be more wrong.

While top performers are indeed driven by an internal pursuit of excellence as opposed to any external motivator, recognition events serve a much greater purpose. You see, they help unify and reinvigorate the team. In fact, I believe bringing the team together in this way provides three specific benefits to the organization.

  1. They reinforce the power of the team. Any opportunity to bring the team together is a good one. It gives everyone a chance to reconnect with each other and each other’s talents. Navigating the daily list of personal tasks can seem very lonely. It’s easy to fall into a routine, your own routine, and forget that your actually part of something larger. When the team comes together, it reminds us that our small part of the puzzle helps complete the big picture. Without everyone doing their part, and supporting the others as they do theirs, the picture can’t be completed.
  2. They reemphasize the goals of the team. Teams are assembled for a purpose – to accomplish a goal. But the finish line can seem very far away at times. Coming together to celebrate your team’s progress helps close the distance. Because day-to-day it’s hard to see the impact of your work. You have to stop periodically and look back to recognize just how far you’ve come. Seeing the progress that’s been made allows you to more clearly chart a path to the end.
  3. They recharge the battery of the team. Let’s face it. We all lose energy from time to time. We all get burned out. We all sometimes wonder why we’re working so hard. Just as a vacation is healthy for the individual, celebration and fun are vital to the health of the team. When you bring people together, feed and entertain them, and allow them to engage in some group fellowship, you can just see the energy levels rise. Shared experiences create memories. And shared memories build relationships. Nothing makes the team stronger than bringing the team together.

When leaders focus on the bottom line, it’s easy to forget that businesses are made up of people. We’re human and, as humans, were designed to be social creatures. We are at our best when we’re part of something bigger. Many organizations speak of their employees in terms of family. I don’t know about you, but my family always seems to function better when we work – and play – together.

What does your team have to celebrate this week?

Who Is the Third Man?

Posted on by Scott

 

ca. 2003 --- Hand Reaching --- Image by © Royalty-Free/Corbis
ca. 2003 — Hand Reaching — Image by © Royalty-Free/Corbis

For centuries, drowning sailors pulled from the sea have told stories of a mysterious companion. They speak of another sailor, unknown to them, who appeared beside them in the water. This person stayed at their side, treading water and issuing words of encouragement, until the danger had passed. But rescuers looking to bring these additional sailors to safety never find them. In fact, there’s no evidence that they ever existed. They seem to be ghosts; figments of the imagination that surface when needed.

This phenomenon isn’t just found on the ocean. Mountain climbers, hikers, and others enduring long, difficult, and perilous journeys also regularly report the presence of another person during the most trying of times. They appear from the shadows and then disappear when they are no longer needed. They seem to require neither recognition nor thanks and slip into the mist leaving those behind speaking almost reverently of their presence. Without them, survivors say, they surely would have perished.

These sightings occur so regularly that the spectres have been given a name: the Third Man.

I’ve never been in a situation where I feared for my life; but there are plenty of times I would welcome the third man. I enjoy camping and hiking and even sailing, but I’m not talking about anything to do with being outside. I’m talking about those times when I’m sitting at work, or at home, and I feel things slipping out of my grasp.

We’ve all been in situations where we felt as if we were drowning; overwhelmed by circumstances both within and outside of our control. We’ve felt the grip of fear. We know the sense of panic that accompanies the realization that we’re lost. It’s in those moments that a friendly face is so desperately needed. It’s then that a voice of encouragement becomes priceless. It’s then that having someone beside us to share the burden means the world.

But as much as we each need a third man, it’s more important that we be the third man.

The most important people in our lives are those who are there for us when we need them the most. They are the people who lift us up; who encourage us to hold on and keep fighting when we want to give up. They are the ones who remind us that we have greatness within us and push us to find that little bit of extra gas in the tank. But who are those people? They are us.

Right now – right this very moment, someone you know desperately needs the validation, inspiration, and motivation that only you can provide. Because you know them well enough to say what needs to be said; to push the buttons that need to be pushed. To spur them into action.

We all need a helping hand from time to time. We all need to be that helping hand as well. Will you accept the call when it comes? Will you recognize the need and respond? Not for recognition or compensation or even out of obligation; but because you can.

Are you the third man?

The Price of Apathy

Posted on by Scott

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Every day, managers struggle with problems caused by employee turnover. Finding and keeping good people is hard. Vacant positions put a strain on the rest of the team as they work to pick up the slack. Of course the problem isn’t solved once a hire is made. Getting a new member of the team up to speed takes time. They have to learn not only the mechanics of the job, but related policies and procedures – not to mention the culture of the team. In some cases, turnover is so high that it feels like you can never get caught up.

It hurts when good people quit and leave. It hurts worse when they quit and stay.

Apathy is a silent killer lurking inside just about every organization. It’s deadly because it drains the life out of anything and anyone it touches. Projects and presentations fall flat. Communication stops. Customers and coworkers languish in a sea of confusion and frustration. Forward momentum halts and business suffers.

I’m not talking about the occasional case of burnout. We all have experienced burnout from time to time. The disengagement I’m referring to goes deeper. Author Kristi Hedges reports that almost half of all US workers say they don’t even like their job, and 18% of leaders are actively disengaged.

Recently, this last statistic was hammered home with me. I was involved in a conversation with a manager whose business is losing customers like crazy. Through the first four months of the year, his territory has lost millions of dollars in revenue. When presented with the suggestion to seek out assistance with developing a strategic plan, his response was “I don’t care.”

So what causes good people to check out? Hedges offers these eight common workplace demotivators.

  1. Micromanagement
  2. Lack of progress
  3. Job insecurity
  4. No confidence in leadership
  5. Lack of accountability
  6. Poor communication
  7. Unpleasant coworkers
  8. Boredom

As today is Memorial Day, the day set aside to honor those who gave their life while serving our country, I can’t help but think about the men and women this day commemorates. Talk about engaged. Talk about the opposite of apathy.

How petty of me to mentally check out from my work when they bought my freedom by going “all in.” What better way to honor their sacrifice by giving my all to the work I have chosen.

Will you join me? Will you shrug off whatever negative feelings are keeping you from doing your best? Will you instead commit to fully engaging in making the world around you a better place?

Your organization needs you. Your team members need you. Your customers need you. They need you to wake up and plug in. They need you to care.

I hope you enjoyed your holiday weekend. I also hope you returned to work refreshed, refocused, and recommitted to do your best.