Lipstick On A Pig

Posted by on June 17, 2016

I am convinced that we will do almost anything to keep from having to change the real problem.  I see this in my own personal life and I see it in the workplace all the time.

Instead of admitting something is not working and killing it we give it a new and improved rebranding thinking somehow that will mystically make all the real issues go away.  We fail to remember that every time we roll something out as new and improved, something else just became old and obsolete .

Superficial change makes us feel good and even seems to give us some temporary momentum.  The hard cold truth is we just kicked the can down the road and it will be waiting for you in a week or a month to kick it again.

If it’s a people issue, never forget that conduct is the visible result of inward character.  Stop dealing with behavior and start looking at their beliefs.  Bottom line, after appropriate attempts to help someone improve, there comes a point in time that you need to pull the plug.  Termination is always a better outcome than manipulation.

Leaders prove their real value to an organization in the trenches of leading change.  Those who lack the courage to make the hard calls will put lipstick on the pig every time.  Those who value the success of the organization over themselves will kill the pig and throw a party with barbecue for everyone.

 

 

 

 

 

How To Resolve Team Conflict

Posted by on June 15, 2016

Its impossible for creative and strong people to work together in a team environment without conflict if they are doing their jobs.  These people are passionate and there must be a culture where the truth can be told but where people are not personally attacked.  I have been on the wrong end of this stick too many times and these are the things that help me be more effective:

  1.  Own my part of the problem:  Even if someone else throws a bomb my way, that does not give me an excuse to throw another one back.  If there is conflict, the first question I must ask is where was I wrong and admit it to the team.
  2. Know when to back off:  Once I have clearly and respectively shared my opinion then it is time for me to let it go. If other team members are not jumping in, then I was probably wrong to begin with.  Saying something over and over with even more volume does not make it right.
  3. Listen to understand:  A lot of conflict is produced when people are listening to frame up their next argument to support their position.  Instead, if we would listen in order to understand the other person, we might not react so strongly at what they are saying.
  4. Find the win/win solution:  One person does not always have to be right and the other person wrong.  Many times if our motives are right we can take the best from both and make the end product even better.

Collaboration can be painful and people can be ugly.  However, if you own your attitude and you sincerely want whats best for the entire team then magic can repeatedly happen.

How Leaders Can Let Go Without Losing Control

Posted by on June 13, 2016

The tension today in leadership cultures between direction, collaboration and delegation have never been more confusing.  Only using directive behavior will clearly not work but in some situations it’s the only style that will.  Collaboration is wonderful but not at the expense of too many meetings and no execution.  Delegation surely is important but why is it so scary?  This HBR post is excellent:

“Every organization today wants to achieve both alignment and autonomy. Can what works for birds and fish also work for people? The answer comes from a surprising place: the battlefield.  Over centuries, the military has developed an approach to managing “the fog of war.” Generals need to ensure alignment to the strategy, while soldiers need autonomy to respond to changing conditions. The military’s solution has two parts:

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Customer Service At Home

Posted by on June 10, 2016

We all enjoy the experience of some organization or person who goes the extra mile and delivers high quality personal service.  In a day when most companies either put you on a phone tree from hell or only allow contact through email it is really nice when another person is simply pleasant and nice.

Mobile Travel Guide declares themselves as the gold standard of travel ratings and reviews.  They rate hotels and restaurants on a system of one to five stars based on their performance.  When you see their sign and there are at least three to the coveted five stars rating you know that the experience will be a good one.

Every day when we all go out into the public world of work and our daily to do list we interact with lots of other people.  Most of the time, we really try very hard to be courteous and polite to others especially if they are customers, suppliers, co workers or friends.  We give, give, and give to other people all day until we are emotionally spent by the time we head home.

When I evaluate my customer service rating at home I have to admit many times I would not receive even one star much less three to five. I treat the people I care about the most with the least amount of patience and kindness.

If the Mobile staff were to interview the people who are the closest to you how many stars would you receive?  I am going to do whatever it takes to consistently improve my score.  How about you?

The Most Effective Teams Adapt To Change

Posted by on June 8, 2016

The ability to lead change well is both art and science.  The development of the plan and the definition of the metrics are often the easy part.  When to make the change and at what pace are challenging.  The role of teams in leading change is defined in this Forbes post:

“A recent Economist article stated that “teams have become the basic building-blocks of organizations,” and I disagree. I disagree because they’ve always been the building blocks of performance, and it’s only now that leaders are beginning to realize the power of “we” and networks after working so long for “me” in hierarchies.”

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How Much Is Enough

Posted by on June 6, 2016

We are challenged at every level to make sure we are not wasting our time so we can get the right things done.  What we fail to see is that sometimes we set the bar too high and actually do too much and need to dial back our expectations for success.  Michael Hyatt drives home this point:

“It’s easy for me to overdo things. I know, shocker. What can I say? I like getting things done. But the problem is that when I overdo, I underperform.  For people driven to achieve, it’s a common trap. Even if we pare things down to the essentials, we can plow so deep into those that we’re just wasting our efforts—even while we think we’re making headway.”

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9 C's That Can Kill A Marriage

Posted by on June 3, 2016

Tomorrow I celebrate my 45th wedding anniversary.  There is no leadership challenge that I have faced in corporate life that is as challenging as being the best husband I can be in my marriage.  I have found that when I am leading well at home, work is a piece of cake in comparison.  We hear a lot about taking work home today but the even greater truth is we take home to work.  Mark Merrill has some great practical advice:

“I’m grateful for my 25 years of marriage to Susan, but I can tell you that we’ve had our struggles and we have both had to work hard at having a meaningful, joyful marriage.  There are so many things that can pull a marriage apart these days.”

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4 Ways To Be More Effective At Execution

Posted by on May 30, 2016

I love being in the room when there are 30,000 foot white board meetings about the future.  I also enjoy the planning phase of determining what needs to be done and how we will do it.  At the end of the day though, unless the people who are responsible for actual execution do their job its all a waste.  This HBR post is nails it:

“Most people recognize that execution is a critical skill and strive to perform it well, but they may a) underestimate how important it is to their career advancement or b) not realize that you can improve on execution without working longer hours.  On the first point, bosses place a premium on execution, which we define as the ability to achieve individual goals and objectives.”

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The Greatest Barriers To Growth

Posted by on May 27, 2016

I have lived through many leadership life cycles with all different sizes of organizations.  The early days are energized by everyone being involved and quick decision making.  Then as you grow larger processes are put in place to sustain the growth that has occurred.  At some point it time though, the danger is that the process kills the effectiveness.  This HBR post is incredible:

“A large, iconic multinational is now struggling to keep growing while being chased by leaner, more aggressive competitors. To find the next wave of growth, they were taking a hard look at their bureaucracy.  “When I joined the company, the front line management jobs were the best,” the CEO told us. He had started his career in one of those jobs, as a country manager, and worked his way up.”

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How To Break Your Addiction To Work

Posted by on May 25, 2016

At some point in time almost everyday we all want to know How am I doing?  The search for significance meets a very deep need that we all have to add value to others.   The workplace can give you that juice to the degree it becomes like an addiction for meeting our emotional needs.  This HBR post is a must read:

“For many of us, working simply feels good. But just because it feeds your ego or makes you feel important, that doesn’t mean it’s actually good for you. How do you break the cycle of working long hours at the office and constantly checking email at home?”

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