Category Archive: Church Scattered

Circle of Influence

Posted by on May 19, 2009

Several years ago Stephen Covey wrote one of the all time best selling leadership books The Seven Habits of Highly Effective People. It is a book that I have read several times and refer to often.

The first habit in the book is to be proactive and take responsibility for leading our own lives.  He writes, “It means that as human beings, we are responsible for our own lives.  Our behavior is a function of our decisions, not our conditions.  We can subordinate feelings to values.”

One of the most practical tips for doing this on a daily basis is what he calls the circle of concern in our lives vs. the circle of influence.  The circle of concern represents all the things we really care about but have no control over to change the outcome.  If we are not careful we can spend most of our day here with nothing to show for all the emotional effort.

The circle of influence though contains all the things that are important to us as well but we do have the ability to control the outcome.  When we focus on what we cannot control during the day that just means there were many things that should and could be done that were not.

The amazing thing about this principle is that the more you prioritize the things you can do and start accomplishing them the things you cannot control proportionally diminish in their importance. 

When we are doing the things we know we should do it not only allows us to  accomplish something but it also gives us the needed perspective to deal with all the things that are beyond our control.

To quote another Covey principle:  WIN WIN

 

Feedback

Posted by on May 18, 2009

One of the most successful executive coaches in the country is Marshall Goldsmith.  He wrote a great book that I would highly recommend What Got You Here Won’t Get You There.

The simple thesis of the book is you competency and skill set is what has got you to where you are now as far as promotions are concerned.  What it will take to get you where you need to be in the highly participative leadership culture of the future will be your people skills.  This area is where the overwhelming majority of executive men and women hit the wall.

A key tool in helping people with people skill problems is to use some form of 360-degree feedback. This should involve superiors, peers as well as subordinates and sometimes even clients.

If you are one of the executives that clearly sends the message that I don’t like bad news and you consistently shoot the messenger who delivers it then you are probably in the dark about all your serious blind spots.

Everyone involved in the process must commit to the following four things:

1.       Let go of the past-forgive.

2.      Tell the truth-even if it hurts.

3.      Be supportive and helpful-not cynical or negative.

4.      Pick something to improve yourself-so everyone is focused more on “improving” than “judging.”

Feedback will tell us what we need to change.  Then the moment of truth, Are we willing to do it?

Promises We Make

Posted by on May 15, 2009

This is the third in a series of ten posts on promises we should be willing to make to the people that matter the most in our lives.  A promise goes beyond a mere commitment to do something it carries the clear expectation that we are going to pay the price to do what we said we would do.

The first promise was I will sincerely listen to what you have to say.  Really listening to someone without a personal agenda communicates to them that they have value in your life and that you sincerely care.

The second promise was I will always tell you the truth.  Without this there can be no basis of trust, just ask Elizabeth Edwards how painful that can be.

The third promise is I will apologize when I am wrong.  When people hurt us there is genuine pain involved and when they refuse to acknowledge they were wrong then the pain grows deeper and last longer.

When someone sincerely and genuinely apologizes we know two things.  They are willing to humble themselves and they want to restore their relationship with us because we still matter to them.

On the other hand when someone says I am sorry and you know in your heart they don’t really mean it the situation only gets worse.  They are simply trying to end the conversation and not take personal responsibility for what they did.

Sometimes in relationships the other person may own eighty percent of the blame.  Our responsibility is to take ownership of our twenty percent and do the right thing and apologize regardless of how they respond.

How Much Is Enough?

Posted by on May 14, 2009

The one incredibly good thing about a down cycle is that it always forces us to separate what is important in life from what is not. 

This is a very opportune time for you to be incredibly honest with yourself and ask the hard question How Much Is Enough?   What do I really need to be fulfilled and content in my life?  Take some time on this and make sure you cover every area of your life, personal, family, career, friends, faith and community.

For most of us as Americans we have never had to answer this question before.  We have been told the sky is the limit and if you work hard enough you can accomplish anything you want.

I am in no way condoning anything less than your personal best in every area of your life.  However, I am bringing into question a consumer driven philosophy of life that is more concerned with quantity of things than quality of relationships.

For too many of us we have been living out the script that someone else has written for us.  It could be a parent, peers, corporate culture or society in general.  Now is the time to write our own script that includes our own definition of success in life.

Contentment and gratitude are two incredibly important core values in life.  If you do not know the answer to How Much Is Enough, then I am afraid you will never truly experience them.

 

 

The Doom Loop

Posted by on May 13, 2009

In sharp contrast to the breakthrough impact of the companies that practiced the flywheel effect all of the organizations that could not transition from Good to Great were caught in The Doom Loop.  Instead of the consistent daily movement of the flywheel they went for the big impact event that would give the immediate impression of progress only later to regress into failure.

They were not willing to use the deliberate process of figuring out what needed to be done and then simply doing it.  “The comparison companies frequently launched new programs-often with great fanfare and hoopla aimed at motivating the troops-only to see the programs fail to produce sustained results.”

They wanted the big event or the grand program or the new celebrity CEO that would allow them to skip the daily discipline of the flywheel and move immediately to breakthrough. The repeated pattern of this cycle consistently produced disappointing results and then reaction without understanding starts the loop all over again.

Peter Drucker commented on these companies, “The drive for mergers and acquisitions comes less from sound reasoning and more from the fact that doing deals is a much more exciting way to spend your day than doing actual work.”

The Doom Loop is a classic example of an organization continuing to do the same wrong things over and over again and yet somehow expecting different results.  At the core of this problem is a leadership team that is more concerned with short term personal success than what is best for the long term benefit of everyone involved?

In the end this is not a strategy problem but a character one.

The Flywheel

Posted by on May 12, 2009

The concept of the flywheel was used by Jim Collins in his best selling leadership book Good to Great.  The major point of the illustration is that significant change occurs when you do the right things repeatedly over time and eventually you will have a breakthrough that results in significant success.

We all would love to have the quick fix strategy work instead, we want instant culture change.  For every company that moved from Good to Great there was no single defining action, no grand programs, no celebrity leader and no one killer innovation that produced the results.

“Good to great comes about by a cumulative process—step by step, action by action, decision by decision, turn by turn of the flywheel—that adds up to sustained and spectacular results.”

A great example that really makes the point is used is from the legendary coaching career of John Wooden at UCLA.  Most basketball fans know that he won ten NCAA Championships in twelve years and at one point had a sixty-one-game winning streak.

What most of us do not know is that for fifteen years coach Wooden worked in relative obscurity at UCLA before he ever won his first national title.  During that time he was building the foundation for the program of great recruiting, player discipline and refining his style of playing the full court press style of defense.

The real character question for leaders today is how many are willing to pay the price of not demanding short term success at the expense of long term sustainability for the organization?  It may keep you off the front page of the business section of your local paper but in this economic environment that can be a very good thing.

Timing Is Everything

Posted by on May 11, 2009

In many situations leaders know what needs to be done to move forward and even how it should be done but they fail on the when it should be done question.  If you try to put a major change initiative in place that is really needed but the climate for change is not urgent then a very good idea is going to die and the organization will continue to fail.

In John Maxwell’s book on The 21 Irrefutable Laws of Leadership he talks about the Law of Timing.  According to Maxwell great leaders recognize that when to lead is as important as what to do and where to go.  Every time a leader makes a move, there are really only four outcomes that can result:

1.       The wrong action at the wrong time leads to disaster.

2.      The right action at the wrong time brings resistance.

3.      The wrong action at the right time is a mistake.

4.      The right action at the right time results in success.

Timing is also very important in our personal lives when we are faced with a major decision or even a relationship issue that needs to be resolved.  Sometimes because we think we are right about something that gives us a blank check on saying something to the other person whenever we want.

We must say the right thing in the right way but most important at the right time.  When our teenagers come home with very bad test score in tears, it is probably not the right time for the thirty minute lecture on WHY IT IS IMPORTANT TO STUDY!!!!

 

Communicating New Vision

Posted by on May 8, 2009

 

After you know that you have top down buy in to the new vision for your organization, you need to create a team that can develop a strategic plan for the change you need that will allow you to move into the future.  I cannot tell you the number of times I have reached this point in the process with great new ideas and the approval to implement the necessary changes only to fail.

The next step is that is extremely important is communicating the change vision.  In all my years of doing this I think this is the beginning point of where the process starts to break down.  We all have served on teams and worked for months on change initiatives and come out of the process totally together and passionate only to meet one year later trying to decide why the plan died.

What we simply fail to remember is that we have thought, discussed, and even hotly debated these ideas for literally hundreds of hours and the people who are on the front lines for execution have had no exposure whatsoever.  We always undervalue the process of bringing everyone else up to speed and wonder why in the end they simply don’t get it.

There are several key criteria for effective communication.  They are: keep it simple, use multiple forums and methods, repetition, repetition, repetition, and environments that allow give and take.  The only way I have found to know that people have got it, is to let them hear everything they need over time and then let them ask questions and give back to me in their own words what we want them to understand.

Another very important aspect of communicating vision is that the leaders must be prepared to immediately walk their talk.  John Kotter writes based on his research, “Nothing undermines the communication of a change vision more than behavior on the part of key players that seems inconsistent with the vision.”  If the vision is empowering teams and the top leaders of the company are still micromanaging everything you can be sure the plan is dead.

 

What To Do When You Are Stuck

Posted by on May 7, 2009

When some people face dramatic change they choose to live in denial as if this is not really happening to me.  On the other extreme others know the change is real to the point of becoming emotionally depressed about their new state of life.

The common sometimes fatal result of both of these mindsets is the paralysis of inactivity.  We don’t want to get out of bed, go to work or even talk with anyone.

We must, as Jim Collins said of effective leadership in Good to Great, be willing to confront the brutal facts that sometimes I cannot return to my life the way it used to be.

I must assume personal responsibility to change myself first and start leading myself by making good daily decisions before my life can begin to turn around in different direction.  The only way to do that is to do what you can with what you have right where you are and do it today with all your heart.

Change always produces movement.  If we let it this movement can be downward and very destructive.  The only way to stop this negative cycle is to start doing the simple things that you are able to do right now that will allow you to accomplish something good today.

You must get on offense and use the power of movement produced by activity to turn your life in a new positive direction.  You must take some risk today by raising your sails and doing the clear things you know need to be done before you can ever feel the movement produced by the wind taking you to a better place.

 

Promises We Make

Posted by on May 6, 2009

This is the second in a series of posts that I want to make about what I think is a very important subject, our most important relationships.  For the people we care about the most we should be willing to make a few critical promises to demonstrate our level of commitment to them.

The first promise in the series was I will carefully listen to what you have to say.  When we sincerely want to understand what the other person is feeling and thinking we acknowledge their value as a person.

The second promise is that I will always tell you the truth.  The foundation of any relationship is the trust that is shared when I know what you are telling me is the truth.

Obviously, I am not talking about saying that Susan Boyle should become a model. If you meet her tell her she looks good and really mean it.  However, she does have a beautiful voice and she reminded us all not to judge the character of a person by their outward appearance.

When we lie to someone it says more about us than it does about them.  Not telling the truth is our way of deflecting blame and not assuming personal responsibility.

If someone tells me something that really hurts but I know in my heart it is the truth then I can still respect and trust them.  When they make it up and tell me what is convenient for the moment I am the one who is ultimately hurt and they just burned a bridge that sometimes cannot be rebuilt.