Pitching in to support your children in their endeavors has a name. It’s called parenting. It’s a noble role and duty that changes with the decades. Currently from the ages of 4 to 14 there are many different roles a parent can fulfill in the area of youth sports. The roles have different levels of authority and requirements. Head Coach, assistant coach, team manager, culture keeper, league treasurer, league president, end of season of pizza party planner, are all roles parents fill.
Both Sara and I have enjoyed participating and working with the kids and others parents these past ten years. What caught our eye this year is that after moving towns, we went from a head coach, league president, large authority role to that of an assistant coach.
The opportunity to not have to coordinate and orate to 15 players on a team and to 200 players in the league and 30 to 400 parents left a void that allowed an observation framework to appear. This year we had room to see players individually be afraid of failure and to encourage them. Our interest in building framework for others to use also led us to come up....
Working with companies, non-profits, and sports teams affords us a wonderful window into the world of effort and outcome. Goals are set, causes are cared for, and games are played. A haunting question lurks in many of the minds, what do I do if I try my hardest and fail?
Seldom do we hear it verbalized, but we notice that much effort is made to sabotage the effort piece of the equation to allow the players a margin to recover their pride when the outcome is below the standard. It's much safer to reserve some effort and hope for success, if it gives you a nice mental pillow to rest your ego on..."well I didn't go all out so next time...."
Our question for leaders is, what is this mindset and handicap doing to the productivity of your team? If you could minimize it and get your team to deal with success and failure with the same attitude, what would that look like? Under pressure we don't rise to the occasion, we fall to the level of our training.
Achieving this outcome is no easy feat. One of the steps in getting there is done by providing a safe area to communicate what trying your hardest looks like, and having a recovery element to reward the effort. If people will risk their best in front of others, then when their limit is met, consider celebrating and providing them sanctuary to recoup and reflect.
The power questions for leading a team to risk more, think more, and do more are: what did we learn, and what does it mean? As the leader facilitates the questions and honors the responses watch the trust on your team soar. We think other things will soon rise as well.
On this topic read our post What's Your Q Rating with more info on Mindset
Billy Graham died on February 21st, and we were struck by the breadth of personalities that weighed in on the impact of his teachings. One particular quote stood out and we decided to email it to a few people under the heading of “everyone needs some encouragement." It had to do with his response to a question he got at a conference later in his life. He was asked, “Who is the next Billy Graham?”
He replied. “You all are the next Billy Graham.”
We received a very high response rate in which people shared their own experiences and passed the encouragement back to us. We are hoping for a similar result in this newsletter.
Encouragement came up around another topic that is timely and has to do with inspiring women and girls to lead. It is speculated that confidence can sometimes be missing from the minds of women and especially pre-teen girls. Encouragement from others appears to be a key ingredient. Katy Kay and Claire Shipman’s recent book called “The Confidence Code” outlines it in detail. We highly recommend either the adult or children’s version. Of course as word geeks we like that in the midst of the EN and the MENT there is something we love…. A huge dollop of COURAGE.
Next read our post Trust Your Spider Sense!
Five years ago we started Banyan with an eye for helping companies improve their performance, and we have sat in on numerous goal-setting sessions. Goals can make people be sick to their stomachs, and goals can be used as a weapon, but isn’t that kind of missing the whole point?
Today, we offer you a new way to look at goals and hope you might consider giving it a try in one area of your life. It starts with a mindset that focuses on goal attainment and uses the concept of school grades to dole out the rewards. If you reach 90% of the goal you get an A, 80% you get a B and so forth. C’s get degrees in school and historically is considered the average.
Yes, we can hear you thinking, that may be good for school, but this is the real world. If you don’t hit your goal, you might get fired!
Here is why you might want to take a closer look at this mindset if you are a leader. When you give your team a goal, you have 'goaled' them. This rhymes with scold. We think you should keep.....
Building off the great reaction we received from our post on productive solitude we started to notice that in our work conversations we were asking leaders how they were organizing their thinking and in what format. Were they using a computer, a phone, a note pad, or a bound notebook? When did they collect themselves and organize? Who did they share it with, and how did they share it?
The answers were all over the board, and many didn’t really have a system in place. They offered up that they are bouncing around trying whatever the newest form of technology has to offer. We also noticed that many leaders thought that the idea of sharing what their tasks was a big enabler for productivity. However, that wasn’t really playing out as they thought. It was leading to more emails and more confirmations on non-mission critical tasks. Does this sound familiar?
Enter in the concept of a template as a way to create boxes waiting to be filled with answers that challenge you to prioritize your thinking. An individual benefits by working with a task allocation template like the one above. The act of not just writing down your tasks, but prioritizing them, and then...
One of the major headwinds to a great summer is if you are only 50% of the way to your annual goal by now, you are actually behind the number. This is because you will lose ground in Q3, and may not have the time to catch up in Q4. Being below goal is not a happy place, and could even be considered mediocre. If you are the leader it is easy to blame your people, but in a recent article by Joseph Grenny he articulates why it might be the leader's fault, and he shares a couple of ways to bring the big middle of your team up a few notches. Grenny is the co-author of one of our favorite books “Crucial Conversations, tools for talking when the stakes are high”. In this article he wrote for the Harvard Business Review he shares several ways to help the team visualize what their indifference could cause.
We think this hits the spot when it comes to larger group activities. The big middle is too....
Having a trusted friendship with some person years older or younger than you is a true gift. We often refer to these non-familial connections as mentors or mentees. The roots of the word go back to ancient Greece when Mentor who was a friend of Odysseus was entrusted with the education of Odysseus' son Telemachus.
Relationships that are strong have certain elements that help them build. Affinity, time, and shared experiences are all ingredients. One of the outcomes from a strong cross generational relationship is that it can allow the subtle gift of wisdom to present itself. When wisdom arrives, it means the mentor has built up enough trust with the younger party to share their best insights and perspective. Often times this can be life changing for the mentee.
Yet for all its benefits, great mentors are in short supply. Why is this? It may have something to do with the all-important shared experiences. The generations don’t always do things together, and thus it is...
It was front page news in 1982 when IBM announced it was laying off employees, the security of lifetime employment with Big Blue was in doubt. The undertone to others was this meant that almost no private sector employee was safe. From moments like that 35 years ago to today, the idea of a personal brand and its cultivation have been forming. You, the individual, have the ability to create what the brand marketers will define as a 'promise wrapped up in an experience' and LinkedIn has been building a platform for your brand since its founding in 2002.
In the last five years LinkedIn has not only been a great place to store all your contacts, it is a great place to share your thoughts and perspectives. In a business world where almost all employment contracts are “at-will” (which means you are working week to week at the whim of your boss), it is increasingly important to have a place to share what you have to offer an industry or marketplace.
There are several key actions to consider when it comes to publishing on LinkedIn. The first is to share what others have posted and add your comments. This is easy lifting and benefits the person who created the original content. The second is to....
What framework or structure have you set up for thinking? Where do you think best? Many people don’t know off hand, but after a minute or two might share that they think best when alone. We recently stumbled across a book on leading yourself, and have been enthralled from the very beginning. “Lead Yourself First” by Ray Kethledge and Mike Erwin is a qualitative study of how past leaders have used productive solitude to make key decisions.
We are now 10 years into the era of having a super computer that is in your pocket. 1.2 billion Apple iPhones have been purchased, and our new behaviors around them are only just becoming understood. It could be stated that one of the outcomes we all feel is some sort of attachment to the devices. Just as the washing machine replaced the scrub board and freed up hours of our week, so has the super computer in our pocket made our lives easier. Amidst the ease might be......
Most will know the Beach Boys song from 1963 as “Be True to Your School,” yet research done by Adam Grant on Facebook has started to show that pride in your company can have a large impact on the amount of work the average employee will produce in a day. It can graphically be represented on an axis of belonging and autonomy.
People love to have choice, and they also love to belong. When they feel their company's purpose aligns with their own values they take more initiative. The new haunting question for leaders may become: are you proud of our team? What a powerful yet challenging question for many work environments. I can just see several of my earlier bosses falling out of their chairs in laughter. Does this mean we need plenty of circle time and not challenge each other? Is the chain of command completely broken and the inmates are running the asylum? Not necessarily. Optimism and pride in your company are part of the fascinating discussion in this article from the May edition of Fast Company.
Consider now reading Is Your Culture a Wow or a Whatever?
We recently observed a sales meeting for a software company and were asked to listen to a new inside sales rep role play to learn what to say to a prospect. The tone and confidence were there, but we didn’t get the sense that the conversation was going anywhere. When asked for feedback I wanted to come up with an image that wasn’t tied to sports, so asked the new employee if they had ever been on a house tour like Mt. Vernon where George Washington lived. She replied in the affirmative and so I asked, do you think the tour guide is in sales? From this question a nice dialog ensued where I was able to get my point across that different types of dialog have different pace to them almost like a music score. In the case
It may not be a welcome point of view, but a haunting reality started to appear to us about what happens when a leader laments or complains. It guts the commitment of almost everyone on your team. We identified three of these culture killers and share them in the hopes that you may check yourself in your efforts to improve. The first lament comes in the form of getting off focus. This occurs when you take different courses of action that are in your head and start to leak them to your task-oriented team. Your team wants to know what you need and what is the plan? If you are winging it or juggling multiple strategies and thinking it doesn’t matter because they don’t tell you about it, think again. They are not going to tell you, almost instinctively they will cut their commitment by 30% immediately.
The second lament comes in a moment of frustration when small items are brought back to you by the team. The questions are low level, off topic, and drive you nuts. Your response appears to be a clarifying statement, but it also stops your team in their tracks. “I Don’t Care” about this or that the leader says...
We started to notice that the right human system can build and develop character with a series of commonly held values, that allow all of the members to build daily momentum with good choices. This crystallized for us when visiting the Naval Academy in November with our 12 year old son, Ryan.
We were 90 minutes away from the Academy, and with a free afternoon couldn’t pass up the chance to check it out. The midshipmen have positioned the book store right next to the security gate, so our first step was to pick up a few souvenirs for Ryan's sister and mother. A favorite pastime of ours is to buy a magnet for the fridge to commemorate past travels. Within minutes a coffee cup, exercise shorts, a sweatshirt, and the magnet were easily secured. Navy had just beaten Notre Dame at the football stadium that day, so there was a bit of a line, and we passed the time looking out the windows at the ships bobbing up and down. Soon enough it was our turn and we chatted with our attendant, got our receipt, and were off.
How fast can you tell the mood of a room? How is it that in an instant we can pick up the buzz or the tone? Something in our make-up affords us this capacity, yet for decades managers have dismissed the productivity benefits of person-to-person energy transfer when it comes to getting things done. Often times the grumpiest person seems to be able to reign over all, and decide that smiling might hurt the bottom line. Culture-oriented advocates will run up against the dreaded “it is more about the return on investment” and seldom have any real proof behind their soft skills training.
Recently Wayne Baker of the Michigan School of Business wrote a short piece for the Harvard Business Review titled “The More you energize your coworkers, the better everyone performs.” It proves that attitudes matter and can increase worker productivity. Baker writes about concepts like a reciprocity ring and mapping relational energy, which have been effectively proven to increase the productivity of teams. We encourage everyone to click through the different studies they have completed as you look to develop your own teams.
Colin Powell himself has stated that “perpetual optimism is a force multiplier.” If you are trying to get the team across finish line it doesn’t hurt to re-read the Little Engine That Could. Attitudes ARE contagious.
Take your great attitude and read about mentoring in our Allowing Wisdom to Rise post.
Several years ago our work led us to draw the Tree of Performance as a way to illustrate the difference between extrinsic and intrinsic motivation for a group of managers who were struggling to hit their goals. The idea of the image is to give the person in charge an idea of how many more levers they have to work with inside an individual, as opposed to the obvious "carrot and stick" behavioral outcome options. Recently, we began to return to this image as a way to suggest to business owners and executives that when it comes to power and influence the same could be true. Power typically only extends to the end of where the holder has the ability to monitor, and therefore control, outcomes (think US Military in a foreign country like Korea.) Influence, however, moves freely around and under borders, and trades on a completely different exchange: that of human emotion. It is our “ism” that flies around the world confounding leaders, and this greatly adds....
If your network is the sum of all your shared experiences, and your production is the outcome of your efforts, than we would like you to consider that your personal flywheel is the combined influence of all of your connections. The great thing about having a network of people you have shared life experiences with is that they are a primary source on you and your character. Another benefit is that your network also cares deeply about their own success, and they are actively growing their own careers. As the calendar year turns towards the summer months, consider allocating some of that lost time of production to feeding your relationships with genuine inquiries regarding well-being and current plans. We wrote a white paper on this topic so if it feels awkward, you can follow our script. The interaction with your network will keep your activity and acuity levels at game-ready speed at a time of year when things can slow down. The norms of reciprocity will also be in your favor, as you seek to understand what’s new with them, they will return the inquiry. Give it a shot and let us know how it goes.
Next read our post on The Long Tail of networking on LinkedIN
Eggs Anyone? What does Dr. Seuss have to do with your ability to use a constraint to improve your performance? Well, it turns out most of us only have so much resolve to repeat a task over and over, and there is a point of diminishing returns with the "rinse, repeat" strategy of human learning. This is where the concept of adding a constraint to your practice enters our field of view. Most of us have acquired some level of skill in order to meet our consumption needs, and if we are really fortunate we enjoy the tasks we are paid to perform. Yet the forces of creative destruction are high, and it pays to keep improving and adapting (anyone reading this on a blackberry??)
A recent study showed that when participants were given a constraint to their practice, their output increased over the average. A living example of this......
One of the benefits of helping companies work on turning groups of people into teams is that you get to visit a wide variety of settings and environments. A recent trip to a professional college had us buzzing and prompted the above title. This team of 125 teachers, administrators, and service staff were on fire from the very beginning of the two-day long all-hands meeting all the way until the end. Every member of the team was making a sacrifice to be present, and the business itself was closed the entire time. Thinking of the total cost to the enterprise would make most owners blink twice, yet like clockwork for years these days are reserved to fill up the tanks of the people that make the company tick. If your current culture is more of a Whatever these days than a Wow, see if implementing a few of these tips we gleaned will help.
An initial idea to consider is having a common way to signal the end of a situation or event. Most companies will have gatherings, and even with the best clock management they can run long. With attention spans waning you increase the chances of having the end of your meeting being a dud, which sends your people scattering and potentially lacking vigor. Consider having something.....
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Drew Sanders Blog
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