Victim or Victor Checkpoint 5: How a tip that George Schultz picked up from Ronald Reagan could help you keep your team on track in 2021
The first 45 days of 2021 have started to show us that the vaccination roll out and reopening of our full economy will last the entire year.
The word Hybrid is being used a lot and that fits our narrative going back to last July when we started focusing leaders on January 1, 2022 as a good heading to work towards with their teams.
Our current focus is how to connect with the members of the team who are not doing well, the bottom half of the K recovery.
This leadership challenge is well documented by Simon Sinek's "Leaders Eat Last" book, or the notion that the captain is the last one off the ship.
We came across a great insight for connecting with those you lead by former Secretary of State George Schultz in his recent 13 page white paper "Life and Learning after 100 Years".
Schultz noticed how Ronald Reagan would approve the content of a speech and then in his final preparation would mark spots in the speech to insert a story.
Here are Schultz's words:
I remember the day when, as secretary of state, I brought a draft foreign policy speech to the Oval Office for President Reagan to review. Reagan read through the speech and said, “That’s fine.” Then he picked it up again and began marking it up in places. At one spot, he wrote “story” in the margin. I asked what he meant, and he said, “That’s the most important point. Your speech is good, but to engage your listeners, it always helps to tell a relevant story they can relate to. That way, you’ll appeal not only to their minds but to their emotions.” Reagan understood that you could make a point or you could tell a story. Always tell a story to make your point whenever you can. It penetrates in a way no abstract point can—and it therefore forges an emotional bond, and emotional bonds build trust.
We view this as both timeless and timely advice for any leader and hope that as you are communicating to your teams and audiences that you work to add stories of hope and caring around the facts and objectives. The stories "activate" the message and that activation is the force multiplier inside your human system for spreading the right message to the very fringes of an organization.
It is in the connecting through significant shared experiences that trust is built and with trust in the air, magic can happen across cultures.
The subtitle of the Schultz document is "Trust is the Coin of the Realm" and we need our leaders to be building trust with their constituents in this hybrid year. .
If you know of any leaders who could be empowered by this idea from Schultz and Reagan, please forward this to them, the people they lead need hope.
Thank you for your friendship and readership,
Drew & Sara
p.s. Wanted to thank the many of you who responded to our last email about "Lessons Learned from Dad" it has made for a multitude of great conversations and warm warm feelings.
My father John Roy Sanders was diagnosed with Pancreatic Cancer in June of 2020 and succumbed to the disease 7 months later.
Along with so many changes that came with 2020 our family has been navigating the pending and alarmingly immediate loss of a happy and kind patriarch.
In keeping with our V2 theme I would like to share a few lessons learned from my father as we leap into 2021 with the hope of Covid free world but the experience to know that more storms lurk.
John Sanders (Oil man by day, builder and family man by night)
A Sanders - "Can Do Anything"
School is a means to an end
Show up to work days and enjoy the work
Looking forward we imagine that you are champing at the bit to get going in 2021, these first 105 days appear primed for great activity especially since the lock downs happened in Q1 last year.
Our aim is to work our plans hard but to also have another Plan B and Plan C in the drawer for when the next curve ball comes our way and when it does we will be emulating John Roy Sanders often.
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Victim or Victor Checkpoint 3: What will you celebrate at the end of 2020 and how it may impact your 2021?
This is the 4th email and 3rd checkpoint in our 1/1/2022 Victim or Victor Series.
Staring at the final 45 days of 2020 and with a national election behind us we imagine you might have a few of your team members remarking how much they are looking forward to being done with 2020.
Sadly, as a leader you know all too well that Monday January 4th will present just as many challenges and opportunities as the previous Monday.
Setting your team’s sights further out appears to be prudent and we have compiled a few best practices for your ready reference.
Be wary of vaccine watching.
We hear lots of chatter about COVID vaccines and will rejoice when the right solution is presented at scale, but we don’t think you want your people to be the worldwide experts in that narrative as it can be tremendously distracting and demoralizing.
Admiral Stockdale whose 7 years as a POW in North Vietnam make him a good primary source on endurance commented that the people who suffered the most were those who set arbitrary dates on when they would be released.
When the interviewer asked who didn't make it out of Vietnam, Stockdale replied:
“Oh, that's easy, the optimists. Oh, they were the ones who said, 'We're going to be out by Christmas.' And Christmas would come, and Christmas would go. Then they'd say, 'We're going to be out by Easter.' And Easter would come, and Easter would go. And then Thanksgiving, and then it would be Christmas again. And they died of a broken heart.”
Stockdale then added: “This is a very important lesson. You must never confuse faith that you will prevail in the end—which you can never afford to lose—with the discipline to confront the most brutal facts of your current reality, whatever they might be.”
Keep the daily routines and the key actions in place
Amidst the consistent noise of rising COVID cases and the concern over pending government actions it may be wise to take a page from Earnest Shackleton’s book when he was stuck on the south pole in the middle of winter. Their multi-year struggle with the elements included strict daily routines and even time out for the men to kick a soccer ball around.
When you are asking your team to hang in there every week, it can get old, consider keeping the cadence of meetings at the appropriate level and focus on the key actions that matter. Thinking back to the soccer example, we find it amazing that after trying to use a hand saw to break ice away from a ship that they had the energy to do anything, but the men trusted Shackleton and he trusted the power of keeping a cadence of action.
Having the courage to celebrate.
This may seem crazy, but we think the curious leader will find a way to help the team have the courage to celebrate the year. Turning this scrooge of a virus on its head and leveraging that for the first time in a century we are all have a common foe reminds of the Who’s in Whoville singing around the beleaguered Christmas tree in “How the Grinch Stole Christmas” by Dr. Seuss.
Having the courage and curiosity to celebrate with your team could play a vital role in how the first quarter of 2021 goes for your team.
How you answer these questions could make the difference in having a team that resents everything it sees in the world or one that is buoyed by what they are overcoming and empowered by the resilient spirit that this period of their lives is helping them build. The Who’s gathered hand in hand and sang, and while we know we won’t be holding hands and probably not be singing, we sure hope you find a way to celebrate.
We celebrate the opportunity to share our insights with you and are thankful for your readership and friendship.
Drew and Sara
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This is the third email and second checkpoint in our 1/1/2022 Victim or Victor Series.
A quick disclosure on the title.
Early in the pandemic a friend mentioned the phrase "Victim or Victor" off hand in a conversation and it seemed appropriate, not in a dominance sort of way, but as a mental puzzle.
Kind of like we all get to choose our mindset in every situation and the hope is that you will see the good and work towards the victory.
That friend just lost his wine crop for the year in the recent fires and we are crushed for him.
2020 has been a year of so much loss and required so many people to work so hard to keep things going that it is humbling to even have the audacity to write and expect anyone to have the time to read our prose.
We write to share what we are learning to encourage others and as a form of self therapy to look for the good amidst the clouds and for us in Northern California the seemingly endless smoke.
Thank you for your friendship and readership.
Drew & Sara
Uncertainty reigns right now. (Don't forget to still Plan)
Meaningful Shared Experiences are being created every week in 2020 (this bodes well for the future)
Checking in with people in the next 45 days before the holiday rush might be a good idea.
In closing if you want to help out our friend who lost his crop you can sign up for their periodic offerings and wine sales here.
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Victim or Victor: Checkpoint 1, what we have noticed in the period from July 1, 2020 to August 15, 2020
45 days ago we shared our vision that navigating your personal, family, and work lives in this pandemic period could benefit from having a NorthStar heading of 1/1/2022.
Where do you want to be on that day and what do you want your world to look like?
This is our first checkpoint follow up with a few things we have noticed, and some questions we have been asked.
These are bulleted below for your ready reference.
What we have noticed.
That is what we noticed, what about you?
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Victim or Victor: Your choice as you Chart a course to January 1, 2022, three big buoys and nine check points
This is a series of articles from emails that we were sending out to clients and friends as the CV Crisis evolves. Hope it is helpful for others and also provides a historical context as we all reacted and learned about the seriousness of this virus.
June was another month of adapting and learning how to decipher the signal from the wall of noise that was building.
Now that we are past the midpoint of 2020 it seems natural to focus on where we should be by year's end, yet somehow it feels like we need to go further out.
My question for you to ponder is this:
Where do you want to be 1/1/2022?
In your planning consider thinking through what you can control and what you can not.
Do your best to not waste energy or time on things you can't control, like whether we will have college sports on TV.
You can't control if online school means you have children at home, but you shouldn't be surprised by it, allocate time to having a plan to help your kids thrive.
It is very easy to envision the Covid Crisis costing the world billions and 2 years of disruption.
What is also easy to envision is that the victors will say this period was where they honed their vision and adapted to become their best self and team.
You won't hear much about these people on the news, the media will focus on the victims.
As a leader of yourself and others, the choice is yours, Victim, or Victor.
Let me know if you need any help setting up a 18 month plan, the first checkpoint is August 15th.
p.s. Way back in March we wrote about "Endurance" and as we start our journey to 1/1/2022 it appears Admiral Jim Stockdale's words are more helpful than ever: https://www.linkedin.com/pulse/cv-crisis-chronicle-march-29-implementing-principles-drew-sanders/
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There are many noble pursuits for a coach at the beginning of the season and we hardly ever bump into one who is volunteering their time in the hopes of causing a kid to quit the sport. However, if we were to vote on one of the hardest goals to obtain, we would put achieving collective excellence above going undefeated and winning the all-city title.
Our definition of collective excellence has its roots in the work of John Wooden and those who also seek to build a personal relationship with each player in the joint pursuit of the team’s goals. The ability of the coach to build trust with the player, to such an extent that the player can agree to the role the coach has constructed for that season is crucial. It's part sales pitch and part plea for support and trust.
Each season is as an opportunity for the coach to have a scouting report done on themselves, a book as it were. It answers the question, how do we beat this coach? Scouting reports are common on players: what is the book on that guy?
A coach should also want to know what “the book” is on them at this point in their career, and then work the next season to improve. So what is the book on you right now?
The coach who trusts his or her team enough to be vulnerable with them should be well on their way to existing in a state of consensual interdependence with the rest of the coaching staff and the players. We wrote about this in one of our Thought Leadership Series pieces shown here.
The pursuit of collective excellence begins with the coaching staff and then continues through to the players. If you can think of a team you were on that achieved this, please share with us as we continue to build out stories on this topic.
You may be interested in our post on Turning a Group Into A Team.
We first heard this term small societies from UNC women's soccer coach Anson Dorrance in a talk he gave at the What Drives Winning Conference in 2015.
It was a scant reference at the beginning of the talk (minute 1:15), but for geeks like us, it was cause for research. Dorrance is a coach in pursuit of collective excellence. He is building a cumulative chest of wisdom on the topic of human collaboration in the pursuit of putting a ball in a net and caring about each other in the process. His research led him to discover Cesar Luis Menotti of Argentina who had the high pressure job of being that country's national soccer team coach.
It was Menotti who started talking about the teams within the teams, calling them small societies when describing the relationships between the goalie and the fullbacks, the right midfielder with the center forward. It is similar to Metcalf’s law of networks and how intertwined our relationships can get.
Our current learning is this:
Consider looking at your team the same way you would look at this square. You know you are going to be asked, how many squares can you see? If a square is a small society that could exist on your team, how many can you see? Make a list of small societies for your team and then if you feel like it, share it with us. As the coach, you can’t advise and mentor what you can’t observe.
Somewhere between Salt Lake City and Grand Junction this January while climbing a scary mountain pass in a four wheel drive it came to us that a way to look at the CEO’s job is as follows:
To determine how much stress the balance sheet of the company and the people that work for it can handle at this time in the company's life.
You may have a different view of it, or a different way to say it that works for you and we would love to hear from you about how you see it, but humor us for a minute.
It appears at times that even at some pretty large companies that the only person who is really thinking about the future of the entire enterprise is the CEO. Everyone else is in their department looking for more resources, and hopefully in the words of Peter Drucker, focused on the next most important task.
What does this mean for you?
It means you need to be relentless in your pursuit of what is true from your direct reports because they may have an inherent bias to keep you on a consistent drip of flattery and fluff. It also means that having a board of directors that can help you think about the company from the outside is vital.
Questions a good board can help you wrestle with are:
• How much debt should we be working with now to grow the business?
• Where are your next threats coming from?
• What innovations are going to allow you to increase your margins?
• Where is your current leadership team in their own personal life cycles?
The rub is that building and maintaining a productive board of directors is a challenge. Too often it is such a hassle that you don’t even have one. CEO’s can often feel like the coach of a professional sports team. The players on the field are your employees, the fans in the stands are the customers, and up in the owner’s box sits the board of directors. Where does the coach stand? Sometimes they stand alone.
Ask yourself the following question: What is the company telling itself right now that we want to be true, that may not actually be true? Many department heads will be talking about growth because they know that is what everyone wants to hear. The challenge is that if the company doesn’t manage its balance sheet and time the growth correctly outside forces can end up owning the business. You may have a growth mandate, but try as we might most of us can’t make water go uphill, so back up your mandate with facts and processes you can trust and measure. This rigor and dialogue can save your business.
Consultants can bring diversity of thought to a company, they also bring new terminology that at first glance may not make sense. We use a customer acquisition framework (CAF) to describe how a business wants a potential customer to learn about, and then accept its offer. It might be called sales and marketing and in other places it’s called marketing and sales. Regardless, the biggest change we have noticed in this area are the options available to your company relative to just five years ago. That is why it is one of our themes for 2019. It might make sense for you to revisit your strategy.
In 1995 the phone and the fax machine were the money makers, and having a toll free number was a big deal. You might have had a marketing department, but you didn’t know what worked and what didn’t and the magazine ad salespeople were really happy about that.
Today marketing executives can show up to a meeting with real data that tracks and predicts future behavior by your target customers.
What does this mean for you?
It means you have more leverage with your marketing dollars and your sales team. Just ten years ago you were still guessing with your marketing dollars and the sales reps could hold you hostage with the relationships they initiated.
In the House Tour image below think through how far you could have a potential customer get without the help of a sales person? As an owner you have an incentive to get them as far through the house as you can. Get this right and your cost of sales will plummet and your profitability will rise.
Email continues to be the killer app for developing and maintaining a respected position with your clients, customers and prospects. Recent data shows that enterprise and individual customers spend the vast majority of their time reading and communicating inside of an email application.
What does this mean for you?
It means that unless you have a business which really wants to attract a customer that it doesn’t know and offer them a commodity (think owning a McDonalds franchise) you don’t really need to spend a ton of money on social media. Your best course of action is to have a well-developed email communication plan that integrates with your website and sales team.
The frequency of your email communication should depend on the type of service or product you are delivering. It can range from a travel service emailing you multiple times a week, to an estate planning law firm that shares its findings once a quarter. If you want our advice on what your cadence should be, click here.
We have often been asked to help with this question: How does a company build a winning culture? In pursuing the answer to this question, we have noticed the stark cultural differences between a group and a team. If culture eats strategy for breakfast than a team eats a group’s lunch. What is a group, and what is a team? For definition purposes here are some of the fully researched differences between a group and a team:
Companies hire people from different walks of life, with different strengths and different personalities. These differences can be obvious and group dynamics can take over if the leadership doesn’t take an active role in helping people understand how they are aligned and the things they have in common. A great way to do this is the admiration exercise which takes about 60 minutes for a group of 15.
Hopefully you kissed some of the joy of summer as it flew by, put the memories in a jar, and blessed them with gratitude. Being able to do this, regardless of how full your jar is can be vital as you shift your focus to the fall. Here are a few helpful nuggets in three areas of work:
IF YOU HAVE A BOSS: Put yourself in their shoes and think through how they are looking at the next 18 months of their life. Understanding begins with observation, and if you are looking for a primer to help you in this area consider using our mapping your boss template.
IF YOU ACQUIRE CUSTOMERS: If you acquire customers for your company and have an annual sales number this time of year can be fantastic or frightful. Careful pipeline and funnel management will help you decide where to allocate your most precious asset: your time. Here are a few questions for you to review:
Don't worry, we have not picked up a new bad habit, a recent trip to the library had me opening up a new book, and the combination of the adhesives and paper gave off a smell that made me smile. If you can imagine that smell right now, then you might really enjoy this edition.
When it comes to reading, word of mouth seems important. We just don’t want to make a book purchase and end up with a dud. With that in mind we suggested for the past summer 12 book ideas for the 12 weeks of summer. We hope you find one of our selections interesting and that you find the time to read (or like many of us listen to the book).
We have divided up the recommendations into five categories:
Most of these books are not new but they all were worth the investment of time, money and enrichment a good book can bring. CLICK HERE TO SEE OUR SELECTIONS
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...
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Drew Sanders Blog
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