 The Paris Olympics of 2024 were a global phenomenon with television and streaming ratings setting records everywhere. The performances, pageantry and patriotism were contagious as different countries’ best and brightest faces went all out for bronze, silver, and gold. It didn’t matter if it was the 40th time the star-spangled banner played or the first time ever for Botswana, there were tears of joy on the medal stand, in the crowd, and at homes around the world. It reminded us of the great movie scene from “The Chariots of Fire” where Scotsman Eric Liddell is telling his concerned sister of the power he felt when he was running for God and his country. Ironically that movie is about the Paris Olympics from 1924 which was also a big success. The inspiration of the Olympics is a super charged fuel that can be euphoric, but we doubt it has much staying power, which begs the question we would like to address in this edition of our crucial work skills white paper. Where do you get the fuel that lasts and sustains for a career and a lifetime? It makes us think of the Frederick Nietzsche quote, “He who has a why to live can bear almost any how." Simon Sinek published a best-selling book in 2009, “Start with Why.” A three-year-old understands the power of asking why. I asked why so often as a child that eventually I heard a classically bitter response, “Yours is not to reason why, yours is but to do or die.” That quote ended up being one of several I had next to my senior picture when I graduated from high school as I found much of primary education a lesson in compliance as much as discovery. Yet it would appear that developing an internal why is a vital exercise for everyone and it is typically easy to spot those that have done the work, because they are said to have a great sense of PURPOSE. Developing a sense of purpose is both an individual and collective experience. You need to connect your actions into areas of strength to create the internal fly wheel that can sustain your focus and skill over long periods of time. We covered this in our last post about combining your interests’ strengths and style to maximize your contribution. Applying your skills to magnify the contributions of others is where the magic fusion of everlasting fuel appears to be found. Watch the spirits of a great grandmother light up when at 90 years old she holds the newborn baby for the first time. She is the matriarch at that moment with decades upon decades of firsthand experience on how to raise a child in that family. No one can possibly know the stories that she knows and the people that she knew that lived almost 150 years ago. Her chance to pass on this knowledge and love can infuse even those that are seriously ailing.  Great Grandma Flynn with Ryan Turning back to a sport that is classically aligned with the Olympics is the rowing story from the 1936 games in Berlin. The University of Washington junior crew famously beat the varsity boat, then the Cal boat, then the east coast schools to represent the United States. At each step if they had lost the season would have been over as there were no excess funds amidst the depression. Even when they won the right to represent the country, they had to raise $5,000 in less than a week or another wealthier team would attend.  UW Special Collections Archives Daniel James Browns best selling book “The Boys in the Boat” chronicles the stories of the times and the people that made up that gold medal winning 8-man crew. One of the main challenges in making the boat “swing” was getting the athletes to feel the water and work in unison. Part of the story that resonates with so many is that it was in the rowing for each other that the peak performance emerged.
Combining your skills and contributions to a business effort to house, clothe and feed your family is a noble cause that few movies will be made about. Yet having this sense of purpose is a defining feature of adulthood. Sustaining purpose throughout life requires a natural curiosity when things change vs becoming jaded that the old ways were better. With the internet turning 32 years old and generative AI improving daily we appear to be at the dawn of a new age for entrepreneurial actions and behaviors. Staying curious with the flood of options for new tools that can help us solve problems would appear to be crucial. Here are some closing questions that we hope will help you create that inner fuel that sustains.
Got any new fuel building up inside you as you read this......What are you waiting for? Go for it!
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 Summer isn’t over for another six weeks but with half the public schools in the country starting on Monday it sure feels like it. We are chock full of content from some interesting meetings and conversations from July which we will look to drop into our publications a little at a time, but our lead story for you is about career positioning. It would appear that AI is allowing all of us to do more with less help and if you make a living helping others it means that you might need to keep thinking about how you can continue to surprise and delight your clients with what they need next, think about the problem they are living with now and how you can solve that problem for them. We were asked on several occasions essentially the same question by a wide age range of professionals. “How do I position myself for success in the new AI driven economy?” We drew up a quick sketch and have the following process as a potential path to coming up with some potential answers.  Here are the actions to consider taking.
List out your intellectual assets which can be loosely defined as things you have some expertise in relative to the average person. I might have some expertise in:
List out your abilities that activate your assets relative to others. I might have some ability to:
List 3 industries that are growing quickly and list 3 people in each industry that are leaders
Contact the leaders you identified and offer to take them to lunch
Solving that problem is your pathway to maximizing your contribution to a successful company which in turn will increase the chances you earn a spot on that team. Professional services has employed millions of people in the United States and paid for plenty of mortgages and college tuitions, but the puck is moving and it is time to understand how to reposition your unique assets and abilities to fill in gaps on fast moving companies vs being the last person working at the CVS store while the machines fill your prescription and everyone uses the self-checkout….  Well, that’s the Half!
What did we learn, and what does it mean? For 25 consecutive weeks we have shared our Friday Few Observations for that week looking to help all of us process the latest inputs so that we can properly allocate our time and capital. What have we learned? Small little options to improve a process are everywhere and we expect them to be less than $20 a month. Our winner in this category was the Wave AI Notebook which we use daily to record, transcribe, and summarize all our business correspondence via phone and video. Larger solutions have slowed way down as corporate buyers are wary of moving too quickly when a much better deal may be available in six months. To personalize this, think about buying a laptop today, are you sure it has the right NVIDA chip with the right memory from Micron? Now think about if you had to buy 5000 laptops. The pause is real and if you are planning your second half revenue goals, it is time to have some hard conversations internally first and then put the problem to your buyers and work through it together. The corporate buyer will never tell you this unless they are prompted, and it is in their best interest to do so. What does all of this mean? If we are in a time where the small is getting adopted rapidly and the big is taking more time, break off a piece of your full offering that is snackable and use it to acquire more customers even if you are making less on a per customer basis. It is natural during a time of uncertainty to be a cautious buyer and with a presidential election pending we think the uncertainty is going to increase in the back half of the year. You can figure out how to improve your margins on the smaller revenue later and once you have an established business relationship with that new customer you can use your tactical empathy to learn what else they need help with and grow the relationship. That is what we have noticed, what about you?  What are you doing with your one precious and amazing life on the longest day of 2024? Our family app project took some solid leaps forward and while we have some competing ideas it is amazing how quickly we went from a product focus to thinking about how on earth we would get anyone in the world to know about it. The Marketing Puzzle is going to take on a whole new dimension as these AI tools enable almost anyone to create a digital product. Maybe the trick is to just make the app that you want and keep making it better and the more it helps you the more others might want to use it? Seems like in Seth Godin parlance not only do you need to get your cow painted purple, that cow needs to start flying! One thing we are noticing is that while lots of people are looking up at cows flying around in wonder the guardians at the gate of THE STATUS QUO are standing resolute. Corporate buyers act differently than individual buyers much the same way you choose your next meal easily but if you were buying food for 50,000 people you would have to have a process to consider all the food needs at scale. This is making enterprise sales motions a challenge as in a time of great change the easiest thing to do is not change, especially when there is the hint that if they wait the costs might go down further. As we look at the second half of the year it will be interesting to see what plays out between the quick adoption of a cohort of individuals which might feel good but not move the needle vs the slower adoption of an enterprise which may or may not happen but when it does has as significant positive impact.  We heard a sermon the other day about David and Goliath and the preacher emphasized that David picked up FIVE SMOOTH STONES as he faced Goliath.
Our question for you is what smooth stones are you going to pick up as you look to kill the status quo you face? Fun fact: Both of these images were made with DALL-E and when I asked to have the sword in David’s hand turned into a sling shot it came back with David holding a bow and arrow! Several iterations later it still wasn’t working so am using the original image with a small smirk 😊 Have a great weekend!   Apple showed up this week and it sparked an interesting conversation in our household around needing new phones, iPads and even laptops, holy refreshes batman that is a lot of hardware.
We also had a conversation with a person very close to Apple who said that making an app inside their store is getting easier and easier as they will write some of the code for you. Think about having a machine that has the engineering fundamentals to allow you to focus on the creativity and customer nuance you are looking to achieve. This really empowers and encourages people to use their tactical empathy to understand what someone is struggling with and then deliver a solution that helps that person get unstuck and keep making progress. 10 years ago, when Amazon was dropping the costs to publish a book to the floor, we worked with our then young children to self-publish four books. Amazon even gives you an Author Page. The process of creating something was an important step for us to take together and this summer our aim is to have at least one app launched by Labor Day. The conversations around the house are lively and just like the book, once you have your product launched you are desperate for a customer. Yet while the book might have an edit or two, the app should evolve based upon user feedback and potentially get better as technology improves on the backend. We won’t be retiring anytime soon on this venture but do believe the process of creating and iterating in the digital world is important. What do you want to make?  We interview people for jobs on behalf of our clients on almost a weekly basis and offer up for free a host of career insights for professionals all along the spectrum of their working lives.
If you have anyone in your life who is graduating or is recently out of school, this article is for them, we hope it is helpful. Think like a Start Up Start up companies are looking for "product market fit" and so are you. However, you are the product, and the company culture is the market you are looking to fit. While you need to understand the culture of where you are working and this involves being curious and using your tactical empathy skills, in this section we are going to focus on how you can best understand and position your skills to stand out in a sea of sameness. This diagram highlights the maximum impact zone which comes after you have a solid understanding of your strengths, your team player style and where those combined skills overlap with an employer’s needs. The greater your contribution the more likely you will achieve personal product market fit. Individual Strengths It is important to tease out the subtle differences between something you are interested in and something you have a strength in. You can be interested in playing the drums and bang away in your garage or sing out in the shower to your heart’s content. Having a strength in something means you are valued in that area relative to others. When you combine an interest with a strength you have the beginnings of building out your personal product. Interest will help you push through the time and sweat it will take to get your relative ability to others to stand out. Good questions to ask yourself are: 1. Where do you lose track of time? 2. If you had two areas to spend your day, what would they be? Team Player Style Dr. Glenn Parker coined this phrase and has a simple diagnostic tool that provides some key insights for people that is often overlooked. The vast majority of us work with others in teams and all of us have built in dominant traits when it comes to working with others. Having a lack of Team Chemistry is one of the biggest roadblocks in the workplace and many will say that they don’t know how to create it but they know it when they see it. As an individual why would you leave this to chance? Understanding how all 4 traits work together will give you the best opportunity to join the right team for you but also adapt as people on the team change. Parker’s four traits are: 1. The Contributor 2. The Communicator 3. The Collaborator 4. The Challenger You can find the short survey here: Parker Team Player Survey Style The way you get your work done will also have a major impact on how many different places you can have success. Are you brittle and grumpy if things aren’t perfect, or are you affable and can still get your work done in a storm? In a world where it is hard to distinguish between one person with a great college degree and the next, being flexible and having an easy-going manner can make all the difference. It will be difficult for you to state this in an interview, but your references should be able to articulate it. Questions that will tease this out are: 1. What does it feel like to work with you? 2. What does it feel like to be directed by you? These are not easy questions but as you do your own inner work it will help you understand others, and this improves your chances of landing the right job at the right company with the right people. What does the Market Need Now? Once you have your Interests Strengths and Style defined and added your Team Player Style traits you are ready to overlap those on the current market realities for employment. LinkedIn is the right place to showcase your skills and is also where you will want to start to build out your list of key influencers. You will want to meet with these influencers to find the best job openings and then seek to earn their sponsorship for the position which is much preferred to mailing in your resume through a job board. We outlined how to build out a network on LinkedIn in our Crucial Work Skills #1 post which can be found here: LinkedIn Networks In a future post we will articulate how to use LinkedIn to create a short list of personal coaches who can 10x your ability to get in front of the right people to find the best job opportunities. Thank you for your readership and friendship! Drew & Sara  Happy Memorial Day Weekend and we hope when you read this that you have had a nice full weekend.
Summer is basically here and we were chuckling with someone the other day that from Memorial Day to Labor Day, the money leaves town and the staff stays…..and we are staff 😊 Which begs the question, what do you work on when 20% of the work force is on some sort of rolling vacation? You certainly don’t expect to hit the same monthly number you did between October and April, but it doesn’t mean you are phoning it in either. We have observed that a best practice is to start asking the “is this something you will be deciding on in the second half of 2024 or are we looking at the first half of 2025?” question. You should be asking this for the next 8 weeks and if people stumble or stall, then you really aren’t in the game because you gave them 6 months or a year to make a decision. As we wrote about recently on this weekly post, a no has never killed a salesman but a maybe has killed thousands! (shout out to Dan Joyce from Moors & Cabot who loved that line) Our advice is to ask our hard question the right way and then count to six in your head and then deal with the reality of the response you get. Not on plan for 2024? Give us a call before it is August 15th, and you are scrambling to hit the number with only 90 real days left in the year. We love blowing up a good pipeline with the hard questions and then getting the truth back in your sales processes. Have a great weekend! Drew  Prayer – Meditation – Quiet Time Is this just another way of talking about breathing exercises? The term Mental Health has come into the lexicon with strength in the last decade and appears to have staying power. Different regions of the world and the United States will talk about similar things with a variety of phrases. Have a loved one going in for surgery in the south, you will hear that people will pray for you. Have that same loved one going in for surgery in the west or in New York city, you will hear people will say they will keep you in their thoughts. What is the difference? We aren’t sure, but both phrases are meant to assure you that the other party cares about you. It may seem odd that we are calling out faith as a crucial business skill and yet in looking back on the last 11 years of running Banyan we have noticed that believing in the company's vision has been vital and faith and believing are highly correlated. Leaders want you to have the capacity to believe. Having the capacity to believe with the right amount of ration to go along with it was at the core of what we were focused on when we created a Self Leadership module in 2016. We used the image of the keel of a boat and having a coherent life narrative at the bottom to help you create a deep heavy ballast for life’s storms.  https://www.banyantreestrategies.com/self-leadership.html
Faith at Work Your first few work assignments will most likely be following the direction of a manager who will be looking for more task compliance than inquiries on why this is the best way to build a mousetrap. Putting the college cynic to the side will be a good choice of action at this point. We created a mapping your boss questionnaire that can help you to start building out your tactical empathy here: Mapping Your Boss As you go from being directed to being responsible for others you may observe that you would prefer to have influence vs power and this is where you will look to create alignment around a set of core beliefs that are often called values. We assembled several frameworks and created a “Group 2Team” or G2T process. Here is the DIY version of it that starts off with asking your team who they admire most and then follows up with a question around what traits they admire most about those people. It is interesting to note that the vast majority of people we have run through this process all have faith in those people they listed. Faith in a Higher Power Finally, when it comes to the concept of a higher power and a reason for being, we have encouraged others to remain curious all throughout their lives and to practice a faith. We practice a faith tied to the life and resurrection of Jesus and several years ago wrote out the benefits of that faith titled "O'Holy Night" which uses the famous song as a way to outline the benefits as I see them. O Holy Night PDF 2022 Writing about how I process and practice my faith was a healthy exercise and allowed me to create a communication line with our children as they age and matriculate through adolescence into adulthood. Turning towards the beginning of Q2 in 2024 we hope these templates and documents will encourage you and the ones in your care to invest in your own mental health and add credibility to your faith. Teams work at the bleeding edge of how much they trust each other and having faith in each other is an amazing fuel. Looking forward to a great Spring of 2024! Thank you for your readership and friendship, Drew & Sara The mid-way point of Q1 is here and we wanted to kick off our 11th year of Branches & Roots by following through on our promise to deliver the best information we have on a series of topics that will allow you and your teammates to increase their individual competency which can then hopefully be woven together to help you in your joint mission of collective success.
It takes a network – Your personal flywheel for success. The adage that “it is who you know not what you know” may take on some new importance as generative AI starts to eat into the relevancy of what we know. However, with the AI timing variable still hard to quantify it might be more appropriate to focus on having definable skills and making an impact in the lives of those you care about in equal parts. A personal interest and strength in competitive golf allowed Sara and I to spend long periods of time with interesting people early in our lives, which helped us get to know a diverse range of people earlier than most of our peers. LinkedIn came along in the early 2000’s right when we were both relaunching our post professional golf careers, and this took the power of Metcalf’s law of networks and made it more transparent and approachable. Venture Capital firms and their partners who were playing power law games quickly learned the power of being well networked and even Reid Hoffman a self-proclaimed introvert wrote about the power of good network in his first book “The Start-up of You”. Once we founded Banyan in 2013 and had full autonomy on what we could publish, we have tried to memorialize what we have learned and have identified best practices for building solid and mutually beneficial relationships. You can find an in-depth look at the business lunch with “50 Lunches a Year, that will change your Career” We have a short overview of how to create a business oriented network here. We created two short email courses for college students at www.drewsanders.com to help them understand that the point of education is action as much as it is knowledge as their potential employers are hoping they might do something vs just think. We also self-published a 100 page book called the Next Gen Almanac for new college graduates that outlines the recipe we learned from others along the way about the power of a meaningful shared experience.
All of these resources represent just how much we have learned and benefited by being in relation with and helping others and watching the good will of others be contagious. The most frequent conversation we have had in the first 45 days is to encourage people to write about the pains they are solving in their work and publish it on LinkedIn or a blog. Take the people involved out of it and focus on the issue at hand and the process followed for success. There is very little intellectual property in most industries, just hard work and tactical empathy applied to a problem. It may seem counterintuitive to give it away, but our experience has shown that is a best practice. If you have a young person in their 20’s who you think might benefit from these resources, please forward this email to them and if they complete one of the email courses (it’s only 8 emails) I will meet with them for 30 minutes via a video call and discuss their answers to the questions provided. Have a great rest of Q1 and we will check back in early April. Thank you for your readership and friendship. Drew & Sara   While crafting our vision for 2024 we have been called back to the mental discipline of a United States Medal of Honor recipient.
Carrier Air Group Commander Jim Stockdale’s plane was crash landing over North Vietnam in 1965. He was 40 years old and knew his age and rank would be held against him and in the 30 seconds that he parachuted down from his aircraft and into the middle of an angry North Vietnamese village he estimated he would spend the next 5 years of his life as a prisoner. The torture Stockdale and his fellow captives endured was inhuman and led to the creation of the Stockdale paradox he penned upon being freed after 8 years. Whilst sequestered in our home in April of 2020 we published an article about what we could all learn from the Stockdale paradox and the principles of endurance and persistence. Looking at the 4-year anniversary of that experience in the face we think it rings as true today as it did then. We wondered then and still wonder today if the pandemic is really a 5 to 7-year calamity. All the major institutions like the federal reserves and the federal governments made decisions that while having certain short run impacts created medium term consequences. It has been a turbulent time for business owners and their employees. As we turn towards year 4 post covid the Stockdale paradox would advise us to not think about a terminus date like 2025 or 2027 but rather to be convinced of our ability to survive and make living at this time the defining moment in our careers and all the while stick to our daily basics. What are the basics? We wrote a book about the basics called “The Next Gen Almanac” in 2016 and will be highlighting the essentials in our 2024 editions of Branches & Roots. We created a quick diagnostic for the key areas of your life so you can easily handle what life throws at you and keep adapting and moving forward. Here are the categories.
Look for some fun announcements in this area in 2024 as the new AI tools continue to allow all of us to productize our offerings in new and hopefully impactful ways. Thank you for your readership and friendship in this our 10th year as a company, let’s put the pedal to the floor together in 2024! Drew & Sara  “It’s time to start setting some goals” he bellowed… This wasn’t a meeting for work, this was in the middle of sprint workout at the local masters swim practice. It was a Wednesday and after a warm up we had gone 8 25’s fast and then were doing a 200 recovery and the coach leaned in and said, “it’s time to start thinking about your goal times for the 3 sprint 50’s we are doing next”. Sprinting a 25 is 13 to 15 seconds of pain, a 50 all out is double that plus a few seconds. 30 seconds of pain lingers…3 of them starts to make your extremities feel like they are laced with cement. But there he was, that nice coach who shows up each day to help you take that harder tack into the wind of indifference which is your exercise effort, only this time he was leaning in a bit. “So what’s it going to be Drew?” 30 or 31? I was thinking 32 sounded nice especially because at the end of the 50's sprinting was an all out 100 which was double your 50 time plus 4 seconds. Your fellow swimmers in the lanes around you are also dancing with their best self at that moment and while the inclination to hedge slower is normal, a zest for the moment took over and we all took the lower range for our 50’s. The times are called out by the coaches for all to hear as we come flying in to the resolute wall and pop up for air, (you don’t breathe the last 10 yards of a sprint which hurts a lot). The coaches are paying attention to every second and encouraging you all the way. The last 50 stings but it is a “last one, fast one mentality” and you get 150 yards to recover so suck it up buttercup and go for it. With most of the workout behind you and only a minute or so of pain left the b.s. starts to fly between the coaches and the swimmers. We have fully bought into this pain train and we all pick the lowest choice possible for our 100 Sprint. Now to battle with the water and our burning lungs. There is no all out 100 relative to a 25, there is some pace to it, but not much. You are right on the verge of collapse from the second wall and the final 25 is a conversation that you would not want your mother present. “1:04 Drew, great job, way to go!” My head is spinning, chest is pounding and the pool feels like it is a 100 degrees, but I am the gladiator who is standing over the dead tiger sword raised high. “Are you not entertained!!” Floating on our backs, we warm down for 50 yards and then get out and thank the coaches for their help in creating this pact of climbing the hard fun hill together. Within minutes the pool returns to its restful state, completely indifferent to the role it played in our quest or the outcomes we sought. Was this effort worth it? I have no idea, the feedback loops sometimes are too long, and yet mentally we know this dance helped us all. Turning to your thoughts for 2024, how are you going to rig the game of life or work to be around those people both in and out of your pool who help you “set some goals” and then have as much fun as possible going all out to achieve them?  The fall of 2023 appears to be a time where many of our clients past partnerships are slowing down and yet the growth machine must still eat. What to do? Seems like a good time to whiteboard a few new channels that could be receptive to your value add service. Why do channels matter? In our experience it can have a lot to do with the first 5 minutes. Two options here: Cold reach out - "Hi, we would like to interrupt your day and help you understand why we can make your life better with our product or service" Channel reach out - "Hi, we have been vetted and approved by (insert association or company) to help make your life better with our product or service." Both are interruptions but the return on effort for your customer acquisition team can be massively different. Running an effective Channel Partnership (CP) is a different matter but we wanted to share that now is the right time to be in the market place talking to potential CP's as everyone is scrambling to find growth amidst our higher for longer interest rate environment. Which begs the hard question - "What is your plan to thrive and survive for the next three years with these headwinds?" Seems like it's time to stow the jib and start taking out the smaller sails to efficiently tack and adapt. We are happy to help with the brainstorming.  Organizations are still processing the rapid increase in their cost of capital which has served as a whiplash to people and their teams. When your cash is paying you 4%, you look at ideas for progress and growth through a different lens, it takes more rigor. When your floating debt is going from 2% to 7% or higher you start shedding weight in a hurry. This rigor and shedding can lead to job cuts, real estate being foreclosed, and long-standing relationships being put through the fire of an RFP. All of this has made for a choppy and dislocated 2023 for company leaders. We think the economic turmoil is going to continue well into 2024 and with that in mind offer up a lesson we have noticed in sport that might help you have a hard conversation more easily at work. We are calling it our final element because the main feedback we received on our Essential Elements of Winning Teams was that we were missing the benefits of shared suffering. It was in the research of shared suffering that we noticed another nuance for the leader, their players understood the many layers of their vocal tone better and this became a competitive advantage. The 2023 England Women’s World Cup Team Sarina Wiegman is Dutch born coach for the English National team that is playing Spain in the World Cup Final this Sunday. A recent article in the Wall Street Journal highlighted that she has been the secret ingredient to England’s recent success. The article also traces the formation of her coaching philosophy to University of North Carolina Coaching great Anson Dorrance and his focus on having every practice be a “competitive cauldron”. Another quote from Dorrance could be taken the wrong way. “Every practice, for me, is a fight.” A fight, is this the NFL PreSeason? Cue the annual clips of the offensive and defensive lines hitting each other in the head with bare hands while wearing helmets… Is Anson suggesting that the players are fighting against their best selves? As Joe Ehrmann outlines in his best-selling book InsideOut Coaching competition means to strive with others. As you are striving there is skirmishing and fighting and watching the Women’s world cup it is clear the ball is under duress and the players are fighting for possession. Now take this same coach and listen to him talk about his secret ingredient to winning at the time 22 out 24 NCAA championship finals games. The competitive fighter goes to great lengths to articulate in writing to each player how much he admires them and appreciates how much they care for the team and each other. Grab some tissues, it will make you cry, he cares that much. Coach Dorrance appears to have mastered the art of creating a competitive cauldron that the best players seek out. They are willing to withstand the physical and mental heat to pursue their best collective selves. Then as the season culminates, he is able to call upon that commitment and effort and honor it which galvanizes the players to each other in that championship moment. The viewing public shows up for the championship with the eyes of an expert and yet may miss all the subtle cues that the players are sharing with each other as they resonate around solving what the other team is presenting. The coach is also deeply engaged in adapting to the championship moment and has in their arsenal all the emotional tools as rock solid trust has been established. Coach Wiegman is in that moment right now. The championship game is days away and while she may not be writing letters, our bet is she is memorializing in some way the journey and the sacrifice the players and their families have made together. We can’t wait to watch the final. Nick Saban Continues to Get it Right – The high achievers and the mediocre players don't get along. Coach Saban has the trophies, but he also has the tone. Listen to this short clip and then read this article. He is pragmatic and persistent. It is almost like listening to John Wooden. Coach Saban is creating an environment for his high achievers to outlast and outplay the mediocre players and he establishes that in spring practice.  There is an important nuance to creating these highly competitive environments that many coaches miss. It is the tone that accompanies the message. The wrong coaches laugh and mock the losers, which kills the majority of the athletes drive to go all in. The right coaches honor the commitment and effort which allows those not on the bus to understand why they weren’t selected and hopefully choose to reapply their talents elsewhere or recommit to that effort.
We wrote a white paper for coaches to hand to players being cut from a selective team which is here. Getting Cut Updated Feb 2023.pdf It comes down to the leaders’ voice which is hauntingly outlined in this video by Dr. Jim Loehr who has been a leader in the coach development field for decades. Like it or not, we carry around the voices from our parents and past coaches and leaders and without work, you may not like which voices come out at the hard moments. Dr. Loehr suggests we work on our stories. When is the Right Time to have a Hard Conversation? Our long-time readers and clients will know this call and response and answer “Now would be fine”, and yet if you haven’t worked on your tone and established a cadence for keeping each other accountable, when the challenges show up, your people might leave you. We hope these stories empower you to lead your team up the hard fun hill this fall and into 2024 as we continue to navigate difficult economic times and if you need any help crafting a vision or implementing one, please let us know. Thank you for your readership and friendship, The first four months of 2023 has been a blend of let's go, what's that, and oh no!
Let's Go! Three years into the pandemic the working and active world is looking to kick it into high gear and go. Unfortunately we can't shed the inflation bug that appears to be harder to kill than COVID. Our monetary policy guru's are using blunt force instruments all in the name of the greater good and it has never paid to fight the fed. Regardless, all the companies we work with are like a pack of Alaskan Sled Dogs after a full night's rest. What's That? OpenAi's ChatGPT releases have been hard to ignore. The first question we asked ChatGPT was what makes a good team? In seconds a very delightful 7 point answer arrived. Further study has revealed that creative and curious people who previously could not code software. Will soon be able to work with apps like the ones we have on our phones to become more creative and productive in their own areas of expertise. Tasks or opportunities that used to not be worth the effort will now be possible. Old competitive advantages will be weakened and at the same time new opportunities will emerge. We are staying curious and listening. Oh No! Rest in Peace Silicon Valley Bank and First Republic. While the financial media writes your obituaries with a disturbing indifference and an air of superiority like they knew this was inevitable, these two enterprises were solid corporate citizens of their communities. They were a part of the solution for their customer base and had best in class employees. They will be missed and are examples of how a standard business practice that works with one Fed policy can become fatal when the Fed pivots. One lesson we have all learned is that Banks lend out their customers deposits and brokerage firms buy securities in your name and act as a custodian. Never more has that difference been in such stark relief. Enterprise Sales & Marketing Observation If things are slowing down now for the sales team it might be because the buyers that were going to make decisions in your category in 2023 have now worked through their processes and you have either won or lost. Larger decisions often require committees to meet and we have noticed that between now and Labor Day someone is always on vacation. Here are a few key actions that appear relevant now.
When your team applies these actions at this point in the year they will have plenty to do while the summer lull appears. Close-Knit Teams - Soft Release We have posted our latest white paper, "The NINE Essential Elements of a Close-Knit Team" on our website. It is our free resource for anyone who is looking to build the type of work or sports team where people actually want to go to the reunion! If you get a chance to review it or engage with our ideas in any way we would love your feedback. Hopefully it allows you and those you know the best chance of collaborating with others successfully. Thank you for your readership and your friendship,  Jason Gay of the Wall Street Journal can wield the pen. As a writer we rejoice in how he holds the reader’s attention in a format that has been losing market share to other forms of communication, namely video and dare we say it…Podcasts.
It is not a coincidence that we highlight Gay’s recent article about Jalen Hurts on the 10th anniversary of starting Banyan Tree Strategies. Gay highlights the quarterback's resolve, professionalism and character after leading the Philadelphia Eagles to the very edge of Super Bowl glory. Hurts was climbing what we call the hard fun hill, he collaborated with others on a quest, he took on the yoke of leadership, he made the sacrifices, and failed. Or did he? That is not how Hurts describes it. He said that he either wins or learns. Wait, isn’t that just a platitude, something managers put on the wall that everyone snickers at as they pass by? This guy loses on one of the largest stages and has the courage to say: “I never lose, I win or learn.” Talk about mind control. He also went on to say something we have seen time and time again on close knit teams but that most people think is a myth. We have spent the last 10 years helping companies, nonprofits and sports teams debunk the myth that character doesn’t matter, but the myth persists. When asked why he apologized to his teammates Hurts responded: “I don’t do this to be loved. I don’t do this to be hated. I don’t do this to seek anyone else’s approval. I do it for the guys in the locker room. I do it for all the time we’ve invested into this.” Boom, mic drop, see you at OTA’s and practice hard NFL, the Eagles will be back. If you don’t think every single player wants to rally around that kind of leader you are crazy. In a salary cap world with billionaires throwing around millions of dollars Jalen Hurts’ character is one of few sustainable competitive advantages a team could have. The myth is that character doesn’t matter, it is about the money, and the more money you spend the better the players you get, and players make plays. But that only gets you to the quarter finals. Winning the title takes and demands character. The key to this riddle is that character is contagious but is only maintained by stacking consistent actions on top of meaningful shared experiences on a daily basis. Developing these systems and working with people like Jalen Hurts for the last 10 years has been inspiring. Will Jalen Hurts be a good husband, father, or friend? We don’t know but a final quote from him gives us a window into the answer. When asked about winning or learning he offered this response: “The beautiful part about it is everyone experiences different pains; everyone experiences different agonies of life. You decide if you want to learn from it. You decide if you want that to be a teachable moment. I know I do.” At 52 and 50 years old and 30 years into working in professional services we can really relate to the ups and downs of providing for a family while helping others. Banyan was born out of the challenges of ageing industries being disrupted by technology. Ask any doctor if they are making more than they were 10 years ago and they may do more than chuckle in your face. The gross margin for the financial advisor, insurance broker, or CPA has been plummeting. We formed Banyan to get closer to the client and cut out the middleman. In the last 10 years we have helped 40 different companies solve problems in the areas of strategy, execution, and building a culture where character counts. Every business, every idea faces the challenges outlined in Schumpeter’s law of creative destruction. There have been plenty of wins, but there has also been a lot of what Jalen Hurts calls learning. Looking ahead to 2023 we are going to celebrate our 10th year by using our eight newsletters to recall the top projects and solutions we were fortunate enough to work on with clients in the hopes that it will help others. We aim to publish a long format white paper on the “Nine Essential Elements of Close-Knit Teams” that we wrote about in our newsletters last year. Finally, we have been circulating an advent meditation privately over the last five years, and after some encouragement will be looking to turn it into a small book called “O Holy Night” that we will release this November. Our aim in the next 10 years is to help you create the sustainable competitive advantage that comes from being a leader of character no matter the setting. Most of our industries are just as competitive as the NFL, which means developing character will count. We close by republishing a poem written in January of 2015 as we rallied the troops to climb our collective hard fun hill. We hope you enjoy it and thanks as always for your readership and friendship. “No hill for a climber!” There Is Something There is something awesome about standing at the base of a mountain. A 365 day climb. The question before you is which route shall you take? Is there a new path to consider? There is something refreshing about standing at the base of a mountain. A chance to do it just a bit better this year The question before you is what will you stop doing? A curious mindset could help. There is something risky about standing at the base of a mountain. Past climbs have taken a toll. The question before you is will you let past risks scare or hone. Now is a time for going. There is something unknown about standing at the base of a mountain. Adventures abound at each fork. The question before you is will you revel in that moment? Seek those who have zeal. There is something honorable about standing at the base of a mountain. Your gifts were given. The question before you is how will you share them for the benefit of all? It is time to climb.  We wrap up our series on the Essential Elements of Close-knit Teams by looking at the power of ceremony and ritual to cement the bonds that can last a lifetime. How you say hello and how you say goodbye have been proven to make a lasting impact, and with a work or sports team it matters even more. The buzz of doing it right feels great and the sting of doing it poorly can last a lifetime.
Saying Hello We began the year by highlighting Owen Eastwood's work on how to bring people from widely different cultures together. His book “Belonging” drives home how important it is to have ceremony at the beginning of a season or when a new person is added. Instead of the new person being the "low-man" or paying a new person tax, they are welcomed as an important member of the community. Getting off to a Good Start As the leader of the team, you are weaving several different common threads together each year. You make sure that everyone can connect to the aligned vision, understand their role, and feel at home. You also give them room to push themselves and have a major say in how they are going to pursue their best self. Finally, you equip them to take that best self and combine it with others to make a collective effort that can compete at the highest level possible. The best players usually want to get better and love to work with and for people who help them improve. As you allocate the time between culture, effort, and skill you are weaving a collective rope that bonds everyone involved with the mission together. How do you Build a Flywheel that Sustains the Right Culture? The leader seeks to create a safe place first and then should facilitate a discussion on what matters most and how the team will take the key actions towards the agreed upon goal. Reid Hoffman wrote about the way they scaled LinkedIn in his book “The Alliance” amidst the challenges of a Silicon Valley work culture which was talented but prone to job hopping which undermined their mission. One way to connect people to a common vision is to give them a say in what the values of the team are. We have adapted the alignment and value process they used into a “Groups2Teams” process that can take between 1 and 2 hours. When a leader facilitates this process, the team ends up owning the values because they chose them. Jack Clark, the head coach for Men's Rugby at Cal has taken this to the next level by attaching a question that each member can ask themselves to hold them to the standard of that value. We call this a dynamic question because it activates the value and helps your team self regulate whether they are a unit of 10, 1,000 or even 100,000 people. Here are a series of videos Jack did with some other coaches at the What Drives Winning Coaches Symposium. Once a team has a common way they will act it becomes much easier for leaders from within the organization to emerge. These leaders will embody the values on their path to accomplishing the stated goals. The correlation between action and success only emboldens the culture. The leaders are often called captains and the coach that can empower captains has a major competitive advantage. Captains take recruits on their campus visits. Captains recruit people from other companies to join the team. Captains drive the herd to cull the wrong behaviors that can sabotage a team’s success. Captains drive and build culture and over time as they age out or move up in a work environment, they are a major part of the organization's stored value or flywheel of culture. Saying Goodbye and Building out the Alumni Network Hoffman also addresses the reality of people leaving your organization and takes a page from the university system by calling it an alumni network. This connection may seem like a stretch at first because many people leave a company on different terms than they left or graduated from their school. However, alumni fit the goal that the company should have, which is to honor those that move on in such a way that they might be a good resource for future employees. In a sports team context, the end of a season marks the dissolving of a class or year and should not be missed regardless of the outcomes on the field. Championship teams can pass around hardware like trophies or rings but just as important is how the players grew individually and collectively. The armed forces sports teams are seldom national champions and yet after their tours of duty are finished every potential employer knows the values those players will bring to the interview or job. Over time different teams or companies will build out a competitive advantage in recruiting because the alumni network will help the leaders select the right players more often. Bo Schembechler was the head football coach at Michigan and had a great line about recruiting. “If you miss the right guy and he goes across the street, he might beat you once a year, but if you take the wrong guy, he ends up beating you every day in practice.” Your alumni network should understand what your “our kinda guys” or OKG is. With more nodes of intelligence out there the leaders have a better chance of digging down to the softer skills like heart or drive that can be missing on a video or a resume. All these benefits are part of the reason it is so important to memorialize the commitment made, the relationships built, and the shared memories that were experienced at the end of a season. Companies can do this on a calendar basis with much of the same effect. The cadence of reflecting and honoring the past contributions can be a force multiplier as you move forward and seek to improve in the future. In your organization regardless of your station we hope these elements are ones you can adopt to facilitate the creation of a closer-knit unit as you seek to be a force multiplier for good. Thank you for your readership and friendship this year.  Our final two postings on the Essential Elements of winning teams are about championship adaptability and using ceremony to create a flywheel of sustainable energy for winning the right way. In previous posts we have looked at a variety of factors that a leader can work with to help the team trust each other, go all out, use failure as a constraint to get better, and be all in. All of it connects to the hope of a championship victory which in most cases will not be handed to you, rather you will face a worthy adversary who be equally talented and similarly committed, and you will have to emerge victorious. How do you avoid being what John Madden famously said about the NFL, which is there is one winner and everyone else is a loser and the team that lost the super bowl is the first loser. The words may sting but ask Marv Levy who coached the Buffalo Bills to four Super Bowls and lost them all. Ask anyone who was told they finished 2nd in the big RFP and you will get the same answer, you get to the championship to win it! Adapt! The massive distance between finishing first and second helps create the tension that makes for good theater. No one watches the NFL Pro-Bowl (it has recently been dissolved) because nobody cares about the outcome. Part of the intrigue in a tightly contested game is how the best act and react to each other as things unfold. Both the New England Patriots and the Golden State Warriors are famous for their half time adjustments and 3rd quarter success. In previous posts we have looked at how John Wooden would not stalk the sidelines of the game as he needed his players to be adapting and didn’t want to distract them. Basketball is a great example of adaptability because the ball is in play the moment it is scored and put back onto the court. Jay Bilas in his book Toughness outlined the “next play” mentality that Mike K installed at Duke which starts with the mental ability to get over the loss of the basket on defense and the opportunity to gain a basket on the other end. Sport can give us some good examples but inside the military there is a clean framework that is highly transferable and trainable which is what the leader is seeking. OODA Airforce Colonel John Boyd was a world class fighter pilot and changed how our war planes were built in this country. Colonel Boyd also left behind a decision-making framework that is the standard for our military and can be of real use to leaders who are looking to empower their teams with a way to build out championship adaptability. The OODA loop stands for Observe, Orient, Decide, Act and is born out of air-to-air combat training that earned Colonel Boyd the nickname (40 Second Boyd) because he would allow his combatant an advantage position on him and within 40 seconds would be able to kill them. Observe what is causing your discomfort of pain, measure the size and scope and do not hedge the size or seriousness of its power. Orient yourself and your assets to the enemy. How can you adapt given what you have currently within reach? Decide on action to take. Act on that decision. Reflect and run the loop again. Much of the OODA loop training in the military is how to run the loop faster than your enemy, to get inside their OODA loop. Today's climate is perfect for taking that same point of view. Consider running a daily OODA loop for yourself, and family. Run a daily OODA loop for your work team. These simple questions will allow you to get to the brutal truth as quickly as possible which will allow you to adapt.  Hopefully you can take this framework and customize it for your situation. Who is your competition? Where are they strong? How are you positioned relative to them in the marketplace? Which factors does a potential customer need to prioritize to pick your offering over others? How can you position the questions that are asked to highlight the factors that help you win?
Whether it is in sport or work you can overlay the OODA loop framework and start to train your team to either take physical or verbal action. As you run this loop you are increasing your team’s chances of victory and getting everyone ready to adapt in the biggest moments. Eight Essential Elements of Close Knit Teams #6 - Team Chemistry & Humor - Do They Matter?11/8/2022 Our final three posts on the Essential Elements of Close Knit Teams focus on team chemistry, championship adaptability, and how ceremony can create a flywheel for building a sustainable and healthy winning culture. Is Team Chemistry Even Real? Team chemistry is seldom described in a clinical or linear fashion, it appears to be etherical vs empirical or can be described by people as a “you know it when you see it” phenomenon. We like to study topics like this and were elated when we stumbled across Joan Ryan’s well researched book “Intangibles,Unlocking the Science and Soul of Team Chemistry.” Joan has covered sports for her entire career and has been at the forefront of women’s leadership in sports journalism, she is a powerful writer, but an easy read. Ryan takes on the validity of team chemistry in the book. Her interviews with crusty professionals like Jeff Kent and Barry Bonds are great examples that she wasn’t just looking for easy answers to the hard question, does team chemistry even matter? You get the sense that the author, who was so close to so many interesting teams based in the San Francisco Bay Area over the last 30 years, noticed that when people gel, unexpected positive outcomes seem to happen with more than random frequency. Digging into the research she compiled to go along with her interviews, we wanted to highlight an article that was published in the International Journal of Sport and Exercise Psychology in May of 2011. A team of five researchers from the University of British Columbia school of Human Kinetics looked at “Informal roles on sport teams.” Their research produced ten labeled roles that we, as humans, are apt to fall into when working with others on a collective task. Their research identified three types that were detrimental to their success. Humm Baby! Ryan had a real supporter in former SF Giants Pitcher and now long time TV broadcaster Mike Krukow, who helped her overlay this research on their 1989 World Series Team known as the Humm Baby Giants. Krukow could name every type on their team and how they managed the different types to collectively get to winning baseball without trying to force everyone to act the same way.  This really resonated with us, because as much as we all appreciate the uniformity of a military drill team and understand how in certain situations the precision and unity of that effort requires nothing but absolute compliance and obedience, there are many situations where that is a recipe for human disaster. The rubber band of personality always seems to find a way to snap back. As leaders and managers of others in family, sport, and work we recognize the importance in identifying and working with your teams’ interests, strengths, and styles. The University of British Columbia’s research coupled with Ryan’s compelling book have been extremely helpful, and we think their findings are a big part of competing at the highest level and enjoying the accompanying challenges. Here are the labels and the corresponding definitions. Why are Bill Walsh’s PE Classes having more fun than mine? Starting last fall we did our own research with players from Super Bowl winning teams, leaders of companies that have gone public, and world class hospital executives and can support Ryan’s findings. However, one interview going back about six years before this book was published stands out. One of our favorite mentors and a world class sports psychologist is Glen Albaugh. Glen lives in Stockton and has lived an amazingly varied and wonderful life. His work with applied psychology goes back to his PHD in sports psychology from the University of Utah in 1971. He has been a long-time friend of Michael Murphy of “Golf in the Kingdom” fame and while a professor at The University of The Pacific taught and remains close to Pete Carroll who coaches the Seattle Seahawks. He also coached high school basketball and was the Men’s Golf coach at UOP while Drew was playing for Cal. Sara and Drew both saw Glen in his capacity as a sport psychologist while we were playing golf professionally and he had a stable of very successful touring professionals who he counseled. Glen wrote “Winning the Game Within” and had an excerpt about Sara in the book. About six years ago after bumping into Glen at dinner he agreed to allow me to interview him over lunch about his life as a coach and youth administrator. We met about 10 times over the years, and I would always record our conversations and then have them transcribed and sent to him. The nuggets from those lunches abound, and yet it was an off handed observation from him that I come back to the most. “Why were Bill Walsh’s PE classes having more fun than mine?” Wait, Bill Walsh was a PE coach? Yes, at Washington High School in Fremont while they were both making ends meet and just getting started. I asked Glen why and he responded because Bill could sense where his class was and then would adapt in an instant the tone and meter of his communication. Walsh the Bellhop Fast forward to the 49ers first Super Bowl in 1982 and with Walsh as head coach he sensed the team’s mood and recognizing they were a little tight donned the bellman’s cap at the hotel and helped the players with their luggage as they got off the bus as a gag. He read the mood, knew his players, and helped take some air out of the room. What a pro.  Photo credit Fred Larson/The Chronicle Everyone’s leadership journey is unique, and history may not repeat but it surely rhymes. We hope these insights from others empower you to keep paying attention to the little things that help your group become more like a team and your team become one of those special tight knit units where everyone can’t wait for the next reunion!
Thank you for your readership and your friendship. Drew & Sara Sanders Along with team building and listening to your players, coaches and leaders should seek to create an environment where everyone can learn how to go at game speed both individually and as a unit. A leader needs to have a plan and a correlating structure for going all-out together because power without control can get you off the rails and, in the ditch, quickly. The cauldron of controlled conflict will allow your team to trust each other more as they see that others can match their best and that you can even get the sum of the parts to add up to more when the active ingredients of trust, precision and planned adaptability are inserted into your practices. Your best performers are going to want to push their limits, and you will need hard practices to allow everyone to improve together. As Tom Hanks so perfectly said in his role as the washed-up Jimmy Dugan in “A League of Their Own,” It is the hard that makes it worth it. Why do you need trust? Sports teams give us great examples of this and while the correlations to work are not 100% they are close enough. The team that doesn’t trust each other when under duress will stop sharing the ball and a form of “hero ball” will ensue. Bill Belichick of New England Patriots fame has been known to try and force this on his opposition by taking away one key player from the other side and seeing if the other team can adapt. Adaptability is another key ingredient, but before you can adapt you need to be able to trust each other. In a work context this could come up if a colleague who normally plays a key role leaves your company or is out sick. Who else can step into their shoes and be ready for the big presentation to a prospect or provide an internal report? Our magic formula for building trust is SE=C=T=Success SE stands for Shared Experiences, C stands for window into your Character, and T stands for Trust. Going full speed in practice or in a conference room and being hard on the idea or ball and kind to each other is a fantastic, shared experience. With enough of these shared experiences everyone on the team starts to understand the character and commitment of all involved and this organically builds a trust that is experience born. Why do you need precision? To manage is to think for, with, or through something by yourself or with others. In this situation a good manager is thinking through the process of running an effective all-out practice or meeting where everyone is committed to being hard on the idea or ball while still being respectful of others. The precision comes in the form of the constraints you will put the team in before you release them to perform. In a sales context you could create a scenario where you are up against company B for an RFP and the buyer is saying that they are offering a similar product but for 20% less. What questions should you ask and how should you respond? In a sports context you can create drills where you are giving one side an advantage and then teaching through the constraint to help the players adapt. The best in business and sport identify moments of maximum influence (MOMI’s) and train their teams to be aware of them and how to react and perform with great fundamentals. The prior preparation of the leader is crucial to leveraging the effort that assertive play is asking of your team. Don’t ask them to go 100% if you haven’t prepared for everyone to receive at least that much in return for the effort. Why do you need adaptability? The final triangle in John Wooden’s pyramid of success is Competitive Greatness. "To be at your best when it is needed. Take enjoyment of a difficult challenge."  It has been decades since Wooden's UCLA teams dominated college basketball but even then, it was a highly competitive sport with hundreds of great players on different teams all of whom were striving to win the NCAA title. Wooden won nine titles, including seven in a row, and for most of the games would be seated on the bench. This is in stark contrast to his fellow coaches at the time and more obviously in the present. Watch any game on TV and the second a big play is made the camera goes straight to the coach’s reaction, where there is must-see TV as they gyrate and turn into a three-year-old with no filter on their feelings. Wooden was quoted as saying that the work had been done in practice by the coaches and the players and that the job of adapting to the game itself was in the hands of the players. Wooden knew that if his players could not recognize the tactics of the other team and then adapt that he could never call enough time-outs to do it for them. Changing up the practices and altering the way you practice by adding constraints to enhance your team’s adaptability all can build a mental elasticity that will matter in the biggest moments. We created the Leaders Compass years ago and continue to notice that as people lead themselves and others, they are moving on several axes with one of them being the ability to persevere balanced by the need to adapt.  On its first day Basketball was more like Indoor Rugby - A great example of adapting.
James Naismith is credited with inventing the game of basketball when faced with an upcoming rainy season in Springfield, Massachusetts. He brought the boys inside and put up a couple of peach baskets on the wall and gave them a soccer ball. He told them that a point was scored when the ball went into the basket. The boys went all out and soon enough the injuries piled up as the boys ran with the ball and tackled each other on the hard gym floor. Regardless, the boys were happy and wanted to keep playing the next day. Naismith used all three principles we have discussed and added some constraints to allow the boys to keep playing and stay healthy enough to play. Rules were assigned (like no running with the ball and no tackling) which took precision and adaptability and trust was given and received by the players and Naismith. Going all out…. that was the easy part as players love to play!  We are finishing up the first half of 2022 with our 4th post on the Eight Essential Elements of a Close Knit Team which appears fitting as we head into the "half time" of the year. Defining what is fair and the differences between leadership and management are crucial for any unit that wants to adapt quickly on their path to this year's championship.
Sport and work teams correlate easily and yet the tension that exists around playing time and who has the ball at the end of the game seems to be unique to sport. What is fair, how people lead themselves and how they allow themselves to be directed are foundational issues on a sports team. Understanding how the best teams have dealt with this tension could afford the business leader some transitory insights. Fairness and Roles Warming the bench or getting garbage minutes can really challenge a person’s commitment to putting in the extra effort in practice. The great arbiter of sport is playing time on a team that is competing to win a championship. The coaches control playing time and they need players who are ready to perform their best inside the system they have designed and taught in practice. It is very challenging to create an intense practice environment with players who know they have different amounts of playing time during the game. Sometimes the starters want to take it easy and rest up for the big game and sometimes the back up players aren’t sure the effort is worth it. Why hustle to just watch the game from the bench? The coach has the whistle and can change practice from the fun of scrimmaging to the drudgery of conditioning, but most don’t want to go that well too often. John Wooden, who was voted the coach of the 20th Century by ESPN deployed a tactic and a methodology to address these issues. He communicated individually with each of his players the role he anticipated them playing on the team as early as he could. This declaration was based on what he knew at that time, and he made sure to balance the reality of the present with the possibility of a better future. In business Reid Hoffman and Ben Casnocha wrote “The Alliance” where they introduce the concept of meeting individually every 45 days during an 18-month tour of duty for key employees in an effort to have their best performers feel that the company’s mission and their personal contribution were connected. Importantly the meeting was focused on the employee first and the company second and proved to greatly increase retention rates. In both settings, knowing your role and understanding how that role helps the team succeed goes a long way to maximizing the daily contributions everyone chooses to bring which enables the leaders to build a high-performance team. Wooden’s methodology for fairness is also a piece of timeless treasure that many young coaches and managers fail to implement. Discipline and compliance to small details have become hallmarks of championship lore. Nothing spreads faster than when someone breaks a hard and fast rule of being late to practice or another rule that is in place to keep a large number of people in order. For some reason we all take solace when somebody else gets some time in the penalty box. Zero tolerance can really catch a leader off guard late in the season and potentially having the team distracted at precisely the moment you need them focused on a championship performance. Wooden established early that fairness was not a horizontal line, rather introduced the concept that fairness was earned and deserved based upon past contributions or performances. This subtle change gave him room to have strict rules that enabled buy in by all to prioritize the team above other distractions and yet to not allow small infractions to get in the way of allowing everyone on the team to accomplish the goal of winning the championship. Swen Nater & Ronald Gallimore go into more detail on this methodology in their book “You Haven’t Taught Until They Have Learned.” Swen is a great resource as he was Bill Walton’s back up for three years at UCLA under John Wooden and hardly saw the floor and yet was a first-round draft pick and had a successful 11-year pro career. Defining what is fair and then connecting people to how their role maximizes the contribution they can make to the unit’s success is something a leader should do early and when consistently administered should give everyone the latitude they need to adapt to outside issues that inevitably arise. Leadership and Management Over the last 10 years leadership and management have seen a blending of their definitions and management has been taking it in the teeth with meme after meme declaring the benefits of leadership and the horrors of management. However, when looked at through the lens of competing to win a championship the players and coaches need to work in consensual interdependence and both management and leadership should be clearly defined and differentiated. Understanding and honoring the differences can be a key contributor to the unit’s success. Peter Drucker liked to say that to manage was to think with someone and if necessary to think for someone while they were learning the task. Jack Clark of University of California Rugby fame has a YouTube talk on the differences between leadership and management and how he defines them on his teams. From Clark’s perspective he requires that every player lead themselves and adhere to the values that make up their culture. They accomplish this by having a series of questions they ask themselves and by answering in the affirmative they show their fealty to the unit. Clark further outlines that within the team they need to waste as little time as possible on contextual matters that can be delegated to a small subset of the team, the captains. Everyone on the team consents to being managed and directed by the leaders so they can focus on playing the highly adaptive game of rugby where the coach hardly speaks to the players during the game and only the captains can speak to an official. As an aside, wouldn’t the NBA be a more enjoyable game to watch if they had the same rule? Companies may appear to have some advantages over sports teams when it comes to establishing questions that allow their people to lead themselves, yet we seldom come across them. Identifying your teams most valued values is something you can learn in about two hours with this DIY worksheet. We have found that it really brings people together and allows you a starting point to building out the questions that empower your people to bring their best which is ultimately what they want to do. As a coach or a business leader please consider learning from these dedicated practitioners of unit cohesion. We all know how hard it is to keep it fair and not lose your team’s commitment while you are competing. These greats dealt with the same issues of human nature, and we hope they help you as you are building your best teams in the future.  Our goal for 2022 was to write eight editions of Branches & Roots and share key elements of not only winning teams, but tight teams, the types of teams where everyone shows up to the reunion. We started with the importance of people feeling like they belong which was wonderfully articulated in Owen Eastwood’s book “Belonging.” Our second edition explored how important verbal communication can be in large groups that are trying to evolve into a team. Recently deceased author Trevor Mowad had some fantastic examples of how the Alabama football team turned its attention to this issue early in Nick Saban’s tenure. With Mowad’s encouragement Saban convinced the players that they didn’t have to be super positive all the time, they just had to stop sharing negative sentiments even while they were going through the dog days of summer training. Most recently we covered how important it is when turning a group into a team that you have a language created for having hard conversations and how much it matters that the lowest power people are empowered to speak up. A great image that comes to mind here is a worker at a car manufacturer being able to stop the line because she sees something wrong. This is a great sign of a culture that is making it safe to bring up the uncomfortable realities that come with humans working together. Our research shows it’s better to talk it out than wait around for people to act it out. Looking ahead, here are the eight essential elements for building a close-knit unit that we think improves your chances of winning. 1. Belonging 2. Curb negative communication 3. Create a language for truth 4. Identify roles and the difference between leadership and management 5. Use internal conflict properly 6. Humor, team chemistry, and gelling 7. Championship adaptability and performance 8. Ceremony and the fly wheel of doing it right Our next post will dive into how some of the best teams have created cultures where fair treatment does not mean equal treatment, along with some important distinctions between leadership and management. Nailing these two team disruptors can make a huge difference in building buy in from both those that are on the field and those that want to be on the field. Now that you know where we are headed for the balance of the year, please share any element you think we are missing and insights about the topics we have identified. Thank you for your readership and friendship. Drew & Sara Essential Elements of a Close-Knit Team: When is the Right Time to Have a Hard Conversation?4/7/2022  "Now would be fine" is the answer we preach and teach. Of course this is an easy answer for someone who has authority or position power. But what about at the other end of the spectrum? Our experiences suggest the answer is often...."NEVER is just fine by me!" So how do we bridge this gap? It starts with organizing and prioritizing your own schedule and continues in how you share your choices with others. Geoffrey Moore who has successfully advised Marc Benioff at Salesforce and Satya Nadella at Microsoft recently wrote about how the word "priority" entered our language in only the singular form. He is suggesting that the CEO needs to set THE PRIORITY and that the team should either buy in or leave. Talk about a hard conversation. If you are leading a smaller team, like a Jeffrey Bezos "two pizza" team, or in military parlance a sub unit you may have a very clear directive from above, but there is still the challenge of managing the disparate tasks. The team at www.thearmyleader.co.uk have a series of excellent posts about small unit cohesion and execution. The articles are current and written by those who have recently been in active military service. No matter where you sit on the power curve when you organize and prioritize your tasks and share them with your superior you are having a hard conversation with yourself first, this is a habit worth honing. We use the following template as a constraint to develop our planning abilities.  DEALING WITH THE "YEAH BUT" Right about now, you, the reader may have already had an internal dialogue that is the mother of all "keep it the same" traps. You said, "yeah but in my case it's different" and you moved on from seriously considering changing or adapting your actions or behaviors. Guess what, your people might be saying that to themselves when YOU are talking! "Yeah But" is what creates the conversational graveyard between people on a team.  Inside of tribes all over the world one of the first things leaders do after they control the dress code is they control who talks and what they say.
It is this command and control style that starts and feeds the conversational graveyard that starts to undermine the teams ability to trust each other and effectively execute the leaders plans. In our last post "Stop Saying Stupid Sh*t Outloud" Trevor Mowad described how culture is built or destroyed by words and phrases shared out loud and the 7 to 10x impact of negative language on a team. Three phrases that can help anyone who is challenged by hard conversations. Here are three phrases that low power people can employ to help them engage in having hard conversations early and to help clean out their teams conversational graveyard. "That is interesting, can you say more about that." Say this when a statement is made, like "There is no way, we are going to win that business". The response to your question will typically be the "why" behind the statement. Once you have the why, you can get a window into the logic or emotion that the other person is carrying into that topic. "I hear you." This is another conversational enabler and is often best used when someone is being dramatic or dogmatic in making a point. Conversational graveyards can create a great deal of tension for certain people and then instead of talking things out, they act them out or worse yet, they blurt them out. Your empathetically stated "I hear you" can really land and take the air out of the balloon. Frustrated people sometimes don't need agreement as much as they need to feel heard. "That's the easy part, can we talk about the hard part?" This phrase is a lane changer, or kind of like putting the clutch in so you can shift gears. It is best delivered slowly and then you should pause for a few seconds to let the other side know you are going to bring up something that may not be agreed to yet. Understanding these phrases and then putting them into your conversational tool belt take time and practice. If you are looking to learn more about these topics we have two book recommendations. The first is the gold standard going back decades by the team at Vital Smarts Inc. "Crucial Conversations, Tools for Talking When the Stakes are High" has sold millions of copies over the decades and is still as relevant as ever. A more recent offering from retired FBI negotiator Chris Voss is "Never Split the Difference" and while the title connotates that you will learn negotiating tips, the first thing you learn is a mindset and tool kit for entering into a conversation where the outcome is in doubt and therefore could be unsafe or hard. Regardless of your role as leader or follower we hope that we have enabled you with a few more tools to answer our title's question with a resilient and patient...NOW WOULD BE FINE.  I really love watching football, particularly the passing game where two elite and quick athlete's battle as the quarterback's pass spirals towards them. The TV commentators have recently started using the term "In Phase" to describe when the defensive back is in the correct position while guarding the receiver. A quick google search shows that being In Phase is different depending on the route the receiver is running, but that typically the DB is positioned on the field side hip of the receiver. Enterprise sales professionals are like DB's in that they "cover" accounts on behalf of their company and in an recent situation we broke down their job as really only being in four phases. Enterprise sales is anything but simple with all of the nuances that come with managing the relationship between two very large companies, however the first thing you need your sales professional to recognize is what phase of the sales process are we in currently? Embedded inside the phase recognition is the subtle change that goes on in your conversations with the buyers as you work from being curious about a match to rigorous in your pursuit of aligning the clients priorities with the solution you are providing. If you lose track of the priorities and don't get the buyers to continually reiterate what matters most, you could be setting yourself up for a late stage disappointment. Here is how we have described the four stages of Enterprise Sales (with some humor injected) and how to pay attention to matching the buyers priorities with their companies top initiatives. Team,
As we continue to wage the battle of the new(us) vs the old(the competition) I wanted to outline what I think are maybe some obvious concepts that hopefully keep us fired up and focused as we leap into April. There are really only four phases for our top Enterprise Prospects. They are unaware of our services and therefore are lost in the wilderness of want and despair. They are aware of our services but not engaged in a buying process because other issues are keeping them occupied and so they are losing out on all the $$ we can make them. They are engaged in a buying process with us and most likely others so they are close to seeing the light, but sadly our competitors are out their like Wormtongue in the Lord of the Rings and so we must remain vigilant in our pursuit of truth in the context that our prospect has declared in the discovery call. This is why we get them to prioritize the issues and make sure they remain true to those priorities all the way through the RFP process. They have picked us and are rolling out our solution and are on their way to the promised land or they have been bamboozled by our competition and must suffer for another 3 years in the land of mediocrity. The fun in this is that these poor lost souls think that nothing is going to change the game.....and yet, we have references who were just as lost and are now willing to go on record and tell others that our solution is a "GAME CHANGER." The key is to know how to reveal our solution and to do it in the context of the client's current reality. Our failure to do so can and will lead to other vendors winning with lesser solutions. Thus we must always be willing to be curiously optimistic when speaking with our grumpy buyers early and then as things develop continue to accuse the idea that our solution is the only solution as it is clearly not. The winning solution is the one that matches the priorities that the prospect shared in the discovery call and verifies all the way through the buying process and importantly we need to tie our category to the BIG 3 issues that the prospect is focused on from the CEO on down. Learning how our prospects prioritize our category and then tying it into the BIG 3 is a one two punch that helps us and helps our buyer look good internally which is really what they care about. So like the good and hungry hunters that we all are, let us go into the conversations early with curiosity and finish them with rigor. Fired up to be on your team! Drew Last month we talked about helping your team feel like they belong through the Māori term Whakapapa. For many of you it resonated but led to the question, it feels great to belong, now how do we win? Belonging and winning….now that is like peanut butter and chocolate! Mental Strength Coach Trevor Mowad worked with the football teams at Georgia and Alabama and job #1 was getting the players to “SSSSO!” This may sound simple enough, but when you are going to build the best college football team in some of the hottest parts of the country during the summer, putting a lid on the complaining and negative self-talk is no small task. In this three minute video the recently deceased Mowad discussed how they convinced a very young and diverse group of players to “SSSSO!” If you don’t have time for the video here are the cliff notes.
1. What you say galvanizes what you and others think by 10X. 2. Negative communication is 4 to 7x more impactful than positive communication. 3. Instead of worrying about always being up, just don’t verbalize the down. 4. These claims are supported by research from Georgetown professor Christine Porath. The cumulative work of Mowad has been outlined in two books, “It Takes What it Takes” and “Getting to Neutral.” The new idea is to not fight negative with positive but to focus on a neutral framework that allows the real awful to be dealt with efficiently and to not worry about having to always spin things to a positive. At the same time it keeps a lid on the negativity taking over and controlling the vibe. We don’t think you should waste a single crisis to build a team that has a mental framework to:
You may not get a degree or certification to show what you have accomplished in the last three years, but you have been building the mental muscle to deal with the increased severity and frequency of a globally connected world that is grumpy. Thank you for your readership, next month we will be writing on how to help your team handle hard conversations and how to organize and prioritize their tasks. Whakapapa is a Maori term that has several meanings, the first being how a person is connected to the Maori lineage and all things in the world, in short, their genealogy.
An additional meaning that might be relevant for you and your teams in 2022 is a "deep connection to land and the roots of one's ancestry." The words "deep connection" and "ancestry" are of particular interest right now because these feelings lead to a strong sense of collective trust. It is our view that teams only move as fast as their collective trust will allow them. We have shortened this concept up over the years into the phrase "teams move at the speed of trust." We learned about Whakapapa in a new book by Owen Eastwood called Belonging, the Ancient Code of Togetherness and we think it is timely given the significant headwinds we are facing with respect to trust within our teams and communities. Eastwood is part Maori and part Englishman and works with professional sports teams around the world on building out current and authentic origin stories for teams like the New Zealand All Blacks and the South African Proteas. He helps teams create and define their own Whakapapa, and then build out processes for enabling their efforts to honor it. Part of his process is to make sure that all members of the team feel like their past is honored and respected as they start to build a new collective vision for the team each season. This is in stark contrast to the past dominant cultures of sports teams where the new players are hazed and are not respected until they perform on the field. It is a fundamental shift away from a fear based culture. Sports teams are not work teams, but in some ways they are actually more dynamic or brutal on human capital than the fastest growing tech company. If you can't impact the game, you won't see the field let alone be on the team. So why should the sports teams care about connection when everyone is just one injury away from being out for the season? Why go through all the hassle on the "soft stuff"? The answer according to Eastwood's book is that creating a sense of belonging is the fastest way to get a group of people to volunteer to climb into the physical and emotional pain cave of practice and games which are table stakes in professional sport. Another insight is that once you create a culture of high achievement and an "all in" attitude the positive endorphins that come from being elite are being heavily researched and scientifically proven. This is why many of the best runners run with other runners, and the best swimmers swim with other swimmers. To get from good to great involves pain management which starts in the brain. A great way to trick the brain to volunteer for future pain is to be around other people who are climbing the "hard fun hill." Our aim in sharing this is to empower you with current ideas to help your teams adapt as efficiently as possible amidst the constraint which is the pandemic. As the disconnection rises all around them, your teammates will be more likely to contribute all they have to your team when they feel connected to each other. Now is the time to create an environment where people feel like they belong. Thank you for your readership and friendship, Drew & Sara |
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