Are You a Pirate or a Cowboy?
There was a romantic comedy that had a bit of a cult following in the early 90’s by the name of “The Princess Bride” with a mythical character that was known as the Dread Pirate Roberts. He had a habit of telling his captives, “good night, sleep well for I will most likely kill you in the morning.” It was all an act, but he later explained that establishing a healthy sense of fear in people was the easiest way to lead them.
Another movie that included people using a long journey to learn a little about themselves and leadership was "City Slickers" with Billy Crystal and Jack Palance. Palance is the sage cowboy who leads Crystal and his pals through a search for their one thing while managing a cattle drive. He used a group effort to help each individual find their role, and in the process the group became a team.
Which leads us back to our question: which one are you and which environment do you prefer? A pirate ship or a cattle drive? Both are journeys, both have codes, and both have success that they can point to as validation for their way of life.
Yet the two environments have stark differences. The pirate ship is a cauldron for bullies and the chief bully is the captain. On a pirate ship you are waging war both internally and externally at all times. There is blood everywhere and the sea is full of losers who have walked the plank.
The funny thing about our work environments is that many people will tolerate bully behavior at work from a high functioning a..hole. The crazy designer, the coder who treats people poorly, or the sales person who crushes quota and everyone that comes in her path. Worse yet is the CEO who uses the term “radical candor” as a smoke screen to berate and belittle people who aren’t “all-in” at the company.
he hard part for the employee is that often times the pirates appear to be friendly and mostly human like in the “Pirates of the Caribbean” when the sun is out. They need people, lots of people, because they go through so many and thus they are very charming. Especially the CEO. But when the moon rises the pirates are all bones, and it is at that moment that the new employee realizes they have joined the wrong crew.
In the right environment the employees are being challenged to push themselves on tasks that help the company achieve its goals and that also help identify the roles that each one is best suited to fill. The hero of the company is the product and the customer it serves, not the people at the company. Recently an open-source leadership outline of Bill Campbell’s work was compiled by the name of the Trillion Dollar Coach. It was compiled after 80 interviews of leaders that worked with Bill during his lifetime and include people from Google, Apple, and Intuit.
We would like to think of Bill Campbell as the Cowboy leading all of us on the cattle drive of life. A place where through the hard work and the focus on the cattle you can find your role, and no amount of effort is spared in the saving of a lost member of the team or the herd. There are plenty of trials on a cattle drive but there are no planks to walk.
If you want some tips on how to spot a pirate ship that is recruiting so you can avoid them, email us here.
The Hard Thing About Innovating
Geoffrey Moore is a best selling author of books that focus on disruptive innovations and technology. His best seller is "Crossing the Chasm" and it addresses the issue of going from the early adopter category of customers to the bigger section of buyers labeled “pragmatists.” Recently, he posted a short piece on LinkedIn about this still pressing issue for all innovative companies. I posted a question to his post and as fortune would have it, he responded with an answer. Our interaction and his post is compiled here in a PDF. To read directly on LinkedIn click here.
The interchange gave us confidence that we are in alignment with a great thinker and adviser to the CEO’s of companies like Microsoft and Salesforce. It also allowed for some reflection on just how much the phrase “sales and marketing” is out of date. Professionals used to call the category of customer acquisition Sales and Marketing. Sales was first and Marketing was next, second, or last depending on the company. Sales and its people were the heroes.
In the past ten years the script has flipped and we now live in a world of marketing and sales. In our world the word marketing really means Thought Leadership Marketing (TLM). TLM for some is crazy, because their marketing is all about sounds and movies and clicks and moving a human through a process like a sheep about to be sheered. Those processes matter mostly for very small dollar purchases.
Our clients provide goods and services to enterprise customers with multiple decision makers who all have different professional biases and disciplines that they own in their roles as CFO, General Counsel, or COO. These professionals don’t make decisions based on catchy headlines and short videos, they read and analyze data and facts. They want to see case studies and interviews with people like them who are faced with similar issues.
These C-level buyers respond to thought leadership, and it is through this medium that you can then earn an audience and begin your sales process. The two processes are different, but they fit nicely with each other when designed correctly. It starts with a thought leadership marketing story-line that your company produces and it moves to an enterprise sales process which focuses on alignment, belief, and urgency.
If you know of a company that is innovating and struggling with the chasm as Moore describes we have a Thought Leadership Customer Acquisition Program that is made for building the bridge that leads your products and services into the large pool of customers that are the pragmatists.
Questions That Have Been Making an Impact
One of the benefits of being a consultant is that we are in a lot of different “team” rooms and, like the honey bee, pick up lots of different pollen/ideas from each team. We have noticed that the right question can really stimulate engagement, creativity, and accountability. Here are a few questions that stood out as being particularly effective.
We hope they help stimulate and foster dialogue that leads to positive actions.
Secret Ingredients of Winning Teams
Six years ago Sara and I started Banyan Tree Strategies to help people build re-mark-able businesses and we are thankful for its success. In the midst of our work we started to notice a correlation between what we were doing for companies and our past experiences as professional athletes and more recently as youth sports coaches.
What was our big revelation?
Everyone wants to be on a winning team and nobody wants to be tagged as not being a team player.
OK. We get it, big deal, everyone knows that already.
Then why is it so hard to repeat as a winner, and why do most teams fail?
We took what we are learning from CEO’s and are applying it ranging from college coaches, to people coming out of college looking to grow their networks, to 6th grade lacrosse coaches. Four times a year we will share our insights called “The Secret Ingredients of Winning Teams,” a topic we have touched on at various moments in our Banyan Tree Branches & Roots Newsletter.
We hope our research can help you in your efforts to build winning teams in all facets of your life.
These are the themes we are currently following:
• The coach’s pursuit of collective excellence
• How small societies impact performance
• The evolving role of the captain
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.
How Small Societies Impact Performance
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.
We have reached out to Dorrance with no success to date. If you have a link to him, please let us know as we would love 15 minutes to have a conversation on his current thoughts.
Oh Captain, My Captain
No topic has captured our attention in the area of teams more in the past six months than the role of the Captain. Both Sara and I were captains of our high school and college teams. Both of us found it an arduous role to fill. In the decades since we have spoken to countless others who had similar experiences and were delighted to find that Sam Walker did years of research and published “The Captain Class.”
His goal was to answer one of the most challenging questions in the history of sport: who are the best teams of all time? In all sports, in all time? Talk about a Mt. Everest goal. He also had a second goal. If he could make a claim that there was one class above the rest, did they have any characteristics in common?
Turns out he could and there was. It was that they had a certain type of Team Captain. He then went on to identify that those captains had seven characteristics in common.
This was pure catnip for us and led us to interview as many college, high school, and youth sport coaches we could and ask, if this is true, then how can you incorporate identifying potential captains and then developing them as part of your program?
What we heard and how coaches are changing what they are doing in response to the data is encouraging.
We will continue to review this effort in this section of the publication. Here is a copy of what we send to coaches prior to our conversations with them, feel free to send it to any coach you know and we would love their advice and comments.
Thank you so much for your readership and engagement with our research on building and maintaining winning teams. Winning together is a jump for joy moment and we think those are worth the blood, sweat, and toil that goes into being collectively excellent. We will be back to you in the middle of May with our latest insights that we glean from our network of awesome contributing coaches and leaders.
The First Pivot of the Year
Welcome to the middle of the first quarter of 2019, which for many business owners is a vital check-in moment. You may have been planning for a great first quarter of the year since the end of last summer, and now that future is your present. What is going the way you planned, what isn’t, and why?
We spent the last 45 days traveling, visiting companies, and attending a few conferences with clients. We are happy to share our insights on the three themes we are going to follow this year as we seek to help our community run re-mark-able businesses.
Themes for 2019
• Thought Leadership and its impact on your business
• Customer acquisition frameworks
• CEO leadership challenges
What is New in Thought Leadership
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 McDonald's 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.
What is A Customer Acquisition Framework?
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.
CEO Leadership Challenges
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.
See You at the End of Q1
That’s it for now, thank you for allowing us to drop into your mailbox six to eight times a year with our insights from the road. We love helping interesting people build re-mark-able businesses that “never stop growing.” Email us here if you want to start a conversation.
Dancing With Your Best Self in 2019
During the biggest gap week of the year we send you our warmest thoughts and pledge to continue our quest to write great content on how to bring your best self and team in 2019.
An Enlightened Breakfast
Recently I had breakfast with a friend and he exclaimed:
“Sanders you have to watch the movie “Free Solo” about the guy who climbed El Capitan at Yosemite without a rope! It is the most amazing physical and mental personal achievement I have ever seen.”
My response was:
“Awesome, I will go see it.”
Then a challenging notion came to mind and I made an assertion:
“You know, when you try and to climb it with 2 to 100 people together is when the whole plan and challenge changes.”
We ended up having a great dialogue about the differences in trying to lead a company where you are telling people to be their best, and yet are not sharing and teaching how they should work together to accomplish the mission of creating a remarkable customer experience.
Looking back on six years of running Banyan Tree Strategies, much of what we have been sharing with you has been about that gap or transition. The leader's challenge of teaching people to go from the one, to the few, to the many while achieving collective excellence.
Learning how to work together well is described in the second layer of John Wooden’s pyramid of success, going from best self to the best team. Some relevant recent work has been done by a group of Wooden’s players and fellow professors at UCLA. It is called “The Pyramid of Teaching Success in Sport.”
Wooden’s challenging call to coaches lingers in this pyramid when he said,
“You haven’t taught, until they have learned.”
We Are Splitting Branches & Roots Into Two Publications
• One will be focused on business owners and continue our eight times a year cadence.
• The other will look at the secret ingredients of winning teams and be published quarterly.
Building A Re-Mark-Able Business
Banyan Tree Strategies serves business owners who believe that growing a re-mark-able business is a worthy pursuit. Our content is for owners who want to know more about how to lead their people, position their services correctly, and win the new business they desire. Our pledge is that by engaging us you will build a business that can double in size every five years.
We will follow four themes to help your business grow.
• The effective use of thought leadership to drive new client engagement.
• Customer acquisition frameworks that are working currently and how to scale a sales force.
• Managing transitions with key people and potentially the sale of a business unit.
• Challenges facing the C-suite and how to manage and lead your direct reports.
The Secret Ingredients of Winning Teams
The quarterly content will be for people who believe that building and maintaining small societies (teams) is interesting. It is for people who want to know more about what makes certain teams different than others. We hope that by reading our thoughts on teams that you will be empowered to be a better teammate and leader.
The non-profit we founded in 2005 and still run today is focused on serving youth sports coaches. We will share with you what we are doing to serve these coaches and you will get an early look at what we are building to allow them to be better at their craft.
You will receive our email on February 15th, May 15th, August 15th, & November 15th and our goal is for it to be a less than five-minute read and worth the time.
Our view is that everyone is a coach to someone and that the best ones loved to be coached. However, it is quite a challenge to go from individual learning to group learning and this is where John Wooden’s quote “you haven’t taught until they have learned” leaves many of us challenged and wanting.
We look forward to sharing the journey of 2019 together and appreciate your readership and advice along the way.
Drew & Sara
P.S. Our first offering for coaches in 2019 is going to focus on what to share with someone when they don’t make the team. Any thoughts you have on this topic are welcome.
Why It Matters to Let Your Readers SCAN, READ, and STUDY Your Content
In this edition we are going to focus on how people are currently processing new information and how you might position your offerings.
For illustrative purposes let's look at our topic through the eyes of Rupert Bear of the fictional town of Nutwood in England.
The Rupert books teach us how to position your content to a new potential customer. Below we will compare how a young reader and a new customer might have a few things in common.
These books have a personal connection for me as my mother loves the comics, and upon returning from England she always had a new Rupert Bear book for me to enjoy.
The SCAN - Sitting with mom and having her read to you while you look at the pictures
The Young Reader: Rupert Bear is well positioned for the earliest of children. The colors in the book are attractive and each page has four scenes that can be understood without words. Picture reading this to a three year old. You are snuggled up on the coach reading aloud the bold titles and pointing to the scenes. The child is taking it all in and scanning.
The New Customer: When writing for an audience that is busy and may or may not be that interested in your offering, it is wise to allow them a chance to be able to digest some portion of knowledge from a quick scan. This allows you to benefit from their innate curiosity and potentially earn the chance to have them read what you have written.
The READ - Reading with Dad and learning how to sound it out
The Young Reader: The next stage where Rupert works well for your growing child is when they are now learning how to sound things out. You are again snuggled up on the couch and these familiar pictures are there to help the child read the captions (which conveniently rhyme.) The meter and pace of the experience is well suited for the child, they are on their way to learning a key life skill, the joy of reading.
The New Customer: After the new customer has scanned your writing and chosen to learn more, you still want to allow them the chance to read only a little and be smarter than they were before. Give them a framework such as "here is the scoop and the skinny on this topic." They don’t have time yet to move forward with you, but you will earn points with them if you teach them something relevant quickly. We advise doing this with bold titles and pulled-out captions.
The STUDY - Reading on your own for comprehension and action
The Young Reader: At six or seven the child is reading the writing at the bottom of the page and they now have years of interacting with the characters and the story lines. The parents are happy to pick up the latest Rupert Book that can travel with the child and know that thebook will consume time and attention with all the positive outcomes that accompany reading.
The New Customer: The holy grail of business writing is to have a person of influence get past the first two steps of scanning and reading and actually study what you have to say on a topic. These are the people that make budgets, decide on purchases and lead others. The long term rewards of having them think with you and potentially learn from your deep insight are significant. You also benefit by not being there in front of them. They don’t have the distraction of dialogue, they are alone and have time to think. Get this part right and you are on your way to mutual success.
The Fastest 105 Days of the Year
Welcome to the early fall reset from the team at Banyan.
Wait, isn’t it still the beginning of August? Why are we talking about the fall?
The answer lies in the nuanced tension that exists between our weather-defined seasons and our local school districts ever-changing calendar. Over the past decade school has gone from starting after Labor Day to early or mid-August in much of the country.
Thus begins a 105 day period of the year that takes us right up to Thanksgiving. From our experience this fast fall finish is chock full of commerce and commotion.
Here are a few of our ideas and tips for you to consider in the different theaters of your life.
We advise people to create a word for each calendar year that can act like a north star. If your word got lost in the fragmentation of summer, considering puling it out and reorienting your heading. Jon Gordon does a nice job outlining this here.
Right below that vision-crafting word sits a series of goals which can often be tied to a personal mission or quest.
What is possible for you in the following areas in the next 105 days?
• Extended Family
• Community Service
An insight we have benefited from in recent years is that we can’t do it all, and that we are not proficient when we switch between too many tasks at once. Consider pulling out our task organizing template and sit down with a trusted friend or spouse and prioritize your mission critical projects. If you need a listening buddy, email us and we would be happy to lend you an ear.
YOU AT WORK
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.
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:
• Can the prospect live without your offering now?
• If they have determined they can’t live without your offering, do they have the dollars budgeted for this year or next?
• After they have become a customer, who is going to be your internal champion of your offering for the first 18 months?
• What are the chances that internal champion leaves or gets promoted during those 18 months and do you have a backup person identified?
• Within your pipeline, where are your gaps? Are you falling in love with your later stage deals that still have hair on them because you don’t like the rejection that exists in the early stages? Be careful of this trap at all times of the year, but especially right now.
IF YOU RUN A TEAM:
If you run a team or own the company, then you are most likely looking forward to getting back to full strength. The summer feels like you are 20% light as people take time off.
If your metrics show you are behind it can be a difficult time for you. Part of you wants to make dramatic changes and only see the downside in your market and your people.
Some business advisers suggest a strategy of tilting the table on your people in order to keep them paranoid and always on edge.
We have labeled this the Superbowl Myth because so many leaders try to emulate sports when motivating their people. The challenge with this notion is that sports teams have off-seasons and athletes are typically playing for less than three years. They are in the entertainment industry, which is always looking for something new. It is by definition transitional.
In contrast, many companies are looking to build a relationship with a customer that is as long and as mutually beneficial as possible. A great way to increase the lifetime value of your customer is to have employees that are able to think creatively and in harmony with each other, and the customer. They are constantly innovating together.
Consider setting up a thinking framework that allows you to see how you and your team are working with and dealing with tension. Are you only able to get things accomplished when you add so much pressure that it is like throwing a tiger in the room? Or, do you have a heading established and are moving towards that heading with the pace and purpose that comes from everyone being on the same page with respects to the priorities?
Setting a goal and allowing the right amount of tension to build within a team is the leader's charge. Chances are your team is not trying to win one championship and then take three months off. You need to win every day.
Think through the game you are trying to get everyone to play, and then seek to enter into a state of consensual interdependence with your team to properly prioritize the work goals together.
YOU AT PLAY
Steven Johnson TED Talk - The playful wonderland behind great inventions.
If this summer taught us anything it is that the blending of science and art makes for an amazing cocktail of creativity in both settings.
With fall being such a season of production, we end with the suggestion that you allocate some daily time to whatever art distracts you the most. No matter the form, consider building in some unstructured play to your day.
Don’t worry about accomplishment inside your art. Do it for your soul. Watch what happens as things from the pursuit part of your life fall into place almost by accident as you are having fun.
We wish you a great start to the fall, and will be back in October with more learning and observations. For more of our writings for business visit www.banyantreestrategies.com and for our writings for people visit www.drewsanders.com.
Confessions of a Glue Sniffer
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 summer 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 this edition of Branches & Roots is focused on 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) while the days are long and the nights are short.
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.
Lateral Thinking by Edward de Bono
De Bono has 57 books to his credit and at 85 years of age has spent a lifetime working on how humans think and communicate. Lateral Thinking is from 2015 and is an easy read, perfect for anyone who wants to balance the linear thinking taught in most schools or companies with a different discipline.
If you have children or grandchildren that are middle school age or higher, de Bono’s concepts may be timely.
YOU and OTHERS
Friend of a Friend by David Burkus
Burkus is making a great contribution to the current generation of college graduates and in this brand new book does a proficient job in helping the reader realize how to look at their relationships. A key insight from the book is to think of yourself as not owning a network of people, rather, we are all embedded in an network of relationships which is always changing.
We agree with his perspective and constantly attempt to seek ways to contribute to our network, and are consistently amazed by the outcomes.
A new college graduate might benefit from this book. As an aside, we serve the college graduate community with our “How to Land a Killer Job” out of college course at www.drewsanders.com/courses.
Measure What Matters by John Doerr
John Doerr of Kleiner Perkins fame shares the operating system that Andy Grove taught him while he was at Intel. He has used this framework with great success with companies like Google and The Gates Foundation. We found the book to be excellent, and the audio book amazing in that the people in the story read their own parts.
As you head into the summer and are looking for a way to have more of your front-line people and their managers think and act well, we can't imagine a better business read. Prior to this book we have been helping clients implement our Banyan frameworks for execution. Now with this work in the public domain we will be tweaking our templates in a 'tip of the cap' back to the mastery of Peter Drucker and Andy Grove.
This is a timely book for people who are leading others.
One Man's Meat by E.B. White
White, of “Charlotte’s Web” fame was a writer from the northeast who left Manhattan and moved to Maine to live on a small farm. He wrote about it for Harpers Weekly, and the collection of these essays “One Man’s Meat” has been in print for over 55 years.
This book is easy to have on the bed stand because the lifting is light in both subject matter and duration. Each essay is only 3-7 pages long. White’s reflections struck us as timeless. He is writing in the late 1930’s and into the early 40’s, a time of international tension. His efforts to run the farm and his ability to correlate those experiences into life for the reader amidst the current tension is applicable today.
If you aren’t sure the world is going to be around tomorrow, or know someone who is up in arms currently, this could be their perfect summer read.
Blue Highways by William Least Heat-Moon
Heat-Moon’s writing could create the beginning of at least ten songs per page. His observations of people and places and their interdependence astound. What struck us about his telling of what he saw and heard while driving the United States in the 1970’s was the practicality of the American public. Put these observations through the lens of 40 years of history and it could give those in a current state of flux a reason for hope. The writing is robust, his angst is present, but not overpowering, and the historical insight into our countries people is refreshing.
Provence, 1970 by Luke Barr
Luke Barr is the grandnephew of noted food writer M.F.K. Fisher. He stumbles across her journal of a trip to France in 1970 in a storage unit in Hayward, California and discovers that some of the people who changed food in America were all there together by chance. Julia Child and James Beard joined Fisher that winter. They were the leading voices in the American food world, and during that season in the South of France they charted a new course for cuisine.
Barr sets the stage for the encounter with the touch that only a family member can, and the direct quotes from Fishers journal reveal her grace and strong perspective. This book might be for the foodie in your life who wants to be connected back to a historical moment that, according to the author, changed our habits even to this day.
Conspiracy by Ryan Holiday
Conspiracy is an uncomfortable book. It dives into the current events and legal battle between Peter Thiel and Gawker Media. The first and fourth amendments have been getting a thorough cleaning by the lawyers in this case, and the ramifications can impact us all.
Not only is the legal battle of interest, the author is one of the leading influencers of young professionals and is an avid stoic. Holiday will be influencing professionals for decades with his growing following in the hundreds of thousands.
Read it, don't read it, but our laws make our rules, and the people who seek power like to change our laws. Questions that come out of this book are challenging. Should we conspire? Is it a bad word?
While this book is a look back at previous events, we view it as a look into our future, as the actions of a politically active billionaire in his 40’s might be viewed as a prologue.
The Four by Scott Galloway
Galloway is a successful early 50’s business school professor at NYU who also calls himself a serial entrepreneur. This book might be interesting to anyone who is using a smart phone, shopping online, socializing online, or searching online. Basically that is all of us.
Here is the twist. Galloway, while giving us the cool details about the companies, then comes out and suggests that we the public and the U.S. government have been giving them a business pass. He suggests we need to keep them in check, that they have gotten too big and we need to channel our inner Teddy Roosevelt and break these behemoths up.
A recent article in the Wall Street Journal - Tech Titans Tiptoe Towards Monopoly - touches exactly on this subject and the historical similarities of previous monopolies with these modern giants.
Galloway likes to write things that make you ponder. This book does just that.
LEARNING FROM THE LIVES OF OTHERS
Boyd by Robert Coram
John Boyd is said to have changed the art of war in the sky. Author Robert Coram takes us deep into the mind and daily life of the famous fighter pilot turned airplane designer and Air Force pentagon politico. The historical look at how our government was assigning contracts and how the different branches of military were fighting for budget is an eye opener.
Another key learning from the book is the OODA loop that Boyd created and preached to all his followers. Observe, Orient, Decide, & Act was a matter of life and death for Boyd as a fighter pilot. He lived his extraordinary and chaotic life by the loop and the simple decision to do versus be as an Air Force officer.
Military buffs and business leaders will enjoy this book.
Scalia Speaks by Antonin Scalia
A medley of Antonin Scalia's speeches were compiled this year in the book "Scalia Speaks" and are presented by one of his sons. The chance to reflect on his life and his decisions is perfect during the summer. He thought well, wrote well, and loved people and America.
Would we all be so lucky to live like Justice Scalia and to make the contribution we were meant to make? This book is another light read as you are taken to a variety of locations and you can read a speech at a siting. The subject matter is actually lighter than you might think coming from a Supreme Court Justice, and his wit keeps you turning the pages with ease.
Personal History by Katherine Graham
This book is getting some fresh press with the success of the movie The Post with Meryl Streep playing Graham. Graham won a Pulitzer Prize for this book when it came out in 1998 and she died three years later. The 20 years have allowed her actions and leadership to come into a brighter light. History will be kind to Graham and she earned it.
Some of our insights from the book are that leading is a selfless and selfish act at the same time. Leaders and their followers, when in sync, are in a state of consensual interdependence. We think learning from Graham will help anyone aspiring to take up the charge of leading others.
Without Precedent by Joel Richard Paul
The story of our country's beginnings and the lives of its leaders becomes more astounding as we stack decade upon decade on their thinking and actions. Washington, Jefferson, Adams, Franklin, and Hamilton have been receiving much of the attention.
Yet the low cousin of Thomas Jefferson might be worth our attention. The author Joel Paul makes the case that our three branch system might not have existed if not for the strong will and mind of John Marshall.
Marshall’s personal life and adventures are of interest, as are the feuds with President Jefferson as the courts grew from a group of traveling deciders into the keeper of the constitutional conscience.
Anyone interested in the history of law and our countries founding will enjoy this book.
We will be back in July with more leadership and team building insights. Until then happy reading....or listening!
Encouragement, Failure, and Observing
Tick-tock, tick-tock, the clock keeps moving towards May 15th and the longer days and warmer evenings of late spring. The business calendar has many of us on planes, staying in hotels, and meeting with interesting people. The common questions are:
When can we get it done?
Several themes have emerged for us in the last 45 days that are worth sharing. Encouragement, failure, and observing appear to not have much in common, but in the course of our travels we saw a common thread.
Pass the Encouragement
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.
Free-Falling Into Failure
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.
Observing Your Next Sporting Event
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 with an observation grid to reflect on what the next step in each player’s development might be.
This concept of an individual’s next step has excellent cross-over for the business world. Team sports are like companies. It is really easy to get lost watching the ball and only focusing on the key players. In youth sports, we have a charge to use the sport as a constraint to develop the player’s character and foster an interest in putting forth a maximum effort towards a shared goal. “Do your best for the team and learn how to smile and adapt in the face of adversity.” It can be fun and it can also be hard. In fact the fun meter changes over time. Sports Fun goes from going to the ice cream store kind of fun to climbing a hard hill fun. Matching the challenge to the age group and interest level can be difficult.
With this in mind and with my new role allowing me time to observe, we came up with a sequential set of questions.
1. Did we observe the player hustle?
a. This can be off the bus, on the sidelines, or in the game.
2. Did we observe the player exhibit team first behaviors?
a. This can be off the bus, on the sidelines, or in the game.
3. Did we observe that the player remain centered and able to communicate during the competition?
4. Did we observe the players performance in the game/match?
Each column has room for three answers: + for a yes, 0 for a no we did not observe, and – for we observed the player do the opposite of our desired outcome.
Any parent or coach could observe a competition and use this template. What we noticed in using the form is that it really helps us coach the next practice. We are quickly able to recall the moment and the teaching concept that can be brought to the next practice. We can praise the player for the positive and share our observations and offer instruction to develop the spots that need to improve.
As with most of our templates, they evolve over time, so please use it to improve it and we welcome your feedback.
Looking ahead to the summer we hope that you will take joy in encouraging those around you to offer up their maximum effort and that your slow and generous observation eye is in use as you lead your teams.
Courting Serendipity...at the Masters
Bonus Section: A curious confluence of events afforded me the chance to attend my first Masters. The story, combining a first visit to Augusta with growing the game of golf in India is here:
Five Years of Branching Out
Five years ago Banyan Tree Strategies was formed with three clients and a belief that we could help people grow their businesses. We started writing about what we were doing for others on our website and by way of this newsletter and our client engagements rose to a sustainable level.
In the past 45 days we have continued to fine tune our offerings to more clearly answer the question, what does Banyan do for companies? The answers, in their current form are at our redesigned BanyanTreeStrategies website. We are continuing to add content and offerings and want to thank you for reading our newsletter, and for following us as we share what we have discovered in helping people and companies pursue performance improvement.
In this Edition:
One of the ways we prepare this newsletter is to track the conversations we are having, and then look to build a framework that will stand alone to help others self-administer a solution. Two conversations that have presented themselves worthy of this attention are what we are calling The Four Timelines of Customer Acquisition, and The Three Circles of your Network. We hope these two frameworks will give you insight into your business or community service efforts. We close with a process to run inside the two frameworks we outlined above. It's called the Daily 5 - Inside the Magic Window. It is a great way to keep the number of interesting people you are meeting up, while still staying on track with your primary job.
The Four Timelines of Customer Acquisition
Companies want to grow, but can’t raise their prices.
This framework came out of discussions with business owners seeking to grow their company while not having any pricing power. Where to focus their time and which conversations were most important are questions the Four Timelines can flush out. A closer look at how to use it yourself is here.
The Three Circles of Your Network
Shared experiences can build trust, and trust is a foundational element of commerce.
The Three Circles framework helps you categorize your potential customer base. It then helps you position your messaging. Our research has shown that a prospect's behavior changes based upon past shared experiences. It appears that there is a high incentive to draw those far from you into your circle of customers who trust your offering. Give it a look and then think through how you might craft your next marketing message.
Building A Network One Coffee Cup at a Time
If you are working in a metropolitan area being in close proximity to other professionals provides you with the opportunity to do what interesting people are already doing and create a first shared experience. We named it the Daily 5 - Breakfast, Coffee, Lunch, Coffee, & Drinks -because we noticed really busy people still doing all five quite often. Why not just ask them if you can share that time with them and share insights? All you need is a plan, the guts to ask them, and a premise to help them or provide insights. The key is to get one or two slots a week where you get out of your work rut and broaden your horizons with interesting and influential people. Our how-to white paper on the topic is here and is also on our courses page at www.banyantreestrategies.com.
Cheers to the next five years!
Drew and Sara
Grading Your Goals
Happy New Year, and welcome to one of the most productive 45-day segments of the year. The collective surge of our world’s re-prioritization of all things work-related can be felt by all our senses.
The team at Banyan has been busy preparing a year of relevant insights as you lead your teams, and we are happy to announce that a sister site and blog at www.drewsanders.com is now live to assist individuals at key inflection points in their lives. Both sites will work off the same platform, offering advice in small consumable amounts, and the new site is just starting to evolve. The menu of options will also allow users to pick a course and receive items in a PDF or a series of emails. The emails will direct you to answer questions to develop your own learning. Your answers will be organized and emailed to you automatically.
Our aim is to equip you with relevant knowledge that you can use in key areas of your life. We will pick the topics based upon the work we are doing for clients and friends. If you want us to research an area for a future course, please let us know.
Fresh Look at Goals
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 that image in mind. Teams that are assigned goals do not stretch, or reach, and some of them don’t even think. They just deliver the goal and oftentimes will do so with a nice passive aggressive, up yours buried somewhere in the result.
You the leader lose out on a major chance for upside when you make the goal the minimum acceptable standard and think that your team will still work to exceed the goal because they want to go the extra mile.
The financial rewards that come with goals are highly motivating to some. However, the intrinsic motivators of choice, autonomy, competency, and progress can have a huge impact for your joint benefit. We are noticing that the following recipe can really pay off with your teams.
Share the goal attainment mindset with your team, and walk them through how the compensation will work, and how you are viewing job security tied to goal attainment. It is up to you if you want to let people go who are 79% to goal or 69% to goal. It is fair to assume that everyone knows a minimum acceptable standard is necessary. However what you are looking to accomplish is getting most of the fear out of the room and allowing for some creativity to show up. Fear based goal setting can get you 60% of a person’s focus. The other 40% will be based on self-preservation actions like looking for work elsewhere and kissing up internally just in case. When you dial down the fear, laziness doesn’t automatically show up. Initiative and collaboration have time to breed and the results can be fantastic.
Have an open ended conversation about what is actually possible with your team. This may take time as you switch to the goal attainment mindset, but a fair and brisk discussion about what could happen might be revealing. Leaders often don’t really know what others are thinking because it is not in the team’s best interest to share, as it might turn into an all or nothing goal. The lack of trust that is built by perform or perish goals is significant, and once you are openly hearing what might be possible from your team then you are on the right track.
Set up your goal tracking cadence and then listen for the stories. Meet on a regular basis and don’t skip these meetings, you have to be in the hospital to miss this meeting. It is that important that you, as the leader, are on this call. Listen for the stories, as they are a sign of something going differently than people had hoped. Don’t jump on them in public, but privately meet with the story teller and work through to what is changing. Identify if it is an internal issue like time management, or an external issue like a change of leadership at a large prospect. Address the issue right away and help keep this person in the process of the best actions that lead to success. Once your team is actually striving on their own towards a goal they want to achieve, they will start to fail. Don’t miss the chance to work through these failures together!
Treat success and failure as tools for everyone’s understanding and development. One of the side benefits of a goal attainment culture is it increases the amount of sharing. Everyone should be able to perform well enough to stick around, and now you are focused on getting everyone into the A category. When someone succeeds, share it. When someone is getting stuck, share it. As the leader set the example of not judging failure, but observing it. The difference is that judgement is looking for blame, and observation is seeking clarity. Creating a workplace with clarity of purpose is a leader’s job. On the pathway towards accomplishment the world will present obstacles. You want to know about the obstacles in your team’s path immediately.
Cultures of fear have worked for centuries. We are not saying they don’t work. We are offering an alternative mindset which can require more consensual interdependence between the leader and the team. We have seen it make a real impact and will continue to share our findings for leaders to consider.
Would You Wish Your Children Bad Luck?
As the saying goes, one of the most competitive sports in America is parenting. This has been taken to a new level in recent decades with elite schools not growing their admittance pools, then why is it that the new standard is for college graduates to move back home? Have we extended adolescence in a perpetual state of not wanting to disappoint our children? Should we disappoint our kids?
I know, great idea Drew and Sara, you try it first and let us know how it works out. Well, thankfully Chief Justice Roberts has come out and done it for us in a recent speech to a group of 9th graders, and it is summarized by well-known author Bob Greene. If you are a practicing parent of any age and you have thoughts on how to weave in some disappointment into the threads of today’s K-12 education please share and we will make sure to incorporate it in our communications.
Correlating this concept with our prior thoughts on goals, it appears that striving brings about failure, which brings about reflection, which leads to learning, which leads to dreaming, which leads to hope, which leads to action, which leads to striving. What a great loop!
Setting Personal Goals With Words
You have a really good chance of being in control of your attitude. If you don’t like static goals like make this much money, buy that car, or climb that mountain, consider setting some attitude goals. You can achieve them at some point every day, and that accomplishment may just propel you to achieve something else. We suggest you change up the attitude goals for the different relationships in your life.
Here is a template for you to use and print out and below I share mine for 2018:
2018 Attitude and Behavior Goals:
Breathe, Observe, Smile
Listen, Encourage, Support
Hug, Cheer, Model
Love, Care, Share
Create, Engage, Pursue Remarkability
Move Daily, Sing, Swim
HAPPY NEW YEAR!
Drew and Sara
Thankful For You
Welcome to the last days of 2017 and our final communication of the year. We have a few observations from the previous 45 days of October and early November hustle, and hope they will help you in some way prepare for the holidays and their inevitable bustle. In this edition we have a top ten list question, an eight touches a year idea, and a 397 year old connection.
Who Were the Top 10 Most Interesting People You Met This Year?
This idea was formed when we shared with someone in an email that they were one of the 10 most interesting people that we had met in 2017. It was a true statement, but we hadn’t really thought of the other nine yet. However, upon reflection, we knew any list we created would have that person in the top 10, so we thought they would like the encouragement.
This got us thinking that at the time of year when people gather with family and old friends, that you might have some fun thinking about a list of the new people that you really enjoyed meeting. What made them interesting to you? Were they as interesting to others? Was it that they had power and influence or talents you appreciated?
Consider making a list and then reflecting on not only who they are, but why they were interesting to you. Compare it with your close friends and then have a fun discussion on what the list says about both the admired and the admirer. Looking ahead to the holidays, this idea might make some of your old hat family dinners a little livelier than in the past.
Is It Time To Kill All the Golfers..?
We thought we would inject a little humor into a tough subject that is often associated with the end of the year. Reaching the annual sales target. The idea came out a series of discussions with business owners and suggests that this can be a good time of year to remove a certain type of lead that is clogging up the funnel.
These aren’t the clients or the deals that have momentum. There are plenty of deals getting done prior to the end of the year, and Dec 31st is a wonderful impending event to create tension and focus for both buyer and seller.
These are the potential business relationships that just make both sides feel awkward. They look and sound like this: CLICK HERE FOR FULL TEXT
In Caddy Shack terms....you are killing all the gophers!!
The Five Kernels of Wisdom 397 Years Later
November 15, 1620 witnessed The Mayflower at anchor near the shore in Cape Cod Bay. Four days prior they had arrived and were now assessing the best place to build their colony. The first few years saw them face immense hardship from the seasonal conditions and tremendous friendship from the Native American’s. There also was an ill-timed and named visit by the ship The Fortune in the early years which didn’t bring much needed supplies, just more colonists and professional sailors looking for clothes and sustenance.
As a way to remember the famine and lean times the lesson of the 5 kernels of corn and their significance was created in the early 1800’s and has since been shared throughout thanksgiving tables across our country and a copy for your ready reference is here.
Today there are tens of millions of descendants who are alive because of the fortitude and resolve of those early settlers. Over the course of the next three years as we reach the 400th anniversary of the Pilgrims of Plymouth Rock we will share with you in the final edition of each year the stories that are told as America reaches this new milestone.
Kernels can be like pearls, associated with wisdom and this is our hope for each of us as we age. The ability to learn from the past and share it with others. When you think about what you want passed on to your family members this Thanksgiving, what is it? What are your hopes and dreams for them? 397 years later is it that much different, the wish of a mother or father for their children?
We thought it would be only fitting after writing about the Mayflower to thank you for your ship, more specifically your readership, mentorship, and friendship in 2017.
See you in the New Year!
Drew & Sara
Visions and Attitudes
Welcome to October and the fastest 45 days of the year. The first six weeks of the 4th quarter are a doer’s dream, no matter the setting the players are playing. If it is going to get done in 2017 action is required. A challenge that arises with all this activity is what to do first, and how to work with others when accomplishing larger tasks. These choices fall right in line with the conversations we have been having with leaders for the last five years and sharing with you in Branches & Roots. A lot of it comes down to this question: who is going to do what by when, and whom are they going to tell about it?
Our most recent conversations have been centered on visions, budgets, attitudes, and energy. We hope these summaries are helpful for you as you lead yourself and others through this short six week season.
Does Your 2018 Start With a Budget or a Vision?
We have found the answer to this question changes depending on the location and altitude of the person you are asking. What about in your own life? Do you start with a set of numbers, or with a dream? Your financial position is a vital component of your decision making process, money has rules and realities that are as consistent as the law of gravity. What you can afford to do and how to allocate your resources is a vital constraint you should have a handle on for 2018.
In the context of business, we have had a similar conversation several times in September. What does the budget look like for 2018? Who is getting more, who is getting less? It keeps your eyes down and it kills creativity. In this scenario you grab as big a budget as you can, and then justify how you are using it during the year to help the unit, and your compensation for overseeing the projects. We have come to call the people adept at this tactic BUDGET HOUNDS because they can smell the scent of a budget a mile away and think of little else once on the trail.
Our observation is that being a budget hound maybe good in a crisis when you are just trying to get to the next year, but if you want to get somewhere different and better, you need to learn how to dream. We all need to practice dreaming, and then writing those visions down and turning them into action.
Jeff Foley is a retired Brigadier General and a friend. In 2015 he gave a Ted-X talk in Augusta, Georgia where he walked the audience through how to script out a vision for the next five years.
Your budget will help you get there as a constraint for financial discipline, but without a vision and a written out target your chances of meeting those goals are slim. Enjoy Jeff’s video where he talks about Character, Attitude, Vision, Excellence, and Relationships and how they can all fit nicely on a yellow pad of paper.
Attitudes and Energy
These are the mantras I heard growing up and have continued to share into adulthood. Few people would contest the fact that attitudes matter; it’s just such a pain to changing them in others. Most of the time we just move on.
Recently, we encountered a situation where a leader couldn’t move on. They had a team that was mostly bulletproof from a job standpoint, and it was the manager’s job to improve the productivity for the company. Blowing off the attitude was no longer an option. What to do?
Through research and interviews we started to tease out how attitude and energy (or what some might call productivity) are highly correlated. From a science perspective this is not a ground breaking discovery, most parents have come to the same conclusion. The learning came from just how quickly we could turn attitudes around, and tap into the hidden energy reserves with some well-timed listening and consistent leadership behavior.
The simple science: Miserable people do not outperform optimistic people. Optimistic people are distracted less and stay on task. They are optimistic because they know the answer to the question: why am I here, and why does this task matter to me and others?
The learning: To get a group of miserable workers to become optimistic when you don’t have the ability to pay them more, or even make their work day that much different comes down to understanding how to use gratitude as a trigger for changing attitudes. You then identify the influencers and listen. Mark when and where they are either leading the team higher or lower from an attitude standpoint. Do some careful study work with the influencers, away from the group, and find the key intrinsic motivators (see image below) that matter to them and the group. You should be able to meet some of the intrinsic needs of choice, autonomy, progress and competency within the construct of the required tasks. That combined with gratitude as an agreed upon foundational value of the group, has proven to turn a group of miserable adults with a boss into an optimistic team with a humble leader.
Banyan is working on its own 2018 to 2022 vision and we will be testing out a few new micro-brands. “The Team Leader Club” and “Leadership Hub” are both concepts we will be sharing as we create content and learning offerings for people in the five theaters of self, family, work, community, and your network. Our current thinking is to offer our expanded network of 3100 followers a series of member benefits for being under the canopy of Banyan Tree Strategies. You are a member, you belong. Several questions we have been noodling on are:
Prioritizing, Publishing, Mentoring
Most of the summer vacations have now concluded and the rapid pace of fall meetings and events are right around the corner. We heard many tales of great summer trips and experiences and we hope you were able to use the longer days to recreate yourself and reflect on what matters most to you and your closest relationships.
We enjoy sharing our learning every 45 days with you in the hopes of stimulating interesting discussion between us, and potentially between you and others. In this edition of Branches and Roots:
- We analyze how constraints develop your skills
- How LinkedIn can help you amplify your career even when you have a great job
- What being a mentor can do for the second half of your career.
Got A Template For That?
Building off the great reaction we received from our post on productive solitude we started to notice that in many of 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 they are doing to be 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 in with answers that challenge you to prioritize your thinking. An individual benefits by working with a task allocation template like the one below. The act of not just writing down your tasks, but prioritizing them, and then estimating the time it will take to complete the task has a calming effect. It gets your to-do’s out of your brain.
Once you have written down your tasks you can then share it with others. If you are the manager of others, consider using this template as a tool to help them develop their own way of thinking on how they are allocating their time. There are plenty of smart people who are horrible at allocating their time, and it is hard to coach them on this without appearing overbearing. Asking them to complete the template will give you a window into what they think is most important and could foster some healthy dialogue around their choices.
Constraints have long been used by athletic coaches to help players practice longer, and to develop a certain piece of the puzzle. When we are helping someone with their putting in golf we often have them putt with just their right or left hand to increase their awareness of a specific part of the stroke. Similarly, having a direct report complete the above template could build awareness around the importance of allocating their time tied into their team's needs relative to their own.
The Long Tail Game and How LinkedIn is Helping You Build Your Brand
It was front page news in 1982 when IBM announced it was laying off employees, the security of lifetime employment with Big Blue was in doubt. The undertone to others was this meant that almost no private sector employee was safe. From moments like that 35 years ago to today, the idea of a personal brand and its cultivation have been forming. You, the individual, have the ability to create what the brand marketers will define as a 'promise wrapped up in an experience' and LinkedIn has been building a platform for your brand since its founding in 2002.
In the last five years LinkedIn has not only been a great place to store all of your contacts, it is a great place to share your thoughts and perspectives. In a business world where almost all employment contracts are “at-will” (which means you are working week to week at the whim of your boss), it is increasingly important to have a place to share what you have to offer an industry or marketplace.
There are several key actions to consider when it comes to publishing on LinkedIn. The first is to share what others have posted and add your comments. This is easy lifting and benefits the person who created the original content. The second is to set up a writing schedule and some topics you like to cover and start sharing your own thoughts. This content will live online for a long time, and can be referenced by you on other websites. The power of written content for your career has a very long tail.
The most recent development from LinkedIn is the ability to share a video. While this may seem like the last thing any of us want to do, it will have an impact on how we learn, and what we expect when meeting new professionals. If you were looking to hire someone and they had a short clip about themselves, it could be of great use to see how they communicate and handle themselves in front of a camera.
Two generations removed from 1982 the relationship between corporations and individuals has evolved into a measured marriage. Individuals now have the option of creating and maintaining a professional store front on LinkedIn, a place to store not only contacts but their work product. You own your career and we see LinkedIn as a valuable partner.
Allowing Wisdom To Rise
Having a trusted friendship with a person years older or younger than you is a true gift. We often refer to these non-familial connections as mentors or mentees. The roots of the word go back to ancient Greece when Mentor who was a friend of Odysseus was entrusted with the education of Odysseus' son Telemachus.
Relationships that are strong have certain elements that help them build. Affinity, time, shared experiences all are ingredients. One of the outcomes from a strong cross generational relationship is that it can allow the subtle gift of wisdom to present itself. When wisdom arrives it means the mentor has built up enough trust with the younger party to share their best insights and perspective. Often times this can be life changing for the mentee.
Yet for all its benefits, great mentors are in short supply. Why is this? It may have something to do with the all-important shared experiences. The generations don’t always do things together, and thus it is hard to form the bonds. Technology hasn’t helped. Then there is the hubris of youth always thinking there has to be a better way than it was done in the old days.
We share this as a preamble to what we think is a great new mentoring system that has been built by the team at Instaviser. It is an internal mentoring engine that institutions can use to allow the younger generation to connect with the alumni. We were introduced to it through our involvement with Cal Athletics. Instaviser branded Cal’s system with the name Golden Ties and Drew was asked to be a mentor. On several occasions a Cal student-athlete was able to find Drew’s profile on the password protected site and book a 30 mentoring session.
In both situations the common connection of having gone to Cal was enough to allow an easy conversation to ensue, and the beginnings of a relationship were born. The student-athlete had questions about work and job opportunities, and I was able to offer some thoughts and people for them to meet.
So many of our work and nonprofit institutions have a treasure trove of wisdom locked up in the minds of its elder participants. We will all benefit as it is transferred to younger generations. Hopefully solutions like the one Instaviser has built will gain traction inside the institutions you care about, and we will be able to pass down the principles and values to tomorrow’s leaders.
If you have an interest in being a mentor on any topic, please email us here and we will do our best to get you connected with the right team.
The Halfway Mark
Happy 4th of July weekend and welcome to the half way post for 2017. Summer affords us the chance to reflect and recreate. While enjoying a post dinner stroll, consider asking this: what did we learn in the first six months, and what does it mean? Our walks, conversations, and readings in the last 45 days have led to some learning in the areas of: leading yourself, your family, and your team at work.
The Power of Productive Solitude
What framework or structure have you set up for thinking? Where do you think best? Many people don’t know off hand, but after a minute or two might share that they think best when alone. We recently stumbled across a book on leading yourself, and have been enthralled from the very beginning. “Lead Yourself First” by Ray Kethledge and Mike Erwin is a qualitative study of how past leaders have used productive solitude to make key decisions.
We are now 10 years into the era of having a super computer that is in your pocket. 1.2 billion Apple iPhones have been purchased, and our new behaviors around them are only just becoming understood. It could be stated that one of the outcomes we all feel is some sort of attachment to the devices. Just as the washing machine replaced the scrub board and freed up hours of our week, so has the super computer in our pocket made our lives easier. Amidst the ease might be another driver, in terms of connectivity to others as the home-run app; whether it is via text, email, or a social platform like Facebook. Belonging feels great.
Counter to our need to belong is our need to be alone. This natural tension between autonomy and belonging has been dealing with a new actor for the past 10 years, and it appears that alone time is shrinking. We now have to choose to be alone, and “Lead Yourself First” comes along at an interesting time, making the case that in order to lead and make a contribution to others, you need to be able to think for yourself first.
Which brings us back to our question of: what framework or structure do you have to allow you to collect your thoughts? If you have a free minute and enjoy this topic, please share with us here how you build your thoughts to make key decisions.
The school yearbooks came home the other day with both kids smiling from ear to ear and ready to show us all the wonders within. Thirty years have passed since that bound accumulation of all our relationships, both good and bad, were in our backpacks, and it was pleasing to see that it still held its attraction with today’s youth. Inside the cover amidst the longer messages from the good friends was an abbreviation that has stood the test of time. H.A.G.S.
As adults helping guide the family through life, the notion of having a great summer has a different connotation. It comes down to making sure you have a summer at all, that you can stand there on Labor Day and say, yes we actually had a summer and it was great! We took the time to get away and let rashes and skinned knees appear and even allow some wondering and boredom to present themselves.
Making a contribution to your family's great summer is a curious challenge no matter what your role. We doubt it will require great amounts of funds or an amazing destination, it may just be instituting a regular game of cards or figuring out which board game everyone enjoys playing. Whatever you choose, having a great summer leads to a fantastic fall, so try and do something different and distinctively unique this season. If you were headed back to school, after this summer would you be able to write an epic edition of that timeless teacher faithful, “what did you do this summer?”
The Consequences of Mediocrity
One of the major headwinds to a great summer is if you are only 50% of the way to your annual goal by now, you are actually behind the number, because you will lose ground in Q3, and may not have the time to catch up in Q4. Being below goal is not a happy place, and could even be considered mediocre. If you are the leader it is easy to blame your people, but in a recent article by Joseph Grenny he articulates why it might be the leader's fault, and he shares a couple of ways to bring the big middle of your team up a few notches. Grenny is the co-author of one of our favorite books “Crucial Conversations, tools for talking when the stakes are high”. In this article he wrote for the Harvard Business Review he shares several ways to help the team visualize what their indifference could cause.
We think this hits the spot when it comes to larger group activities. The big middle is too easily swayed by the 'who cares' crowd, and the costs to change the bias by those in the middle is too great socially. As a consequence, a status quo of “slow it down” vs. “pick it up” is established. The ability to stimulate a “let’s pick up the pace” mindset rests with the leader, and Grenny shows us how to tease out the inner hard worker in your workforce.
No one wants to be average, and yet by rule there always is an average. However one of the synonyms for mediocre is the word forgettable, and seldom seen is the human who when presented with the option of being remembered or being forgotten won’t choose the former. Once convinced and bought in on being remembered, the leader then shows and teaches the tangible steps and behaviors that lead to success. Pretty soon your group may start acting like a team, and as the leader you may start to feel that surge that comes when humans care together at scale.
Like all people puzzles it may be hard, but it’s worth it.
Contented Cows? Be True to Your..Company? Do Your Job! Team Flow.
Welcome to the middle of May, a time of great energy and action, with a hint of distraction in the air. Memorial Day looms and quickly beyond lies…summer. Sharing what we find of interest every 45 days has been a challenge in only that we have to narrow our selections. Options abound. Longtime readers will know that the study of performance as both an individual and a team is what we metaphorically call our “Soup,” with our interpretations of it offered to others being our “Art”.
In this edition we turn our attention to employee engagement. Tension exists around the topic of how to get the most yield from an employee. In this issue we share a series of articles that discusses what is working at places ranging from a dairy farm in Indiana, to the halls of Facebook, to the locker room of the New England Patriots.
It turns out that the software engineers of the Silicon Valley have some competition when it comes to perks at work. The dairy cows of Kelsay Farms in Indiana may not have Foosball tables and free lunch every day, but they do have waterbeds, custom back scratchers, and cool air blowing on them. Why all the fuss? Because a happy cow is a productive cow, especially with some of the milk going for $14 a gallon direct to consumers. Now, a cow can’t talk and who knows at what point there is a diminishing return, but the amount of milk per day produced is pretty easy to track. As of today it appears the “encouragement” camp is working on our bovine.
Be True to Your....Company?
Most will know the Beach Boys song from 1963 as “Be True to Your School”, yet current research being done by Adam Grant at Facebook has started to show that pride in your company can have a large impact on the amount of work the average employee will produce in a day. It can graphically be represented on an axis of belonging and autonomy.
People love to have choice, and they also love to belong. When they feel that their company's purpose aligns with their own values they take more initiative. The new haunting question for leaders may become: are you proud of our team? What a powerful yet challenging question for many work environments. I can just see several of my earlier bosses falling out of their chairs in laughter. Does this mean we need plenty of circle time and not challenge each other? Is the chain of command completely broken and the inmates are running the asylum? Not necessarily, as discussed in this article from the May edition of Fast Company.
Do Your Job!
Now here are some words that maybe a few more of us are used to hearing. Do your job. This is the sign posted in the New England Patriots locker room. With recent history as example, it appears they players are listening. The usual reluctant public communicator coach Bill Belichick agreed to sit down with a CNBC reporter recently and talk leadership, as well as the concept of getting the highest performance out of each player. The principles are sound, the behavior needed is clearly defined, and with a game that hasn’t changed its boundary lines or ball size recently the basic strategy can be deliberate. In this scenario the life time production of the player relative to the contented cows may seem similar, as both have water treatment facilities, yet with the average tenure of an NFL starter coming in under three years, we are guessing the rules and leadership strategies might reflect the duration of a performer. Regardless of tenure, the players on the roster are under Belichick’s care, and even this apparent hard liner speaks to caring about his players.
We close by bringing it all together with a man with the hardest last name in the world to spell. Mihaly Csikszentmihalyi was a young boy in Europe at the start of WWll and has spent a lifetime studying the highest of performance states, FLOW. His research has been the bedrock for most of today’s top sociologists. We all know when we have it, we all know when it is gone, and as leaders the challenge of obtaining it as our numbers increases grows. It is the Leaders Challenge and as always any insights into how you have been accomplishing Team Flow are most welcome. His Ted Talk is linked below.
Your Humble Momentum (Mo)
Leaders drive the key initiatives in their own lives as well as those entrusted to their care. This past Friday marked the end of the first quarter of 2017, and if you put your ear to the ground you can hear the wheels of commerce spinning at high speeds. Ending Q1 with some momentum is a big deal. How was your Q1? Did you nail it? We hope you did, and are going to focus on how to keep your momentum going in this edition of Branches & Roots.
Way back in 2013 we released a golf story about momentum, and have been students of the discipline ever since. Our recipe includes three targets with three correlating hazards.
• At the start, present yourself humbly before your task, and be mindful that expectation is not your friend.
• Treat ups and downs with a similar hand, and don’t let your mind drift ahead while in the middle of your race.
• As the crescendo builds, pursue your best performance for the performance’s sake, and allow the darts of the wicked and your own doubts fall upon a tin ear.
Thinking about 2017, we are entering the middle of longer days and rotating schedules, while people balance the tasks of progress and accomplishment with the escapes that allow for silence and reflection. A hard winter is capital's friend, while summer provides a pleasant distraction.
The past six months we have posted a daily image in five leadership theaters to build out a micro-brand by the name of The Team Leader Club. The genesis of the club came from a client who wanted to offer her team a daily boost of leadership encouragement. Everyone is a member of the TLC, and it reinforces that we are all leaders in different settings, and that each situation often requires a different style of leadership. To keep your momentum going for 2017 we offer three images that hopefully will help you as you lead yourself, your family, and your work team.
If things are not going the way you want them, or you are looking to change things up a bit, consider a ten-day micro sprint where you re-prioritize things to make one task or issue number one for you and the team. This process allows other issues to rise to the surface, and it can potentially lead to flushing out a buried conflict that is distracting your team. Charles Duigg writes about this in his best-selling book The Power of Habit. Read a few pages in the preview to start changing up habits.
If you have a method or recipe for team momentum we would love to hear from you. Thanks and have a great next 45 days. Keep the Mo going!
Banyan Book Store
We have recommended a lot of books over the years in our newsletter, and are frequently asked about ones to read on a variety of subjects. If you would like to browse the selection of books reviewed or discussed in Branches & Roots, check out our virtual library.
The Message Matters
The first 45 days of 2017 have been active. Who is going to do what and by when are the main topics. Our work had us either facilitating for a team, engaging in dialog with an individual, or observing a company in action. In all three of these settings we became aware of a key differentiator in performance tied to a specific moment, and hope by sharing it with you that it might stimulate a discussion with your team.
The moment of influence is when your product offering or service comes in contact with the customer, and things are not going as scripted. What gets said and how both sides are left feeling appears to have a large impact on customer satisfaction and employee engagement. We also noticed that when a leader sits down with their team and helps them jointly craft what to say at these moments, and ties them back into the teams internal values, you have the potential to tap a powder keg of productivity. These have been 'aha' moments for us, and we are excited to share more detail on this below.
Flying the Friendly Skies Vs. the Feeling of Love
A recent business trip had us back on United Airlines instead of Southwest, and we noticed a great example of how the flight attendants on Southwest have just the right language to handle a frequent conflict point, and the team at United does not. On the evening United flight home there were 10 bags that had to be checked at the gateway. This changes the duration of the flight by an average of 30 minutes for the person who now has to go to baggage claim. United had increased the flight time of the passengers on that flight by 300 minutes. As I put my sport coat into the bins that must have been packed I was dismayed at how much room there was. In one striking example a ladies white handbag was all by itself.
Compare this to the flight on Southwest the next week -which was just as full - and there were no bags checked. I witnessed a similar hand bag being pulled out by the flight attendant, and then with the tone of grace and the firmness that comes with her uniform she asked the owner to place it in the seat in front of her so other travelers could get their luggage up in the bins.
Our perspective is that the training Southwest puts their team through to handle the common conflict points is not just good for the customer, it really empowers the employee as well. The crew at United were very friendly, they were hustling, and they have a long list of things to get accomplished. Yet it was clear dealing with the issue of how people shirk when in groups, and not having bags checked was not something they had prioritized or practiced. When you have a team member in a position to work with a customer of any kind consider carefully the language you have empowered them to use. If it isn’t practiced you are leaving up to chance the satisfaction of both the customer and your employee.
The Three Leader Laments That Are Killing Your Culture
It may not be a welcome point of view, but a haunting reality started to appear to us about what happens when a leader laments, or complains. It guts the commitment of almost everyone on your team. We identified three of these culture killers and share them in the hopes that you may check yourself in your efforts to improve. The first lament comes in the form of getting off focus. This occurs when you take different courses of action that are in your head, and start to leak them to your task-oriented team. Your team wants to know what you need and what is the plan? If you are winging it or juggling multiple strategies, and thinking it doesn’t matter because they don’t tell you about it, think again. They are not going to tell you, almost instinctively they will cut their commitment by 30% immediately.
The second lament comes in a moment of frustration when small items are brought back to you by the team. The questions are low level, off topic, and drive you nuts. Your response appears to be a clarifying statement, but it also stops your team in their tracks. “I Don’t Care” about this or that the leader says and admonishes the person for bringing them something small or trivial. But wait, if your direct report cares about it, and you the leader say you don’t care, then why should they care? These are just the wrong words. Leaders can’t say them. They are a sign that the team is struggling solving a problem and they don’t have the language or the latitude to resolve an issue. This is a teaching point for the leader and the team at the right time. We all have said, “I don’t care” at one time or another and we meant no harm, but harm is done right down to the very core of your teams engagement. The leader has to care.
The third lament of a leader that guts the engagement levels of your team is allowing people to share the stories of how people have lost their jobs. Myth and story are life staples for humans and it is only natural for bad news to be shared inside human systems. Yet some companies don’t realize how much damage a culture of fear can have to employee engagement. Leaders can’t dictate what is and isn’t said on every topic, but they can model the right behavior by not joining in the stories and by sharing with the story tellers what the consequences are on both sides of the telling the “people get fired around here” stories. If you are looking for your front line to think and move with purpose you want them to feel empowered to make decisions and communicate. They need to be able to make mistakes of commission while moving towards the goal. When a leader allows the fear to reign, they cannot then expect people to think for themselves. It is just a bad bet for the employee and leads to the worst kind of person, the one who quits but keeps showing up to work.
What A Trip to Mt. Vernon Can Teach Anyone About the Pace of Sales Dialog
We recently observed a sales meeting for a software company and were asked to listen to a new inside sales rep role play to learn what to say to a prospect. The tone and confidence were there, but we didn’t get the sense that the conversation was going anywhere. When asked for feedback I wanted to come up with an image that wasn’t tied to sports, so asked the new employee if they had ever been on a house tour like Mt. Vernon where George Washington lived. She replied in the affirmative and so I asked, do you think the tour guide is in sales? From this question a nice dialog ensued where I was able to get my point across that different types of dialog have different pace to them almost like a music score. In the case of Mt. Vernon, the tour guide needs to keep us moving on the treadmill so the group behind us can view the room, and they want us to connect with the house so we spend money at the book store.
The image of the house tour resonated and so we broke out the stages of a sale into different rooms of the house and started sharing it with other companies. We have been calling it “House Tour Theory” and are enjoying how it applies to a range of institutions. Non-profits, professional services, and software companies have all been able to tweak the conversations in the different rooms, yet they agree that the conveyor belt should always be moving forward. Feel free to use the image below for your customer acquisition and success processes. Please share with us how it works or needs tweaking for you.
The three moments of maximum influence: a customer service conflict point, a leader lamenting, and the salesperson keeping the deal on the conveyor belt. In all three, The Message Matters!
Have a great next 45 days and see you on or around April fools day!
Moving at the Speed of Your Values
The last 45 days had us watching a series of human systems move either quickly or slowly through challenges. We started to notice a few common threads in the efficient teams. They had a language for resolving conflict, and had a structure of values that helped them answer questions without stopping to talk with the authority figures. Those values helped each team member gain confidence, which developed their character. This last part on developing character stuck out to us because of some common perceptions on character being a fixed trait. The perception is that character falls into two camps: you either have it or you don’t. Most people don’t know how to teach it, they just know it when they see it. This leads us to the question that is the title of our next section.
Can You Develop Character?
We started to notice that the right human system can build and develop character with a series of commonly held values, that allow all of the members to build daily momentum with good choices. This crystallized for us when visiting the Naval Academy in November with our 12 year old son, Ryan.
We were 90 minutes away from the Academy, and with a free afternoon couldn’t pass up the chance to check it out. The midshipmen have positioned the book store right next to the security gate, so our first step was to pick up a few souvenirs for Ryan's sister and mother. A favorite pastime of ours is to buy a magnet for the fridge to commemorate past travels. Within minutes a coffee cup, exercise shorts, a sweatshirt, and the magnet were easily secured. Navy had just beaten Notre Dame at the football stadium that day, so there was a bit of a line, and we passed the time looking out the windows at the ships bobbing up and down. Soon enough it was our turn and we chatted with our attendant, got our receipt, and were off.
Twenty feet away from the counter and halfway out the doors Ryan turned to me and said with a surprise, “Dad the magnet is in my pocket!” We were literally inches away from stealing a $2.99 magnet on federal property. We did a quick about face, and went back to our attendant just as she finished with another customer.
With chagrin we presented our honest mistake and paid for the magnet. I remarked that the honor code at the Naval Academy was really important. And here is the moment that hit me. She smiled and said,
“It makes you feel really good."
It, being the honor code, the values that cover every situation that a person could encounter while at the Naval Academy, made her, an attendant at the book store, feel really good. Wow. Now that is a large human system that can move with speed. Their values are dynamic and all encompassing.
Turning to our 2017 hopes and dreams, one of them is that you and your teams will be able to align your interests and values in such a way that you effectively navigate the conflict and tension that accompanies worthy challenges and goals. With that in mind we have created a DIY alignment exercise for you to use with your teams. Click on the documents below or download HERE. We compiled it from a variety of sources and if you use it, let us know how it went.
"Branches & Roots": A Look at Strategy and Competition Through the Lens of Business and Sport
A Banyan Tree Strategies Communication
The final 45 days of the year are here, and we expect them to fly by as delightful distractions abound. We are happy to be closing out another volume of Branches and Roots and want to thank you for your feedback and comments throughout 2016. We finish with four vignettes that will hopefully inspire you to spread the spirit of thanksgiving throughout your family and friends this holiday season. If you find any of these ideas worth sharing, please do so, as a new subscriber referred by a friend is the best present we can receive.
Vin Scully Retires....and Gives Us a Final Gift: Perspective
Vin Scully called his last Dodger game this September at AT&T Park in San Francisco, as the Giants moved on in the National League Playoffs. His career began in Brooklyn in 1950 when Jackie Robinson was still playing for the boys in blue. 67 years later at age 87 he decided to end what has to be one of the longest running media relationships of all time. Mr. Scully was honored and interviewed all season long, and in the final article by the LA Times a quote struck a chord with us on a wonderful way to think about change. When asked if he was sad to be leaving after all this time, he made a small adjustment to a line from another legend, Dr. Seuss and offered, “Don’t be sad it’s over, smile because it happened."
The fall of 2016 has brought to an end many things we wish could continue, not the least of which are the lives of spouses, parents, and dear friends. We wanted to pass on to you this “smile because it happened” quote as encouragement as we work through the endings and struggle to adapt to change.
How Can 14 Wolves Change the Course of a River in Yellowstone Park?
Talk about your head scratch questions; how can a wolf change a river's course? Do they dig on the sides with all their might? We invested the four minutes to watch this video and have found a series of situations to raise the following question: If the wolf equals tension, then where in your life do you need to increase the tension a bit to reach a desired outcome?
As we seek to finish 2016 on a high note both individually and with our teams, how will you play with the constraint of tension to effectively develop practice and performance? Too much tension will suffocate most people and not enough has its own challenges. We have noticed that the best leaders work with this concept daily to understand just how much each member needs to reach their peak. We thought the video introduced the concept in an interesting way, and if shared, could stimulate some fruitful dialog between you and your team. You might consider asking, how can we let the wolf in here a bit for our joint benefit? If you come up with something worth sharing, please do so here.
What Will Your Totem Pole for 2017 Look Like?
At the end of any year, many of you will be asked to think about how to make next year better. This isn’t always the question some want to hear. What if this year was an all-time year? How can we improve on that? We thought we would adjust the perspective with a different type of question. If your life was a totem pole and it takes you an entire year to complete the next section, what should it look like and why will it inspire someone? Hopefully this point of view will afford you the chance to dream about your future and to also realize that your efforts have the ability to encourage others around you to strive forward.
As you dream, if a relationship or a situation is a perceived obstacle, what are you going to do about it? Are you going to “act” it out by using silence or violence to get your way? What about learning some new communication techniques to “talk it out.” Is that possible? You may have been facing this dilemma in your head for quite some time and we would like to encourage you to look at next year as your chance to create a great work of art that could stand for decades. Dream about next year’s edition of you, this is the perfect time of year for it.
Designing Your Team From Scratch? Jack Clark Has a Few Ideas For You
Another thing that leaders do this time of year is think about their teams and how they are performing, and if any tweaks are needed to improve next year. If you are in this frame of mind we highly recommend you watch this 12 minute video from Rugby Hall of Fame player and Coach Jack Clark. He has been the coach of USA Rugby and for the Cal Bears and his players for decades have walked their talk. He is now sharing how to build out a system of values for your team, and once they are codified and defined they can be measured and required.
Two things jump out to us. The first is that Clark is selling the concept of pushing decisions as far out in the system as possible. This is very hard for insecure leaders to do, they are unsure about the outcome and as such want to control everyone and have all hard questions come back through them. This is the definition of a “Kingdom” culture. Clark specifically describes how his first value of “selflessness” allows every member of his team to make quick decisions. They just ask, “What is best for the team?” and the answer appears. This is brilliant.
Clark also highlights the differences between authority and leadership. He articulates that every human system must have a chain of command, yet every member of the team has the ability to be a leader. As you are looking to equip even the newest hire to help your company, consider taking a page from his book and outlining the differences between the two. It just might empower your younger employees more than you can imagine. Authority is how decisions are made, leadership is how you inspire others.
"Branches & Roots": A Look at Strategy and Competition Through the Lens of Business and Sport
A Banyan Tree Strategies Communication
Attitudes Are Contagious, Is Yours Worth Catching?
The phrase "finishing strong" comes to mind as we peer around the corner at the next 45 days. Plans made for 2016 have been launched, challenged, met, and in many cases are almost complete. If your plans involved some stretch goals it is at this point in the year where the pain exists and the questions linger. Will we make it? Most of our readers are leading themselves and others through these active times, and if you ever wonder why you care about attitudes, we have found some research that backs up what your gut has been telling you all along. Energy transfers quickly between humans. Join us for a few quick looks at how some are improving in the area of team performance.
Trusting Your Spider Sense
How fast can you tell the mood of a room? How is it that in an instant we can pick up the buzz or the tone? Something in our make-up affords us this capacity, yet for decades managers have dismissed the productivity benefits of person to person energy transfer when it comes to getting things done. Often times the grumpiest person seems to be able to reign over all, and decide that smiling might hurt the bottom line. Culture-oriented advocates will run up against the dreaded “what it is the return on investment” and seldom have any real proof behind their soft skills training.
Recently Wayne Baker of the Michigan School of Business wrote a short piece for the Harvard Business Review titled “The More you energize your coworkers, the better everyone performs.” It proves that attitudes matter and can increase worker productivity. Baker writes about concepts like a reciprocity ring, and mapping relational energy, which have been effectively proven to increase the productivity of teams. We encourage everyone to click through to the different studies they have completed as you look to develop your own teams.
Colin Powell himself has stated that “perpetual optimism is a force multiplier” and if you are trying to get the team across finish line it doesn’t hurt to re-read the Little Engine That Could. Attitudes ARE contagious.
In Pursuit of Play
Something has been in the water in Seattle since 2010 when Pete Carroll took his "pursuit of play" practice methodology to the Seahawks. We think his work with Michael Gervais gets right to the heart of attitudes being contagious, especially in the highly negotiated world of NFL players practice time.
Every NFL athlete knows he is a going out of business sale, every down could be his last, and this includes practice reps. Their finely tuned bodies must perform at the highest level or the system will produce the next man up. If that happens, the opportunity costs of being a professional athlete immediately start to show their ugly faces. Hidden by the fame and the glory is the difficulty in skill transfer to a non-sport, normal work activity. In short, NFL players have every incentive in the world to not want to practice hard. “Coach, I got this,” can be code for, why should I exert myself now if it is unclear how it is going to help me play well, and earn my next contract regardless of whether we win the game or not.
Talk about a tough culture nut to crack, yes you can scare them into practicing and try to force it. But Pete Carroll took an interesting flank into this problem. He asked the question, can we create a culture of people aspiring to be their best, and learning how to do that by competing with each other and their best self. At the core of this mindset is an attitude that is positive and adaptable, someone who is ready for anything. Gervais and Carroll have been tapping into their players imaginations and are passionately in pursuit of play. Think about your own teams, could you change things up a bit to develop a fresh perspective on learning to enhance performance? There is some good science to back this up that our friend Dr. Glen Albaugh recently shared.
Its All On The Line at the Ryder Cup
The United States has won two of the last ten Ryder Cups. It’s an ugly stat that very few in the golfing world are letting go unnoticed. Task forces have been formed, greats of the game have gotten into verbal skirmishes of how we should adapt, and it’s been a mess.
Finally we have the Ryder Cup the US should win, a huge golf course in the middle of the country, and the European team has six rookies. Yet the matches still have to be played, and the putts holed. Right in the middle of the event lurks a hard truth. The Europeans like each other more, they play for each other, and they team up faster than the US side.
For us, a group of golfing, team creating, tinkerers, this is excellent theater. We are watching the following themes this weekend at the Ryder Cup, and are curious what you notice as well.
Any way you slice it, this is Phil Mickelson’s Ryder Cup. He bristled under the PGA of America’s leadership, used his well-deserved clout to change things, and has planned and prepared alongside Davis Love for the last two years. He is an all-world performer who loves the high stakes. Watch how he interacts with others, as he balances his drive with being too controlling for some peoples tastes.
The local crowd should have an impact before the event is complete, see if you can notice in the post round interviews if it adds to the resolve of the European team, or undermines their confidence.
Let’s see if the American’s can live out their “13” image on their head covers promoting the "We Are 13" fan campaign and get the Mo (momentum) going collectively.
Book Review - Can You Keep Your Cool When The Building is on Fire?
The Red Bandana" by Tom Rinaldi
Welles Crowther died saving the lives of others in the South Tower on September 11th, 2001. He had ample time to leave the building, he carried others to safety and kept going back up into the fire zone to save more. He died less than 50 feet from safety along with other firefighters. They weren’t running for it, they were planning how to help even more people. The thing about Welles Crowther, he wasn’t a fire fighter, he was a trader for Sandler O’Neil. His attitude in the midst of chaos was that of clear and direct communication to people in duress, to people on fire. He gave them a pathway to follow and saved their lives. His attitude and story are now available for all to learn about in a new book by Tom Rinaldi by the name of “The Red Bandana”. The story of the families love and the survivors stories are compelling and most contagious of all is the courage so many showed that day helping others.
"Branches & Roots": A Look at Strategy and Competition Through the Lens of Business and Sport
A Banyan Tree Strategies Communication
Membership Matters...Where Do You Belong?
In a perfectly efficient world, we at Banyan would be able to know the first thing that popped into your head when you read the title: where do you belong? Collecting the data from several thousand people all at once would be amazing. We feel fairly certain that you did have an answer, as we all belong to some sort of group. Families are groups, as are schools, sports teams, churches and with the Olympics ongoing it is hard to leave countries off this list. For most of 2016 we have started to notice another enterprise that is paying attention to our human need of belonging, and our strong sense of group. That group is the for-profit business.
As we head into the fall and the fast dash to finish 2016 on a high note, we thought we would share a few things we have noticed about our sense of belonging. Even though it is remaining as strong as ever, it seems that we are distributing it to more entities. We appear to be in a time of great expansion when it comes to options for membership. In our lifetime, we have gone from three TV channels and no remote to millions of options on YouTube. When it comes to your personal tastes in reading, our subscriptions have expanded from maybe a magazine or two, to hundreds of likes on Facebook that keep us connected to a brand or cause. It also looks like our belonging is expanding from the big three of family, religion, and country, to everything we purchase or consume.
As students of how groups become teams in both business, sport, and life, we thought a few quick vignettes on the expansion of the membership economy could be of use to you as you lead your collective teams.
The Power of Extending Membership to Someone Else
The Olympic Games in Rio have had a series of compelling story lines that accompany the stunning vistas of the Rio skyline, with none more heart wrenching than the delegation of refugees who are competing without a country. Think about that; they don’t have a country. They don’t belong to one of the big three groups. Yet here they are, competing under the Olympic flag. Is there a country in the world that wouldn't want an Olympian as a citizen?
Our guess is the prospects for these athletes are solid. They will find countries, and chances are they will make a contribution greater than some who were born into that nation. Being without something can make one cherish it when it is returned or found. This is exactly where we think business owners can make a difference in a person’s life. When looking at your potential employees, you are extending to them a chance to belong. They get to become a member of your team, and membership can lead to access and to success. As you are scanning the horizon seeking great talent to transform your company, keep an eye out for those scrappers who may be a tick light on talent, but will never undervalue access to your group.
Can Your Brand Connect Into a Customer's Sense of Belonging?
If a brand is a promise wrapped up in an experience, and membership equals access to scarce resources, then the question is can your brand deliver a sought after experience? An example is that anyone can go to Disneyland, but only the members get the back stage conversation with Mickey and Minnie. In fact Disneyland has its own executive training center that allows other companies to learn how they have created millions of members around the world who vacation almost exclusively at Disney properties. Talk about a small world…
Most companies would die to have this sense of connection with their customers. In the midst of segmenting their members, Disney still finds a way to make the person who bought the general admission ticket feel like their access to the Magic Kingdom is scarce. Brilliant! Our central question here is, how can we incentivize our customers to want to become members? If you are having success with this at your company, please share with us here.
Book Review - A Book That Puts it All Together
“The Membership Economy” by Robbie Kellman Baxter
Silicon Valley consultant Robbie Baxter does an excellent job of outlining how different size companies can adapt to the emerging membership economy. She shares how to bootstrap your own idea all the way up to how Weight Watchers adapted to this new market reality. There are take a ways for how business owners should work with their employees and their customers. This is not just a book for the head of marketing, it is applicable for any parent or grandparent as they look to stay current with how people’s sense of belonging is driving their actions.
Going from the Big Three of Family, Religion, and Country to hundreds of affiliations can cause stress across the generations, if you get really stuck, take solace, at least you don’t have it as bad as good ole Charlie Brown…
A Banyan Tree Strategies Communication
Conflict is King
Happy 240th Birthday to America! As we think about our nation's birthday in the midst of an interesting political time here in the USA, World News has really dominated the last 45 days. Trying to shed light on all the scenarios in Europe is daunting, but if we use our lens of 'group into teams' we found some similarities in the happenings in London with what companies face when they don't fully engage all of their constituencies. Henry Kissinger's paragraph in a WSJ op-ed this week synthesized it best for our tastes. "The coin of the realm for statesmen is not anguish or recrimination: it should be to transform setback into opportunity." Seems like you could change the word statesmen with coach, manager, leader, or parent and it still rings true.
The Fourth of July and the US 240th year had us thinking about anniversary numbers and things long past being relevant still today. We noticed that this is the 400th anniversary of William Shakespeare's death. Historians have been helping us understand just how much our Presidents have been influenced by The Bard, even after 400 years. Here is an interesting article by Edward Rothstein.
The number 400 then had us leaping off to the upcoming anniversary of our country's discovery by Europeans in 1620. We started to wonder if there is anything we can learn from those early pioneers. Our research turned up something we found of interest. It turns out that even though this group of explorers had to be bound close together and cooperate in order to survive the journey, once they got here, conflict reigned.
From a media perspective, conflict makes for good copy, and it appears that we are entering a period of well documented strife. This time around, however, thanks to the smart phone, we have three billion journalists jamming the endless channels. We wonder where a young Kissinger would find the opportunity in that?
Cat Scratch Fever
If a politician must communicate why they are the right person for the hour at hand, and we have for decades laughed at how they will say anything to get elected, then the time may have come for the mid-career professional to take a page from their book. Two economies, the old and the new, are crashing into each other with massive force and frequency these days. The collateral damage are the people who work as employees. The language we use to discuss how a company shrinks its employee base will always mask the harsh reality for the person who has been let go. Terms such as RIF (reduction in force), normalize, and other catchy explanations keep the people who remain comfortable in their seats, yet in the back of their mind they have to be wondering: Am I next?
Recent engagements and meetings had us learning more and more about what a professional could be communicating when it comes to their strengths and capabilities. We have named a new tool Re-CAST (Career Assessment Strategic Training). We are happy to share with you the basics of what have learned so far.
In brief, we all need to be able to communicate what our strengths are, what type of team player we are, where we work best, all wrapped up in the context of the market reality for the institution. Companies are adjusting to the needs of their customers every year, and this creates an opportunity for an individual who can articulate their value to the company's needs in the future.
While some of this may seem like timeless advice, the difference these days is the duration of the commitment. The more flexible the individual can be when engaging with an institution, the more they will be able to charge for their services. A large reason for this comes from the heavy government oversight companies face when it comes to the category of an employee, and how quickly customers are changing their mind. This keeps organizations reluctant to hire someone full time. The one-two punch of a fickle customer and a strict regulator can make any business owner gun-shy.
Taking a page from a congressman who runs for re-election every two years, building your career with two-year tours of duty within a company appears attractive. How you articulate this and how you go about finding the right company to team up with now becomes a very important skill to have. Gone are the days of attending the best college possible, or to acquire the best training program possible from the largest company, and then not have to think about career positioning ever again. The frequency with which the professional will need to assess if a company is a good fit, and then communicate how their contribution will make the greatest impact, is on the rise.
We welcome your feedback on our one pager here.
Hey Buddy, How About a Lyft?
If there ever was a shining example of adapting their individual talents to the needs of an enterprise in the context of a market reality, it has to be Shaquile O'Neal. A giant from the day he was born, Shaq dealt with all the hype that came with being "The Man" in college and then the pros. He handled the expectation and learned how to share the ball and won multiple NBA titles.
Recently he has joined the team at TNT to analyze NBA games with Charles Barkley and Kenny Smith. Shaq's voice is so low, you have to turn up the TV to hear what he says, but it is always worth it. He talks and preaches about "the others" and how you only win when you get the ball moving in all five players hands. He also is completely comfortable in his own skin, and uses humor as a fantastic motivator and collaborative elixir.
His recent marketing efforts with ride sharing company Lyft had us in stitches and even if you don't find this as funny as we do, consider how Shaq is using his attributes to his advantage and adapting to the market realities of the day. Well done Shaq!
We welcome any comments and have a fun and safe Fourth of July!
A Banyan Tree Strategies Communication
Does Your Disadvantage Have an Advantage? Dr. Seuss Thinks so…Eggs Anyone??
Welcome to the final 45 days of the first half of 2016, a time of great expectation. Business deals need to close before summer starts, and the long days and warm evenings of June and July creep into even the most focused mind. Thoughtful leaders are aware of this dynamic, and are wise to let the thoughts simmer without boiling over. You can just hear the manager thinking, “Yes, let’s dream a bit, but also finish our work as well, that customer would like to have our product before they go on their own vacation."
Into this short season we offer thoughts on how you can stay adaptable in the face of a new constraint, consider a fresh way to view the difference between power and influence, and what a flywheel can teach us about our network. We close with an entertaining video on how to best use Skype for a job interview.
Eggs Anyone? What does Dr. Seuss have to do with your ability to use a constraint to improve your performance? Well, it turns out most of us only have so much resolve to repeat a task over and over, and there is a point of diminishing returns with the "rinse, repeat" strategy of human learning. This is where the concept of adding a constraint to your practice enters our field of view. Most of us have acquired some level of skill in order to meet our consumption needs, and if we are really fortunate we enjoy the tasks we are paid to perform. Yet the forces of creative destruction are high, and it pays to keep improving and adapting (anyone reading this on a blackberry??)
A recent study showed that when participants were given a constraint to their practice, their output increased over the average. A living example of this is the book “Green Eggs and Ham,” which was written when Theodore Geisel was given the constraint of writing a children’s book with no more than 50 words. A frequent way to think about this concept is in daily life, the moment something changes to the negative see if you can ask yourself, what is the advantage in my apparent disadvantage? Does this new constraint open up an opportunity to enhance my performance?
Connecting this back to you and your team's production, how might you change up the practice and or rhythms of the group with a fresh constraint? How might thinking about changes this way improve both the resiliency and the adaptability of your team? Consider asking a few folks to diversify your data set and then let us know what you come up with.
Power vs. Influence
Several years ago our work led us to draw the Tree of Performance above as a way to illustrate the difference between extrinsic and intrinsic motivation for a group of managers who were struggling to hit their goals. The idea of the image is to give the person in charge an idea of how many more levers they have to work with inside an individual, as opposed to the obvious "carrot and stick" behavioral outcome options. Recently, we began to return to this image as a way to suggest to business owners and executives that when it comes to power and influence the same could be true. Power typically only extends to the end of where the holder has the ability to monitor and therefore control outcomes (think US Military in a foreign country like Korea.) Influence, however, moves freely around and under borders, and trades on a completely different exchange: that of human emotion. It is our “ism” that flies around the world confounding leaders, and this greatly adds to our influence. Capitalism speaks to the roots of a persons need for self-improvement as they climb Maslow's ladder.
In your own life as a leader you probably toggle back and forth between using your power and your influence without much notice. Our leadership engagements have left us considering the consequences that come from using power versus influence and we have noticed that the latter far outpaces the former but can require more time and energy. When time is short, it helps to have practiced your verbal communication in tapping into your teams roots, or you will most likely go back to the old faithful “my way or the highway” levers. What have you noticed in this area?
Your Personal Flywheel
If your network is the sum of all your shared experiences, and your production is the outcome of your efforts, than we would like you to consider that your personal flywheel is the combined influence of all of your connections. The great thing about having a network of people you have shared life experiences with is that they are a primary source on you and your character. Another benefit is that your network also cares deeply about their own success, and they are actively growing their own careers. As the calendar year turns towards the summer months, consider allocating some of that lost time of production to feeding your relationships with genuine inquiries regarding well-being and current plans. We wrote a white paper on this topic so if it feels awkward, you can follow our script. The interaction with your network will keep your activity and acuity levels at game-ready speed at a time of year when things can slow down. The norms of reciprocity will also be in your favor, as you seek to understand what’s new with them, they will return the inquiry. Give it a shot and let us know how it goes.
Video conferencing has been around for at least a decade, and for many it is received with a mixed bag of emotions. Do I really need to see you while we are talking? Do I stare at the screen or the camera? Can we please change the camera angle as I am distracted by seeing how awful I look? These and other questions pop into people’s heads as reasons not to like video conferencing. Yet the technology is not going away, and a company by the name of SKYPE has become a global standard for communication, and therefore it pays to understand how to use it effectively. With that in mind we share a very entertaining and short video on how to interview well on SKYPE. You may want to forward it on to a friend who is graduating from college, or watch it yourself for some helpful tips in video conferencing etiquette.
We close with the reminder, when change happens, what is your new advantage?
A Banyan Tree Strategies Communication
"Citius, Altius, Fortius"; Learning How to Compete With Your Best Self as a Team, a True Challenge
Welcome to the second quarter of the year and the beginning of the last 45-days where work is still at the top of everyone’s priority stack. Your efforts to make 2016 a success should be in full swing and with a good start under their belts, many will be looking to stay the course. It is at this exact moment that quite a bit of self-sabotage occurs as we look to strike a balance between overdoing it, letting off the gas too much, and losing our momentum. Thousands of athletes are counting down the days to the 31st Olympiad in Rio; many are swift, others are strong, and all are focused. Yet how will they spend the next 124 days competing with their best self and for those of us competing in the Olympics of life, how do we keep the flame of inspiration and effort lit over the long haul?
Having great relationships with others who we share commonalities in genes, interests, and abilities has shown to enhance the quality of our existence. Coming together as a group to form a cohesive team also helps us all to strive with. Striving with, or being with are common origins of the word “Competition” and in this issue we are going to look at concepts like culture, influence, and agreement as outcomes that can be improved when the principles of striving with are implemented. Speaking of competition, The Masters is this week and we end with a golf viewing tip for you, as the splendor of Augusta National hits your television.
Is Your Culture a WOW! Or a Whatever?
One of the benefits of helping companies work on turning groups of people into teams is that you get to visit a wide variety of settings and environments. A recent trip to a professional college had us buzzing and prompted the above title. This team of 125 teachers, administrators, and service staff were on fire from the very beginning of the two-day long all-hands meeting all the way until the end. Every member of the team was making a sacrifice to be present, and the business itself was closed the entire time. Thinking of the total cost to the enterprise would make most owners blink, yet like clockwork for years these days are reserved to fill up the tanks of the people that make the company tick. If your current culture is more of a Whatever these days than a Wow, see if implementing a few of these tips we gleaned will help.
An initial idea to consider is having a common way to signal the end of a situation or event. Most companies will have gatherings, and even with the best clock management they can run long. With attention spans waning you increase the chances of having the end of your meeting being a dud, which sends your people scattering and potentially lacking vigor. Consider having something everyone does together to officially signal moving on to the next task. Think of a football team clapping their hands as they break the huddle. Your group should have its own authentic act, but as corny as it sounds it brings your people together.
Another tip is to allow your long standing employees to talk about their experiences at the company. You will be shocked at how seriously they will take this, and it signals to everyone that commitment to the company is honored and appreciated. You needn't have a perfect culture to accomplish this, and the people you are honoring will have had challenges along the way. Regardless, this ceremony binds your people to each other and your enterprise.
Finally, give your new employees a chance to answer a few key questions in front of the group, and make sure they are made to feel very welcome. One of the questions can be serious enough to let the entire group know that not just anyone qualifies to be on this team, and we are all looking to make a contribution. We really liked the question; what do you intend to contribute to our purpose, mission, and objectives? As newcomers stand in front of a group of warm fellow teammates and are given a resounding ovation after they share their answer, you are well on your way to having a culture of Wow vs Whatever. Here is a short video about how Zappos built a culture of Wow in Las Vegas where the call center employees are motivated to keep customers on the phone longer….
Your Moment For Maximum Influence
This summer in Rio there will be moments where everything will be on the line and an announcer will say that the athlete will have to live with the consequences of the outcome for the rest of their lives. In almost all cases there will be only one gold medal awarded and the winner will have a moment that makes the difference in their victory. The tension captivates millions of viewers around the world, yet what about our lives and careers, do we have similar moments? We believe you do, and would like to outline two situations that you can look for to increase your ability to influence positive outcomes for your team.
The first moment occurs when a potential customer responds to your company's offer with a standard “no thank you” objection. Very few customers answer in the affirmative when first approached, and most offer a common objection. Unfortunately, many people within the company and even the sales people accept the response as a final adjudication. This may not be the final javelin throw in the Olympics, but it is still a moment for maximum influence because the candidate has engaged you in dialog by responding to your offer with a no. You have a split second to keep them in dialog and inside your funnel of potential customers, or risk having to come back and restart the process, and take the chance to get a second no out of them. Rational people are happy to say no once, but repeating themselves on any matter is certain to draw their ire. It is at this moment of “no thank you I already have a cpa” that your team should have planned out a few key statements that will allow the prospect to look at their needs in a new light.
Winning in this setting is not an accident, good teams plan through the standard responses, have them cataloged and are prepared to keep a prospect in dialog just long enough to either move to the next step or establish clearly that they are not a prospect.
The second area is a derivative of the first, and has to do with how long it takes an organization to respond to a potential conflict or disagreement. If you are seeking advancement it is great to be known as someone who easily handles conflict without losing their cool. This is especially true if you are not endowed with great authority inside the group. A low power person who can navigate a disagreement between two parties is a future leader, and a company that addresses conflict quickly is going to outpace a similar company that prefers to bury their issues and hope they will disappear.
Having an eye for advancement and an ear for conflict should be accompanied with some training on how to maintain mutual respect and agree to mutual purpose, and in all cases keep the dialog safe. In short, do not run into a burning building without a plan. Yet conflicts occur every day and being equipped to handle them will present you with moments for maximum influence.
Getting to Agreement When We Don’t Even Celebrate the Same Way
No better example of culture clashes that make you fall out of your chair laughing exists than “My Big Fat Greek Wedding”. The image of the parents of the groom showing up to the “let’s meet the other family before the wedding party” with a bundt cake still makes us chuckle. But what about when things are a little tenser and the stakes are higher? Dr. Erin Meyer has a new short videoout on how we can improve our chances of working with other cultures and it begins by seeing and understanding the habits of other cultures when it comes to things like celebration and disagreement. Given the diversity of most work forces, sharing insight with your team about these fundamental differences should go a long way towards allowing everyone to agree, even when we might express our agreement differently.
What to Look For After Your Favorite Golfer Has Driven Down Magnolia Lane
Next week 92 golfers will be searching for their highest and best self to appear in an effort to wear a most coveted green jacket, and pick the menu for next year’s champion’s dinner at the Augusta National Golf Club. The rest of the golfing world will be watching in earnest to see who has the goods to get past Amen corner and close the deal to win the first men’s major of 2016. If you are fortunate enough to watch the CBS broadcast we suggest you pay particular attention to the dialog between the player and their caddy when they are picking a club. Golf at its highest level requires precise touch in the midst of a mildly violent act. Moving a stick around your body in such a way as to propel a golf ball hundreds of yards and to have it stop where you want it requires an athlete to have above all things; rhythm. One of the places we build rhythm is in the cadence of communication and movement prior to getting set over a shot, and that place can be a swamp of confusion when it comes to what club to hit and how to hit it.
Recent brain science is starting to show what part of the brain is working when we are thinking, speaking and visualizing. The question that our athletes appear to be answering for us as they play Augusta National is which part of the brain produces the best result. So this week as you are watching the telecast, tune out what the broadcasters are saying and see if you can watch the body language of the player and how it changes when they find it easy to get to a number vs when it takes them longer. If you spot something cool, make sure to email us and share your findings. We will be curious how long it takes Jason Day to get into the shot, he does a lot of eye fluttering. We will be listening to Phil Mickelson talk it up with Bones, he has a high twitch brain. In the end, we will also be listening to and rooting for Jordan Speith, he rolls his ball with purpose.
Our new book is out on Amazon! Get organized for life and work at TheNextGenAlmanac.com
A Banyan Tree Strategies Communication
Don't Forget the Followers
If stimulation and activity can make a day pass more quickly, than it stands to reason that the first 45 days of 2016 have been a blur. The world is in play, the start of the year has most groups advancing their agendas, and it would appear some decade old economic plates are shifting. This combined with the fact that you have a super computer on your person at all times can make us feel compelled to be up to speed with everything, the consequences can lead to feeling busy but getting nowhere. Fortunately with the right technology and some personal awareness, we can set up filters to maintain our productivity and make the best contribution possible.
Several ideas and conversation threads began to emerge from our meetings and we would like to share with you our findings, and when you have a minute we would appreciate your comments and educated perspective. We start by looking at the strength of having a common mission when it comes to helping disparate groups come together for success. A different set of meetings had us looking more closely at what it takes to be a good follower, and we close by asking you how long it takes your team to deal with conflict.
Keep the Lava Flowing
Take the business or effort that you are most committed to and think how long it would it would last if you left it unattended. Would your business last one day, one week, one month, or longer if you stopped calling on your customers? Could your customer get the service or product you provide someplace else? Given the maturity of most of our markets and the competitive landscape the answer can be quite short. We have used this example in several settings to help leaders share with their constituents and team members just how diligently we must care for our causes. An image that appears to accompany this thought nicely is that of an island in the middle of the ocean. As long as the lava is flowing the island is growing, once it stops the ocean starts to win the battle and eventually the island is gone. In our metaphor the lava is the idea that binds and gives life to the effort. As time marches forward many people lose sight of the idea, and assume that the lava will always flow. Into this setting a simple question might be of use to you. What is the mission? Without the proper gravity applied to the situation, answers to what is the mission will favor the flippant and glib, so be sure to lay the correct foundation. Then sit back and listen to all parties, and hone in on the common elements that can be agreed on to keep the lava flowing. Teams come in all shapes, sizes, and styles in how they succeed, yet most have a common mission or idea that they sell both inside and outside the organization. If you are a leader of any type, we are curious what you will hear when you ask, what is the mission?
Good Followers Make Good Leaders
It is hard to go five minutes in America today and not hear about the need for better leaders. Most organizations are consistently messaging how they will help you become a better leader, and the word management has become the anti-thesis to leadership. Yet to lead anyone other than yourself you actually need someone else to commit to following you. On that topic we have read, seen, or heard very little. Why is this? Should you care about it? How might it benefit you to be able to follow and lead as the situation fits?
The lack of attention with following might be tied to the disruption that software and long tail businesses have been having on the established norms in the past few decades. Yet disruption by technology easily goes back to the time of Martin Luther and the Gutenberg press (Clay Shirky’s Ted Talk is a good example). It turns out humans grow tired of being forced to follow leaders and companies that gain an advantage and then force it upon the world. Freedom of choice and free will are glorious, and technology is affording many the chance to lead themselves. Yet eventually we do have some plumbing and infrastructure issues that require group cohesion, and we get back to the notion of following.
Pick a group situation like a youth sports team 16 weeks in duration, or your current employer, or your city's recreation and parks department. Without a clear plan for leading and following, chaos reigns. It is here where we offer some insights for you to consider and hopefully comment. A member of the team, company, or town might be thinking they have customer rights as if they are staying at a Ritz Carlton hotel. We have found it can be healthier if they embody the spirit of a Salvation Army bell ringer at Christmas time, asking, how might I help the team today, and what can I do to make this a better team environment? Key traits we have noticed in all-star followers are empathy, foresight, and encouragement.
What happens to us when we are tasked with following is we go through a process of seeing the needs of those around us, and learning how to keep thinking while someone else is in command. What you are thinking about is key for you to then train those who follow you when your turn comes to lead. We close this thought with a hope that you will see the benefits of following as a pathway to leading others more effectively in the future. Seek to make those around you better, understand the groups needs and advance the common cause and soon enough you will have more responsibility. At that point you may look around you and wish that you had been a better follower, who could now teach others what to do so you could focus on your role as leader.
How Big is Your Conversational Graveyard?
All of us have a conversation or two that we have held off having because the cost benefit analysis did not add up in our mind. Any group of people who assemble will eventually have a misalignment of goals and conflict and emotion will enter the room. It is at this moment that our graveyard grows, or we address the issue and move forward more equipped to tackle the next conflict as a unit. Think about your own graveyard at work or at home, is yours bursting at the seams? Recently the team at Vital Smarts shared a video where they declared the health of an organization could be tied directly to the length of time it takes them to address conflicts.
Part of the reason we all have a graveyard is that emotion is one of hardest things for our body to process, and we decide that it is safer to bury it. The challenge is that conflicts don’t dissolve, they fester. Situations arise where the old emotions reappear in an instant, and then everyone around you sits back to watch you squirm, or better yet give them a front row seat to a fireworks show. Building a conversational tool kit to manage these conflicts is one of the most empowering and career advancing things you can do for your team. It will also save your team hundreds of hours that aren’t wasted with people talking about the latest battle, or from people working at half speed dealing with the emotions in their heads.
So look at your own conversational graveyard, and think about the story that is in your head with respect to the other party. Consider setting a goal of addressing it in the next week. Like a big project that is finished, a conflict resolved can be one of the most re-energizing feelings in the world, if you want some help, give us a call and we will share some tips we have learned that make tough conversations a little easier.
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