Rubber-necking: Wasting Time and Energy in More Ways Than You Think

The Teacher Becomes the Student -- Followership at it's Finest

I observed an interesting family dynamic in church a few week ago.  The family consisted of a mother, father, and teenage son.  Dad was holding mom's hand and at the same time touching his son's head.  They all seemed to be struggling with something as the mom cried and the teen hung his head and wrung his hands. The father was teary-eyed as well.  I thought, what an awesome example of a strong man and good father holding his family together and supporting them in what seemed to be a time of trouble.  At this point in the service the lights were low, but when the lights came up, I notices a few other things.  The son was well groomed and well dressed.  However, the parents were a bit more unkempt -- torn and wrinkled clothes, dad was unshaken, shoes were muddy.  The teen got up at one point and walked out of the auditorium with a group of other young men.  He seemed to be leading the pack and clearly was no stranger among them.  It was then that I considered a different possibly -- perhaps it was the son who was holding that family together or providing direction that day.  Maybe he brought them to church with him. Perhaps he had been an encouraging force that lead to this moment of family unity, emotion, and sharing.   

That led me to remember that a willingness to follow is just as important and an ability to lead. In fact, authentic leaders are skilled at both. I had a client who told me he always leads and he never followers. However, I contend that if one never follows they miss opportunities to learn from others, and develop tactically and intellectually. Failure to follow means one doesn't recognize that others may be more knowledgeable in certain areas.  The belief that no one else could possibly have the right answers is a fallacy. I cautioned my client that his unwillingness to follow, could mean he'll miss out on the wisdom and experience of others.  

Can you imagine if a marching band refused to follow their band leader -- all of them literally marching to the beat of their own drum. They wouldn't produce a melodious sound or a precision performance.  Likewise, the Miracle on the Hudson could have turned out quite differently if the co-pilot of US Airways flight 1549 was not willing to take direction from Captain Sullenberger.  

Here is what I advise for my client and others who refuse to follow:

• Look for opportunities to learn from others.  
• Purposely seek opinions and input -- a willingness to listen is critical here. 
• Don't be too quick to judge -- sometimes great information and ideas come from unlikely sources.  
• Find a mentor -- being a protege is by definition a following role.  This will help hone those follower-ship skills.

When it's time, the student becomes to teacher;  the leader becomes the follower.  Be open to it.  

www.yourenhance.com

#enhancecoach

A 360 Approach to Intentional Leadership

Have you ever paid attention to hamsters?  They go round and round on their little wheel, but get no where. Sometimes we as business people can be like those poor aimless hamsters -- continually doing the same task and getting nowhere fast. Perhaps you are pursuing the same goal you didn't attain last year or giving the same incentives to your team with no results.  Or, maybe you are reiterating the same information and no one is paying attention.  How do we get off the hamster wheel? You do so by becoming an intentional leader.  

There are a few things that intentional leaders pursue consistently:

Customer Focus -- An intentional leader remembers who he is supposed to be serving, internally and externally.  Focus on pursuits that serve the greater good. Encourage your team to focus on actions -- not just activities -- that make a difference for your customer.   What things can you do today and everyday to increase customer satisfaction, loyalty,  repeat business and/or market share?

Brand Identity - What do you want to be known as and known for?  That's the question you need to answer now.  It's more than just a slogan or catch phrase.  It's what you want people to say about you, your business, and your products and services.  It's closely linked to your reputation.  When you're off your hamster wheel, you're focused on strategies that help you increase brand recognition and awareness.  If you're brand is damaged, what can you do to turn that around?  If your brand is unknown, how can you communicate and increase awareness?  

Vision - Your organization has a vision.  Whether it's written, spoken, or implied, there is something that drives it.  It  might also be called your purpose.   As an intentional leader, you need to communicate the vision early and often.  A clearly communicated vision helps eliminate unanswered questions, deep-seated doubts, and ongoing confusion.  When considering a new project, initiative, or directive, ask yourself if it supports the vision.  If it doesn't, it might be the wrong move.  

Humanity - It may sound like a warm and fuzzy principle, and in some ways it is.  Nevertheless, showing interest in the needs and concerns of others matters in the results they produce. Empathy, support, listening, and sharing help to build trust and promotes optimal performance. Talk to your team and invite them to talk to you.  When they do, ask clarifying questions, such as 'how did you reach that conclusion?'; 'how is the situation impacting you?';  or 'what do you need from me?'

Everything you do should support what you're good at, who you serve, and what you want to be known for doing.  When leaders remain intentional about these key areas,  every decision has a clearer path, every problem has a clearer solution, and every day has a clearer focus.  

www.yourenhance.com
#enhancecoach

How Storytelling Captures Us -- Emotionally and Scientifically

My roles as  trainer and coach include frequent storytelling -- sharing anecdotes, experiences, and insights with others.  Scientists have found that the skill of storytelling is no simply a 'soft skills'.  According to findings of the National Institute of Health and other such organizations, there are physiological responses occurring during interactions between a trainer/coach and her audience/client. The Institute found that a neurological process call neuro-coupling takes place every time we engage verbally. 

This is how it works: a speaker (such as a teacher, coach, motivating speaker, or trainer), think about information and verbally communicates that information to an audience of students, clients, conference attendees, or others.)  We'll call them the 'listener'.  While the speaker is speaking, the listener's  brain activity will mirror the brain activity of the speaker.   Their brain activity starts to match. Essentially their minds begin to react similarly to the information being shared.   That's neuro-coupling.

The US National Library of Medicine published that the greater the coupling (the more the brains are in sync) the greater the comprehension and retention will be for the listener.  Therefore, effective storytelling that grabs the audience, keeps their attention, and impacts them intellectually is crucial for lasting learning.  The National Academy of Sciences reports that the same coupling doesn't happen between two individuals who are both reading the same story.  Their brain activity is not necessarily similar and the two of them will not tend to have the same level of comprehension.

 

It seems, that neuro-coupling feeds on the emotions or sentiments shared from the speaker to the listener.  If a coach shares a story that is sad, she needs to convey that sadness and the listener will perceive it too.  If the listener were simply reading that same story, they might not pick up on the sadness, and might instead perceive boredom, disinterest, or frustration.  If a trainer shares an insight that is exciting, excitement should be relayed through his speech so that the listener will be excited as well.  

Think about stories you've heard that caused you goosebumps, made you teary eyed, or left you laughing out loud. Chances are, the speaker evoked those responses as they were telling the story. Storytelling can affect change, drive effort, and inspire action.  I'm glad the scientists have finally discovered what I've know my entire career:  There is power in the story.

Work With What You've Got -- Unlocking the Potential Within

Performance Reviews and development plans often identify a person's opportunities for improvement and create goals to grow in those areas.  As a result, people sometimes spend a lot of time trying to turn weaknesses into strengths, which research shows doesn't work as well as strength-based planning and goal setting.   

A different way of helping people grow would be identifying their strengths, talents, and motivators, and developing plans to leverage those and make them even stronger.  

We all have talents that we were born with or developed over time.  Think about the things you do well, naturally.  Consider what others often tell you about yourself.  You might be analytical with numbers. Perhaps you converse easily with strangers. Maybe you are creative or love taking things apart and figure out how they work.  You might be good at proofreading or very well organized.   These aren't just habits or personality traits, they are talents.  Those talents can be leveraged to make you more productive and effective.  When we leverage our talents in this way, they become our strengths. 

So, why not work on your weaknesses instead?  Research --  including Clifton's StrengthsFinders and Buckingham's First Break All The Rules  -- shows those weaknesses will likely get a little better but not significantly.  The expenditure of time and energy wont generate efficacy. 

To demonstrate this, try this exercise:

Write your name three times using your non-dominant hand.  Then write it again three times with your dominant hand.   Compare the quality of the writing and track how long it takes you to do it.  You can work on your writing skills using your non-dominant hand everyday and eventually it might be better and faster.  Or, you could work on improving your penmanship and speed while writing with your dominant hand.  The latter, will have more significant and timely results.  

The exception to the rule is when your weakness could be a career killer. You'll want to manage that weakness to insure it doesn't cause damage to you and/or those around you. For example, if  your position requiring examination of critical safety data and you have limited attention to detail and you struggle with accuracy, that could be detrimental.  You would want to work toward improving that weakness; or consider a position better suited to your naturals strengths and talents. 

Your strengths are the key to unlocking hidden potential.  

www.yourenhance.com

Keeping Them Driven: How to Ignite, Excite, and Drive Performance

We hear alot these days about motivating people. There are books, podcasts, and TEDtalks about it.  Motivation can be a misleading word; I prefer to call it DRIVING OTHERS.  It is the combination of factors that keep being willing and able to do their best work.  Whether they are your employees, volunteers, or even your kids, don't you want them performing at optimal levels every day without prompting?


Research shows that people are motivated by lots of things including interesting work,  promotion, and relationships at work. Of course, if you are someone's manager you can necessarily provide these things.  Indeed, some individuals even label motivation as happiness or job satisfaction. Whether or not someone like their job can be an ever-moving target. As a leader, you probably don't want to spend most of your time trying to make people happy.  There are some schools of thought that say motivation is intrinsic;  and as such it can't be provided externally.  If you subscribe to the latter theory, you may be thinking you there is nothing you can do.  Nevertheless, there are ways to drive others to  do their best work and give their best effort. 



Let's explore three must-have factors for sustained performance:



1.  Clarity - Clear expectations and thorough directions are essential to top performance.  This means articulating specific outcomes and results desired.  Your team also needs the right resources and tools to accomplish what's asked of them.  Just as importantly, they need to understand boundaries -- what they shouldn't do, spend, say, or risk. 
 


2.  Environment - One thing leaders can provide is a level of collaboration and support for their staff.  Providing a supportive environment could include being available to talk through issues, providing guidance when they run into barriers, or encouraging them verbally.  A collaborative environment also provides people opportunities to work with others, learn from others, and be exposed to different parts of the organization.




3.  Value - The people you lead need to know they matter and the work they do matters.  Leaders have to seek out the opinions of others. Valuing them also includes asking for their feedback on how you're doing; and giving them feedback on how they are doing.   Leaders also need to invest in their people's development and provide opportunities to learn and apply new skills. 


Keep in mind that drive is about performance and results.  As such, there are things leaders can do to manage and improve performance.  While, you can not completely control it, you can influence it on a daily basis.

Sorry to Bust You Bubble, but Failure IS an Option

We often hear sports team, companies, and even non-profit organizations, tout that failure is not an option.  The statement 'failure is not an option' is no doubt meant to be a driver and motivator; it's supposed to focus people on success. But, in reality failure does happen. Failure -- like success -- is indeed valuable.  

Accept that people won't always accept you
You may not be the first one picked for the team; in fact you may not be picked at all.  Will you still be able to pick yourself up, brush yourself off and try again, with self esteem intact?

Know that you don't know it all
When you realize this is true, leverage the power of partnership.  Surround yourself with those who know what you don't know. If your partner, mentor, or coach has the same strengths and attributes as you, one of you is unnecessary.  

You will make mistakes
Listen to what pro athletes say when they are interviewed after loosing a game.  It's a lot more insightful and telling than what they say when they win.  When they loose they are specific about what opportunities they missed, what options they should have exercised, and how they could have improved.  There are valuable lessons in the losses.  

When you are forbidden to fail you might not even try
When people are told that mistakes won't be tolerated, they may not do their best.  Tom Edison reportedly failed 2000 times before inventing the light bulb; each time he got closer to the formula that worked.  Walt Disney was fired from the Kansas City Star; he then started his own company where he created Mickey Mouse. Oprah was told by her employer, a Baltimore TV producer, that she was unfit for television; she was put on a little-known program which gave her a chance to hone her craft.  They didn't see failure as final.  When we learn that failure is okay, we're not crushed by it or immobilized by it. Sure, it can be scary, but learn from it and keep moving forward.  

I'm not suggesting that you should strive to fail.  However, when/if you do, embrace it.
www.yourenhance.com