Creating Space
When watching sports on television you will frequently hear the announcers use phrases such as “he is difficult to defend in open space” or “they ran that play to get him the ball with plenty of room.” These phrases are meant to describe a talented athlete receiving the ball without a crowd around him. Skilled players possess great potential to help their team when they have room to maneuver.
I wonder if we need to evaluate if we are providing our most talented/productive (those may not be the same) team members plenty of room to do what they do best. As an organizational leader are you creating “space” for your team members? Are there opportunities for your team members to:
- Experiment with new solutions
- Innovate
- Collaborate with team members and people in other areas
These opportunities for your team members to work in “space” may facilitate your next “big idea.”
Let’s create space for our most talented team members.
Read MoreGuest Blogger: Jennifer Rose – Whatever It Takes
I will be honest; my junior year in high school was my hardest. Aside from extracurricular activities and being a social butterfly, school work was hard for me. I had one class in particular that exhausted me every day and that was American Studies, my English class. I was told my freshmen and sophomore years that American Studies was a hard course load but I was smart enough to handle the work. I had to work harder than I ever did in English – half because the course content was more in depth and half because my teacher was tough.
During the second grading period my teacher pulled me aside and told me that she was sending home a mid-term report and that my grade was a 42. That’s correct, a 42. I was half in shock and half in fear of what my parents would do. (Mom & Dad, I intercepted the mail for my sake so you never got this letter. Surprise!) She told me that we were beginning a new book study and that it was possible for me to bring my grade up significantly if I did well with the study. I read the book, took notes, participated in class, tried really hard on my paper and studied harder than I ever had before for the test. When the second grading period was over I had brought my grade up to an 87. My teacher again pulled me aside, gave me hug and told me she was proud. She knew I had the potential to do well if I really wanted to. And I did. I knew failing wasn’t an option and I wanted to pass bad enough that I did whatever it took.
Have you ever wanted something so bad (I’m making an assumption that what you are wanting is worthy of your attention and effort) that you did whatever it took to get it? What about now? Is there something you want so bad you will do whatever it takes to get it? A spot on the team? A job? Paying off debt? The list could go on and on.
Are you willing to do whatever it takes to get what you want?
Read MoreTo Win, You Have To Rebound
Last week I had the pleasure to speak to the Oak Ridge Sunset Rotary Club. In my presentation I discussed the essential ingredients to rebounding after a setback. As a former high school basketball coach I am extremely familiar with the necessity of rebounding. Our teams discovered that there was a correlation between strong rebounding and winning. Just like the best shooters in basketball, we all miss some. Whether a strategic decision, financial investment or a bad hire, everybody experiences the feeling of a critical shot at the buzzer that clanks off the iron. When we miss, it’s time to rebound. I have noticed in my executive coaching clients and others that the best rebounders:
1. Have a healthy view of themselves. The best rebounders don’t view themselves as a failure because they might have “failed” on a particular endeavor. I am not talking about an overinflated, arrogant view of one’s self. Rather a healthy view. Secure leaders understand that setbacks will happen. They don’t let a bad day cause them to have an unhealthy view of themselves.
2. Accept Responsibility. One of the critical ingredients in coming back from a “loss” is to accept responsibility. Let’s not blame others or circumstances. Leaders take responsibility. Jim Collins, author of Good to Great, says that all leaders take the “mirror and window” test. Level 5 (the best) leaders according to Collins, look in the mirror when things go wrong. They take responsibility.
3. Develop a plan to rebound. Having the sheer will to rebound is essential but it’s even more effective when combined with a well thought out plan of action.
- Define reality. What is your/the team’s current status?
- What is the desired destination? Begin with the end in mind.
- What is the first step in that direction?
4. Be persistent. Rebounding is hard work. That is why in basketball, business and life, many give up rather than battle to bounce back. It’s interesting, every accomplished person I know in any arena (business, marriage, etc.) has a story of persistence. The best rebounders are relentless. Let’s keep battling.
When you need to rebound which of these four steps gives you the most difficulty?
Read MoreTakeaways from Good To Great
Like many leaders, I read Jim Collins’ leadership classic, Good to Great, when it was published a few years ago. However, recently I picked up an audio version of it and I am enjoying reviewing the leadership take-aways. I am still in the early part of the book but I have already been reminded of a couple of powerful leadership truths.
- Companies that made the leap from good to great were as intentional about what they would stop doing as what they would start doing. In other words, they had a “stop doing list”. So often as individual leaders and teams we continue to add new initiatives, another product line, a new program, without considering what we should stop doing to maintain sustainability and our desired level of excellence. Even as individual leaders, we need to regularly consider the return for time invested to ensure that a particular activity continues to merit our focus.
- The good to great companies had leaders that were ambitious for the company more so than for themselves. It is not uncommon for leaders to be ambitious, to want to advance, take new territory, etc. What is much less common is for the ambition to be focused on the benefit of the organization or the team rather than themselves. These companies were led by individuals who consistently put the needs of the organization first. In a time where so many leaders have taken advantage of or even abused the trust relating to leadership, it was a powerful reminder that in Collin’s research, one of the qualities of these outstanding leaders was putting the organization first.
If you are looking for your next leadership book consider Good to Great.
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Becoming A Better Listener
Recently I had the pleasure of speaking to The Men of Tomorrow. This impressive group of middle and high school students invests one Saturday a month in personal development. The subject of my presentation was listening. Specifically, what are some of the characteristics/skills of effective listeners?
- Listening is a skill and can be improved/developed
- Active listeners communicate value to the person speaking by the attention they give them.
- Hearing is physical – a sound wave strikes the eardrum.
Listening incorporates both the physical (hearing), emotional (body language, facial expressions, etc.) and mental (concentration, focus, understanding).
- Make and maintain eye contact
- When the speaker makes a point the listener can nod to communicate understanding without disrupting the speaker.
- If concentration is difficult attempt to remove unnecessary distractions. (turn off the television)
- Allow the speaker to finish without interrupting.
- If necessary, summarize the key points when the speaker finishes to confirm understanding.
Most leaders speak much more than they listen. However, listening is an vital skill that facilitates improved communication.
What other listening tips would you offer?
Read MoreWhat Do You Do With “C” Players
I was recently asking a sharp business leader, Jim, about some of the ways he leads his organization when the topic of “C” players came up. For simplicity let’s say that “A” and “B” players produce the greatest results and have the greatest overall positive impact. “D” & “F” players are just the opposite. They perform poorly, perhaps they are in the wrong role, etc. Bottom line – “D” & “F” players are not moving the organization forward. Most leaders would generally agree on how to lead these different levels (A/B, D/F) of team members. ( I will save that post for the future). Where the greatest differences between leaders occur are the “C” players. For most leaders, a “C” performer is not good enough for the team/organization to win/accomplish its mission. Many times the “C” producer is a great person with strong organizational relationships. Often they share team values, possess a positive attitude and work hard. So what do you do?
- Coach them – hoping they can get it to “B” level
- Live with it /justify that they make the team better relationally
- Help them find a better fit inside or outside the organization (in other words, move them off of your team)
- A combination of the above
- Other
If you lead a team/organization you will have to answer this question. I would love to hear your thoughts.
What do you do with “C” players?
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