July 2013 - Face Reality Head-On

How many times do you have “meetings after the meetings” when all the real issues get discussed? Unfortunately, this is the norm in many organizations as people avoid the “undiscussables” – the elephant in the room that everyone knows is there, but is too risky to openly acknowledge.  The truth is that thosereal issues, those elephants and undiscussables, are an essential part of your reality – whether it’s a non-performer who is considered untouchable, a credibility issue with the boss, or a disagreement about a strategy.  Maybe it’s the truth about your eroding market share, toxic culture or the fact that you’re losing good people.  Whatever the case, until you face reality head-on and are willing to put these delicate yet vital issues on the table, your leadership, team and business are at risk.

Today, resolve to step up and tackle these issues directly.  Remember, you are not out to win a popularity contest; you are there to serve your constituents in the most effective way possible. 

If you engage with humility, positive intent and a collaborative spirit, you can put the elephants out to pasture where they belong.

May 2013: Nip Conflict in the Bud

Business is nothing but a mass of relationships: people working with people.  And whenever that happens, conflict naturally arises.  Sometimes it’s based on a tangible disagreement about a strategy or approach.  Other times, it comes from a simple unresolved misunderstanding.

Working in an increasingly flat and diverse environment means that there are infinite opportunities for stylistic and cultural misunderstandings. A direct, cut-to-the chase communication style might be interpreted as attacking; a less direct style might be considered sneaky. One might assume that because a person behaves a certain way, it means they’re being intentionally difficult or that their intentions are less than honorable.

Left unaddressed, these types of assumptions can turn into full-blown conflicts that can erode trust, teamwork, and performance.  As a leader, it is crucial that you step up to these situations and expect your people to do the same.  Demonstrate courageous conversations about the behavior you’re observing – and its impact. Seek to understand where the other person is coming from.  By having the right real conversation, you can turn the misunderstanding into a moment of enlightenment that strengthens the relationship and enhances teamwork.

March 2013: Make communication a priority.

This month’s insight might sound blindingly obvious, but it's astonishing how many leaders contend that they don't have time to communicate -- especially with their people.  Sometimes this is a symptom that they are spending too much time in the weeds -- doing versus leading.  Other times, it’s a troublesome indication that they don’t view this as a necessary task.  They believe that good employees will find a way to get the information they need.

Successful leaders put their people first, and they understand that communication is fundamental to keeping their teams productive, engaged, connected and headed in the right direction. You simply cannot rally people around a vision or strategy, keep them motivated and delivering strong results if you aren't communicating with them. This is a non-negotiable leadership responsibility.

Communication doesn’t have to be a complex or overwhelming task. Today, pause and consider whether you've made communication a priority. At you next staff meeting, ask: how can I do a better job communicating with you? What would you like to see more of, or less of?

January 2013: Develop a “Beginner’s Mind.”

It’s the beginning of a new year -- the perfect time to consider applying “beginner’s mind” to the challenges and opportunities in your midst.  Beginner’s Mind refers to an openness, eagerness, and lack of preconceptions. It means letting go of what you think you know, and adopting an “I don’t know” strategy.

This is especially challenging for us as leaders because most of us earned our position (as well as respect) based on our expertise. Indeed, we are usually rewarded and recognized for knowing; having the answers. It’s hard to let that go. However, we need to recognize that our expertise is based on past circumstances. Today we are facing unprecedented challenges and opportunities, so what worked in the past may not necessarily work best today or tomorrow.

There’s a famous Zen saying: In the beginner's mind there are many possibilities; in the expert's mind there are few.  Today, think about one particular problem or opportunity facing you, your team and/or your company. Suspend your expert judgment, start asking questions as if you were a ‘beginner,’ and see where it leads.