All posts by tammylfinch

What’s Your Legacy?

Most people think about legacy at the end of their careers as they near retirement age. But the time to think about it is now as that will make you a better leader today. And a better team mate no matter your position! A key question to ponder is when should you start thinking about the legacy you are leaving as a leader, employee, friend? So often people feel they are too young or too old to think about their legacy at all. But based on my experience and the rewards that come from doing so, the time to think about YOUR legacy is now.
That commonly held opinion that most people only think about legacy at the end of their careers is being challenged.  And I am totally onboard with this alternative school of thought.  Robert Galford and Regina Maruca, authors of “Your Leadership Legacy”, advocate that “thinking about your legacy now makes you a better leader today no matter how far you are from retirement.” Based on interviews they conducted with people at all organizational levels it’s their firm belief we all should be engaged in legacy thinking, a forward thinking tool that is counter-intuitive to what we typically think of as legacy work. Another source that supports that same thought would be “A Leader’s Legacy”, by Jim Kouzes & Barry Posner. They support what I have definitely seen myself firsthand. That is the fact that thinking about our own legacy leads us to view our actions today in a much broader, bigger context. Kind of like my standard practice of asking those I work with what kind of path they want to create and leave behind. Do they want to leave a calming, comforting ripple effect of positive actions and words or…..a tidal wave that swamps the boat and drowns all aboard! The concept of legacy thinking forces us to go break the perpetual, common practice of short-term thinking and consider the past, present and future.
As leaders, front-line workers, friends and colleagues, whether we realize it or not we are leaving a legacy with the decisions we make and the actions we take. Our own legacy is created solely by us. We live our legacy daily, and it can be a good one or it can be a bad one.
Key Questions to Ask Yourself
  • What are two or three personal characteristics (skills, behaviors, or values) for which you would most like to be remembered?
  • What have you learned in your current role, your work, and your life so far that you would most like to pass on to others?
  • How will you convey that learning?
  • What do we want people to remember about us as leaders, colleagues, friends?
  • What influence are we having on others on a daily basis?
What a great thing for people to actually want to leave a positive wake behind them rather than a raging tidal wave. It reflects on how we treat others, personally and professionally. And in doing so, what kind of difference we might have made on their lives. And organizations should love this type of thought and concern. Why? It means less internal focus and potential miscommunication, conflict, stress and reduced productivity. It does mean more outwardly focused thinking. Looking at the greater good but also how the individual exhibiting that behavior and style shows up. In other words, all those things making it a potential win-win for those involved. That is always the ultimate outcome to strive for indeed.
Sooo…what do you want your legacy to be? Food for thought! Thanks for reading. Talk to you all next month.
Dave Goranson
Goranson Consulting, Inc.

Setting Clear Expectations – A Key to Better Employee Engagement

Management training shows how to establish, write and communicate clear job performance expectations effectively and create a solid basis for appraisal and performance management efforts.
Setting performance expectations is absolutely one of the most difficult jobs for most managers. Why? Few managers or supervisors ever receive this type of in-depth training.
A mutual understanding of what managers expect from employees is essential for improved performance, employee success, and good employee relations overall. Not to mention worker retention, attendance and “presenteeism“.
Without clear job expectations, employees can:
  • Waste effort due to a lack of priorities
  • Waste time with unnecessary work
  • Endure increased stress due to uncertainty
With clear job expectations, employees can:
  • Understand what is important and what they should be doing
  • Understand why they are doing their work
  • Know how they are doing and when to ask for support
  • Recognize where performance improvement can occur

 

Too often performance problems revolve around this question and this answer:
Boss:  “Why isn’t my employee doing what needs to do be done?”
Employee:  “But, I thought I was doing a good job.”
Poorly defined performance expectations leave the employee questioning how to achieve job performance goals and leaving them no way to track their efforts to meet job expectations.  The result is that both employees and their managers become frustrated.  The manager is frustrated because the employee is not doing the things that need to be done.  The employee is frustrated because they think they are doing the best they can and the boss is still not satisfied with the work they are doing.
When results are easy to measure (for example: parts per hour or sales volume per month), defining expectations seems fairly straightforward.  But what about adding in error rates, new customers, profit margins on sales, or other issues?  All of a sudden, it gets more complicated.
Now, add in the more subjective, but extremely important, performance criteria such as interpersonal skills, teamwork, quality customer service, and others.  How can managers effectively communicate these expectations?
If managers cannot effectively communicate all job expectations, they cannot expect the employee to meet those expectations.
HOW to Set Employee Expectations
As much as an employee needs a job description to know what their role is, they might need expectations of achievement to sharpen their focus. Although every company will have its own desired level of performance from employees, getting the best work out of employees requires knowledge of each employee’s strengths and techniques to motivate them. Employees usually start a job wanting to do well; managers should work with them to help them to bring their enthusiasm to work every day.
Set job-specific goals tailored to the position and employee . A list of job duties is a starting point to develop a series of targets for employees to meet. Especially in long-standing positions where the role of the employee is clear, the company will know what achievement levels are best for the company. These levels might have to be adjusted, however, to match the skill set and experience of the person in the position.
Allow new employees time to get settled in the position . It’s an unfortunate reality that high expectations placed on star hires don’t always pan out; giving new staff time to ease into the position and mentoring from a senior co-worker will avoid disappointment. Set early expectations to be achievable; instead of a long list of sales or productivity targets, be realistic about what’s possible and ask your staff to meet only a few key objectives during the first three months. Remember new hires are unlikely to ask a lot of questions until they feel comfortable in their jobs.
Make expectations part of an ongoing conversation . Meeting with employees on a regular basis, once a month at least, to discuss goals and progress will help employees understand t the employer’s expectations. Regular meetings help managers assess the workload of each employee and can adjust it if necessary to help employees meet the company’s goals. Learning what interests and engages employees can help managers to distribute work in a way that promotes enthusiasm for completing tasks. Expressing confidence in each employee’s ability and reinforcing past achievement is key to maintaining employee motivation.

Develop short and long term goals . Specific targets for employees are easier to meet than vague platitudes about stronger sales or greater productivity. Remember that employees work daily in their jobs and therefore might have a better idea of what goals are realistic and achievable. Maintaining an open dialogue about workload is a good way to assess employee capability and to find targets they can meet. Specific targets allow for clear tracking of employee performance.

Exhibit role model behavior when it comes to performance . Set goals for your own performance and share them as much as possible with employees. This demonstrates you are not simply managing in a “top-down” fashion; you expect as much from your own work as from your workforce.

Eight Signs of Ineffective Managers

Eight Signs of Ineffective Managers

Effective managers do more than just supervise employees. They take responsibility for ensuring that an individual succeeds, and that the team, department, or business unit achieves expected results. Effective managers are like successful coaches who develop teams that win championships year after year.  Like winning coaches, successful managers are both talented and skilled. Of course, managerial skills can be developed through training, mentoring, and experience. But if a manager lacks natural talent, his or her odds of success will diminish significantly.
To keep your team winning avoid these eight signs of ineffective managers:
1. Poor communication skills
Poor communicators forget that manager-employee communication is a two-way street. They talk (some more effectively than others), but they seldom listen. Often they don’t read subtle cues from other people’s gestures and tend to interrupt when others are speaking.
2. Weak leadership capabilities
Sometimes it’s tough to speak the plain but inconvenient truth when people really need to hear it. Great leaders can set an example; they walk the walk and talk the talk. Weak leaders are sometimes afraid to bruise egos – including their own
3. Inability or unwillingness to adapt to change
Change is hard. But effective managers know how to handle it. They can adjust to new circumstances.  In a crisis, they seek solutions. It’s often been said that the only constant is change. On the other hand, those who can’t adapt to change:
  • panic when faced with unexpected problems and sudden crises; they expect the worst
  • get stuck in reactive mode instead of proactively developing contingency plans
  • don’t think creatively to overcome obstacles
  • they’re reluctant to involve others in the problem-solving process, even when they have more experience or can bring a fresh perspective to the table
4. Poor relationship-building skills
Relationships – professional as well as personal – require some work. For example, good communication is a cornerstone of a healthy, productive relationship. So are trust and respect. Good relationship builders respect people’s differences; they’re tolerant. They praise more than they criticize. And when they do criticize they focus on the behavior, not the people. They’re
always careful not to embarrass other people. And they say what needs to be said – even when it’s uncomfortable to say it.
Aside from neglecting to maintain strong personal relationships, poor relationship builders:
  • fail to respect the team or show appreciation for other experiences and view points
  • criticize people instead of people’s behaviors. They rarely offer specific, constructive suggestions for improvement
  • don’t regulate their emotions well, especially during times of stress
5. Ineffective task management
Effective task managers know how to establish priorities and make sure work gets done! They can see the big picture and break it down into specific tasks required to complete a project. They are skilled at assessing their resources, allotting time and materials, motivating people on the job, and ensuring that each and every milestone and deliverable is accomplished on time and on budget.
Ineffective task managers:
  • do not ask for help when they need it
  • procrastinate, especially when a big project seems overwhelming
  • tend to blame others for their own lack of oversight
6. Insufficient production
Insufficient production can have myriad causes. It could be a simple lack of resources or funding.  It could be unrealistic expectations. Some managers lack the technical knowledge to ensure that production demands are met. And, of course, some people lack a sense of urgency, even on matters that are critical to the organization.
These managers:
  • find plenty of reasons not to make a decision
  • waffle, remain indecisive and show insensitivity about holding up projects
  • are easily distracted, unreliable and erratic
7. Poor developer of others
Just like relationship building, developing other people’s talents is an art. Developing others can be hard work. Not everyone is naturally capable of delivering constructive criticism. Nor is everyone observant enough to make note of another person’s habits, including the habits that need to change. Being a role model or a mentor takes commitment. Unfortunately, not all role models and mentors recognize that.  They think their protégés will simply observe and learn. But the fact is, developing skills and talents in others takes much more than just showing up.
8. Neglectful of own personal development
It sounds reasonable enough, but we’ve observed many managers who fail to develop their own communication styles, organizational skills or work habits. They might claim that they’re committed to the organization or the team, but unless they’re willing to continually improve their own skills and talents, how will they ever recognize how important personal development is for the whole team?

Eliminating Management Derailers

Eliminating Management Derailers
More and more is being asked of managers in today’s business world.  And because of that the importance of their success is even more critical to any organization.  It’s easy as a new, reassigned or just overwhelmed manager to get lost in the shuffle of all the activity.  In this month’s newsletter, we will address some very common, well-documented management derailers courtesy of a case study provided by the PI Research Institute.
CASE STUDY
Alleviate management derailers to become a better manager
Because managers carry more responsibility than any other position in most offices, their personal development is sometimes forgotten. Over time procedures can become routine, and managers can unconsciously begin to derail. How can your leaders become effective managers?

There are three symptoms a derailing manager may possess: resistance to change, inability to deliver expected results, and inability to see beyond their own functional silos. It is crucial to treat each of these symptoms immediately in order to ensure that the manager and organization stay on track and continue to be productive.

Derailer #1: Resisting change
A manager “at risk” of derailing due to resistance to change may exhibit some of the following behaviors:
  • Expresses frustration at the suggestion of change
  • Is preoccupied with reminiscing about “what was” versus “what will be”
  • Continues to do things the same old way yet expects new results
  • Discomfort with ambiguity and lack of openness to discovering better ways of doing things
  • Team members complain about mixed messages from leadership and their manager
There are several ways to remedy this manager’s resistance. The first step is to understand the manager’s appetite for change. People are “wired” differently, and this influences our appetite for risk and challenge. Some find change exciting and embrace it, while others find it threatening and reject it. A balance of both is healthy for an organization. Knowing how someone will respond to change helps you tailor your communication and get him on board.

A second way to assist a manager is to help the manager understand his natural aversion to change. If a manager has a natural tendency to resist change, then it is important to make him aware of this tendency. This will enable him to develop his own way of helping himself adapt to change. When possible, have him think through the process for you so that you can demonstrate how the change will benefit both the organization and the individual.

Finally, when trying to develop a manager resistant to change, ensure that the manager is focused on the new priorities. There are many ways to communicate change, but words are not enough. You need to translate this change into meaningful actions and goals for the manager, and then you need to inspect what you expect. Ask the manager and his people what they believe the manager’s priorities are, especially after a change event. This reveals disconnects and opportunities for realignment.

Derailer #2: Unable to deliver expected results
Another type of manager with potential to derail is one who is unable to deliver expected results. If the manager in question meets these symptoms, they are “at risk”:
  • Results are consistently below goals, especially those that are measurable
  • Manager blames others or makes excuses for his own failure
  • Manager avoids discussions about setting, tracking, and progressing toward goals
  • Manager spends too much time, energy, and resources on low-priority activities
  • Team is unaware of how they contribute to the manager’s or organization’s goals
To “cure” or CHANGE this type of management, first clarify the expected results and goals. It is difficult to hit a target when the target is moving or you’re shooting through fog. Don’t assume that your managers have a clear understanding of the results they need to achieve and how they’re going to achieve them. When possible, go beyond the “what” to the “how,” and challenge the manager to translate goals into sub-goals  and activities that must be achieved.

Next, attempt to understand the manager. Not everyone is naturally goal oriented. For those who aren’t, the notion of setting, tracking, and achieving goals can be extremely intimidating. This is especially true of new managers in roles where measurement is difficult. If the manager fits either of these criteria, then expect to spend more time coaching him so that he can achieve his goals. When possible, include him in the goal-setting process to get his buy-in.

Finally, inspect what you expect. Once goals are clear and you have the manager’s buy-in, establish a process for tracking the most important goals. Use these goals to create a personal “dashboard” that helps the manager set his own priorities that drive results. Require the manager to update his goals weekly, and use his progress to facilitate a coaching discussion. Finally, check back with the manager on a periodic basis to ensure that his priorities are properly aligned.

Derailer #3: Missing the big picture
The final type of manager with potential to derail is a manager who cannot see beyond their own functional silos. This might be THE most important change needed! Symptoms of a manager “at risk” of derailing include:
  • Unwilling to communicate or collaborate with others outside of his unit
  • Makes decisions that benefit his unit but clearly hurt the overall organization
  • Resists change that impacts him but clearly benefits the organization
  • Hoards information that might benefit others outside of his unit
  • Co-workers complain that the manager is out of touch with the organization’s mission
The first step in developing a manager with high silos is to establish clarity. Don’t assume that the manager understands how he and his people fit in and interrelate with other units to achieve the organization’s greater mission. This should be spelled out explicitly, especially if the manager has spent little time outside of his functional unit. Be sure to include the manager in at least one cross-functional team. Have the manager experience firsthand what it means to contribute to a broader team and depend on others to achieve a significant common objective. Ideally, he or she should work under an experienced team leader who can provide both coaching and a positive experience.

Establish at least one cross-functional goal for the manager. While similar to the previous point, this requires him to participate in an ongoing operation of the organization rather than a special project with a defined endpoint. In this situation, the managers who share the goal should report to someone higher up who can monitor progress, facilitate discussion, offer advice, and drive accountability.

Finally, monitor the manager’s progress. This is more than just an annual performance review; it’s about holding the manager accountable, ensuring that he is aligned with the company’s priorities and changing his behavior. This is done by monitoring his progress and offering coaching and additional development. Input from multiple sources such as the manager’s managers, peers on cross-functional teams, and subordinates is valuable.

These three types of managers are more common than they should be. And these symptoms don’t just occur in newly minted managers or old and grizzled ones – they can surface at any time, so monitor your people regularly. Encourage your leaders to know how to be effective managers. Enable your organization to excel by developing your managers to exceed expectations. Don’t allow management to derail because of their own faults, teach them how to be successful in their position so that they can develop the rest of those in the organization.

Why We Need Annual Reviews

Today there are a number of people and some companies that are either questioning the need for annual reviews or even doing away with them completely. And some of those companies make a strong argument for why they did so, yet in explaining why and how they made this happen, walk right into what I feel is and always should be part of the review process. The bottom line for me is that I still believe there is a need and a value for the “end of the year review” with each employee. But I also strongly feel that these become exercises that can cause more harm than good if not done properly, thoughtfully, on time and that also fits into a bigger picture of feedback throughout the year. It needs to answer the question “What’s the plan for me, the business and our goals”.
TOP 10 REASONS FOR ANNUAL REVIEWS
–    It creates the opportunity to align goals and objectives of the company and the employee.
–    They can provide a sound foundation for development, promotion and succession planning.
–    Holding these can actually help employees be more clear on their strengths, opportunities for improvement and what the organizations expectations of them are for the new year.
–    Annual reviews can help to plan a more customized training & development program, by individual.
–    It forces you to have conversations that may not have happened during the past year. These can help eliminate confusion or gray areas, as well as reinforce the key objectives of the organization as a whole.
–    When done properly and regularly, they can actually help reduce workplace discontent.
–   These meetings can actually help in developing better interpersonal relationships and in turn enhance team building.
–   This type of performance management conversation can be a huge aid in more fair and equitable wage & salary administration.
–   It creates another form of control and planning for both the employee and the boss(and company). CLEAR goals and objectives mean a better plan for all!
–   Lastly, it almost forces the manager and employee to communicate more honestly and specifically on topics both good and not so good sometimes. COMMUNICATION that should happen has to happen at these meetings.
So, if you truly want to increase your chances of making these types of conversations fruitful, keep a few things in mind.
#1 – Commit to a simple, short template/rating system that is easy to both apply but also explain to the employee as they are reviewed.
#2 – DO THESE ON TIME. If you choose to conduct them on anniversary dates, keep them in a calendar with reminders hitting your inbox two weeks(or more) in advance of that date. This gets you thinking and preparing ahead of time, not throwing it together just to do it at the last minute. Or worse yet, not at all!
#3 – Give the employee a chance to provide their feedback and point of view, with that information coming back to you the manager prior to actually conducting the review.
#4 – Make your feedback time bound, measurable and as objective and clear as possible.
#5 – Ensure that these annual review sessions are short and crisp. Forty-five minutes to conduct these meetings should be perfect if done properly.
For more help on this just e-mail or call me and ask about a new training module I have created entitled C.A.A.R. Yep, Conducting Awesome Annual Reviews is possible with a little help, planning and preparation.

BE SURE TO GIVE THANKS…ALL YEAR LONG

What’s that you say? Give “thanks”? Isn’t that just for Thanksgiving? Not in my book. The holidays are absolutely my favorite time of year to thank people for their efforts, dedication, accomplishments, loyalty and results for the past year. It is also a time when I always try to take a much more personal touch and check in on them to see how they are doing, what their plans are for the holidays, how they feel about the year just passed and what they look forward to in the new year.
Really let people know how you feel about them and that they are recognized and valued not just as employees, but as friends, confidantes, colleagues. In other words, the whole spectrum of “people possibilities”. Not just those at work. Why? IT FEELS GOOD. It makes us appreciate what we have to be grateful for in our lives with them. It builds long-lasting relationships that will sustain us through tough times ahead as well as build a better network of people to also help us celebrate our successes, exchange ideas with, learn from and most of all….count on!
Look folks, it’s a much more complex, demanding, challenging and often frenetic world we live in today. NOW is the time of year to make sure we really take the time to look around, see clearly and let people know you noticed them. It’s mighty lonely out there without that. And it’s been proven time and time again that no matter how independent someone may be or think they are, our health, vitality and longevity are positively impacted by strong connections to others. It’s true, no human is an island unto themselves.
So, thank you for helping me have such a wonderful, rewarding and awesome year to date in 2016. And please follow my lead and don’t just send an e-mail. Whenever possible, find the time and place to reach out to people face to face. And another great option is to send hand written cards, notes and letters. Just remember, while e-mails and texts can mean well and seem really easy to use, they also can be misread, misinterpreted, even missed completely. I myself have been proven guilty of that one. And it is always dicey and sometimes exhausting to have to clean up the mess we never intended to create in the first place! Hey, we learn from our experiences and I am no exception to that! One thing I know means a lot to all, even if they profess “that wasn’t necessary” is the personal thanks. To this day I have an array of thank you cards, notes and letters from Coaching clients who I am honored to have worked with in the past. Those personal touches and the time it took to do that little thing meant a lot to me. HINT!
So, what’s the message? Value relationships no matter what type. Nurture them. Celebrate and sustain them. Especially this holiday season. But also….ALL YEAR ROUND. They deserve it. And so do all of you!

Great Leaders in Today’s World

Times have changed. And so have some of the attributes that make great leaders to guide us through these challenging times. Now, more than ever, the world at work and everywhere needs and is looking for leaders to show us the way.
So…..WHAT makes great leaders? Do you have to have the title “Manager, Director, VP, President, CEO” attached to your name to be a true leader? HOW is it different now in the “leadership suite” as compared to before?
There are numerous lists, books and articles addressing leadership and the traits or attributes that make a great leader. All are worth reading and taking to heart. Based on my personal experience in over 30 years of business, here’s my Top 10. They consistently show up in my working past. And definitely do so today in the great leaders I’ve had the pleasure of meeting and working with through my own consulting and coaching practice.
Top 10 Leadership Qualities
  1. Real, genuine, self-aware and “they are who they are”
  2. Consistent, level-headed, thoughtful, NOT “Dow Jonesers”
  3. Outwardly focused, not all about themselves and their agendas
  4. Good to great communicators that know to L-I-S-T-E-N and truly hear the message
  5. Flexible, able & willing to change
  6. Calculated risk-takers that learn from their failures, using them to grow & improve
  7. Big picture thinkers, forward- thinking in their approach to their actions and plans
  8. Exudes confidence without being perceived as arrogant or self-absorbed
  9. Live in a place of high integrity, honesty
  10. Good relationship builders
How is it different in the leadership role today? The successful leaders at the top of organizations are out in front of their people and their customers more. The really good ones manage by wandering around interactively and getting to know their teams, face to face. They go out and meet their customers and build relationships while increasing their understanding of what they need. More open and revealing about themselves, this in turn makes people understand, appreciate and trust them more. They also know the value and power of group communication, frequent contact, visibility and messages to employees and to customers via social media and web conferencing. Town hall style meetings are making a comeback and they should! In other words, they’re not a robot but a real person with family, friends, interests and problems like the rest of us. They “keep it real”!! Modern day leaders are adaptable and know there is more than one way to get the results. One size and one way does not fit all.
And the same holds true in their relationships and direction of others. Great leaders know that taking the time to understand each person’s preferred style of doing things, likes, dislikes, wants, needs are all vital in doing what really works best. They know to manage to the individual in order to get those results we all are expected to hit and exceed. In turn, this makes them more approachable and keeps them more in tune with what is really going on with their team, business, etc. And this allows them to do so without having to dig for the information in a forced way.
Expectations are everything, especially in great leaders. IF we are around leaders that are more consistent in how they present themselves emotionally and in their communication, actions and decision making the better it is for those around them. The feedback I get more than I like to hear in my role as a workplace consultant and development coach is often “I never know what to expect from one day to the next from him or her. I don’t know what’s right or what’s wrong depending on their mood that day. I’m afraid to take the lead or stick my neck out because I never know how that is going to be received”. Sound familiar?? Consistency in how you show up as a leader solves a lot of problems and certainly creates a more positive, workable dynamic around you.
 
One GREAT Leader
My final thoughts are entirely based on someone I consider to be the best leader I had the pleasure of knowing and working with in my life. He was considered someone to look up to, listen to and admire many years ago and his style would serve others well today without a doubt. His name was Ed.
Ed was my Regional VP when working as an Operations Manager for a company in Denver, CO. He was the third boss I had been assigned to in a little over a year and he lived quite a distance from my hub, in San Francisco. He didn’t hire me, he inherited me. I rarely saw him. He’d visit once a quarter. All 9 managers on his team, along with those in his small regional office, universally looked up to him and learned from him. Why?
Ed treated us all as individuals. He got to know us on a business level and on a personal level, without crossing the line on that. He laughed, shared himself personally and maybe even more than he did professionally. When we had our quarterly management team meetings, we combined work with something fun, every single time. Being a golfer, the one I enjoyed a lot was playing on the coast in California. But the one we all universally loved and learned a lot in doing was one where we went to an old, down-by-the-tracks bowling alley outside San Jose. He paired us off in teams, bought us greasy burgers, fries and a “tasty beverage” ,or two, or three. And he sat back and watched, for the first two games. Then dove in and joined us on the last two. When I asked him why later, he said it was because he wanted to see who dove in, who held back, how we showed our competitive sides and styles and how we showed up when our guard was down doing this fun activity with no thought on our part. From that he knew what he had on his team. And he used it wisely.
The standard line about Ed was that he really didn’t know that much about the technical side of things, but he knew people. He knew how to motivate them, correct them, guide them and support them. And how to hit our goals while also feeling valued as a person, not just a number. He never played favorites. We always said that outside his office walls you never knew who was in the penthouse and who was in the outhouse. Behind closed doors he made it very clear by being totally honest, short, sweet, and without getting emotional and crushing your spirit when we were off track on something. He helped us come up with a plan to correct and get back on the right path. And then, that was over, move on. We were back to being a team and working hard, playing hard and helping each other out. We loved the guy. He had the “it” factor. And he had “it” because of the characteristics listed at the beginning of the article. Ed lived those every day.
Now it’s your turn!

Being Inspired and Having a Dream Makes ALL the Difference

In thinking about this month’s newsletter and the topic of inspiration and fulfilling your dreams, miraculously a “message” came into view. Late last night(Sunday) on TV, while struggling to sleep, the movie “The Rookie”(the baseball movie, starring Dennis Quaid) came on. By the time it got to the end, despite having seen it several times before, I was inspired to say the least. In it’s own way, it told the story many of us have experienced, dreams of where we want to get to in our lives and the obstacles, speed bumps and real-world stuff that sometimes gets in our path to those dreams and aspirations. Life, family, obligations and financial responsibilities are a few touched on in the movie and I am sure those same factors have impacted all of us to some degree.
“The Rookie” was based on the real-life story of a gentleman named Jim Morris. Jim began playing baseball at the tender age of three. Unfortunately he ended up through numerous family moves in Brownwood, TX. Brownwood High School had no baseball team at the time so Jim resorted to what most Texas males do…football. But he never gave up on his dream of playing major league baseball. He was originally selected by the Yankees in 1982, but did not sign until the next year with the Milwaukee Brewers. After suffering several arm injuries and never making it past single-A minor leagues level, Jim gave up his dream in 1989.
Jim became a high school phys ed teacher and baseball coach in Big Lake, TX while becoming a husband and a father of three little ones. While coaching his team, The Reagan County Owls, in the spring of 1999, he promised his team that if they accomplished the seemingly impossible goal of winning the district baseball championship and advancing to the state finals, he would keep his promise to them and try out for a major league team…one more time. Cut to the end and a) the team wins the district tournament b) Jim shows up with his kids “in tow” for a tryout with the Tampa Bay Devil Rays and…..after TWELVE consecutive 98 mph fastballs (you read that right), Jim signed a contract with them at the age of….35!
Jim moved up through the minors system quickly and when the Rays had expanded rosters in mid-September of 1999 he was called up to the big leagues. He was the oldest rookie in 30+ years in the majors and in his first game, in of all places, Arlington TX, Jim was called in to pitch to the Texas Rangers’ all-star shortstop Royce Clayton. He struck Clayton out, in front of his wife, kids and much of the town he came from. And he did so in just four pitches with the bases loaded. Wow!
Jim ended up playing only two years in the majors. He made four more appearances that year and sixteen more in 2000. Then, with recurring arm problems plaguing him, Jim was able to retire having lived his dream. He also has released an autobiography on Amazon entitled “The Oldest Rookie”. Jim now lives in Kerrville, TX and travels the country as a motivational speaker as well as taking an active part in his foundation, Jim The Rookie Morris Foundation. He works with underprivileged kids and conducts baseball clinics. To quote Jim today, “It’s a good life”. After much struggle, good for Jim.
So, why did this particular storyline resonate with me? Like all kids, I had lots of dreams growing up and many possible career ideas. But by the time I decided to go back to school for an MBA at the University of Missouri, I just knew in my gut that someday I wanted to run my own business. I had no idea what the basis of that business might be or that it would end up being just me as the sole employee. But I knew I wanted to do something that made an impact on people, their lives, their success and also how to deal with and learn from failure. Through a series of great companies, businesses and a bunch of different bosses, restructures, “revisioning” and CHANGE……it was time for a change for me. And time to take a BIG risk at a late age, 48. That is when I started my business. And the model then, while expanded, tweaked and retooled since then, still deals with what was and is of greatest interest and passion for me to this day. That is the people, clearly. Finding the right ones for your business, putting them in the right “seats on the bus” to optimize their(and your) chances for success, as well as how to manage, mentor and develop them more effectively. What’s the biggest challenge in business, generally? The people you work with and/or are responsible for in your roles at your various organizations. What also can be the most uplifting, rewarding, heartwarming and inspiring part of that business world? Those same people!
I had many who supported and challenged me to go down this path and I am forever grateful they pushed me, advised me, challenged me and have been there for me through thick and thin. Many of those folks are probably reading this right now. In 2003 when I started I had a slightly different vision in mind but in 2006-2007 I met a professional business coach. Which led me to hire one of my own to find out more about the profession, what it really entailed and to also help me figure out the real business model best for me. Funny how things happen and how they all work out. Without those encounters and people in my life, I don’t know where I would be today. I was really questioning whether I had made the right decision and why I felt something was missing. I no longer have those feelings or concerns.   To those unnamed “stars in my life”, I am forever grateful. And most I have or will thank personally next chance I get.
How about all of you? Who are your “stars”? Do they know how much they have inspired, encouraged or supported you along your path? Let them know! And be grateful. None of us goes along our paths alone, even if at times it might feel like it. And if you have dreams still to explore or fulfill, it’s never too late. Jim’s story (and mine), are walking testimonials to that.
One last thing, folks. If you haven’t heard, my first book is finally out and available on Amazon. It is designed to be a short, quick, easy read that might inspire you to try some new things with the people in your lives at work. Please check it out. Look for “Water Your People and Watch Them Grow” by Dave Goranson. It is available in paperback and in a kindle version.
  

Staying motivated through good times and bad

Here’s some real-world advice on how to stay motivated even during difficult times.
LIFE is an emotional roller coaster, and unless you figure out how to manage those emotions and keep yourself motivated, you’ll have a difficult time succeeding. This is particularly true right now. The economy continues to struggle and seems to always be in “recovery mode”. In addition to that, while there are jobs now opening up for people, lower pay has become more the norm. Many companies are still cutting back, and pressures to perform are greater than ever. It’s easy to lose our motivation.
However, even though the world around us may be dreary and depressing, that in no way reduces our personal need to do the best we can. That means that we all have a responsibility to stay motivated.
It is amazing what a difference a few degrees of attitude adjustment can make in our performance. Try this little exercise. Tell yourself these things:
“Business is terrible. Life is tough. Everyone is struggling. Nobody wants to see me, and when they do, it’s just to complain.”
Now wallow in those thoughts for a moment, and note how much energy and enthusiasm you have.
Now, think the opposite: “I have great opportunities. People need me more today than ever. I have valuable solutions for them. It’s a great time to have this job. It’s a great time to be alive!”
Roll those around in your mind for a while. Note how much energy and enthusiasm you have.
As you reflect on this exercise, it’s clear that your energy, enthusiasm and drive to succeed come about as a result of your thoughts. And here is one of the most powerful truths known to mankind: You can control your thoughts.
Going beyond “positive thinking”
Succeeding in difficult times depends a great deal on our motivation. Staying motivated requires us to take charge of our thoughts. I’ve heard dozens of people say, “I’ve tried positive thinking. It just isn’t me.” I agree that it is difficult to patch a bunch of positive thoughts on top of an essentially negative personality. The issue is deeper than that. Let’s, therefore, examine the deeper issues.
At the heart of motivation lies a set of powerful beliefs that you must embrace if you are going to successfully motivate yourself. Without a wholehearted commitment to these foundational beliefs, all the techniques and tactics for self-motivation are like spreading wallpaper over crumbling plaster. It may hold temporarily, but it is soon going to deteriorate into a mess.
Here’s the first foundational principle: You must believe that you can do better than you are now doing.
The second is this: You must accept that it is your responsibility to do so.
It’s simple and common sense, but, the more I observe people the more convinced I am that far too many people do not share these core beliefs. Rather, they are in the habit of making excuses for their situation. They believe fate, not their actions, determines their success. They believe success is for someone else, not them. They never really grab onto the first of these foundational principles.
Others believe that they can achieve greater degrees of success. They embrace the first principle, intellectually, but they never internalize the second. They become content with their situation and remain in pre-established comfort zones. They look at their manager as the person who is responsible for their success, or lack thereof. Maybe it’s their parent’s fault, or their spouse’s, or… the list goes on.
Whether you are struggling with a lack of energy that accompanies a bad day, or you’re depressed and frustrated with your lack of progress on a larger scale, examine your core beliefs first. If you really accept these two principles, you have the keystone in place to become highly motivated.

What It Takes To Be a Leader Today

Times have changed. And so have some of the attributes that make great leaders to guide us through these challenging times. Now, more than ever, the world at work and everywhere needs and is looking for leaders to show us the way.
So…..WHAT makes great leaders? Do you have to have the title “Manager, Director, VP, President, CEO” attached to your name to be a true leader? HOW is it different now in the “leadership suite” as compared to before?
There are numerous lists, books and articles addressing leadership and the traits or attributes that make a great leader. All are worth reading and taking to heart. Based on my personal experience in over 30 years of business, here’s my Top 10. They consistently show up in my working past. And definitely do so today in the great leaders I’ve had the pleasure of meeting and working with through my own consulting and coaching practice.
Top 10 Leadership Qualities
  1. Real, genuine, self-aware and “they are who they are”
  2. Consistent, level-headed, thoughtful, NOT “Dow Jonesers”
  3. Outwardly focused, not all about themselves and their agendas
  4. Good to great communicators that know to L-I-S-T-E-N and truly hear the message
  5. Flexible, able & willing to change
  6. Calculated risk-takers that learn from their failures, using them to grow & improve
  7. Big picture thinkers, forward- thinking in their approach to their actions and plans
  8. Exudes confidence without being perceived as arrogant or self-absorbed
  9. Live in a place of high integrity, honesty
  10. Good relationship builders
Great leaders know that you can’t do it alone. The effective ones today have discovered people working together is far more effective than the old school style of strong fisted, fiery, authoritarian leadership. Including others in the work, the project, the conversation is important. Listening, giving others a voice, adapting and changing what you might have thought originally to adopting new ideas is admirable and needed. It helps tremendously in building real, valued and meaningful relationships with others. That can have multiple payoffs for all. And that all helps create something that is key to all of this…TRUST!
HOW is it different in the leadership role today? The successful leaders at the top of organizations are out in front of their people and their customers more. The really good ones manage by wandering around interactively and getting to know their teams, face to face. They go out and meet their customers and build relationships while increasing their understanding of what they need. More open and revealing about themselves, this in turn makes people understand, appreciate and trust them more. They also know the value and power of group communication, frequent contact, visibility and messages to employees and to customers via social media and web conferencing. Town hall style meetings are making a comeback and they should! In other words, they’re not a robot but a real person with family, friends, interests and problems like the rest of us. They “keep it real”!! Modern day leaders are adaptable and know there is more than one way to get the results. One size and one way does not fit all.
And the same holds true in their relationships and direction of others. Great leaders know that taking the time to understand each person’s preferred style of doing things, likes, dislikes, wants, needs are all vital in doing what really works best. They know to manage to the individual in order to get those results we all are expected to hit and exceed. In turn, this makes them more approachable and keeps them more in tune with what is really going on with their team, business, etc. And this allows them to do so without having to dig for the information in a forced way.
Expectations are everything, especially in great leaders. IF we are around leaders that are more consistent in how they present themselves emotionally and in their communication, actions and decision making the better it is for those around them. The feedback I get more than I like to hear in my role as a workplace consultant and development coach is often “I never know what to expect from one day to the next from him or her. I don’t know what’s right or what’s wrong depending on their mood that day. I’m afraid to take the lead or stick my neck out because I never know how that is going to be received”. Sound familiar?? Consistency in how you show up as a leader solves a lot of problems and certainly creates a more positive, workable dynamic around you.
My Favorite Leader
My final thoughts are entirely based on someone I consider to be the best leader I had the pleasure of knowing and working with in my life. He was considered someone to look up to, listen to and admire many years ago and his style would serve others well today without a doubt. His name was Ed.
Ed was my Regional VP when working as an Operations Manager for a company in Denver, CO. He was the third boss I had been assigned to in a little over a year and he lived quite a distance from my hub, in San Francisco. He didn’t hire me, he inherited me. I rarely saw him. He’d visit once a quarter. All 9 managers on his team, along with those in his small regional office, universally looked up to him and learned from him. Why?
Ed treated us all as individuals. He got to know us on a business level and on a personal level, without crossing the line on that. He laughed, shared himself personally and maybe even more than he did professionally. When we had our quarterly management team meetings, we combined work with something fun, every single time. Being a golfer, the one I enjoyed a lot was playing on the coast in California. But the one we all universally loved and learned a lot in doing was one where we went to an old, down-by-the-tracks bowling alley outside San Jose. He paired us off in teams, bought us greasy burgers, fries and a “tasty beverage” ,or two, or three. And he sat back and watched, for the first two games. Then dove in and joined us on the last two. When I asked him why later, he said it was because he wanted to see who dove in, who held back, how we showed our competitive sides and styles and how we showed up when our guard was down doing this fun activity with no thought on our part. From that he knew what he had on his team. And he used it wisely.
The standard line about Ed was that he really didn’t know that much about the technical side of things, but he knew people. He knew how to motivate them, correct them, guide them and support them. And how to hit our goals while also feeling valued as a person, not just a number. He never played favorites. We always said that outside his office walls you never knew who was in the penthouse and who was in the outhouse. Behind closed doors he made it very clear by being totally honest, short, sweet, and without getting emotional and crushing your spirit when we were off track on something. He helped us come up with a plan to correct and get back on the right path. And then, that was over, move on. We were back to being a team and working hard, playing hard and helping each other out. We loved the guy. He had the “it” factor. And he had “it” because of the characteristics listed at the beginning of the article. Ed lived those every day.