Welcome to the world we live in today, one of seemingly constant change. A recent study ranked “resistance to change” as number 4 in a list of the most common career-limiting habits. One key thing to remember is that change is a combination of chaos and opportunity. Those who are resistant are only looking at one side of the equation and in turn creating massive amounts of stress for themselves. They’re forgetting about the opportunity and focusing only on the chaos. And who can blame them?

We all know that change is the only constant in life and nowhere is that more true than in the workplace. Technology alone forces us to be adaptable and learn new things on nearly a daily basis. The business world is always evolving in big ways and small (think: mergers, acquisitions, restructuring, etc.).

Change is absolutely unavoidable so, as the trekkies say, resistance is futile. Successful professionals have to be willing to embrace change, even when the outcome is still unknown. And the same holds true for change and the impact on us personally as well. IT IS UNAVOIDABLE. Accept that fact.

How can you handle change positively? Here are some tips, courtesy of a blogger and self-described work-life balance examiner, Fran Bozarth.

1. Remember that change is a natural part of our existence – it happens whether you accept it or not. This is not something you have control over, so let it go. Put your energy into being resilient and coming through the change creatively.

2. See this as an opportunity. Think about it – change may be uncomfortable, but on the other hand, it also changes the parameters in which we operate. You have been given an opportunity for growth!

3. Know that it’s entirely normal to be resistant to change. The stages of grief are also important emotional stages when facing any kind of change. (Denial, Resistance,Exploration, Acceptance/Commitment)

4. Pay attention to your attitude. Fighting some changes is like beating your head against a brick wall. Don’t waste your energy on it! Find ways to channel your energy in a positive direction. This will increase your sense of empowerment, and help you feel more resilient in the face of such change.

5. Most importantly, form a support network. This might be people who are also undergoing the change, or might have to be people who are NOT experiencing the change you are undergoing. The call is yours.

Remember, you may not have control over the changes that come at you, but you DO have control over your responses. That, in itself, is pretty empowering.

In the coming months we will be exploring in greater depth how to master and take control of change and how that can impact our work lives and personal lives positively. It’s all about results!

Spring is officially here, folks. At least according to the calendar. Yea!! If you are reading this you have survived Winter(at least so far). And this time of year, soon sun, flowers, green grass, etc. will be bursting forth. Great time to dust off the cobwebs and refocus on all the good things that lie ahead. And…get back to basics on what affects everything. That would be our attitude, focus, outlook, persistence and belief in ourselves.

A perfect example of these would be an old “little hero” of mine mentioned in a previous newsletter and easy to find on the internet. That would be the little wrestler named Isaiah Bird. Love this guy! Now, I have a new hero….Rob Mendez.

Please, watch the WHOLE thing. Interesting, inspiring and real!

 WATCH THE VIDEO HERE!

Okay, I hope you enjoyed the video and the message(s). There was a lot there if you chose to hear them. But for me, key takeaways(other than Rob himself) were as follows:

– Believe in YOURSELF
– Believe in what you’re doing
– Believe in your teammates
– Do NOT judge a book by it’s cover
– We are a family no matter what; show some love to each other
– No obstacle is too big
– When you’re chance comes, be ready

Thanks for reading and watching this month. I hope you got something out of this. And to quote Rob, “It’s go time”! Who says I can’t….NOBODY!

Change can seem scary and if we think about it long enough and rationalize it to the ultimate degree….unnecessary. Thinks are fine the way they are now. My response to that would be, “Things are and will be fine for how long?”. Without change there can be very little growth either personally or professionally. Can it happen? Yes. But at a very small, measured pace and purely by circumstances thrown your way. Let’s examine further.

Top 10 Reasons NOT to Change

1. It’s safe.
2. It’s familiar just where I am NOW.
3. It doesn’t stress me out.
4. I know how to “do it”.
5. I am good at it.
6. No extra effort is needed; just put it on auto-pilot.
7. It doesn’t require a lot of thought on my part.
8. I haven’t had any complaints!
9. We’ve been doing good just the way we are now.
10. AND….If it ain’t broke, don’t fix it!!

Be honest and ask yourself if any of this ever rings true for you. It certainly has for me throughout my working career and throughout my life as well. Some of us are more open to change than others. That’s just the way we are hard-wired. And some of us like TOO much change. Change just for the sake of change or simply from shear boredom can be even more destructive than no change at all.

It’s a well-known and obvious fact that the speed of change today is at an all-time high for pace and frequency of change. Accept it. It is NOT going away or going to slow down. And while it can be stressful to be caught up in that, much good can come from shifting our viewpoint and trying to become a more active participant in change, both at work and personally. After all, if we don’t we are simply going to be left behind. And when in the business world, if we don’t frequently review, plan and alter our businesses one of our competitors will or has already done so.

I am constantly reminded when I venture out into new territory how much change can be a good thing for us. Exhausting at times. Daunting? No doubt. Scary….you bet! But once we make it through to the other side and look back at where we were and where we are now after having gone through that change process, it feels GREAT! And that process has undoubtedly made us stretch outside our comfort zone, tested our self-imposed limits and helped us grow.

Bear with me as I share a small, short story that prompted me to write this article. It came to light while on a vacation this past month in the mountains of Colorado. On my second day in Breckenridge I decided to check out a new area for a “little day hike”. On the web site, it appeared to be a reasonable 7-mile hike round trip with great scenery, a well-defined path and probably very few people to encounter. Perfect for me! While I had checked it out on a web site for that area in Summit County, I had NOT printed out the maps or directions. It seemed simple enough. Sooooo…off I went on a supposed recreational hike and then back for a late lunch in the town of Frisco. Wellllllll….not exactly.

At the 3 to 3.5 mile mark after some steeper and rockier than expected terrain along a gorgeous river valley I came to the infamous fork in the road. To my recollection, it was just about 1.5 miles more and I would reach the end of the hike I had planned. Just turn right, follow the Gore Range Trail and in about another hour, voila. Then head back down a happy guy. Almost immediately the trail became MUCH steeper, narrower and as time went by a little treacherous in spots. Up and up I went, reading the instructions I had handwritten before heading out. Finally, after one more meadow with more and more altitude gain and a trail that never ends, I stubbornly had to admit it was time to give up. I must be lost. I was!! So, back down I went hoping to be at the bottom in an hour or so. Of course, I ran out of water and food and didn’t have my watch, was in No Service on my smart phone, etc. etc. Exhausted, I made my way back finally encountering one local on his way up. When chatting briefly and asking for the time I realized he was the first human being I had seen in over four hours. Yikes! Five and a half hours from the time I started, I made it back to the parking lot. And right there was a U.S Forestry map and trail write up in black and white on the sign board heading through the gate. I had just gone approximately 12-14 miles round trip, with a supposed altitude gain of probably 2100-2300′ and was heading for the base of a 13,300′ peak out in a wilderness area for 3 to 4-day backpack trips. No wonder I was wiped out! BUT…I learned a lot in the process.

I learned once again that my own limits and capabilities are much greater than I thought they were, both physically and mentally. I certainly had to tap into both to get through that experience with nothing more than a big blister on my foot. I was reminded that all of us are capable of more if a challenge is put in front of us, expected or not. It served as a great reminder that even the best laid plans sometimes go off track and we need to be flexible, sometimes steely in our determination, slow down and think a new plan or path through rationally and unemotionally to get on the correct path and reach our ultimate goal. And that we are capable of SO much more than we think we are actually. Once through it, I felt more empowered, like I had really accomplished something I really had no idea I could or would. And it made me immediately start to think of other ways to feel that same thing and that same flush of success in the process, both professionally and personally. I hope you decide to stretch your limits and grow, too. Color outside the lines. Take some chances. But have an outcome in mind.

It’s worth it!

Thanks for reading.

A valuable lesson I learned from a former boss way back in the mid-80’s taught me firsthand the value of this. To quote him, “It’s important to understand the numbers, to monitor them, see what’s working and what needs attention. But if all you do is manage numbers and talk about them rather than manage your people you’ll never reach the level of success possible and you’ll lose your people. Be aware of the numbers, but take care of your people. Get to know them, what they need, want and like. Without them you can’t get where you need to get so treat them as individuals in order to hit your team’s goals.” Thanks again, Ed. You were exactly right. When I have occasionally gotten off track in the past as a manager and leader I was reminded by a couple of folks I was responsible for to not forget about THEM and stop talking SO much about the numbers. And they did so very directly and clearly! It took guts but they were right. Once we got back to watching our performance on paper but working together on the actual hard and soft skills plus having more fun, we rocked!!

My philosophy has been and continues to be, get the right players in the right seats. Then, feed them, water them and watch them grow! Let’s explore how to enhance that growth.

Soooooo….how do I do this development, managing to the individual, while at the same time tracking my results, aka NUMBERS? I am SO busy now, how could I possible do more is the next question I always get asked. Let’s address those now.

#1 – Set up individual meetings with each of your employees.   45-60 minutes initially. And the key questions you need to answer are as follows:

• What challenges do you face every day?
• What is most frustrating about your role?
• What areas of your role, or the organization, do you wish you knew more about?
• What skills or additional training would help you work more productively or effectively

Next, ask them about what they would like to get out of additional training and to visualize the outcomes that they’d like to achieve. What does that look like to them? Also, find out more about their personal goals, and think about how well these goals align with the organization’s objectives. When done properly, training and development will help them in both of these areas almost every time.

Some additional tips to gather the necessary information to “get it right” when laying out an individual plan might be:

• MBWA (manage by wandering around); observe their behavior in the workplace AND in order to be honest and upfront let them know what you are doing. You don’t want them thinking something is wrong and you are spying on them!
• Talk to internal and external customers they work with or have worked with in the past, along with past bosses, peers and co-workers.
• Refer to past performance appraisals or feedback sessions when that information is available.
• Conduct a High-Quality 360 assessment on them using an instrument that is validated and benchmarked. I use one of the best whenever I can on behalf of my clients!!

Lastly and most important of all, make sure that you take into account people’s individual learning styles before you commit to any one training & development program. Remember, everyone learns differently; your training will be most effective if you customize it to accommodate everyone’s best learning style.

Getting things done correctly and on time is a daily challenge in today’s fast paced working world. Lack of time and resources, more responsibility, higher performance demands, restructuring, and job changes have fundamentally changed the way work is completed. Based on real world experience, along with a variety of research, it is obvious the majority of workers today are depending more and more on others to help them complete their work. Or they should be! Often these are individuals with whom you do not share the same goals and might not have any authority over.

Can you think of someone who didn’t have to help you with your workload but did so anyway? Ever wonder why the heck they decided to help you? Is it because they already knew you? Or is it perhaps because you had helped them in some way in the past? Maybe they did so just because you had developed a personal connection with this person based on some things as simple as mutual respect, common interests, and shared values?

The bottom line is, better working relationships help us do our jobs more effectively, with less effort and less stress. Always a good thing! I have said it many times and it holds true today more than ever, people generally like to help other people. Especially those they have gotten to know better, genuinely like, trust and also know they can count on you. Those that don’t just make it all about them. People are willing to help others who they know, like, and connect with, especially if the relationship is one of give-and-take. Knowing how and with whom to build these “strategic” relationships is an important part of any job and requires special skills.

Strategic working relationships can help you in a variety of ways. It can help you get assistance when you need it, often without even asking. Important information is often needed to complete a task or project and these same relationships can help ensure you get what you need, in a timely fashion. That in turn can help avoid problems that might occur otherwise. These same relationships can help provide you with an invaluable support network, as well as a sounding board and second opinion, when needed. And last but not least, building these more effective, strategic relationships can help us all have more FUN while achieving our goals and advancing and enhancing our careers.

Building strategic working relationships is often mistakenly labeled as not being genuine. Or it can be seen as using others for your own gain. It is NOT! Perhaps it is the use of the term “strategic”. It doesn’t mean just being nice to others. And it’s not purely about using others to benefit you and your goals. The KEY objectives of building better, strategic relationships at work are to:

• Focus on and develop solid, long-term working relationships with people you count on to help you get your job done.
• Taking the time to proactively build these relationships
• Collaborating so that BOTH parties achieve their work goals. A win-win outcome!

QUICK TIPS FOR SUCCESS

*Send thank you notes(hand-written preferred!!) to those who have helped you.

*Make sure that the appropriate managers(unless that is you)know when one of their staff has helped you. Catch ’em doing something right today as I always say.

*Offer to help someone as least 1X per week.

*Be extremely aware and in tune with the need to pass along any and all needed information. Better too much than too little.

*Here’s an important and often uncomfortable tip. Try it, it works over time when genuine and real. Identify the person you LEAST like working with and compliment them on something they have done. One Minute Manager praisings work well here!

*Be conscious of using casual work settings such as the elevator, break room, lunch area, etc. to introduce yourself to someone who could help you achieve your goals. Not always easy and comfortable, but it can pay big dividends for both of you, in many ways. If you struggle with small talk, chatting it up a bit, being proactive in this way I might suggest finding a book called “The Fine Art of Small Talk”, by Debra Fine. It has a lot of lists, tips and choices on how to break the ice and get to know people a bit better no matter your introversion or extroversion.

It’s Time for “Spring Training”!

It’s that time of year where we are SUPPOSED to be getting teased by the promise of Spring….not the never-ending Winter many of you are experiencing right now. But not to worry, before you know it the longer days, promise of warmer temps and the eventual promise of the Summer to follow will show up! We are not there yet, but change of seasons is much like change in our personal and professional lives. We don’t always know when it is coming nor can we always control it, darn it. And often it feels like we are taking a step backward at first. But eventually, we can get to our goal, which is warmer, sunnier times.

This month, due to a couple of recent client requests at a couple of locales, we are revisiting the number one thing that causes the most stress, hand wringing, frustration and sometimes conflict. That topic is change, both that which we may be able to initiate and in turn have control over OR the harder change. That change that is forced upon us in a variety of ways is always the more difficult one to tackle, digest and get on board with. Change is hard. Change is rarely easy. But change is inevitable and needed at times, whether we like to admit it or not. So, this month seems like the perfect time to dive in and revisit a few tips that I hope will help start you thinking in more detail and in actions you should consider taking. Soon!

It’s Time for Spring Training!
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 them 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 them aware of this tendency. This will enable them to develop their own way of helping themself adapt to change. When possible, have them 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 their 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 their 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 them so that they can achieve their goals. When possible, include them in the goal-setting process to get their buy-in.

Finally, my personal favorite, 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 their own priorities that drive results. Require the manager to update their goals weekly, and use their progress to facilitate a coaching discussion. Finally, check back with the manager on a periodic basis to ensure that their 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 their unit
• Makes decisions that benefit their unit but clearly hurt the overall organization
• Resists change that impacts them but clearly benefits the organization
• Hoards information that might benefit others outside of their 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 they and their 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 their 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 them 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 they are aligned with the company’s priorities and in changing their behavior. This is done by monitoring his or her 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 invaluable.

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.

And one last tip….re-read and insert the term “employee” rather than manager! In 99% of the points made in this case study, the same rules and techniques will apply and more importantly, work!!

Thanks for reading. Talk to you next month. Be prepared for a
real-life motivational story you should find very inspiring.

Dave

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 wakebehind 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. Always the ultimate outcome to strive for indeed.

Since 2000, famous billionaire investor John Doerr, partner at Kleiner Perkins Caufield & Byers, has often discussed an important aspect of the world’s greatest entrepreneurs.

What distinguishes companies led by mercenaries from those led by missionaries? In Doerr’s opinion, while the two might seem similar at first glance, they are in fact very different:

Mercenaries are driven by paranoia; missionaries are driven by passion. Mercenaries think opportunistically; missionaries think strategically. Mercenaries go for the sprint; missionaries go for the marathon. Mercenaries focus on their competitors and financial statements; missionaries focus on their customers and value statements. Mercenaries are bosses of wolf packs; missionaries are mentors or coaches of teams. Mercenaries worry about entitlements; missionaries are obsessed with making a contribution. Mercenaries are motivated by the lust for making money; missionaries, while recognizing the importance of money, are fundamentally driven by the desire to make meaning.

Which kind of entrepreneur are you? At our company, Fishbowl, we’ve worked to embody the missionary style of business and leadership for every step of our lives.

Recently, I had the chance to visit about missionary versus mercenary leadership with the senior executive of another mission-driven company in our region, Burke Alder, vice president of marketing for Lendio. Lendio matches small businesses with lenders, free of charge, greatly improving the likelihood of getting the financing they need to grow and prosper. In his words, Alder describes the differences in missionary versus mercenary management, and the way this differentiation has helped Lendio meet its own business goals.

Start with the “Why”

In my mind, the concept of missionary leaders starts with the “why” of the organization. Not the mission statement-which can be highly confusing-but the “why” that speaks to the company’s passion and vision for changing the world. TOMS shoes is a great example. “We are in the business to help change lives. For every pair of shoes purchased we give another pair to a child in need.” In Lendio’s case, our passion is to fuel the American Dream. We want to help small businesses find the financing they need to grow, hire employees and make a difference in the economy.

In a mercenary culture it is the complete opposite. There is poor training and high turnover. People are motivated through and live in fear, rather than success. Employees are afraid to “move.” They’re afraid a mistake could end up costing their job.

Missionary leadership is about building a company based on solving a problem that needs to be solved-a problem big enough that you’re willing to focus on it for the very long term.

Mercenary leadership, on the other hand, is short sighted. Most conversations are about selling the company. It is looking for the short win-the build-to-flip model of creating a company. Employees also end up with a shortsighted view of the business, resulting in shortsighted decisions.

A missionary style company appreciates two-way feedback. Much of the company’s desire is to help people and to improve their lives. In a missionary culture you can make a mistake and still be okay.

In a mercenary company, feedback moves only one way-from the top down. These companies don’t promote collaboration well. They are not good at interdepartmental communications. They don’t do a good job of prioritizing resources. These companies are filled with people who are not truly engaged. At every level, this difference affects the way the business interacts with its customers. Employees don’t exemplify a company’s passion or its mission or vision when they talk to customers, whether face to face or over the phone.

I agree completely with Burke Alder’s assessment. Every priority he named is one that we strive to uphold in our own business as well. John Doerr famously noted one more incentive to build a missionary-focused company: Missionary-focused companies are ultimately the most profitable and financially successful. So when you consider the alternatives, which kind of entrepreneur-missionary or mercenary-are you? As always, I welcome your thoughts.

Be Attentive: Look around! Are you surrounded by people of passion or of paranoia? How do these conditions impact individual behavior and your organizational culture. What drives or animates your engagement?

Be Intelligent: How does this split of the world into two camps affect your work? Can you be a missionary in a mercenary organization or a mercenary in a missionary organization? What are the consequences for you? For your colleagues?

Be Reasonable: In mercenary organizations there seems to be a top down orientation with a strong focus on what and how questions. In a missionary organization strong attention is spent on the who and why questions? As you look at your work how do you balance or order these questions in your work?

Be Responsible: How and with whom do you receive and give feedback in your organization? Does this article validate your feedback performance or does it solicit a change in your expectations and behavior? This article begs the question of the level of engagement of the people in your organization and our own assessment of our engagement as leaders in our organization. Any action steps for you or your organization?

Now let’s move on to this month’s newsletter. Last month we started to peel back the layers of what I refer to as Atypical Leadership. The first element was character-based leadership. And as promised, next month I will be talking about the second of our 3 C’s of Leadership, communication. This month, I’d like to do my favorite thing, share a real-world story of someone that clearly has been both successful and also exhibits the qualities of great leadership we have been discussing.