Multiplier or diminisher?

That was the essence of a Franklin Covey webinar I attended.  The webinar featured Liz Wiseman, author of the business book Multipliers©.  I thought the discussion was fascinating.  You can find further information on Liz’ website (https://thewisemangroup.com/) 

Because Liz wrote a book, speaks professionally, and consults, she offered several examples of what managers do to multiply the intelligence, enthusiasm, and contribution of the people that report to them.  She also offered several examples of how managers can diminish said team contributions. 

As a collector of thought leadership from smart successful people like Liz, I would summarize my point of view on her presentation this way.  If you're a frontline manager or an "up line" leader, how fun are you to work for?  

I'm not asking if you're good at your role; I'm not asking if your team is exceeding expectations; I'm not even asking how meteoric your rise up your corporate ladder has been.  I’m simply asking if you are like Mary? 

That Mary is the Under-Vice President of Expectation Deflations for the western semi-region tells you nothing.  That Mary is wicked smart, totally frank, and a trip to work with tells you everything. 

Rick Levine 

Now I’m not an authority on what is and is not business fun.  I feel I know it when I see it because business fun is subjective.  I suppose business fun is generationally defined as well; perhaps it even varies by race, religion, gender, and other workplace diversity factors.  

Can you tell if your team is having "fun"? And if they (or you) are not having fun, do you think there is enough compensation in their (or your) compensation plan to keep them (or you) fully engaged?  To even retain them (or you) at their (or your) company in their (or your) current role? 

In my sales profession I have often professed that I'm in the profession to have some fun and make some money... in that order.  In my opinion companies can't pay top producers enough to expect them to stay in a job that sucks. 

What about you?  Do you just work for the money?  Or do you need... do you expect... do you demand to have some fun at work? 

If you demand to have some fun for all of the hours; effort; time away from family and friends you expend... how skilled is your manager at promoting a work environment that includes business fun?  I get it... for managers and leaders that’s a big ask – especially with today’s work-from-home realities.  (Actually, someone told me we don’t “work from home”; we now “live at work”.  But I digress LOL!) 

Yes, yes, we need to hit our number; exceed our goals; contribute to our company's success.  I know managers and leaders can be conscientious in sending emails and texts to their top performers.  MVPs and contest winners are continuously announced at our Zoom meetings.  But for the larger team, is that fun? 

Does your boss send you Starbucks gift cards with a handwritten Thank You note?  Does a Door Dash delivered lunch occasionally show up before your team meetings?  Does your boss simply say, “Take the rest of the day off with pay”?  Do you find such tokens of appreciation fun? 

I don't know what would be fun for other people at work.  But then again, other people don’t work for me.  What’s more important is whether their managers care about promoting business fun, true? 

GAP 

When life gets tough we could get a helmet… or… we could leverage the peace and share the power of a positive perspective. 

It really is OK…

At the Tokyo Olympics we witnessed many never-before-moments in athletic competition.  One – totally unexpected – was the trials and tribulations of Simone Biles. 

Here Simone was, perhaps the most decorated and accomplished gymnast in women’s gymnastics history in a situation where she couldn’t, wouldn’t or no longer wanted to compete.  It wasn’t caused by an injury; it was her mindset.  We also witnessed her overcome said mindset and return for one last event, the balance beam, and triumph with an Olympic Bronze Medal. 

Michael Phelps, Olympic color commentator and as highly decorated and successful Olympian in his own right (also noted for mental health issues) offered this quote accredited to Mahatma Gandhi: 

            It’s OK not to be OK. 

It’s been my observation and personal experience that at work it is rare for our managers to even be aware when we are in a dark place. I’m in one now, but my managers are oblivious.  As a manager or a leader, it takes caring and building a trusting relationships with your people to spot when they are not OK. 

Being the father of a son with mental health disabilities, this topic is near and dear to my heart.   30 years ago I was going through a personal hell.  I had to tell my VP (Tom McSweeney) that my teenage son was placed in a psychiatric hospital.  I was Tom’s biggest quota carrier.  If I missed my number it was likely his sales region would too.  Thankfully we had a great relationship; he cared and was a compassionate man. 

He told me to focus on my family and give whatever I could give to my sales role.  He steadfastly maintained that supportive posture while my wife and I drained every dollar we had, earned and saved, plus took on the maximum debt lenders would permit before finally giving up.  We had to make our son a ward of the state when we could no longer bear the crushing, financial burden.  Not much mental health insurance benefits offered by companies back then; not much offered today either; empathy not compassion. 

While we slowly went broke I gave what I could to my sales role.  It wasn’t my best; it wasn’t a gold medal.  But it was good enough to cover my quota (a bronze medal in the eyes on my company). I wasn’t OK, but Tom was OK with me not being OK even in the face of his own job risk.  He wasn’t empathetic; he was compassionate: 

Picture yourself walking along a mountainous trail.  You come across a person being crushed by a boulder on their chest.  The empathetic response would be to feel the same sense of crushing suffocation, thus rendering you helpless.  The compassionate response would be to recognize that that person in is pain and to do everything within your power to remove the boulder and alleviate their suffering.  Put another way, compassion is empathy plus action. 

The Dalai Lama 

Thankfully, we worked out of our crushing financial suffocation.  More importantly, we reunited with our son; regained custody; and maintain an active, loving relationship with him to this day.  Thankfully, I worked for a man back then who was compassionate. 

For those of you going through your own personal hell today, I pray you’re working for a manager who knows the difference between empathy and compassion.  More importantly, I hope your managers and leaders are not oblivious if you are not OK. 

GAP 

When life gets tough we could get a helmet… or… we could leverage the peace and share the power of a positive perspective.

Interesting…

I suppose you would categorize me as a “knowledge worker”: 

A knowledge worker is someone whose job entails having really interesting conversations at work. 

     Rick Levine 

Interesting is an interesting choice of words. 

I had an interesting conversation with a colleague about a few of our young sellers in a role play situation.  I was observing them but I didn’t actually see how they prepared or were coached.  I just assumed their inexperience would be glaringly obvious. 

Interestingly, each of them stepped up and performed in the role play without hesitation… and … interestingly… THEY WERE AWESOME!  They executed better than I could have with all my decades of experience - and I told them so.  I explained that even without experience, their preparation, articulation, and willingness to be coached shined! 

Interestingly, we often observe the difference between knowledge and someone trying to B.S. their way, true?  At work I’m reminded of Grabel frequently: 

Grabel's Law: 

Two is not equal to three - not even for very large values of two. 

Russell Kay 

When I was a young and inexperienced salesman, I used to B.S. my way through.  You know, the old, “fake it until you make it” approach?  That was until I felt the pain of  “show me” and “prove it”.   Inflicted not by my managers or peers, though.  I was punished by impatient and unforgiving clients and prospects who easily recognized B.S. when they saw it. 

Interestingly today, just when I start believing that as a “senior” I now know it all.  Just when I think of our young sellers who, from a quota standpoint remind me of the gladiator phrase, “those who are about to die”.  Just when my B.S. meter starts to go off, I get to enjoy being surprised. 

Yes, knowledge workers are those who have interesting conversations at work.  Truth be told, most of my conversations at work are with a very small, select set of colleagues.  Although at this stage of my career my job is intellectually interesting, I feel I have to be careful sharing my opinions because of my sensitive B.S. meter.

I suspect my younger, less experienced colleagues have B.S. meters also.  One of those said young colleagues who performed so impressively in that role play actually left the company shortly thereafter.  I was disappointed and a bit surprised. 

My company proclaims the value of our culture in emails and texts almost daily.  Career ascension and diversity is a constant theme offered by leaders to followers.  But now my B.S. meter has me wondering: 

Culture was not something you do by writing memos.  You've got to appeal to people's emotions.  They've got to buy in with their hearts and their bellies, not just their minds. 

Richard C. Huseman 

Maybe it’s more important to knowledge workers seeking to move up in the company than I understand.  In her book, Love 'Em or Lose 'Em © Beverly Kaye offers this interesting perspective: 

Ponder this:  Is "up" the only career path they see?  And is "up" in short supply? 

“Up” is in short supply at my company.  I suspect that’s true at many companies.  Not everyone can be promoted to management or leadership positions.  And yes, that means younger, highly capable people often choose the old “grass is greener…” option.  Been there; done that; myself. 

Interestingly, knowing whether those pastures are actually greener - or browner - isn’t discovered until after one moves.  Been there; done that; too. 

GAP 

When life gets tough we could get a helmet… or… we could leverage the peace and share the power of a positive perspective.

 

Olympians all…

The Olympics are back – hooray! 

The last Winter Olympics were held in 2018 in PyeongChang, South Korea.  The last Summer Olympics were held in 2016 in Rio de Janeiro, Brazil.  The global pandemic may have disrupted the Olympic schedule, but the games go on!  It’s hard to top Olympic longevity. The first modern Olympic Games were held in 1896 in Athens, Greece.   That’s 125 years and continuing!  

Here’s an account from a previous Special Olympics: 

Let your imagination put you in a grandstand at the Seattle version of the Special Olympics.  There are nine contestants, all physically or mentally disabled, assembled at the starting line for the 100-yard dash.  At the gun, they all start out, not exactly in a dash, but with relish to run the race to the finish and win.  All, that is, except one boy who stumbles on the asphalt, tumbles over a couple of times, and begins to cry.  The other eight hear the boy cry.  They slow down and look back.  They all turn around and go back… every one of them.  As you watch, one girl with Down’s Syndrome bends down and kisses him.  You hear her say, “This will make it better.”  All nine link arms and walk across the finish line together.  Everyone in the stadium, including you, stands up, and the cheering goes on for several minutes.  People who were actually there are still telling the story, four years later.  Why?  Because deep down we know this one thing:  What matters in this life is helping others win, even if it means changing our own course. 

David S. Pottruck 

The Olympics are a major TV event but has their purpose morphed?   Originally the Games were religious; intended to honor the Greek Gods:  

In the ancient Greek religion and Greek mythology, the Twelve Olympians are the major deities of the Greek pantheon, commonly considered to be Zeus, Hera, Poseidon, Demeter, Athena, Apollo, Artemis, Ares, Aphrodite, Hephaestus, Hermes, and either Hestia or Dionysus.  Hades and Persephone were sometimes included as part of the twelve Olympians (primarily due to the influence of the Eleusinian Mysteries), although in general Hades was excluded, because he resided permanently in the underworld and never visited Olympus.

                   Wikipedia 

I didn’t know that. 

Here’s what I do know – Olympians are not limited to Olympic Games.  For many of us, just facing our daily challenges is an Olympic event.  For many of us, making ends meet requires an Olympian effort.  For many of us, each day we must set our mind for victory to avoid defeat: 

If you think you are beaten, you are,

If you think you dare not, you don’t.

If you like to win, but you think you can’t,

It is almost certain you won’t.

 

If you think you’ll lose, you’re lost,

For out in the world we find,

Success begins with a fellow’s will –

It’s all in the state of mind.

 

If you think you are outclassed, you are,

You’ve got to think high to rise,

You’ve got to be sure of yourself before

You can ever win a prize.

 

Life’s battles don’t always go

To the stronger or faster man,

But soon or later that man who wins

Is the man who thinks he can. 

Unknown Sage 

The Olympics will continue...  For the rest of us; we will rise tomorrow; set our mind for the demands of our day; thinking (BELIEVING) “we can”! 

Not something I would call “Games”. 

GAP 

When life gets tough we could get a helmet… or… we could leverage the peace and share the power of a positive perspective.

Project Management…

I am gaining more and more appreciation for project managers and their skills every day.  Here’s why… 

As a career salesman, project management is something I was not very skilled at.  Yes, I’ve managed my pipeline and my forecast… and closing a deal has many parallels to a project perhaps.  But selling is certainly different than project management.  

The problem is; my company was in a rush a while back and wanted me to be a project manager for my department - bad.  At least until we could add head-count to take on that responsibility. 

Try as I might, things have not gone that well.  I’m good at understanding all of the tasks and the sequencing that go into our projects.  I’m also pretty good at documenting procedures so those that follow me will be able to see what was set up before they change it LOL!  But when I’m required to facilitate cross-departmental efforts?  I should go back to selling. 

Maybe my shortcomings are because of project management communication preferences?  You see, when working on a project I prefer that all of the participants get together at the same time in the same place (or Zoom) to discuss the status of the project; provide updates on individual assignments; address questions; identify issues; and agree on next steps.  Evidently, this is a very 1990’s approach. 

My colleagues seem to prefer project management by email.  Although I attempt to follow their preferences and provide explicitly written input on project tasks invariably there’s a misunderstanding.  Makes me think of Boyle: 

Boyle's Laws

·         The success of any venture will be helped by prayer, even in the wrong denomination.

·         The deficiency will never show itself during the dry runs.

·         If not controlled, work will flow to the competent man until he submerges.

·         Clearly stated instructions will consistently produce multiple interpretations.

 

Unknown Sage 

Thankfully, the projects I’m assigned to are not “mission critical” to my department or my company.  Our projects contribute to the success of our resellers but our resellers are already experienced, capable, salespeople and business owners so they can get by with our without our contributions. 

Nevertheless, I want to be an asset in their efforts and not a liability.  So I am trying to improve my project management skills.  Oh, and I’ve recognized a key soft-skill that I have also tried diligently to improve – patience.  

If you have read any of my little ditties before you know that I do not have much patience for company B.S. and bureaucracy.  As I stated earlier, my company was in a rush and wanted me to be a temporary project manager, bad.  Makes me think of Meskimen: 

Meskimen's Laws

When they want it bad (in a rush), they get it bad.

There's never time to do it right, but always time to do it over. 

Unknown Sage 

Over the past years I suppose I replaced patience with a heightened sense of urgency, driven by sales quotas and sales period deadlines that directly impacted my personal income.  In the past when project managers wanted to dot some i or cross some t, I suppose I interpreted that as slowing things down when I was trying to speed things up. 

Well today, I’m getting a whole new view of how things work; a whole new respect for project managers.  And I know my manager agrees with me when I say… we need to hire a better project manager - bad!   

GAP 

When life gets tough we could get a helmet… or… we could leverage the peace and share the power of a positive perspective.

Book titles...

I was commiserating with a colleague of mine about work stuff a while back.  You know - the usual complaints followers have about leaders and the HQ staff: 

Corporate Staff: 

Known in some quarters as Sea Gulls for reasons relating to their propensity to fly round the country leaving their mark wherever they have alighted. 

Norman R. Augustine 

During our chit-chat she said we could write a book and that led to an impromptu, humorous bit of brainstorming on book titles about bad leadership.  I offered, "You can't make this shit up" as a title idea.  That was what a friend and former colleague of mine, Jim Robertson, used to say when faced with maddening, corporate bureaucracy: 

I don’t know why anyone would shell out lots of money for a computer game when you can have more fun and a greater challenge playing CSCP - Circumvent the Stupid Corporate Policy. 

Dan Danborn 

She countered with, "I wasn't going to drink today but", and our little game was on!  I came back with this little ditty from my friend Robin Nicholson when her company was acquired back in the day, "Same circus, different clowns". 

Why were we going through this banter, you might ask?  Well, other than sharing a little comic relief I got nothin'.  Here’s a couple more from the Corporate Staff’s steering committee, "We're lost, but we're making good time"; and from the front-line workers, "MBA's; seldom right; never in doubt". 

Now to be fair, we all know that leading a company is extremely challenging.  I mean for one thing leaders have to deal with employees like me and my colleague who can sour on company B.S. which leads to a loss of trust for our cause.  (Side note:  My colleague at the time of this exchange is now my former colleague – deciding to leave and join a new circus.  Me?  I chose to stay to try to make a difference.  But I digress…) 

Leaders always have the opportunity to gain (or re-gain) our trust.  I’d rather rise every morning charged up to go to work!  Wouldn’t you?  I’d prefer to trust that my contributions make a difference.  Trust – definitely a force multiplier:

There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world - one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love. 

On the other hand, if developed and leveraged, that one thing has the potential to create unparalleled success and prosperity in every dimension of life...  That one thing is trust. 

Stephen M.R. Covey 

That’s the good news for leaders (and their staff).  Many, many followers really do want to follow; really want to be engaged; really are ready to excel.  We just need a little… well… trust: 

Surround yourself with people of integrity, and get out of their way.  The right people will feel far more pressure to perform well when they are trusted. 

          Jim Anderson 

And there are plenty of book titles to help leaders lead.  Even leading people like me LOL!  Because I know there are also many book titles directed at my profession - the sales profession - one goes like this, "The salesman promised you WHAT??!!" 

After all, "turnabout is fair play" for leaders.  (Oh, and that book title? It’s already taken.) 

GAP 

When life gets tough we could get a helmet… or… we could leverage the peace and share the power of a positive perspective.

NBA in July? It’s unusual…

It's unusual to be writing about the NBA in July.  This is the heart of the Major League Baseball season.  But here we are witnessing the start of the NBA finals in the middle of summer. It’s unusual. 

Although I've shared this many times, I dusted off one of my favorite NBA stories for the occasion.  Not just because I'm a Chicago Bulls NBA fan, which I am.  When I bring up "da Bulls" most people think of the Michael Jordan led Bulls' championship seasons.  Nope, my fanaticism predates those glory years to this era: 

Former NBA center and coach Johnny Kerr said his biggest test as a coach came when he coached the then-expansion team the Chicago Bulls and his biggest player was 6'8" Erwin Mueller. 

We had lost seven in a row and I decided to give a psychological pep talk before a game with the Celtics, Kerr said.  I told Bob Boozer to go out and pretend he was the best scorer in basketball.  I told Jerry Sloan to pretend he was the best defensive guard.  I told Guy Rodgers to pretend he could run an offense better than any other guard, and I told Erwin Mueller to pretend he was the best rebounding, shot-blocking, scoring center in the game.  We lost the game by 17. 

I was pacing around the locker room afterward trying to figure out what to say when Mueller walked up, put his arm around me, and said, “Don't worry about it Coach.  Just pretend we won."          

James S. Hewett

 I have pretended in my approach to many challenges in life.  In fact, in my first sales job I was pretending.  I was a stockbroker for Dean Witter “back in the day”.  I rode the train into work every morning; read the Wall Street Journal ©; wore a three-piece suit; carried a briefcase.  It’s unusual but I certainly looked the part I was pretending to be.  I “lost by 17” in that job. 

I shied away from sales the two years after that experience.  It’s unusual, but I became a card-carrying member of the Chicago Painters and Decorators Union. The company I worked for did commercial remodels.  I was as blue collar as you can be. Not exactly the profession my parents; my wife; or my college degree prepared me for.  When I finally decided to get back in the game, things turned out more like the Chicago Bulls we all remember LOL! 

Which makes me think about my current company.  We just finished a record fiscal year.  Pandemic and all that went with it, we had every opportunity to just pretend that any old type of year would be good 'nuff.  We could have blamed failure on Covid.  

But not my company.  We executed like we have the best salespeople in the industry.  We delivered like we have the best professional services partners in the marketplace.  Prospects and clients invested at record levels because they saw our product as the best product of its kind in the world. 

It’s unusual but I think we started the fiscal year just pretending we could make our number.  Then with a little early momentum, perhaps a few lucky breaks, we morphed from pretenders into champions! 

So if you’re a pretender in one of your current pursuits, it’s actually not that unusual.  Just fake it until you make it!  Now pass me the ball - I'm open. 

GAP 

When life gets tough we could get a helmet… or… we could leverage the peace and share the power of a positive perspective.