FULFILLING LIFE’S POTENTIAL

Life is not for the weak of spirit or faint of heart. Anyone truly making a difference in this world must often place “what is right for others” far in front of any thoughts or considerations about “what is right for him- or herself.” While anyone can go through the motions of life, reacting and responding to those things that appear as roadblocks on their otherwise clear path, I have noticed several characteristics impactful individuals tend to exhibit that their “sufficient” counterparts fail to demonstrate. These traits would include:

1. An acknowledgment that, as individuals, we can do whatever we want – often whenever we want – but that each action we take results in an equal and opposite reaction. Sometimes, what we want to do – particularly if it is a bit self-serving – may not the best possible alternative. Individuals that make a difference in this life clearly and concisely identify the impact of each decision they make then take action that ultimately results in the most favorable reaction – and have several alternative courses of action ready should this initial decision be ineffective.

2. Some decisions in life require absolute and immediate action while others leave room to choose “best options” (as opposed to “the option”). Successful individuals know the difference between the two – and are able to identify which hill they should defend to the death and which they should simply take a stand but retreat if necessary. Making a mountain out of every molehill may cause someone to push you over the edge – knowing when to recommend and when to insist is a common characteristic shared by great individuals.

3. Live the philosophy that “much can be accomplished if one does not care who gets the credit.” Successful individuals tend to work with and through others – gaining satisfaction from the accomplishments of others rather than seeking recognition and acknowledgement for their own thoughts, actions or accomplishments. When we become so tied up tracking who is doing what so that we can assign proper credit for everything that is done we may end up taking more time managing outcomes and orchestrating the results than performing the actions necessary to make things happen in a manner that benefits the whole.

4. Few respected individuals make decisions based only on what is best for themselves or their own future. Tough decisions having significant impact upon the greatest number of people (or communities) are the rule – and security or self-preservation is rarely but a secondary factor.

5. Little we can say will cause others to respect and trust us. Actions shout while words but whisper. What you do is a greater indicator of who you are than anything you may be able to express in words. If you do not “do what you say and say what you do,” you will probably never completely fulfill your potential nor have significant or lasting influence on others.

Living life is a blend of coaching, mentoring, planning, anticipating, acting, resolving, complying and holding firm to our convictions. Education is helpful but one must experience “life lessons” to gain enough knowledge and experience to advance and contribute. Life is NOT for cowards – nor is it for “people who like to do as little as possible to get by with the least possible trouble or conflict along the way. Those who make a difference in life recognize “what is” as they move towards “what could be” ONLY AFTER considering “what has been” and examine “what has worked (and what has failed) in the past.” They force themselves to take two steps forward for every one they slip back – knowing that it is not what they have nor what they have done that makes a difference, but rather what they have yet to do and have not yet accomplished.

Keeping Employees Happy (and Engaged)

Recent studies have found employee dissatisfaction to be at an all-time high. It makes sense that employees who cannot “leave” a situation might be unhappy – feeling trapped within their circumstances. When we have an inordinate number of good jobs available to competent, reliable workers, however, the prevailing sense of dissatisfaction makes no sense. Surprisingly, a competitive pay package is NOT one of the most critical reasons employees stay with an organization – but a well-defined program that establishes internal equity IS a key factor in employee retention. There are, however, several essential factors to consider when developing a fair and equitable structure with which to compensate employees. These factors would include:

1) Internal equity is much more important than external competitiveness when it comes to creating a satisfied workforce. Some of the best organizations often pay employees slightly below market averages BUT they are consistent and intentional with this philosophy. They communicate their compensation philosophy openly, being transparent in their intent to provide a “fair day’s pay for a fair day’s work. Dissatisfaction (causing high turnover, negative employee relations and difficulty in hiring new employees) almost always results when one group of employees is paid differently in relation to market than another.
2) Strong merit pay systems tend to attract and retain high performers (and over-achievers) while tenure-based systems tend to attract risk-averse employees and provide a safe harbor for mediocre employees. When expectations are communicated to employees (potentially linking additional pay and/or bonus to the accomplishment of goals), employees willing and able to go the extra mile will step forward. Systems that pay all individuals equally, regardless of their result, tend to equalize abilities as well as pay – often to the lowest (rather than the highest) common denominator.
3) Organizations without an objective means to establish a job’s value or worth tend to pay employees more based on who they are (or who they know) than what they contribute. Whenever employers make pay decisions based on who is in the job rather than on what the job does for the organization and how well (or poorly) the job is done, favoritism and inequity (whether real or imagined) can begin to destroy internal employee relations.
4) Consistency is more important than accuracy. When employees see that policies are inconsistently applied they become more a part of the problem than they are a solution. It is important to tell employees what you are going to do and how you are going to work with them – then to do what you say. NEVER say one thing and do another or treat one employee differently than another or you will find that your credibility has been diminished and your effectiveness as a leader destroyed.
5) Communication is the cornerstone of a strong organization. How can employees contribute to the growth of an organization unless they know where the organization wants to go – what it ultimately wants to be? Unless employees know and believe that anything is possible they will never move past “what is” towards “what has not yet been realized.” Engaging employees is more that telling them what to do – it involves identifying how each individual communicates then altering your approach WITHOUT changing or compromising your expectations.
6) Compensation Administration IS NOT a static science. Pay ranges should be updated regularly pay rates adjusted reflect changing market conditions. Pay should be adjusted regularly based on an organization’s ability to pay AND the work that is actually being done. Seek employee input when updating job duties. Utilize reliable sources when establishing competitive pay rates. Reward employee performance in a way that encourages desired behavior while discouraging destructive behavior. Make sure that all employees know that “life is not equal – it is equitable” with what one receives directly proportional to what one contributes.

When employees seeking responsibility, autonomy and advancement find their efforts are not appreciated they often seek “greener pastures” in which to feed. The way people interact with peers, the way they are treated by management, and their overall satisfaction (and engagement) with the job are far more critical than pay (and/or benefits) in regards to employee retention.

Essential Requirements for Powerful Leaders – Humility, Honesty, Integrity (AND the Fulfillment of Campaign Promises!)

An election year is upon us and we hear endless political promises designed to say what we want to hear without concern as to the possibility of their ever coming to fruition. It seems that the days of “making a difference” are gone. We now focus more on making voters happy. Candidates once talked of what they would do if elected. Now they spend more time discussing what the other candidate failed to accomplish. We hear much about who is to blame but very little about solutions (and nothing about how much the “fix” will cost OR where sustainable funds will come from). Leadership seems to be an investment with diminishing returns today but ONLY because we allow our leaders to dodge the tough questions. Far too many fail to lead because they do not inspire anyone to follow them. Think about a leader that you have admired. I would bet that many possess the following qualities:

Great leaders tend to display a fierce resolve to do whatever is needed in order to achieve greatness without really caring who gets the credit for the work as long as the results are achieved. If we accept this as an indicator of human success, it seems in conflict to what we see as being great qualities in the people we measure by “traditional standards” regarding their personal accomplishments. Seldom do we look at “process” because we focus more upon what great things were done than looking into how they were accomplished.

Ask most people who they feel are the true leaders and you will probably hear the name Steven Jobs, Jack Welch, a President of the United States or some outspoken champion of change. All have accomplished highly visible things. While these individuals may be change agents, they are not as effective as a humble leader able to foster “buy in” to process change such as a teacher you once had whom you still remember or a spiritual leader that truly helped transform your life. Max DePree, a great West Michigan leader, wrote that “Leaders don’t inflict pain; they bear pain.” In order to lead effectively, one must consistently demonstrate humility, honesty and integrity so that people want to follow (noting that “following” should never be done blindly – it MUST include independent thought, analysis and consciously directed efforts).

Humility is disciplined strength. Humble leaders are quick to give credit and slow to accept praise. While a leader must be competitive in order to grow an organization, the manager who takes all the credit will find him/herself without a team to enact change! Think about how different a sporting event would be if the coaches took all the credit for their team’s success. Some would call such an event a debate…but it surely would not be much of a game when played “one on one” without team participation!

Honesty is living, speaking and acting with a truthful sincerity that is free from deceit or fraud. Communicating honestly means to speak plainly and pointedly – stating all facts and assumptions considered before a decision was made – so that people know what you are saying AND (perhaps more importantly) why you are saying it. Respect is not purchased by cashing in an astounding vocabulary…it is earned by simply stating one’s position so that it can be clearly understood and acted upon. While we have the right to freely and openly express our beliefs (short of harming another), we ARE NOT given the right to be taken seriously in all that we say – unless we have earned it by consistently demonstrating a high level of integrity through our actions.

Integrity is the value one establishes when he or she adheres to moral and ethical principles as guiding factors in the decisions they make – when moral character and honesty is expressed within all their personal and business interactions. People respect individuals perceived as “having integrity,” trusting what they say and willingly following where they lead because they know “where they are coming from” in everything that is said or done. Saying what you mean – then doing what you say – are two of the greatest attributes a leader can possess. Nobody is perfect – we are all human, and humans make mistakes. The way we deal with those mistakes, however, will either insure our ascension within an organization or guarantee our fall. While leaders must provide a clear sense of direction, they must be honest in accepting the blame when efforts fail. An individual able to do so will have gained immense credibility within his or her organization…credibility that will translate exponentially into positive results.

While charismatic leaders may produce “quick fix” solutions with lower risks (cutting costs and making splashy, quick change usually saves money in the short term), sustained success comes through leaders providing stability, long-term growth, and coordinated group effort. Perhaps more of us should learn how to balance ego with humility – to put corporate and employee growth before our own – so that we might reap the rewards of organizational success.

Now that the election hype is beginning anew, we should offer a bit of business-oriented advice to our soon-to-be-elected leaders. We expect more than promises – we expect honest actions to resolve the problems you have so aptly identified during your campaign rhetoric. We are frustrated with campaign promises not kept, with politicians quickly moving from “What do you need me to do?” to “What must I do to be re-elected?” We put our trust in the democratic process upon which this great country was founded (and has worked so hard to maintain) only to become “sick and tired of being sick and tired.”

Humility, honesty and integrity are leadership characteristics we should all strive to achieve. They are also, however, the attributes that our elected officials must be held most accountable. As “the people” speak (shouting loudly for change), we must not allow our elected leaders to do “the same old thing” rather than what they are promising will be accomplished. Compromise is necessary within a fractionated political machine – but do not allow your leaders to compromise the honesty, integrity or values you seek as you prepare to vote this fall.

THREE KEYS TO ACHIEVING SUCCESS

What things must you do or consider in order to be successful – to navigate through the competitive world in which we live without drifting into a minefield? We are doing more with less in almost every area of our lives. Our workplaces are more productive, on-line resellers with a limited selection of low-cost items are threatening more traditional retail outlets and we face more competition for the limited number of jobs available in today’s market. In order to rise to the top I would offer three characteristics that seem to prevail within successful individuals:

1) Successful individuals recognize that things done within today’s world may not be good enough for tomorrow. We typically prefer not to “fix things that are not yet broken.” If an individual can anticipate when their “good thing” is about to end AND have developed alternative ways to leverage their strengths into different avenues, he or she will probably thrive. Change for change sake is not a good thing BUT being afraid to change when necessary will hold you back as others move forward. People recognized as successful leaders do not typically spend too much time asking “why” things are the way they are because they focus on “what else” might be or “why not” do them differently. They challenge proven methods, holding on to those that are effective while replacing and refining those that lose their relevance.

2) Individuals driving change and achieving success typically exhibit a relentless sense of urgency – a continuous need to investigate new methods, try new things, and implement new processes. They are rarely happy with what they have – they seek to build upon the talents they have been given. They never feel that “good enough” is OK – they continually seek to expand their horizons. They rarely sit and watch the world go by – they tend to rest only long enough to recharge as they move forward. Rather than being content with the status quo, successful individuals defer to others the business of maintaining so they are free to identify alternative paths and “roads less travelled.” To these, an “end” is not a destination but rather a new beginning.

3) Successful people maintain open communications with others as they gather the information necessary to make informed decisions. They talk to other knowledgeable individuals, listen to their input, and readily act upon what they hear (rather than simply talking and listening without acting). Asking questions with the intent to elicit solutions (rather than simply questioning others to elicit opinions) signals productive communication. While “working within a team” is an important concept within today’s world, NEVER allow someone to convince you that contributing to a team is sufficient. Every team needs a leader to successfully galvanize the diverse input that individual member brings to a team – a leader to chart its path and set its direction. As a sailboat would be worthless without a rudder or a keel, a team is unproductive without a champion lending wind to its sails.

These three characteristics…sensing (and anticipating) the need to change, moving forward with urgency, and seeking input that will lead to a concerted effort at accomplishing change are keys to personal success. Recognizing and using these keys will help release your full potential!

MULTITASKING – THE POSSIBILITIES AND PITFALLS OF DOING TOO MUCH AT ONCE

Individuals able to accomplish several tasks at one time often feel as though everyone should be able to do the same. After all, what competent person should not be able to talk on the phone while reading a book and watching television? A growing body of evidence indicates that many people trying to accomplish more than one project at a time may actually be less efficient than those “slow dinosaurs” preferring to complete one task before moving on to the next. Before expecting people to juggle three balls at a time, without dropping one, consider the following:

1) People who multitask can be less efficient than those who complete one project then move on to the next because shifting focus can increase the complexity of the task.
2) When people shift from one task to the next, it is usually because they need a break or run into a dead end. Returning to the task too soon requires the brain to shift gears AND overcome the reasons you shifted focus.
3) Managing two mental tasks, particularly with the same part of your brain, reduces the available brainpower for either task.

Short-term memory loss or changes in your ability to concentrate are signals that you may have pushed too far or tried to do too many things at one time.

Is there a secret that those who can effectively coordinate several projects at a time have discovered? Is there any “brain exercise” make it more “fit” to function in an efficient, multitasking manner? If they wish to, people can improve their ability to accomplish several things at once by consciously performing one of several intentional acts.

1) Meditation, or other exercises that allow for the willful control of one’s mental focus, helps improve the brain’s ability to shift gears. Being able to “compartmentalize” issues, moving smoothly from one to the next, is a result of selective focus.
2) Weeding out distractions helps one focus on the important things without chasing red herrings. It is tough to listen to your favorite song on the radio while carrying on a conversation as you are using the same part of your brain for two things. It is much easier to look at a beautiful picture and discuss it because you are using two different parts of your brain.
3) Whenever doing two tasks at once, or even when switching between tasks, try to avoid shifting between similar activities. The more different tasks are (i.e., changing from developing a budget to taking a plant tour), the easier it will be to switch “mental focus” back and forth without distraction.
4) The more often a person does a task, the less thought it takes to perform it. Practice not only “makes perfect,” it frees up more of the brain to do other things, as less thought is required.

Is it wrong to multitask? I think not. Is it right to expect everyone to do it? Probably not, but if you want to push just a bit, think about a person’s strengths, weaknesses, and learning style before expecting them to accomplish several activities at one time. If you want others to handle more than one thing at a time, help them to focus, compartmentalize, and move on to a completely new and different task (even if it is not yet finished) rather than fretting about things not yet accomplished when “abandoning” the last project. Remember, even parallel paths appear to cross as they stretch into the horizon. As long as you keep moving forward – without stopping - all things will eventually come to fruition EVEN IF they are not “finished” before you begin something new!

PARALLEL THINKING PATTERNS OF EFFECTIVE TEAMS

Teams can allow for the efficient pooling of ideas when developing practical solutions to complex worksite challenges. They can also create complex solutions to practical challenges if not checked. Many organizations rush headlong into the dissolution of traditional management structures, eliminating one (or more) layers of management, anticipating that employees will immediately embrace the opportunity to “make a difference” and work together towards the accomplishment of a single corporate objective. Sadly, such a transformation rarely happens easily.

When people perform individually, it is relatively easy to identify and measure both the effort expended and the results achieved. It is human nature, however, that people prefer to accept credit without blame, exhibit authority without wanting accountability, and make decisions without assuming responsibility for potential negative consequences. Organizations embracing the formation of teams before recognizing these characteristics may not realize their anticipated results. Before abandoning an even marginally successful “traditional” management structure, consider the following:

Teams must receive training to understand how each member fits into the process, leveraging every member’s unique abilities to make the “sum of all parts” a greater contributor to the Organization’s bottom line than would have been their potentially conflicting individual efforts.

Teams should receive an overall direction that defines their authority and any boundaries that may exist before they can operate independently. Management should provide the “content” to be considered, not necessarily the context with which to consider it. Do not try to control a team. An effective team should provide workable solutions that result in the group’s endorsement and “buy-in,” which will help to assure success in its efforts.

Most effective teams have a leader. A formal (or informal) leader will serve to keep the team “on task” and focused - to push through individual preferences as solutions are developed. A spokesperson will typically arise within a team – do not discourage the process. While teams are great “action units,” they often need to rally behind a champion to accomplish their group goals.

Teams should act through consensus rather than taking a “majority rules” approach. To achieve the best chance of success, every team member should agree on a solution prior to its being implemented as taking a vote and moving towards the solution that MOST feel is acceptable does not provide for group buy-in AND tends to create “win/lose” situations.

Work teams introduce multiples into an organization – stretching the limitations of an individual through the power of group thought. This power creates new solutions by applying different ideas and perspectives to tried and true processes. Do not expect team members to achieve success by taking untested ideas through an unmonitored process with little or no training.

Teams are like electrical circuits. Teams that “think in series” (one action accomplished before moving on to the next):

Accumulate a number of ideas before working through them one at a time.

Are like a single electrical wire extending over a long distance carrying a defined amount of power through a limited channel. All productive activity stops if the singular focus of such a team is disrupted.

Since all actions are funneled through a single “thought-line” in a series circuit, it will take a longer time to distribute the power of the team.

Teams that “think in parallel” (many actions taking place at the same time focused to produce a single result) establish alternate routes, paths or patterns in the problem solving process allowing great things to happen through grouped abilities. When teams “think in parallel” they:

Anticipate obstacles before they occur to function more effectively.

Channel a “defined amount of power” through multiple lines, carrying it to its pre-determined destination quicker.

Allow activity to shift to another avenue (rather than being taken off-line) should a disruption occur.

Teams properly assembled, trained, and allowed to function without disruptive outside interference pay multiple dividends. Several heads are better than one when multiple and diverse thought patterns can be melded into a singular action accomplishing significant results. Focusing on the importance of individual contributions tends to minimize the effectiveness of teams. When creating teams, however, leverage the collective spirit of individual entities – but focus a team’s actions through an internal filter (leader) to make sure that all interests are served, all ideas are gathered and everyone is “on the same page” when action is taken.

LOOK BEYOND “WHAT IS OBVIOUS” TO EXPERIENCE “WHAT IS POSSIBLE”

Our first impressions and preconceived notions influence our attitudes as we work with others. Until (and unless) we allow ourselves to view people with an open mind, seeking the value they bring rather than limiting the contributions they may make, we will not be able to realize their significance. We must dig deeper as we deal with others – continually seeking to identify the “method to their madness” as we deliberately limit the “madness from our own methods.”

Unfounded perceptions can negatively influence both thinking and action – potentially undermining both individual contribution and organizational success. I was working with the owner of a small machine shop that was struggling financially. The owner told me that he would like to have a “whole shop full of employees like the 76-year old who had retired before coming back to work, citing his loyalty and leadership ability as being inspirational to his other employees. His employees told me they were always looking for other opportunities – not so much because they did not like the work but rather because they did not want to end up working until they died because they couldn’t afford to retire.” I then spoke to the 76-year old and found that he was aware of what the owner and his fellow workers thought – but that neither knew the REAL reason he worked – that “if I ever met his wife I would know why he still came to work!” Often our perceptions can taint our thinking. ALWAYS take time to learn the facts before leaping to judgment!

Acting on available information without asking for clarification can often lead to disaster.
Many years ago, my wife and son were engaged in a heated discussion when I arrived home from work. It seems that he had been sent to the principal’s office for “hitting a kid with leaves” on his very first day of kindergarten. She could not understand why “throwing leaves at someone” was an offense worthy of a principal’s attention. He could not understand why she kept asking him about the situation after he had clearly and concisely answered her questions. I looked at my son and asked, “How big of a stick were the leaves attached to?” Upon hearing the “right” question he brightened and made a circle with his fingers and said, “Oh, about this big – nobody asked me that!” We often lose sight of where we are going because we are so focused on what we know as determined by where we have been and what we have experienced. Never form an opinion without first thinking about all the things that COULD BE rather than simply focusing upon what we think IS.

Others truly do matter in life. They can lift us up or weigh us down depending on how we view their contribution to our well-being. If we verify our perceptions before we pass judgment we can often avoid making assumptions that could lead us down the wrong path. If we ask for help and opinions from others before acting on our own – particularly when they may have already “been there and done that” – our journey can become much easier. If we truly seek what others can contribute (and listen to their words when we see their mouths moving) we may find support and affirmation coming from unexpected sources all around us. People will always say (and do) the strangest things. Make sure you pay enough attention to what they are saying or doing (and sometimes what they may NOT be saying or doing) that you can enjoy the difference their input makes in your life (AND you in theirs). Maximize the harvest this life offers by intentionally acting with discernment – by ALWAYS seeking prior to judging and listening prior to acting.