4 Factors to a Longer and More Successful Leadership Life

"One of my clients had a profound impact on my life this week. What I heard him say is:

"Scott I realized that I have to take care of me. I am at my best when I am taking care of myself. I decided that I am going to do yoga when I get up in the morning, and I am going to exercise at noon. I am going to be conscious of my diet and make good choices about what goes into my body."

When I probed for the reason, he continued,

"There has been a lot of negativity in my life recently, and I am just not going to allow it to get me down any longer. I am going to choose the leader I want to be and not be some weak victim of circumstance."

Absolutely Profound.

Choosing positive self-care over a negative circumstantial life perspective. Thanks to the courage of this story, this month I am dedicating the blog to the idea of wellness. We will discuss ways that you as a leader can take a positive self-care position, rather than be a victim of any negative circumstance.

Businessman holding two papers with happy and angry face each on them

According to the National Wellness Institute, wellness is "an active process through which people become aware of, and make choices toward, a more successful existence."

Four things to notice about wellness:

• It is an active process. It is something you devote energy to making happen. It is intentional on your part as a leader.

• It starts with self-awareness. Are you aware of the moment when health choices present themselves?

• Wellness is a choice. You decide to be well in the moment, or say screw it and become a victim of your circumstance.

• There is an end game. A successful existence. This is your life. You only get one. Why not make it the very best that it can be?

The National Wellness Institute describes six different dimensions for us to consider as we examine our own wellbeing:

• Emotional

• Occupational

• Physical

• Social

• Intellectual

• Spiritual

This week I want to focus on your Emotional Wellbeing as a leader.

The Story

One of my favorite authors is Martin Seligman. As a past president of the American Psychological Association, he has the credibility from a research standpoint that is really meaningful for me. In addition, Martin is a gifted storyteller who can weave a story together and then bring home a point that has real impact and causes me to pause and examine my own life.

One of my favorite stories that Martin tells is in his book Authentic Happiness. He details the stories of two of 180 nuns who are the subjects of an impactful and noteworthy study on longevity and happiness. If you want all the details, you really need to get the book, it is a great read. Here is the bottom line:

• 90% of the most cheerful 25% of the nuns was alive at age 85 vs. only 34% of the least cheerful 25%.

• 54% of the most cheerful quarter was alive at age 94, as opposed to only 11% of the least cheerful.

Studies of longevity are admittedly dicey and very complex from a pure science standpoint. Causality is extremely difficult to make a case for. However, one of the reasons this study is so impactful is that nuns lead very similar life. They eat similar food, they don’t smoke or drink alcohol, they have similar routines. Sure there are some other differences that could account for the results:

• Different levels of intellect

• Different depths of spirituality

• Different outlooks on the future

However, none of these in the research made any difference. The thing that Seligman points out that made a difference in the longevity of the nuns was the amount of positive feelings expressed.

If longevity is at least one measure of a successful existence, then the positive outlook you have on life matters!

Happiness and Emotional Intelligence

In the Emotional Intelligence training that I do as a part of my consulting, one of the attributes we measure is that of Happiness or Wellbeing. In the model we use there are four factors that comprise Wellbeing:

• Self-Regard: Believing in yourself and living according to your values.

• Self-Actualization: A willingness to learn and grow in accordance with your values.

• Interpersonal Relationships: Engaging in mutually satisfying relationships.

• Optimism: The ability to respond, recover, and claim a happy state from disappointments and setbacks in life

There are two important considerations as you evaluate your own level of well-being.

The first is that you display as much of these four attributes as you can. Believe in yourself and live according to your values. Learn and grow in areas that really matter to you. Have friends and ensure that there is reciprocity. Realize that things are not always going to go your way. It isn’t if you are going to have a setback in life it is when. What counts is how you respond.

The second is that you have balance between these attributes. For example, you want to make sure that your self-regard is balanced with your interpersonal relationships. If you have a high level of self-regard and low levels of interpersonal relationships, you could come across as prideful and in it for yourself. If you have low levels of self-regard and high interpersonal relationships, then you could come across as needy and not fun to be around.

As you think about the successful life you want to live as a leader, are you choosing to maximize and balance these 4 attributes of emotional health?

Homework:

Rate yourself on a scale from one (low) to 10 (high) on each of the 4 attributes of well-being. Are you maximizing each attribute? Are all four of the attributes in balance with each other? As you reflect on these, what changes would you need to make to live a long and successful life?

What Leaders Can Learn from a $20 Bill

It is interesting to me to observe the lens in which various people look at decisions.

• Teachers look at how decisions can impact learning

• Speakers look at how decisions can become inspirational

• Historians look at how past decisions affect the future

• Nurses look at how decisions advance human health

• Managers look at how decisions affect the bottom line

As you know, I am a leadership junky and I am constantly observing things with a leadership perspective. I found the following story fascinating to examine using a leadership optic.

harriet-tubman-20

The Story

I was reading about a recent decision made at the US Treasury Department. Secretary Jack Lew has announced that in 2020 Andrew Jackson will be sent to the back of the $20 bill while Harriet Tubman will replace him on the front of the note.

Tubman is best known for transporting slaves via the Underground Railroad after escaping from slavery herself, then becoming a pioneer in the women’s suffrage movement. Born into slavery, she not only raised herself out of bondage, she ran 13 missions to free some 70 friends and family from slavery. She is, without question, one of the most famous civilians in all of American history.

Jackson was the seventh president of the United States. His legacy is both one of the most studied and most controversial. Examples include his own ownership and outright support of slavery, signing into law the “Indian Removal Policy," and becoming the first president to implement the “spoils system,” whereby the person who wins the election puts their friends and family on the government payroll. He is also the first president upon whom both a physical attack was directed and an assassination attempt was made.

The Perspective

• A teacher might share with students what it meant to be a conductor on the underground railroad

• A speaker could use Tubman to inspire an audience to examine how their actions line up with their beliefs

• Georgetown historian Michael Kazin took this perspective on Lew’s decision: “Our money is catching up with our history."

• A nurse may want to examine the headaches and seizures Tubman suffered at the end of her life.

• A manager might want to examine the financial impact of Tubman’s actions for slave owners or freed slaves

However, putting on our leadership glasses, let's look at Tubman’s actions in light of her emotional intelligence.

Linking Leadership to Action

When studying and applying emotional intelligence to our leadership lives, we are often caught up in the impact that OUR emotions have on OUR ability to lead. While this is an important aspect of any leadership model, it is woefully inadequate to focus solely on ourselves.

As leaders, we can not ignore our social responsibility to others. Social responsibility comprises both the desire and the ability to willingly and without restraint contribute to the benefit and well-being of others.

The idea is much deeper than whether you volunteer at your local food bank once a month. Socially responsible leaders have a conscious, deep, and abiding concern for others. Leaders who excel in this ability can resist the temptation to put themselves first, and instead, care and act compassionately toward others.

From the assessment work I do with emotional intelligence, leaders who lack enough social responsibility often have imbalances with their own self-actualization. Leaders who score high on self-actualization without balancing social responsibility will tend to put their own meaning and purpose ahead of others. They have their goals and objectives firmly established, then after all of their safety and security needs are met they will turn to considering the affliction of others. Most often what I hear is, “I work long hours, I have a family, I don’t have time to get involved."

I often wonder if this is what Martin Neimoller, a prominent Protestant pastor who emerged as an outspoken public foe of Adolf Hitler and spent the last seven years of Nazi rule in concentration camps, meant in his famous quote,

First they came for the Socialists, and I did not speak out—Because I was not a Socialist.

Then they came for the Trade Unionists, and I did not speak out—Because I was not a Trade Unionist.

Then they came for the Jews, and I did not speak out—Because I was not a Jew.

Then they came for me—and there was no one left to speak for me.

Social Responsibility, a very valuable emotional intelligence trait for leaders to cultivate.

Thank you, Harriet Tubman, for providing such leadership and caring about others, even when it meant risking your own life.

Thank you, Secretary Lew, you got this one right!

Homework

As leaders, we are surrounded by good causes these days where we can express our social responsibility. Your assignment is to examine your own leadership and see if this is an area you need to improve. Examine deeply what may be holding you back. If you see a need, resist your knee jerk reaction to assume someone else will take care of it and instead take action yourself.

3 Leadership MythBusters That Will Shock You

Last month, celebrity scientists Adam Savage and Jamie Hyneman wrapped up thirteen years of debunking theories with the grand finale of MythBusters. I'll admit that I wasn't exactly a loyal fan of the show, but I did enjoy a few episodes here and there. It's fascinating to see these scientists take a myth that most people have heard, then test that myth, typically proving it's simply not true. I'm not a scientist, however, I am familiar with many myths in leadership and feel they've run their course in holding leaders back from reaching their full potential.

Facts versus myths

Here are three major misconceptions that leaders commonly believe to be weaknesses, when in fact they are traits and strategies that can be used as your secret weapon to effective leadership:

Myth #1: To retreat is to give up.

The Buster: Retreat is actually a way for a leader to regain clarity of vision and engage their work again more powerfully.  The idea of a retreat comes from an old French word meaning “a step backward.” The word took on a military connotation in the 14th century as the act of withdrawing from action. The reason for withdrawal was to regroup so that you may re-engage the enemy again more powerfully than before. Retreat is a powerful tool for positioning yourself for strength, especially when the state of being overwhelmed or stressed is restricting you from doing your best.

Myth #2: To be vulnerable is to be weak.

The Buster: Stop thinking that you are weak when you open up and share! You’re actually the opposite – you’re incredibly brave to let someone else in. Chances are, when you do, you’ll find someone as desperate as you are to connect on a meaningful level. The Industrial Age leadership principles and the “shut up and just get the job done” mindset are things of the past. Today’s leaders must be more open and transparent with their teams. When you are open, transparent, and clear with your thoughts and your thought processes, I believe you will find a team of people – professional and personal – who are ready to jump in and help you, walk beside you, and strive with you to accomplish great things.

Myth #3: Asking questions jeopardizes your intelligence.

The Buster: People often think that asking questions may put your reputation of high intelligence, or your perception of it, on the line. What's intimidating about asking questions is the uncertainty of the response you'll receive. But what can you do with unanswered questions? Nothing. Imagine what happens when your questions are answered: you receive clarity in a situation, you solve a problem, you understand your relationships better, etc. Ask questions, good questions, and get the answers you need in order to move you forward with your team, projects, and leadership.

Homework:

Retreat. Take an hour and a half out of your work day to evaluate the progress of your projects and do some self-reflection. Be Vulnerable. Be honest with someone about how you are feeling and what you are doing. Do this with someone who already knows you well, who you can trust to help you. Ask Questions. What in your organization or team needs clarification? What questions do you need to ask your leader/mentor, your team, or even yourself? Make a list of questions and take time to ask them this week.

How Do You Answer Questions About Your Leadership Brand?

I recently watched a fascinating interview that the Wall Street Journal recorded with Logan Green, CEO of Lyft. The topic of the interview was “How I Work." While I am admittedly an Uber guy, I have to tell you that I may give Lyft a try the next time I am in need of a car service. I was really impressed (I was going to write "uber impressed," but that just didn’t seem right!) by Logan’s answers to the interview questions.

lyft-convenience-illo-1200x627

Then I got to thinking, why would one interview with a CEO cause me to shift my loyalty?

Was it his personal style? Some of the attributes I noticed were

• He was casual yet attentive.

• He was informal yet focused.

• He smiled and was also serious.

• He was both humble and confident.

Not a bad list for a leader! However, as I reflected I realized that it really wasn’t his personal style that resonated with me. I have seen others with great style and, to put it frankly, in the long run I think style is way over rated.

Was it the questions that were asked? They were questions such as

• Are you a morning person or night owl?

• Tea or Coffee Guy?

• What do you do first thing in the morning?

• What kind of car do you drive?

• In one word, what is one thing that separates Lyft from Uber?

• What is the most important thing you are working on as a leader?

• What is the most distracting thing that happens in your day?

• If you had to take an Uber or a Yellow Taxi which would you choose?

No, it wasn’t the questions that were asked. I have heard them all before.

Was it his answers to the questions? He said things like

• Night Owl

• Anything with caffeine

• I like to get up in the morning and go for a short run. It really helps wake me up and start the day right.

• Nissan Leaf

• We care.

• Communicating better and more frequently.

• I would take the Yellow Taxi any day.

Yes, that was it! It wasn’t necessarily what he said that struck me, but how he said it. His answers were thoughtful and penetrating. They were concise and relevant.

Play A Game

How might you as a leader have the same kind of impact with your followers?  I am going to ask you 6 leadership questions. What you have to do is come up with a concise (one to two words if possible, but no more than a sentence), thoughtful, penetrating, and relevant answer.

Ready? Here we go:

• How would you describe your leadership style?

• How do you practice self-care?

• What is the most impactful change you need to make in your leadership?

• If you had to choose making an ethical decision or maximizing performance, what would you choose?

• What is the most important thing you do in your day?

• What is one “do over” you wish you had in your leadership life?

So, how did you do? Having concise and thoughtful answers to questions like this might take some time for you to develop. Perhaps you want to sit with these and reflect for a while. Perhaps you want to ask your team (or your family) how they might answer these questions for you, then compare their answers to yours.

The point

Leaders must have a balance of self-regard and empathy. If these elements are out of balance you will likely end up with a range of behavior from arrogance to paralysis. People will not want to follow you unless they have to. Being overly empathetic will get in the way of productivity. Reflection is a great way to improve both your self-regard and your empathy. That is really what I took away from the interview with Logan Green. He was both confident and caring. How about you? How do you measure up on this emotional intelligence spectrum?

Homework:

Last week I facilitated our Leadership Principles course for a client of ours. This is a course where participants explore their core values, then link them to their leadership principles across 11 different leadership dimensions such as coaching and hiring. At the end of that workshop, we have the participants write their Leadership Epitaph. An Epitaph is a short (no more than 15 word) description that you would want someone to say about you at the end of your life. Why not work on your Leadership Epitaph? What 15 words would you want people who follow your leadership to say about your leadership after you are gone?

Are You Embarrassed by This Leadership Addiction?

I was struck by something I found fascinating as I attended the Society of Consulting Psychology winter meeting in Orlando. Prior to the introduction of the speaker, the master of ceremony told the crowd, “Feel free during any of the talks and presentations today to stand up and walk around. It is not rude. Our desire is for you to be healthy.”

Wow! That was different. I have never seen or heard that before!

Then my mind started playing mental gymnastics with itself:

• "I don’t like that because I have never heard it before."

• You should be more flexible when you hear new things."

• “I don’t like it because it is rude for the speaker."

• “What a great idea to give people permission to be themselves."

As I was trying to decide if I liked this new approach to audience empowerment or if I found it rude, I realized something about myself...

I am addicted to certainty.

Thinking business woman with glasses looking up on many questions mark isolated on gray wall background

Confidence is the positive feeling of being self-assured. I get this overwhelming feeling of calm when things in my life are unwavering.

Certainty is like a drug. It has the power to give us a feeling of peace even in the midst of chaos. Along with this power comes a numbing effect, telling us that we don’t need to be aware of anything else going on around us. The lie that certainty brings with it is that you can stop learning. You know enough that you no longer need to be open to other ideas. You can shut off any discussion opposed to your position because you are certain.

Leaders need some level of confidence in the vision and direction they are taking followers. So, I am not saying you should be paralyzed by uncertainty. What I am saying is keep asking questions. Use critical thinking skills. Stay curious as an antidote against your certainty addiction.

According to Diane Halpern, a critical thinking expert at Claremont McKenna College, the critical in critical thinking signifies an evaluative component. This evaluation is a constructive component.

Yes, I am now a recovering certainty addict. Like any addict who wants to recover, I started digging into the topic to learn more.

When our brains are engaged with change, their default is to say "no way." The brain wants certainty.

As a result, we end up justifying our stance and fall in love with the assumptions that help us move through life. Certainty, then, is an addiction, because our brains become so accustomed to the way things are for us that we become more rigid in our stances. The instinct is to protect ourselves from that which we do not know.

I don’t want to be uncomfortable with people walking around during a presentation, so I have to protect myself from this idea by rejecting it out of hand. The thing that makes me comfortable is the certainty that I am right.

How do we adapt who we are today to the change that is happening around us?

To be relevant in times of change, we must understand the value we bring. Being open and flexible as a leader becomes paramount to your success. Remaining open and curious as to what is going on around you is the key. Flexibility is an important component in emotional intelligence. According to Steve Stein and Howard Book in their work on emotional intelligence, flexibility is the ability to adjust your emotions, thoughts, and behavior to changing situations and conditions.

Become comfortable with the uncomfortable notion that people walking around during a presentation is okay.

The Challenge

What are you doing as a leader to help commit your organization to an attitude of change? A 2003 study by Accenture Consulting found that 77% of organizational cultures embrace entrepreneurial ideas once they had been tried and proven.

As the leader of your organization, how are you doing with becoming comfortable with the uncomfortable things in your world? How are you fostering an entrepreneurial spirit in your organization? What are you doing to help others in the organization show that their ideas have merit instead of saying, “That will never work here."

Here is a great example my HR friends talk about all the time. The question from organizations goes something like this: "How do we attract millennials and keep them?"

I speak with leaders all the time who want to attract these young and creative professionals. However, after they attract them to the organization they treat them like they are something to be domesticated. Rather than learning from them and paying attention to what they are doing, we struggle to control them.

The world is changing and we cannot continue to apply our old assumptions to the new trends that are taking place. Stop fighting it. Stop resisting it. Start being flexible and resist your urge toward the comfort of certainty.

For example, instead of trying to domesticate millennials, which is the certainty principle, why not become playful with your approach to engaging the talent in your organization?

Breaking The Mold of Certainty

Here are 2 questions I picked up from the Futurist at the presentation on ways to break out of the mold of not changing:

• What is at stake if you do it? What is at stake if you don’t?

• Micro change: Change is hard, so what can we do? Pilot something different, find what you like, and improve upon it.

Homework

Find a place you are really certain about in your leadership. Now, begin to wrestle with the idea of what happens if you do not change. What is at stake if you don’t start looking at it in a different way?

3 Aspects of Healthy Organizational Competition

A businessman crossing out teams on his busted March Madness bracket

A couple weeks ago now, my eldest son challenged our family to fill out a bracket for March Madness. My son suggested that the prize would be that the winning couple (since all the kids are married now) would be exempt from the responsibility of providing a meal when we gather together over the Fourth of July weekend this year. Everyone agreed, and we submitted our brackets by noon early last week before all the games started. (Guess who is in first place at the writing of this blog…:)

My family communicates on a regular basis, but once March Madness was in full gear we were all texting and calling each other to comment on certain game upsets, as well as predicted outcomes for upcoming games. Even my daughter, who did cheerleading and theater in high school, was focused on the "madness," checking the game results and how it affected her bracket by the hour. My wife, who is an ordained minister and hasn’t watched one college game all year, is constantly checking in on the games to see how her predictions are fairing.

This spirited competition motivated our entire family to think strategically about the projected outcome, remain engaged through the entirety of the event, and increased our communication with each other.

Wouldn't it be great if we could apply this same competitive spirit to motivate the teams in our organizations?

Yes, it would be great, and I believe we can! Here are the three things you need to integrate this healthy competitive spirit into your organization's culture:

Identify the Goal and the Vision

Tell your team what it is they are working towards and why. Make it clear and concise so that they could repeat it back to you or explain it well to someone else. Knowing the end goal will give your team direction and motivate them as they strive towards it.

What Not To Do: Assume that once you have communicated a goal or a vision that people in the organization automatically get it! One of the significant works of the leader is to keep repeating and bringing people back to the goal and the vision. Your role is often to prevent straying and distractions from the desired outcomes.

Identify Rules and Measurements

With March Madness, not being able to change your bracket is part of the fun and gamble. However, our workplace shouldn't be a gamble where we role the dice and see what happens, or blindly guess based upon no information. In order to create a healthy competition, there needs to be rules, parameters, and boundaries that the team members are expected to abide by. Fair play will be respected and rewarded as a way to encourage others, allowing them to trust the system created. There should be check-points to allow your team to measure how well they are doing and consider whether their strategy needs to be reevaluated to reach the goal.

What Not To Do: Let people off the hook if they don’t meet the goal. Accountability doesn’t always have to mean retribution, penalty, or punishment, but it should have enough teeth in it so that you build a culture of trust. According to Patrick Lencioni in his "5 Dysfunctions of a Team" work, a lack of accountability is a significant cause of organizational mistrust.

Identify the Reward

Think about how you can reward your team when goals are met. How might the reward motivate them personally as well as collectively? What is the reward and how would it be received by the individual you are rewarding? You don't want to give a reward to someone that you wouldn't want yourself, or perhaps what you would want differs from others. These are just a few things to consider before deciding what the reward will be.

What Not To Do: Make reward a drag. If your people are working long hours, please don’t schedule another team builder that is going to require more of their personal time. If a team builder is important, why not do it at 2pm on Friday? Rewards should be something they enjoy, not something they dread.

HOMEWORK

• Look back at your calendar. How many times have you repeated the goals and visions for your organization this year? Are you assuming because you said it once two years ago that they are connected with it? Just because the goals and visions run around in your head all day, doesn’t mean it reaches the cerebral cortex of others in your organization.

• Assess the level of accountability your team has with each other. Do they hold each other accountable, or is this your role? A high performing team holds each other accountable and doesn’t leave this level of responsibility solely with the leader.

• Reward your team this week. You are almost at the end of the quarter and I bet you can find something that the group is doing really well. Why not reward them? Find something they enjoy and implement the reward this week. Don’t put it off. Schedule it now!

5 Ways to Positively Impact Your Organization’s Culture

There is a lot of conversation in the “blogosphere” these days about the types of cultures leaders can create in organizations. Here are a few examples:

• Learning Culture

• Performance Culture

• Service Culture

• Command & Control Culture

• Customer Centric Culture

• Employee’s First Culture

• Shareholder’s First Culture

Frankly, there are probably thousands of cultures and subcultures that organizations can identify with. Leaders can be left in a state of ambiguity about what is really acceptable in a culture unless organization-wide consensus can be found.

Confusion can lead to inconsistency in strategy implementation or even complete chaos, which can result in paralysis. This fragmentation in organizational culture can leave the strongest subcultures defined by those with the loudest voices, which may not actually be representative of the culture at all.

Perhaps a story can clarify:

Years ago I worked at an organization that had a cultural norm of “respect for people." This norm was carried out in a lot of very positive ways throughout the organization, such as caring and compassion with a death in an employee's family, paternity and maternity leaves, even pay based on performance was weaved into this respectful culture.

In one department, there swooped in a leader who had an agenda. A change in performance standards would take place but only a select few favorites would be told of these new rules in the culture. Low performance ratings were given to people who had traditionally been top performers. The organization became chaotic and fragmented as no one knew what the cultural norms were in order to perform at high levels. All anyone knew was to "please the leader or you are out."

Fast forward 6 months and the entire department had been decimated. The leader had to be replaced. What was once a high performing organization had been completely and utterly destroyed by the actions of one person. One really loud voice was able to take down an entire team, exiting many top performers from the company in the process.

The culture you define as an organizational leader impacts the development of your team members. If they don't feel safe, they definitely won't feel valued as a team member. And if they don't feel valued, then they won't be motivated. When you have unmotivated team members you run the risk of losing them or leaving untapped potential on the table.

So, how do you create a culture that allows your newest team members to feel safe as well as your current colleagues to be motivated? Perhaps it's not something that you DO, but instead what you can BE.

Focus on developing your emotional intelligence. This effort on your part will impact the culture you want to create. As you create this positive culture, the desired behaviors will become part of who you are and not just something that you do occasionally. Think deeply about the kind of culture you are shaping as you lead your team.

Here are 5 things you can become that will positively impact the culture of your organization to give you great results:

Be Self Aware Know and be confident in yourself and your abilities. Understand how you handle your emotions, and how they impress your company. Everyone is watching you to see how you will react. In fact, they may be able to predict your behaviors. Become just as aware of yourself and how you can choose your emotional responses.

Be Assertive Communicate your what, how, and why in a simple, clear, and even repetitive way so that your team understands.

Be Empathetic When I teach seminars on Emotional Intelligence, I often ask the group for a common definition for empathy. The response I get back more than any other is “walking a mile in the other person’s shoes.” I love this definition, but to take it one step further (pun intended), “walking a mile in the other person’s shoes, even when the shoe doesn’t fit." Being empathetic is about being compassionate, caring, listening, and being flexible as needed. I believe strongly that we should not neglect the impact empathy has on shaping the culture of your company. Showing regular empathy will instantly invoke safety and value for your teammates.

Be in Control Not wavering, or changing things based on emotional reactions. When something comes up that invokes an emotional response, remind yourself of the companies mission, and your principles, to be sure that the decisions being made align with your mission. This way your team can feel confident that you won't make changes at the drop of a hat. As they trust you, they can focus on the work they need to do.

Be Optimistic People who are positive are magnetic. We want to be around them and we can be inspired by them. In order to be optimistic, you have to change the way you talk to yourself. What I mean by that is being able to see the best in yourself, see setbacks as learning opportunities, and see obstacles as unique, temporary events that you'll get through. Learn more about this by downloading my eBook, Optimistic Thinking.

Homework

Think about the 5 "Be's" above. Choose one you would want to work on.

To help organize your thoughts, grab a piece of paper, then write and complete the following sentence:

I want to be more ______________, so that my team can feel ______________ and we'll create a culture that is ___________________.

Here are three ways I will be more ____________ this week: 1. 2. 3.

Share what you wrote with a mentor or coach and have them help you with this development. If you can't think of who to share this with, write it in our comments below or contact me directly. I'd love to hear what you have to say and find out how we can help you!

How You Can Win in the Role You're In

[callout]This week I am happy to share this blog space with Gretchen Holcomb. Gretchen is spending a few months fine-tuning some things in our organization before going off to Spain for a year to teach English as a second language. I am excited for her to share with you about her last two months working with our team and learning our organization's culture.[/callout] I love to travel and have been blessed with opportunities to spend time in multiple countries around the world.

In just the last few years, I've enjoyed curry cuisines in India and exploring historical cathedrals throughout Germany and Switzerland. One of the reasons that I travel so often is because I enjoy learning about other cultures. I've experienced different cultures in each country, all unique due to their location, language, history, agriculture, and so much more.

Being so passionate about travel, imagine my excitement when Scott shared with our team that he wanted to discuss the topic of culture on the blog this month! Yet after reading last week's blog, I began to think about how there are many more layers to culture than merely those we generally categorize by country or state. We each belong to overarching cultures, yet we also fit into subcultures that make up who we are and what we believe. These subcultures may be determined by your religion, gender, generation, upbringing, etc., all of which have influenced your behaviors and values.

As our team engaged in conversation about the cultures of organizations, I reflected on my first team meeting with Livingston Consulting Group and the organizational tension "culture shock" that I experienced.

You see, it was a very productive meeting where each team member shared what they were working on, brainstormed collectively what to do moving forward, and each identified our action steps for a project. As the meeting was wrapping up, my mind had already shifted gears towards what I needed to work on and how I would do that. Yet instead of just ending the meeting with assigned tasks to each member, Scott asked each of us to share one thing we learned from the meeting. I was not prepared and felt uncomfortable by what he asked us to do. I simply wasn't adapted to the organization's culture that was deeply invested in the development of the individuals on the team. Talk about a team that practices what they preach!

To overcome this cultural difference that I felt, I did a self-assessment of my emotions that Scott talked me through. Here are some questions I answered for this assessment:

What do I know about myself and my values?

Personally, I am very task oriented and focused. I value punctuality and deadlines for projects as a way to be organized and efficient. I feel that I am at my best and most productive when I complete several tasks and quality projects in a certain time frame.

What do I already know about the culture of my organization?

Each time our team meets, we spend some time sharing our thoughts, ideas, and opinions that may not necessarily be related to our projects and daily tasks. Although LCG appreciates work completion and meeting deadlines, our organization cares about the well-being and development of its employees and clients. There is an overarching vision of working on yourself and your emotional intelligence to be the best you can be.

What can I appreciate about the new culture I find myself in? How will it help me grow?

LCG recognizes work will always be there and will always get done, but the effectiveness and passion behind it is largely dependent upon our attitude and approach toward it. Spending time to reflect on what I'm learning and invest in my development will help me not only improve in my current role, but also position me to take on more leadership responsibilities in the future.

How can I use my strengths and skills to help me adapt to this new culture?

Since I am task oriented, I've challenged myself to write in a journal as a weekly assignment. This allows me to personally spend some focused time of reflection on my development. Sometimes I use Scott's questions as a writing prompt, or write a reflection based on our projects just like this blog post. This practice has helped me feel more comfortable when we share in our meetings, and has even stretched my thought process while I work.

So, what about you? Have you ever assessed yourself and your organization's culture to see how they align or where there is tension? How would you answer the questions above and take action yourself?

HOMEWORK

Find some time this week to answer the questions above in your journal. Ask someone else in your organization how they would answer these questions and start a conversation about culture at your workplace. You might be surprised by others perspective and what you can learn about your team.

Here is a method for helping leaders reduce organizational tension.

Have you ever heard the phrase “You can take the boy out of the country, but you can't take the country about of the boy?” You probably have, or at least a variation of it. It's a common saying, because of the truth behind it: We all have a cultural upbringing and background that cannot be easily ignored or changed.

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The culture we grew up in is a foundational part of who we are and provides much of our leadership frame. The culture we are exposed to as infants, children, and young adults forms the values, beliefs, and social norms we carry around as adults today. This cultural development is so integral to who we are that it can cause us to behave in ways that we see as entirely normal, but others may look at and say, “what planet did you come from?“

Culture is influential and inevitable in shaping every single person in this world.

According to Michael Polanyi (my favorite science philosopher), “…as human beings, we must inevitably see the universe from a center lying within ourselves and speak about it in terms of a human language shaped by the exigencies of human intercourse.” Everything we do as leaders is culturally situated by our entire human experience: race, sex, economic class, family of origin, family dynamics, teachers, coaches, friends. It all has an impact on how you see the world and how you lead.

Last week, I was at a conference speaking about leadership and the impact our emotional intelligence has on performance. Questions about the clash of cultures came up in our group discussions. Some of the participants observed that the culture of their company didn't completely align with their cultural background. The company, for example, values expression of emotion as a way to show vulnerability and authenticity. This created tension as the individual who raised the issue grew up in a family culture that valued performance without emotion, “just the facts." The young lady said when she was a teenager there was no empathizing with how hard a class was, just deliver the “A."

This young lady felt trapped between the successful model she was taught as a young person and the new culture of empathy and connectedness. I have to tell you, the tension in the room was palpable and the struggle for learning to navigate this dynamic seemed unyielding.

What we talked about as a group is the fact that the impact our formative culture has on our behavior is not something can easily change without full awareness and willing intention. In fact, it may not be a full-on change that is needed, but more skill in navigating between the two cultural dynamics. This is a real value for the discipline of Emotional Intelligence.

Emotional Intelligence encompasses your ability to create space in a situation and make a behavioral choice rather than acting impulsively. Being emotionally intelligent equips you to assess the cultural tension, adapt to a culture, and even affect a culture with good leadership and team cooperation.

There is a lot that can be learned here from Young Yun Kim’s cross-cultural adaptation theory of "stress-adapt-grow." For example, the higher a leader's emotional intelligence, the more equipped they are to recognize the impact that the cultural stress is having on them. Self-awareness to understand there is a difference allows the leader to be able to feel the stress and deal with it rather than ignore it and let it mount.

If stress mounts to a point that can not be tolerated, all sorts of negative consequences are possible. If the stress is managed, then adaptation to the new culture is possible. Learning the emotional intelligence skill of emotional expression, for example, will allow this young leader to value both her culture of origin and her culture of destiny. When she adapts, she can grow to a place where she can feel less stress about the cultural differences. She will have grown as a leader without having to give up core aspects of who she is as a person.

Our theme for this month is going to focus on organizational culture issues. We look forward to a deeper conversation about the positive outcomes that may be achieved when you use emotional intelligence in any cultural situation.

Homework

Is there some place where you are feeling stress in your organizational leadership? Examine your culture of origin and compare it to your culture of destiny. Is there a place where growing your emotional intelligence could help you see the stress in a different light? Could you gain skills to help you adapt and grow? Look for places of friction in your work and see if it might have something to do with the clash of cultures.

What Great Leaders Do When Bad Things Happen

One thing that can get anyone's fear and anxiety levels up is big organizational changes. A new company President has been named, my department is being reorganized, my job is being eliminated, my company is merging with another organization, my boss just announced she/he is leaving and joining a competitor. All of these changes can have both positive and negative emotional impact. The plans of company leaders, meant with the best intentions for the organization and strategic purpose, can be seen by some as a new beginning and by others as the end of the world.

However, when people hear there is going to be a change, let's face it, the first thought for most of us is, “What about me?"

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How is this change going to affect my world? Our senses are heightened and we may be nervous about our job being in jeopardy or worried about the restructuring of our team and who we will answer to. When we feel this tension, we tend to respond emotionally.

I recently had a friend whose organization was going through a merge and he noticed some leaders in the company were responding very differently to the situation. Some of the leaders were being more encouraging, trying to help those under their leadership to face the emotion they were feeling.

Last week we talked about what these leaders are actually doing: reframing the fear of those under their leadership into excitement. Is the situation good? Is it all rosy and pollyanna? No, of course not.

Is there pain in a merger? Of course there is, especially when the news first hits. Is it the end of the world? No, I don’t think so. These leaders help those experiencing this emotion to initially calm themselves from the emotional fever pitch they are feeling so that they can begin to turn their fear into excitement.

My friend observed that other leaders in the organization weren't quite as helpful. My guess is these folks fall into one of two camps. The first camp is those who are so worried about themselves that they are no earthly good to those under their leadership. They are self-referential and self-absorbed. They turn their fear into survival of the fittest mode, caring only for themselves and their needs. The other camp just doesn’t know how to express emotion.

Emotional expression, according to Steve Stein and Howard Book, authors of The EQ Edge: Emotional Intelligence and Your Success, involves openly expressing feelings both verbally and non-verbally. The way we come across to others can greatly influence their opinion of us. Emotional expression is a skill, and some leaders lack this ability. When things go bad and everybody knows it, leaders need to have the skill to express the emotion that fits the circumstance in order to have authenticity and credibility.

So what do you do when changes like these happen in your organization?

Maybe the most important thing to remember is that the only person who can control you is you, so you can choose what will be the best response. The next important thing to remember is that you can't change anyone else, however, your behavior will influence others as they watch what you do and how you do it.

Here's how I would use the CHECK list that I mentioned a couple weeks ago to guide you through a difficult situation like this:

Consider the Situation

• What is happening to the company, leadership, colleagues, and yourself? Write out the situation and be as objective as you can. How could the merge be looked at from a positive perspective? Why is this situation difficult and what would make it better? It's okay to notice the emotions you are feeling, yet be as objective as possible in order to make sure that the vision of the organization aligns with your values and what you hope to accomplish in your career.

Hear from Others

• As a leader, plan a couple of open meetings with your team and employees, allowing them to provide ideas and opinions that they believe would help the merge. Allowing your followers to speak into the situation and listening to them will make them feel more comfortable with the change and set a tone for safety moving forward.

Eliminate Negativity

• Before you make a plan and implement it, it is important that you have a confident, optimistic attitude moving forward. This isn't only about your thoughts regarding the situation, but thoughts about yourself and ability to accomplish your goal. Make sure you believe in yourself and remain hopeful in the situation, then live out that positivism in your workplace. Avoid negativity that others are sharing in order to stay focused and on your optimistic track. Your colleagues and leaders will notice this and your personal actions will have a better impact on the situation.

Conduct a Plan

• When making your plan for the outcome you would like to have, think realistically about what you can actually do. Plan to stay connected and available for your leaders and team. If you are a leader, make sure your team knows the plan just as well as you do, so they can feel confident and safe in the direction of the organization, which will motivate them to perform well.

Keep Your Head Up

• You will be one of few that choose to be positive and it will be tempting to fall into the trap of being defensive, complaining, etc. Remind yourself daily of the outcome you are working towards and write it out as part of your to-do list. Focus on one thing you will do daily or weekly to work towards your goal. You will become invaluable to the team as long as you are a team player who is present and willing to work, yet exemplifying leadership through maintaining a positive attitude.

HOMEWORK

Read my blog post about the effectiveness of an open meeting and plan one with your team in the next week or so with only the discussion topic in mind. If you typically don't organize meetings, talk to your leader about the idea of having one and why you feel it would be helpful. Why not even offer to facilitate the meeting? This will show commitment and initiative to your leader and teammates.

What Great Leaders Do When Bad Things Happen

It seemed like a complete disaster. It was a project that our team created, organized, and executed, yet the outcome we received was far from what we desired. Sound familiar? It should, as we’ve all experienced the feeling of failure at one point in our lives. Whether in the workplace, in a sporting event, or other moments in our daily life, this failure can cause many different emotions such as frustration, disappointment, and most of all, fear.

In his new book Originals: How Non-Conformists Move The World, Adam Grant (Wharton’s four-time teacher of the year) gives some practical advice when we face fear. Instead of letting fear drift into anxiety or dread, reframe it into excitement. For example, in a study of people who fear public speaking (listed as one of the biggest fears people experience), the participants were divided into two groups. One group was given these three words: “I am calm." The other group was given three different words: “I am excited."

Which group performed their speeches better?

This one-word difference caused listeners of the talks to rate the “I am excited” group as 17% more persuasive and 15% more confident than the “I am calm” group.

Turning your fear into excitement can energize you to act. If you remain to calm for too long, there is a potential for negative self-talk and anxiety to set in. My hypothesis here is that the old advice of “remain calm” when you are in fear is really, "lower your anxiety and get moving." To remain calm for too long can cause paralysis in times of tension and complexity.

When you face times of tension, stress, and fear, how do you react?

We developed the CHECK list that we wrote about last week to give you a tool that will help you move forward when you are experiencing situations that bring fear.

Consider the Situation

It can be difficult to look at your situation objectively, considering the result of the project didn’t meet your expectations. Ask yourself the following questions to help you reflect and move forward:

• What went well?
• What could be improved?
• What needs to change or be omitted?

Hear from Others

Take it to your team and colleagues. Ask them the questions that you asked yourself above. Create a space that allows them to speak into the situation and feel positive through a process of brainstorming the solutions. Including them will motivate them in moving forward. If your team is stuck, consider bringing a coach into the situation to offer a fresh perspective and facilitate conversations or the planning process.

Eliminate Negativity

It requires a full 360 shift perspective to begin to see failing as a learning opportunity instead of as failure. Ryan Babineaux and John Krumboltz talk about this feeling of failure in their book, Fail Fast, Fail Often: How Losing Can Help You Win. In their research, the authors found that people who are happy and successful spend less time planning and more time acting. Now, there is planning involved prior to action, but what these people do is act on their plan without emotional fear based baggage. These folks get out into their universe to try different things and learn from their mistakes. From their perspective, failing is learning, not failure.

Conduct a Plan

Once you've looked at the situation objectively and heard from others, you can go back to the drawing board and work out a plan for moving forward. As mentioned earlier, try not to dwell in the planning stage. Instead, implement action. Consider adding some check-ups throughout your plan to track the progress along the way. Include someone in these check-ups for accountability.

Keep Your Head Up

Believe in yourself and in your team. Let others see your positive attitude and resilient behavior focused on moving forward. They will follow your lead and look to you for support or motivation. Approach your project from a different angle than before to give it a fresh feel for you and your team.

Homework

Reflect on a project or situation that didn't go the way you planned. Write down what went well and what could have been done differently. Share these thoughts with a colleague or mentor and brainstorm a plan for improvement next time.

What Great Leaders Do When Bad Things Happen

Recently, one of our blog readers reached out to me on Facebook (which I love, so feel free to comment on anything we write) expressing appreciation for my post on “Quick and Easy Ways to Enhance your Leadership." Along with his comment, he also inquired that I write about a topic relevant to a big change happening in his organization. He concluded by saying, “Sure, it is easy to use the tools you mention when things are going well... what happens when things go bad?” Great Question!

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These 6 words led me to reflect on several situations that could be categorized as difficult for leaders to work through: Downsizing, merging, restructuring, relocating, new leadership, project failure, ethical and moral failure, just to name a few.

Basically, anything involving a change that does not give you a positive feeling. These situations don't have to be awful, but they encompass any kind of change that takes you out of your normal routine, which can make them difficult. With all this in mind, I want to do something I have never done before.

Over the next few weeks, we are going to look at some specific difficult situations and learn how to maintain emotional balance through each situation. You see, just because there is change that affects your position, it does NOT require that it affects your emotions in a negative way.

When there has been an ethical breakdown in your company, it doesn’t feel good. Tensions are high and people are on edge emotionally. Realizing the emotion exists and not allowing the negativity to drag you down is the skill. This is emotional resilience. Bad things are going to happen.

How can you as a leader work on your own resilience to be able to lead others to see a brighter day ahead?

The first step in being a resilient leader in times of tension and complexity is to be aware of and manage your emotion. In the most recent issue of Leadership Quarterly, Laura Little, Janaki Gooty, and Michelle Williams take on the topic of "the role of leader emotional management." The authors studied 163 leaders and their followers and concluded that when followers perceive that the leader was managing emotion, focusing on meeting expectations, and creating a future, followers felt better about the leadership being provided. Conversely, when followers perceive that leaders modulate or suppress their emotion, there is a lack of leadership and job satisfaction on the part of the follower.

What can you do as a leader to create better leadership in times of tension and complexity? How can you focus on meeting expectations while creating hope and a future for your followers when times are tough?

Here is a simple acronym that can help you stay in CHECK during difficult situations:

Consider the situation

Take note of what's going on and how it is affecting you, your relationships, and your team. Can you describe the situation clearly and objectively, then identify the emotion it brings up and why? Are your emotions creating false expectations that need to be managed?

Hear from Others

Who are two or three people you trust that can speak into the situation? Identify individuals inside and outside of what's going on that can help you think and act productively as you figure out what to do. Don't spend too much time doing this, or else you become subject to the opinions of too many people and fall into a pit of gossip and negativity, which brings us to our “E."

Eliminate Negativity

This is easier said than done, but so necessary. Pessimism indicates that there's absolutely no hope or no solution to what's going on, and that's just simply not true. Whether it's coming from yourself or from others, be sure that what you are hearing and thinking will be constructive and productive. Martin Seligman, past president of the American Psychological Association tells us we need to develop a “positive explanatory style." This is not “The Power of Positive Thinking” we all have heard about. It is much deeper than this. Seligman says “what you think when you fail is crucial.“ How you explain things to yourself when they don’t go your way is the difference between helplessness and being energized.

Create a plan (organize and carry out)

You've thought about it and talked about it, now it's time to decide what you will do about it. Start with the outcome you hope to have and work backward, documenting the steps you need to take to reach that outcome. The key here is to describe what success looks like to you before you implement the plan.

Keep Your Head Up - Stay consistent, present, and motivated

We know it's not going to be easy, but no matter what happens you have the ability to take a deep breath, stay positive, and keep going. What are some things you can do to remove yourself from what's going on, clear your head, and rejuvenate yourself to stay in the game? Consider following my guide for a quick, personal leadership retreat.

HOMEWORK

Think about this acronym and how you can apply to a difficult situation you are facing. Write CHECK on a post-it note and stick it somewhere you can see it as a reminder of this process and how you can apply it to anything going on in your life that is causing tension for you and your organization.

Stay tuned in the weeks to come as we use our CHECK list in some specific situations that will help you better apply it to your leadership life.

Win or Lose, Emotional Intelligence Matters

After the Super Bowl on Sunday night, the quarterbacks from each team were bombarded by the media with questions. For Peyton Manning, it was all about whether he would cap his career on a high note. For Cam Newton, the questions reflected his fresh defeat. Whether you're a rookie like Newton, or a seasoned veteran like Manning, it is important to think through how we will respond emotionally whether we win or lose. Let's look a little closer at both players and think through what we can learn from them.

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Let's Start with Manning

After his win, we heard Manning repeat again and again what he planned to do, which did not involve releasing any clues of retirement. He gave a lot of credit to Coach Tony Dungy who encouraged him not to make any emotional decisions. Note that this advice came before a Super Bowl victory, because either outcome of the game would affect Manning's emotional decisions in the moment.

In the midst of the rush, you risk saying or doing something that you wouldn't when your emotional state is leveled and you are thinking clearly. In Manning's case, he could be feeling pretty good about his victory and desire to do it again. It's important for him to level emotion and take on a posture of humility in the weeks to come.

Now, Newton

I can't help but sympathize with Newton in some ways. It's early in his career and he had a great run this season. Stats and predictions for a victory pointed his way, yet just as he said in his brief interview after the game, “They just played better than us.” From his body language (hood up, eyes down) and his short answers, it was obvious that Newton was emotionally defeated.

No, he probably shouldn't have walked out of his interview, however, I think his emotional response could have been worse. Perhaps for Newton, at this point in his life and early in his career, the best thing he could do to avoid an emotional reaction was to just walk away. This was his immediate reaction. How he lets this loss affect him and his leadership moving forward will be crucial.

What this Means To You as a Leader

Sometimes things are going to go your way and you will win. The question becomes, how are you going to display your victory?

One of they key characteristics that attracts followers to a leader is humility. Winning with grace is a very attractive leadership attribute.

Humility can be disregarded at times because it is misrepresented as lacking toughness and grit. However, in an article in the Military Review, authors Joseph Doty and Dan Gerdes say this is not the case. They describe a humble leader as lacking arrogance, not aggressiveness. Humility can even carry a spiritual tone, since the leaders activities are seen as free of ego and self-aggrandizement. Peyton Manning may have the title of 2x Super Bowl Champion and leader of all-time passing yards, however, his posture of humility over the years is what attracted his fans and followers.

And then there are times when things are not going to go your way and you are going to lose. The question then becomes, how are you going to show grace in defeat?

Nobody likes a sore loser. Just look at what happened to Donald Trump in New Hampshire when he displayed poor character as he spoke about his loss in Iowa last week. His poll numbers started to drop, so much so that the Wall Street Journal says he must change his message to avoid another primary disaster.

The question is not if you are going to have a setback in life. The real question is when are you going to have a setback in life, and how do you respond when you do?

In the emotional intelligence realm, the trait that is needed by leaders is called resiliency. Leaders need to have an ability to recover, to get back to their original form when things do not go their way.

It will be interesting to see how Cam Newton recovers from losing the Super Bowl and how he'll channel this experience to shape his leadership for the next season.

What can you do?

1. Picture yourself in the moment after you succeeded and then again as if you failed. How would you hope you'd react in either circumstance? How do you plan to respond? Do you know yourself well enough to know when you are in control or when you just need to walk away? Think about these things.

2. Ask trusted mentors or coaches for insight. They will consider the situation in a way you may not have based on their past experiences. They will also be honest about how you may react, because they know you well. Make sure you really listen to them and consider what they share.

3. Write out your plan and immediate response whether you win or lose. Think through your stance and posture as well. Stick to this script. This way, you don't risk saying or doing anything you didn't mean.

Homework

Identify the next big moment in your career or in your life. Think about the questions above and write out a plan of action whether you win or lose. We'd love to hear from you, so don't forget to comment below.

What You Can Learn from NFL Coaches to Get to the Superbowl in Your Career

This week I am happy to share this blog space with Gretchen Holcomb. Gretchen is spending a few months fine-tuning some things in our organization before going off to Spain for a year to teach English as a second language. I hope you enjoy her perspective on coaching and leadership.

February is an exciting month for football fans across the nation as we come to the pinnacle of the NFL season, the Superbowl.

This Sunday night, the Denver Broncos and the Carolina Panthers will face off to determine who will be the Superbowl 50 Champion!

Although it is an exciting time for the players on the field, I can't help but think what it must be like for the coaches who saw the big picture, planned the strategy that got them this far, and wonder how they might be handling the pressure. Whether or not you are fan of either of these teams, I believe we can learn a lot from coaches Ron Rivera and Gary Kubiak that we can apply to our own playing field.

They Know Who they Are

Rivera and Kubiak lead with their strengths, because they know what their strengths are. They've identified their values and implemented them on and off the field. They leverage their self-awareness in order to lead their team and care for themselves. By understanding what they need to do in order to handle stress and pressure, they are able to manage and channel them so that their performance does not suffer.

Knowing themselves gives them the endurance to perform well throughout the entire season. In fact, in Rivera's bio on the Panthers' website, he recognizes the influence of his family background as a part of who he is: “Coming from a military background, there's a lot of discipline, a lot of structure. That's how I feel when I coach.”

What About You?

Do you know your strengths and weaknesses?

Are you extroverted or introverted? How do you manage stress when under pressure? Do you handle work conflicts differently than conflicts at home? If you are interested in learning more about yourself, check out last Monday's blog when we discuss the latest personality assessment and how you can take it.

They Know Their Game

This may seem like an obvious point. If Rivera and Kubiak are football coaches, then they better know the game. They have to know the game so well, in fact, that they are able to create strategies, teach their players, and make quick judgment calls in the midst of all the action. Both coaches have years of experience as successful players. Most likely, they mastered their game as players and enjoyed leading their teammates, which led them to coach. However, coaching is different than playing. To do this well, they had to pay attention to all the ins and outs of the game; not just what the quarterback is supposed to do, or the basic rules. It takes time to study, observe, and listen. Most importantly it takes having a great coach to become a great coach, just like these head coaches had when they were once players. In fact, I would bet they still have coaches or advisers helping them in their current position.

What about You?

What's your “game” and how well do you know it?

How has it changed in the last 10 years, and how could it change in the next five? What do you need to study to make your game your expertise? When you look around, what do you observe on the field and in the game? Who do you need to listen to? Who can coach you?

They know Their Plan and Work It

Only when these coaches know themselves, the game, and their team are they ready to get to work. It is up to the coaches to communicate their plan, prepare the players, and motivate the team. You see, the players are their resources, and it is the responsibility of the coach to help them get into game-ready shape, building them physically and mentally so they are able to perform in such a way that carries out the plan and strategy the coaches have devised. Yes, it's important for them to be in physical shape to play each game, but what is going to motivate the players to stay engaged for the entire season? The end goal is to win the Superbowl, but why does that really matter? It is up to the coaches to communicate this "why", and to communicate it often, so that the players stay focused and on track.

What about You?

What is the goal of what you want to accomplish and why? What resources are available to and how are you shaping them so they work to your advantage?

They Celebrate

We know what this looks like: balloons, streamers, fireworks, and someone announcing that they are going to Disney World! What would it look like if after the Superbowl these celebrations didn't happen? What if the players just walked off the field, cleaned out their lockers, and went home?

That wouldn't feel very good to the players, coaches, or the fans. They should feel excited, proud, and motivated by their accomplishments! The celebration is important, even when reaching milestones.

On the Denver Bronco's website a few weeks ago I saw that they hosted a Playoffs Rally to celebrate their step toward the Superbowl with their fans. I can only imagine how exciting and motivating that is for the players. Just a little taste of victory encourages you to press forward towards the ultimate victory.

What about You?

Where are the milestones in your plan? How will you celebrate when you reach those milestones in such a way that it pushes you closer to your end goal? What will it look like for you to celebrate your end goal? Plan those celebrations now to keep you motivated and in the game.

Homework

Consider taking a personality assessment like Strengths Finder, MBTI, EQi 2.0, or Pearman Personality Integrator. If you are not sure where to start, contact me and we can help you decide which assessment would be best for you.

Identify one way to learn your game. Is there a new book in your field you could read? Is there an expert in your field you could talk to? Even better, could you listen to your followers or clients, gather data about their observations, and learn from them?

Write out your plans for this month. Be sure to include how you will celebrate when you accomplish your goals. Finally, decide what action step you will take this week and tell us that step in the comments below.

What’s New In Assessing Personality

Have you ever been to a leadership training that used an assessment of personality and left you feeling really energized, but later felt confined to how the assessment labeled you? This happened to me when I became certified in both the DISC profile and the Myers-Briggs Type Indicator (MBTI).

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I remember feeling really good about understanding myself in more depth. There was keen insight into why I preferred my life ordered in certain ways. Here's what I mean:

One of these assessments told me that...

• I tend to focus my attention on the outer world of people and things.

• I look for patterns and the big picture and focus on future possibilities.

• I make decisions primarily on logic and on objective analysis.

• I have an organized approach to life and like to have things completed.

While the above is true, I also know that...

• I enjoy my inner world of ideas and impressions.

• I pay attention to my senses and what is going on around me.

• I am value oriented and feel I make decisions based on my values.

• I love spontaneity and like to keep my options open.

The Problem: Feeling Boxed In

When I took the Myers Briggs (MBTI) assessment, I remember feeling boxed in by my type. Of course, the 4 letters of ENTJ (Extraversion, Intuition, Thinking, Judging) felt like me, but they didn’t fully capture my personality. I felt limited and stereotyped by the provided description. And I wasn't alone. I've met many others who have told me that they feel the same way about their personality type.

“Sometimes I am an extrovert, but I still like my 'me' time.”

“I feel like I am one way at home and a different way at work.”

“My organization values one type over another. They say they don’t, but look at who gets promoted.”

The Solution: Stepping Outside of the Box

Just when I thought all was lost and I'd be boxed in as an ENTJ for the rest of my life, I met Roger Pearman.

Roger is regarded as one of the world's preeminent experts in the field of personality type. Along with Multi-Health Systems, Roger has just published a new personality tool called Pearman Personality Integrator.

The Pearman Personality Integrator is a groundbreaking tool that brings a new model of understanding and development to the field of personality type. This tool is developed using the work of Dr. Carl G Jung (think MBTI), and going a step further by examining an individual’s personality at multiple levels.

Rather than getting 1 of 16 boxes (MBTI), or one of 4 boxes (DISC) or 4 colors (Insights), the Pearman Personality Integrator has the capacity to generate over 1,000,000 unique profiles!

In addition to giving the individual a better assessment of their personality, the Pearman Personality Integrator goes one step further, including a Flexibility Index. For a person to use their full range of psychological resources, flexibility is needed. The demands of everyday life at work, at home, socially, and professionally require using our natural psychological strengths as well as being able to flex to those parts of our personality that are not always a strength for us. As a part of the Pearman Personality Integrator, you receive an overall Flexindex Score. This scale is comprised of 5 dimensions that describe flexibility:

• Proactivity

• Composure

• Connectivity

• Variety-Seeking

• Rejuvenation

When I left the certification for this tool, I felt like someone had finally developed a tool that captures the full range of human personality. I had a much keener insight into my preferences as a leader and possible situations where I might need to be more flexible for better outcomes.

Reflection

How about you? What assessments have you taken and what were the results? Have you ever felt both frustrated and excited about a personality profile? Would you be interested in learning more about this cutting edge technology in leader development and personality theory?

Homework:

Leave a comment below with the results of a personality assessment you have taken in the past. Do you feel these results accurately describe you? In what ways do you feel boxed in by the results?

Click here to contact us if you would be interested in learning more or taking the Pearman Personality Indicator in the future!

A Quick and Easy Way to Enhance Your Leadership

"What I want to believe based on emotions and what I should believe based on evidence does not always coincide." - Michael Shermer

Have you ever felt this in your leadership?

Here are some ways that I have experienced this phenomena:

• I worked really hard and delivered on all my projects last year, I should have gotten a bigger raise.

• I feel like I am plateauing in my career and there is nothing left to learn.

• I just accomplished my major objective, now promote me.

• My kids say they are getting straight A's, but I never see them study.

There are times in our leadership lives where the emotion of what we desire can outrun the evidence that is before us.

Closeup of business team showing unity with putting their hands together on top of each other. Concept of teamwork.

Harvard Business Review (November, 2015) wrote on what they called “The New Science of Customer Emotions." The premise is that when companies connect with customers emotions, the payoff is enormous. The idea is that brands and the companies they represent want to be trusted, but they often fail to align themselves with the emotion that drives the desired behavior.

The authors of the article suggest that if your customer wants to “have confidence in the future,” you will need to show them that future is better than the past by creating positive mental pictures of what the future looks like.

As a leader, how does this apply to you?

In my experience, those under your leadership have different emotional needs that you may meet. Some of these needs include:

• To be trusted and believed in not only as an employee, but as a person.

• To feel valued as an individual, and that their work is meaningful.

• To believe you listen to and understand them through your actions.

• To rest assure that they may be forgiven if they make a mistake.

• To feel confident in their current position, as well as what the future may bring.

At this point, you are probably saying, “Okay, so I know I need to connect emotionally.” Yes, you know you need to; but does the evidence support what you believe to be true?

Here is an example of what I mean.

I was in a class not long ago where the facilitator played "The Ultimate Game" with a couple of students. It goes like this:

One person gets a sum of money and is told to split it with the other person and keep the rest for themselves. If the second person accepts the deal, they both keep the money. If the second person rejects the deal, neither one of them keep the money. They will play the game twice. Here is how it worked:

Game 1: Person A gets $100 and decides to give Person B $50. Person B accepted this amount. The teacher said that almost 100% of the time, it happens like this.

Then they play Game 2.

Game 2: Person A gets $100 and decides to give Person B $10. Person B did not accept.

Person A: “Why didn't you accept?” Person B: “Because you got more than me.“ Person A: “Yes, but you still have $10 more than when you started.” Person B: “I know, but it isn’t fair, so no deal.“

Neither Person A or Person B keep any money.

In a non-emotive state, we can see that Person B is being irrational. This person would have received 10 more dollars than they started the day with. This is free money, no strings attached. However, because it did not seem fair, emotion began to cloud the decision-making process and poor outcomes occurred.

It is no secret that emotions are important influences on the decisions we make and the impact we have on other people. As leaders, this is true for us as well. Let's not assume that we are making good emotional connections with those under our leadership. Go out and ensure that they feel valued and appreciated for what they do and who they are. Oh, and by the way, why not collect some data along the way to show you actually are connecting emotionally?

Homework: Look at the 10 emotional needs that you as a leader can meet for your followers. Can you show supporting evidence that you actually meet those needs?

This IS More Important Than Any 2016 Goal You May Have

Over the past few weeks, I have thrown myself into the goal setting literature. My goal in this quest was to find something pithy and interesting to spur you on as you set your 2016 goals. I wanted to share with you something that you might not read anywhere else, such as:

• How to envision your goals and make them SMART.

• How to set up accountability for successful goal achievement.

• How to celebrate goal achievement, or correct your course if you are falling short on a goal.

Businessman writing Idea 2016 concept. Can use for your business concept background.

Alas, while you can find lots of support in the leadership literature for all of the above, each time I began to write something I felt it had already been written. I was a bit discouraged about what I was going to share with you on this subject.

However, this morning I was reading an article in the WallStreet Journal by Ben Summers who teaches at West Point. Ben was illustrating his point using the example of how the United States treats enemy combatants who are captured. He compared this strategy to how, throughout history, our enemies have treated us.

In the article, he states, “Character is often measured in how we react when our values are most tested." (Summers, Ben. December 29, 2015. WallStreet Journal electronic version.)

It hit me. Perhaps it is not what we write as a goal, but how we implement it as a leader that matters. This is so true of every leader, regardless of organizational role. It is true for:

• The CEO and the mail clerk in an organization

• The pastor and the janitor in a church

• The Vice President of Sales and the Manager of Operations

• The university president and the adjunct professor

• The store manager and the night security

We will all set some sort of goal in 2016. Even if we don’t write them down (which the literature says you should do), we will be thinking of what we want to accomplish this year.

Character Matters

Could it be that more important than the commitments we make is the character we show in implementing our goals? It is not only the what we are doing, but how we are accomplishing our goals that matters.

This morning I was doing some meditation. When I meditate, I will often use the Bible as a source of inspiration. I was reading from Psalm 15, the first 5 verses. In this reflection, the writer of these verses gives an interesting list of character traits for leaders to measure themselves against. Traits such as:

• Integrity: Do what is right and speak the truth.

• Loyalty: Treat others with respect and fairness.

• Self-awareness: Hold fast to what is right; Be willing to admit wrong and make changes.

How Will You Implement

What an interesting list of character traits for us to compare ourselves to in 2016!

By now, many of you have already set some goals and some stretch goals. Good for you! The question is, will you implement them with integrity?

Will you implement them without talking poorly of someone else to make yourself look good? Will you implement them with self-awareness, even if you have to say you were wrong? Will you implement your goals while not sacrificing what you know is the right thing to do? Can you muster the courage to speak the truth even when it goes against popular consensus?

Perhaps as we review goals with our supervisors and accountability partners in 2016, we can talk not only about “the what" we hope to accomplish, but also “the how” we will go about it.

My hope for you as a leader is that you will set some really outstanding goals for 2016 and that you will implement them with character, principle, and integrity!

A Challenge

Here is a challenge for you! What if when you die, you face God. And God is not as interested in “what" you did on earth but “how" you did it? Would you do anything differently in your strategy for implementing your 2016 goals?

Homework: Spend some time reviewing your 2016 goals and considering "how" you will accomplish them. Write them down if you have not already done so.  Share your ideas with a friend or colleague and ask them to hold you accountable to implementing your goals with character, principle, and integrity this year.

If you take the homework challenge this week, or even sometime this month as you are starting your year, I would love to hear from you. Drop a comment below or send me an email and let me know!

You Need This More Than Anything Else to Lead Effectively In 2016

Last summer my wife Kim and I ran a “Hit & Run 5K” This was a traditional 5k with an obstacle course built into the run. It was a blast, and even though my 5K time was pathetic, we laughed so hard it made my side hurt. As you ran this 5K you would come up to an obstacle that had to be navigated in order to continue the course. These obstacles were of the blow-up variety, so they all had some bounce to them and many of them included a water feature as well.

Atlanta, GA USA - March 5, 2014: A woman begins to slip and fall into the water trying to run through the wrecking balls event, at the Ridiculous Obstacle Challenge (ROC) 5K race.

One of the obstacles we had to traverse was a rubber air mattress that had plastic pillars all around it that were filled with air. People stood behind the pillars and pushed them into you as you ran across the mattress. Their goal was to knock you off balance so that you could not go straight through the course and finish the obstacle. These pillar pushers were trying to keep you from hitting your goal time.

Many of you, during this week between the Christmas holiday and the New Year, find yourself on such an obstacle course. You are trying to get in some meaningful family time while closing out 2015 and preparing for 2016. It is like your family, 2015, and 2016, are plastic airfield pillars that are trying to knock you off course, inhibiting your ability to finish the race you are running.

There is an important leadership concept that is continuing to surface in the leadership literature, and my guess is that it is only going to get more study time as the years go on.

What I am going to continue to reinforce with those I train and coach is the idea of Rejuvenation.

If you are going to run through an obstacle course, from time to time you need to recharge your batteries. No leader can stay on the course, being battered from all sides, all the time.

Henry Thompson, in his most excellent book The Stress Effect states that leaders have an effective energy zone they run in. If the stress gets too high, they can be subject to burn out. If the stress is too low, they can rust out. As you prepare for 2016, how are you going to be intentional with your rejuvenation?

I hope you didn’t miss that last sentence. If you did, go back and read it again.

Here is the key: Be intentional with rejuvenation.

Leaders face immense stress and pressure from all parts of the organization and their lives. You have to be equipped to handle the stress that is going to come your way. One of the best ways to be equipped is to plan for different types of rejuvenating events.

Here are some tips to help you rejuvenate as your day goes along:

• Be self-aware of the impact that stress of others can have on you. Many of us have a habit of picking up on the emotional stress that others bring when we interact with them. Own what you can own, but do not be subject to stress that someone else is feeling. Be empathetic instead of sympathetic with them.

• Pay attention to what you eat for breakfast and lunch. I had a conversation with my physician recently about my diet. I told him I loved hamburgers. You see I really lovvvvve hamburgers. I just know that when I eat one, I go into a food coma for about 3 hours. So, if I have one for lunch, I might as well take the rest of the day off.

• Drink 100 ounces of water every day. This will rejuvenate your cells as they dehydrate. It wall also get you up and moving to the restroom more which will give you the short break you need to refocus when you get back to your desk.

• Find an exercise you like and commit to it. I love my boot camp and exercising 5 days a week. It works for me. It might not for you. Try yoga, try walking in the park, get a dog and walk it. Ride your bike. I know this one isn’t new, but if you are going to rejuvenate and be an effective leader, you have to find some way to release the cortisol that is accumulating in your muscles throughout the day.

• Find a leadership group to join. Talking with like-minded peers is therapeutic. When done once a month for an hour or two , it can revitalize your energy. There is real power in sharing where you are in your leadership life and hearing where others are as well.

• Get a coach. If you have some intense conversations that need to be released, there is nothing like a coaching relationship to help you clear your head so you can navigate your leadership course.

Homework: Pick one of the 6 Leadership Rejuvenators outlined above and implement it starting the first week in January. Commit to doing this one thing for the next 6 months and see if you can notice any change in your leadership energy. If you decide to implement one of these, please let us know. We would love to hear your story so we can learn and grow as well.

The Lost Art of This Leadership Responsibility

Many of you find yourself in a different energy gear at this time of year. For some of you, this time of year brings some reflection and relaxation. Others of you don’t know where your energy is going to come from and are relying on Redbull and Starbucks to help you finish the year strong. No matter what psychological energy state you find yourself as a leader, one of the most important leadership responsibilities you have is to create memories for those you love and care about. Those you are responsible for can be either in your work life or your home life.

Big family with three children celebrating Christmas at home. Festive dinner at fireplace and Xmas tree. Parent and kids eating at fire place in decorated room. Child lighting advent wreath candle

As a leader, you have the responsibility to be  a memory maker.

Those who follow you, whether at home or at work, will remember for many years to come the impact of the memories you created for them.

My Story

Recently, I lead a group of students I teach in an intentional leadership exercise. I had them ask family members to all think about an event they participated in together. Something like a vacation, a sporting event, or even a meal. Then each person is to write a short paragraph recalling what the event meant to them. We call this a Family Journaling exercise.

Let me tell you, my students went into this exercise kicking and screaming (metaphorically of course). They came out of it with deep joy and gratitude for the experience. Why the transformation?

Many students reflected on the power of the memory sharing that family members had recalled. It was powerful for them to hear the depth of meaning brought by those who shared. Several students commented they were going to make this part of their holiday tradition. They were starting a Christmas journal to capture the highlights of the year and then read them in years to come.

My wife writes a Christmas journal every year. I can share from personal experience how powerful it is to go back over the years and reflect on the significance of that particular season. We collect some of our favorite Christmas Cards, recipes, and stories into the journal.  My wife will even play a game with us reading some of the collection and have us guess the year it took place.

Why not be intentional this holiday season about creating positive memories for those you lead? Here are a few suggestions for activities you could lead others to participate in. These types of activities are both fun and cathartic for those who engage, and for you as a leader there will be things that are shared that are valuable learnings for you to reflect upon.

Here are 3 memory makers you could lead for those who follow you:

1. Create a Family/ Team Journal. Write down significant events, gifts, meals, from the season. Include some photographs and Christmas cards in the journal. Have those on your team or family help you by selecting what is meaningful for them.

2. Do a Family/Team Journaling Exercise. This is an easy one, and you can do it in under an hour. Pick an event like a vacation, celebration, or a time when you all were together. Then give everyone a blank sheet of paper or a blank note on their device. Have them write a paragraph or two of what they remember from their perspective. When everyone is finished, spin a candy cane and the person the stick is pointing to goes first. After they read what they wrote, have others fill in the memories from their perspective.

3. Lead a Gratitude Group. Sit your group in a circle and share something that someone in your group did this year that you are thankful for. This is a great one for kids of all ages to practice the freeing emotion of being thankful.

My hope for you as a leader is that you will take some time and reflect this holiday season on how truly blessed you are. I love being on this leadership journey with you and look forward to a great 2016.

Homework: Okay, this is an easy one this week. Pick one, two, or even all three of the memory makers outlined above and implement them with your team or family. We would love to hear from you if you do this, so drop us a line and tell us your experience.

How Understanding Risk Can Help Your Team Perform

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I received an email last week from a client who is thinking about the impact that risk can have on team performance and dynamics.

Performance and Risk

I know you usually think of risk and reward going together, but as I was reading the email from my client a bell went off in my head. Reward is an outcome of risk, not a partner in the dynamic interplay of teams.

Risk and performance, however, go hand in hand.

Risk brings with it, as change does, a certain emotional tone and tenor. We each have a tolerance for risk. As that tolerance becomes challenged, our emotion, anxiety, and fear can all increase. The more safe we feel the less risky something is to us. Nothing new here, but hear me out on this relationship between risk and performance.

Let's say that someone on the team is driven by risk. We would call them carefree. Someone else on the team is risk averse, and we call them wary. Now the team has to make a decision on a product or how to put a presentation together. The carefree person wants to go for it. The wary person wants to hold back. Depending on team dynamics, the team may find themselves out of balance or even stuck. As a result, emotions rise, people stop understanding each other, and often begin looking for blame.

The stuck feeling the team is experiencing has nothing to do with talent or skill. The team is not performing in the moment because they all have a different tolerance for risk.

There are 8 different types of risk profiles that people present with. Understanding these risk types will help leaders to better navigate team dynamics and maximize the risk profiles of each member of  your team.

8 Risk Types

• Excitable At the root of this risk type is impulsivity and an attraction to risk, combined with distress and regret if things go wrong. This type tends to be passionate and to vary in their moods between excited enthusiasm and pessimistic negativity. Such people are both frightened and excited by their impulsiveness and are likely to respond emotionally to events and to react strongly to disappointment or the unexpected. Depending on the mood of the moment, they may enjoy the spontaneity of making unplanned decisions.

• Intense Those who fall into this dimension tend to be anxious and worrisome. People in this risk type tend to expect the worst, and tend to be highly-strung and alert to any risk or threat to their wellbeing. They are emotionally invested in their decisions and commitments and take it personally when things don’t work out. They tend to be very passionate about things, but their mood can vary dramatically from day to day.

• Wary Characterised by a combination of self-discipline and concern about risk, these are cautious, organised people who highly prioritize security. They are likely to be alert to the risk aspect of any investment opportunity before evaluating any potential benefits. These people have a strong desire to know exactly what to expect, and, as a result, may find it difficult to make decisions.

• Prudent Those in the prudent risk type have a high level of self-control. This type is organised, systematic, and conforming. Conservative and conventional in their approach, such people prefer continuity to variety and are most comfortable operating within established and familiar procedures. Generally very cautious and suspicious of any new ventures, they may find reassurance in sticking with what they know.

• Deliberate Those in this category have high levels of calm self-confidence combined with caution. This type tends to be unusually calm, even in situations where most people would be prone to worry or panic. At times, they may seem almost too accepting of risk and uncertainty. However, they are often well balanced by a desire to do things in a planned and systematic way. Because they are highly organised, compliant, and like to be fully informed about what is going on, they are unlikely to walk into anything unprepared.

• Composed This type is cool headed, calm, and unemotional, but at the extreme may seem almost oblivious to risk. Their outlook will always be optimistic. These people take everything in stride and appear to manage stress very well. They are not particularly impulsive but are also not overly organized or systematic.

• Adventurous At the root of this risk type is a combination of impulsiveness and fearlessness. Extreme examples of this type are people who have a disregard for custom, tradition, or convention. They are seemingly oblivious to risk. Their decision-making is likely to be influenced by both their lack of anxiety and their impulsiveness.

• Carefree Those in this category dislike repetitive routine and do not like being told what to do. Such people may seem excitement seeking and, in extreme cases, reckless. Lack of attention to detail and preparation may cause their intentions and objectives to seem vague. Their impatience, impulsivity, and distractibility might leave them exposed to hasty decisions.

These risk types all come from an exciting new assessment that is published by Multi-Health Systems called Compass Risk Type. The tool is designed to assess the individual risk type of each person on a team and then give the team a picture as a whole. As we design workshops around this Compass Risk Type Indicator it is always interesting for a team to look at a current issue they face, and each others Risk Type, to work through possible solutions.

There is potential for risk in almost everything that we do, and there are many different factors that influence a person’s readiness to take a risk at any particular moment. As leaders, we must be aware of the way those on our team interpret and respond to risk, beginning with ourselves.

Homework

Examine your risk type from the above list. Then think about an important relationship in your life; maybe a spouse, child, or business associate. Are you stuck anywhere in the relationship? Is the source of the stall because you each have a different approach to risk?