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If It’s Not In Your Calendar – It Doesn’t Exist and It’s Not Going to Happen

People have “too much to do”. Ask anybody, they will tell you. There’s more to do than you could possibly ever get done. However, consider this ~ you’re only going to do what you’re going to do today. That sounds like it’s obvious, but most people don’t relate to what they have to do as if that’s the case. Their to do list is full of things they think they should do or that they “haff” to do, and they think that if they have it on the “list”, they’ll get to it. You’re not going to do all the things you “haff” to do just because it’s on a list. You’re really only going to do what you actually do. The key to what you’re going to do is knowing that actions take place in time. Anything you’re going to do takes a certain amount of time, therefore if it’s not on your calendar it’s not going to get done and it won’t happen. If you don’t schedule real time on your calendar to do the task, including scheduling an appropriate amount of time to do it, it’s almost certain that it won’t get done. Everyone has a long list of things they want to do, should do, and “haff” to do. But when you get into that list, all the things on the list are not necessarily the things you’re going to do. Most likely the only ones you will do are the ones you put on your calendar. What’s on the calendar has the highest likelihood of getting done.

The key to getting things done is to use your calendar, and then do what it says in your calendar. Have you ever noticed you never do what you don’t do and you also never do what you should do because it should be done? You only do what you do. And if you didn’t do it, there’s a good chance you didn’t plan the time to do it ~ the time to do it wasn’t allocated on your calendar. Plan and schedule the things you’re committed to doing ~ distinct from the things you want to do, should do and “haff” to do. No one has ever done what they want to do, should do, and “haff” to do unless they actually did it.

Giving up the myth of the unending list of things to do, which occur as a burden is a powerful step forward in productivity. Being selective and rigorous about what goes into your calendar is the key. When you schedule items be sure to allocate the proper amount of time for every aspect of the task. Otherwise it won’t get done. Though this won’t guarantee that the item will get done, it will significantly raise the likelihood if it’s “in existence”, i.e., in your calendar.

I am impeccable about my calendar. Given what’s on my plate, I have to be. Therefore, I have a practice in place. I schedule what I’m going to do and I give enough time to get it done. For example ~ I have a meeting at 10:00 AM downtown. On my calendar is “9:15-9:30 pre-meeting briefing”; “9:30 – 10:00 drive time to meeting (it only takes 15 minutes to get there); “10:00 -11:00 attend and participate in meeting”; 11:00 – 11:30 drive back to office”; “11:30 – 11:45 debrief meeting”. That gives me the time to 1) be briefed, 2) travel, 3) be seated (as opposed to rushing in at the last moment), 4) participate fully in the meeting, 5) return to the office and debrief my notes from the meeting, and 6) send a follow-up to the client. So while I am only going to a one-hour meeting, in reality ~ in time ~ it takes 2 and half hours to complete everything about that meeting. People don’t live like that.

I have been to thousands of meeting at hundreds of companies. More than half of those meetings start late, and people come in unprepared. They didn’t brief any preparation, and likely didn’t allow enough time to get to the meeting. They’re rushing in to get seated and they’re not prepared to start. The result is they waste others’ time. The meetings are ineffective. Your time is precious. And their time is precious. You get paid to produce results with your time. Relating to and managing your time is a valuable asset that will make you more effective and more productive. Use your calendar as your best tool for effectiveness and productivity. It is an essential skill for any manager and anyone that intends to be a leader. You’re only going to do what you do. And if it’s on your calendar there’s a much higher likelihood you’ll get it done.

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Staying the Course When the Going Gets Tough

Did you know that 70% of strategic initiatives in companies fail?  Why is this? Research from studies point to four key contributing factors.  The first is that people in the company don’t really know the vision and are not aligned with where the company needs to go. Second, they don’t know their specific role in delivering on what the company is trying to accomplish. Third, they don’t have a clear transparent score card that is kept up-to-date, accurate, complete and in use. And fourth, people are not being held accountable. In studying project management effectiveness, we have found that when those four components are solidly in place the likelihood of success goes up dramatically.  More importantly, what we’ve discovered with the initiatives that fail is it’s not that they’re missing a strong and believable plan, it’s that they didn’t build those four components into the design of the plan.


Additionally, we often find that project teams start with a plan but don’t stay committed to the plan.  Worse yet, if the project goes off course even slightly, they might just abandon the plan because they don’t trust the process and the thinking that went into it. This is a fatal error and a rookie mistake. Teams have to believe in their plan.


Sticking to the plan takes courage and discipline because it’s human nature to doubt and to want to change the plan when something unexpected comes along ~ which it almost always does.  More and more today we have a strong need for immediate gratification. We want to see almost instant success and when we don’t get it it triggers uncertainty and doubt so we question the plan. Successful project execution requires managers and teams to trust the plan and to follow the steps in the plan. That means taking the next step in the plan, and the next step, and the next step.  That is not to say that there isn’t room to make adjustments. General Dwight D. Eisenhower said, “Only a fool goes into battle without a plan. But only an idiot follows the plan once the battle begins.” While you have to be able to make the right adjustments that all happens inside staying the course of your original approach.


Nick Saban, Head Coach at the University of Alabama since 2007 and the most dominant head coach in the country calls his plans on the field it “The Process”. And, for Saban “The Process” is all there is to winning and the way winning is accomplished.  Sometimes you start executing the plan and something happens. Then suddenly people abandon the plan. People stop trusting the plan and stop trusting the process.  They call an audible as a reaction to what they’re seeing in front of them. Saban’s success can be attributed to staying the course and trusting the process.  It almost doesn’t matter what you see at the line of scrimmage.  He tells his players, “Ignore the scoreboard. Don’t worry about winning. Just focus on doing your job at the highest level every single play and the wins will follow.”  He shows the player exactly how to do the move. He never sells out. When you believe in setting the right values and believe in your strategy one of the hardest things to do is to stick with it in the face of circumstances in the foreground that are not what you want or expect. Staying the course when the going gets tough takes courage.


That 70% of failed initiatives are a function of abandoning the plan. The value is in sticking to the plan. Believe in yourself. Believe in the plan.  Know in your gut that the plan is right and see it through to fulfillment. In organizations that give up on plans, and change mid-stream, a culture of not trusting occurs. People become disempowered. People think that management is presenting the “flavor of the month”, and think “this too shall pass”. It leaves a culture of people second guessing themselves and quitting on the design and plans. People sell out easily in that scenario.  There is enormous value in sticking with the plan.  Focus on staying the course ~ that’s what has people win.

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What Stops People From Being Extraordinary?

Most people don’t think about what it takes to be extraordinary; they consider themselves normal which translates to “ordinary”. Who doesn’t want to be normal? Interestingly, many people struggle with the notion of living up to their potential. If asked, most people would likely say they have not lived up to their potential. What is one’s potential? It’s what you envision for yourself in the future to accomplish and to be. What if one’s potential is to be “extraordinary” as in being an extraordinary human being? Can we accomplish that kind of living our lives or are we so engrained in notions about ourselves and self-imposed restrictions that it gets in our way of success?

Perhaps “extraordinary” is limited by what we see is possible and what we think we’re actually capable of. If we can see that something is doable and that it is indeed possible, and that we are capable ~ it’s considered potential for most people. It might also be fair to say we can never achieve our potential, because the moment we do we’d see yet another level to strive for. Like the horse drawn cart in an old movie with someone holding a carrot dangling out in front of a horse which keeps the horse moving toward the carrot ~ there’s more to achieve. Part of what keeps people from aspiring to be extraordinary is that our culture values fitting in and going with the flow. We are drawn to be complacent, stagnant and risk-adverse. If we see what’s possible as unreachable then potential could be considered unreachable ~ it’s just beyond our reach. Most people have limiting, conditioned beliefs that restrict their reach. We’ve listened to and bought into notions and ideas about ourselves that are, in many cases, unexamined.

I know someone who I consider very bright, talented and capable who works in the fashion industry. With the amount of talent this person has there is no apparent reason they shouldn’t do extremely well in their field. Yet they work in a job with a role that is probably a couple levels down from what they are capable of. On several occasions, they’ve requested my coaching and I’ve encouraged them to break out and create their own clothing line. They are really that talented, but they won’t do that. Their response is “I’m simply not ready”; “I don’t want to”; and “I’m not there yet”. At the same time this person complains about being undervalued, underutilized, under-appreciated and underpaid. They never have enough money. And this has been a long existing conversation. Clearly, they don’t see in themselves what I see in them. For them to accomplish the extraordinary would mean they’d have to give up their dearly held convictions about their limits and they would have to stop playing small – for most people that’s just too frightening.

Why don’t we reach for what we consider extraordinary? Why don’t we strive for and reach our potential? The simple answer to why we don’t strive for our potential or for extraordinary because “it’s too dangerous.” It’s dangerous to step all the way up, and all the way out there and possibly fail. And if we don’t step up then we’re not responsible on many levels ~ we stay safe from exposure emotionally, psychologically and financially. Additionally, we avoid the risk of failing. If you talk to most people they’ll have a well-constructed illusion that allows them to blame the circumstances for their level of achievement. When we attempt to go outside of our beliefs, our constraints, we enter that dangerous territory. It becomes dangerous when we are exposed, leaving us nowhere to hide and with no one to blame. It becomes very uncomfortable. Life is not designed for our success or for our comfort.

To reach our potential, to be extraordinary will likely mean being uncomfortable. If we don’t challenge our potential, our own being extraordinary, like Brando’s character Terry Malloy in “On the Waterfront”, we may be left with the illusion, “I coulda’ been a contenduh.”

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The Art Of Storytelling – Access To Inspiring Others

Part of a leader’s job is to reach people with a powerful connection and ability to inspire them. Most leaders know the importance of this, but the really great ones know how to do it effectively and they make it their business to do so consistently. Emailing, texting, memos and missives do not reach and inspire people. Those methods of communication simply transfer data and information, give orders and instructions, or make requests. They don’t reach into a person’s heart and soul and they don’t move people to action. Any good leader will tell you that one of the things that is essential in leading others successfully is to be able to use language in such a way that it touches and inspires people. That happens in speaking, in a conversation, and virtually every time it’s done well, it’s done in person ~ in face-to-face dialogue. Good story telling is an important skillset for any leader to have.

A few years back I worked with a CEO of a Fortune 500 company. He shared with me that the most significant thing he learned about the public’s perception of his company was that it depended on his ability to tell a good story. During the quarterly review calls with the analysts he needed to be able to tell a story that they would believe in. He said that the results and circumstances in the background, coupled with a good story that he believed in, would get people to view the future favorably and invest. He said the trick is to get them to buy the story because when they do, the perceived value will go up and so will the stock price. Executives and leaders need to develop this ability if they intend to engage and inspire their audience. It is a skill, an art, and it can be developed.

Unfortunately, most of us know that story telling is a dying art and skill set ~ mainly due to technology. It’s no secret that people have stopped having conversations and have begun to direct their attention to a little screen that they hold in their hands that they seem to be captured by. Years ago I was on a vacation in Ireland and visited the Aran Islands off the west coast. I took a quick jaunt on an ass-cart ride and learned about the old and treasured art of story-telling. The ass-cart is a small cart or carriage pulled by donkeys. The salty, local man driving the cart told about the story-telling that used to be such a strong part of that culture. If you went into anyone’s home you’d hear amazing stories of leprechauns, fairies and the lore of life from the past. People would tell stories passing down the history of the families and the local culture. Life was handed down from the past. But that doesn’t happen so much anymore. When TV came into people’s homes people stopped talking to each other. Story-telling is becoming a lost art form slowly disappearing in our culture and society with the influx of technology, the internet, TV, and broadcast media. People no longer need dialogue to entertain. Stories are disappearing. The art of telling stories is almost gone.

How do you develop good story-telling? There are essentially 5 elements of a story. First is Have a Central Theme that runs throughout the entire story ~ what is the point you want to make? Have that theme grow as the story is told, and weave it throughout the conversation. Secondly, Draw on Your Own Experience. Share real life experiences that make the point. People don’t want to know how great you are ~ they want to see how great, or human, they are. They want to know how this applies to them, or in other words, they want to see how great they are. Third, Paint a Picture. Give them details that allow them to call up a picture in their own mind. Show don’t tell. You want the audience to see themselves in your story. Embellishing the story with your experiences makes the story more vivid and real for people. Fourth, Evoke Wonder. Engage people in the telling of the story. You want them wondering where is this going? How is it going to turn out? Your audience will feel they have learned it for themselves. It becomes a personalized conversation. And fifth, Keep It Simple. The story should demonstrate one conflict, one lesson ~ it is one story.

Story telling is an invaluable tool for any leader and while some have a natural ability, it is a skill that can be developed with a little bit of focus and work. It’s our experience that any good leader must find a way to inspire and move others through story telling.

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Will What’s Next Make A Difference?

I’ll bet if you’re like me you try to get the important things done first. They seem important because there’s usually a benefit for getting them done or some kind of pain for not getting them done. So in one sense they occur like they have to be done. However, we often don’t relate to things on our plate with any sense of urgency. In fact, we often procrastinate particularly about the things we don’t want to confront.

Being effective at producing results is directly correlated to the speed with which we move things into action and get them complete. It has been said that power is defined by the rate at which you translate intention into reality. A person’s power is a function of being able to produce results with velocity. To do that, the task has to exist in time. Here’s something I’ve learned that I have burned into my DNA and it has changed everything: “if it’s not on the calendar, it doesn’t exist and it’s not going to happen.

There is an obvious benefit for getting things done and acting with priorities, so why don’t we approach things this way? There are three things that account for our tendency to put things off. The first is having no sense of urgency. Certainly there are challenges that happen in life that we resolve with speed. However, usually those things often have some kind of consequence attached and the pain of not doing it occurs as greater than doing it ~ so we act. Absent the external consequence we often don’t act with a sense of urgency. Secondly we fall in the trap of “someday”. You know those things that we’ll get to later. We put those things on the list of what there is “to do” and that keeps them in existence, but they exist only on the list ~ not as if they will actually get our attention for action. We don’t have time for those things now. We may never get to those things, in fact. And thirdly, complacency which stops us from taking any action. There are many situations in our lives to which we have become numb. We’ve learned to tolerate those things. We’ve developed an ability to live with those things ~ even those things that initially we would never tolerate. We have become complacent.

There’s an interesting metaphor about a frog and a person. If you put a frog in a pot of boiling water it will jump out of that water immediately. But if you put a frog in a pot of cold water and then turn the burner on and slowly increase the flame to heat the water up the frog will boil to death. It will keep adjusting to the ever slight increases in temperature which will eventually kill the frog. People are sometimes like those frogs. We will allow ourselves to adapt to and tolerate things that don’t work even when the consequences are dire.

Most people divide their tasks into two categories. One, what’s important, and two, what’s not important. Ideally, they go to work on the ones they’ve decided are important and pay less attention to the unimportant tasks. Consider the possibility that there is a third category. It’s a category that most of us don’t think about because it’s not “important”. We call that category “what makes a difference”. The items that fit in that third category may not even fit into important or not important. However, they are distinct and make a big difference. Here’s an example ~ The other day I received a communication from one of our clients that was an internal document that she had cc’ed me on so that I was aware of what was going on in their company. It was about the company’s core values. She didn’t ask for any feedback about it. But after I read the document, I realized that there were things that I might be able to say about it that would make a difference. I asked her if she was interested in and willing to discuss the document. She responded immediately with an unquestionable “yes”. We had the conversation and I shared what I noticed about the document and how it landed for me I shared what I thought would make a difference in the document and made some suggestions on how to make it better. She loved what I suggested and we produced a second version of the document which then led to a third version that she is very happy with. The day after our call she sent me a note thanking me for having the conversation and told me it was very valuable and had opened up her thinking to take action on something that would elevate that area or the organization to a new level. Clearly, my input came from that third category ~ the “what makes a difference category”. Maybe the “what makes a difference category” is the most important of all.

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Your People – The Best Investment You Can Make

The bottom line: investing time in developing your people is the best investment you can make ~ bar none. Your people are the heart and soul of your organization, and when they get better you get better, and your organization gets better. Your product and services improve and profitability goes up. Investing in their development is a “no brainer”.

Here’s why ~ everyone knows that having a coach opens up possibilities that wouldn’t open up if working on your own. When working with a coach you can often see something that you couldn’t see before, which often leaves you being more effective and more productive. A coach instructs, guides you in the areas you can’t see or figure out for yourself. Perhaps you’ve tried to teach yourself to play an instrument, get your finances in order, or to get yourself in shape. Most people discover that you can only go so far on your own. When you hire a coach, you have someone that has the skills and expertise to teach you those skills and guides you. Having a structure or program to develop yourself is a worthwhile investment. Your progress will become smoother, go faster, and be accomplished less painfully.

A good example of this is Aaron Judge of the NY Yankees. Judge is one of the most exciting, new baseball players on the scene today~ and while he is just a rookie, people are talking about him as though he may become one of the greatest players ever. He has already hit the most home runs as a rookie in history at the half way mark to date. In addition, he’s currently on pace to beat Joe Di Maggio’s rookie home run record. When he was interviewed at this year’s All Star game on how and why he became so effective, he said that the previous season his batting average was 179. He wrote down the number “179” and kept it on display on his phone. He kept it in front of himself to remind him to work harder each day. He also immersed himself in a specific coaching structure to help him improve. He used the coach to help him work on improving. Today his batting average is 329. His performance is directly connected with hard work, good coaching, and determination ~ he is a baseball phenomenon.

In business when you invest in your people, you are committing to develop them into successes. If you were going to build a house, you’d hire an experienced contractor, construction expert. You wouldn’t do it yourself. When you are developing your staff, your employees, take the same approach. Whether you are introducing a new technology into your organization or learning the latest techniques and strategies, hire an expert to teach your people and do it right from the start. This will ensure that your people take the new training seriously while simultaneously committing to having the results be long-lasting. The trainer you’ve hired is the expert and has the knowledge, skills and experience to train your people accurately and efficiently.

Companies sometimes opt for postponing employee training and development with outside trainers and coaches to contain costs. Later they might determine if an employee is worth investing in after they’ve proven themselves. This can easily backfire, particularly with millennials who have a desire and need for development. If the opportunity to grow and develop is not there it usually leads to attrition. Studies have shown that 40 percent of under-trained employees will leave their positions before the first year is over due to a shortage of skills training and development opportunities. Well-trained employees are more likely to be productive, experience greater job satisfaction and therefore, grow with the organization. Though training and developing a new employee requires a financial investment, not training them and having to go through the process of recruiting and re-hiring can be far more expensive. The Return on Investment in training and developing your employees is one of the best investments you can make in your organization.

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Five Reasons Why Most Strategic Initiatives Fail

Here’s the harsh reality: 70% of strategic initiatives fail in implementation. These are the large, “critically important” programs that leaders champion. They launch such campaigns to great fanfare, but most die a silent death, fading away with barely a mention (or sometimes crash).

According to Ram Charan, author of Execution: The Discipline of Getting Things Done, “70% of strategic failures are due to poor execution… it’s rarely for lack of smarts or visions.”

But five fundamental actions can turn this situation around. In our experience, 70-80% of such initiatives succeed when a company follows these principles:

  1. Explain your vision until employees actually understand it. Most programs fail for the simple reason that employees don’t understand what their leaders are trying to do. Stating your vision is not the same as making sure employees understand and absorb it.

People need to fully comprehend the vision. You need to give others a picture, both literally and figuratively. Show them: this is where we are going, and this is how we are going to get there. (Many leaders skip the second part.) For example, you might explain that “we are going to invest in our sales force, put in a much more robust CRM, and increase our marketing.”

Finally, explain why you are doing this and why there is a sense of urgency. Show all what you are asking them to do.

  1. Get people aligned. Posters, speeches, and company-wide email blasts are not nearly enough. Connect with your people, face-to-face. Get them to see that this is possible, that together you can actually achieve or surpass your goals.

Together, address questions such as:

  • What would it look like if we were successful in this initiative?
  • How would people act differently?
  • What would each of us change?

For example, what does it look like when you raise the level of customer satisfaction? It looks like National car rental, where every employee asks, “How was your car? How was the service?” when you return it… and they actually listen to your answer.

  1. Explain their role in delivering the vision. Every person and department should understand the roles and responsibilities that they own. They also need to understand the plan through which they will deliver the promised results.

In the absence of clarity, people tend to make stuff up. When this happens, chaos and inconsistency seeps into your business. Your description needs to be specific and vivid.

The more general the explanation, the greater the odds that things will go south. Companies like to skip training and explanations, but this is where you can cut chaos and confusion off at the pass.

  1. Have a scorecard! Walk into a well-run paper mill and you’ll see a sign that shows how many safe workdays that plant has operated in a row. It should also have daily and weekly production results on a whiteboard.

Well-run businesses are filled with employees who know how they are doing, both collectively as well as individually.

For example, the old Continental Airlines once set out to improve customer satisfaction. They decided that achieving more on-time departures was the single best way to impact customer satisfaction. One way they did this was by installing countdown clocks at each airport gate to track how much time remained before the plane needed to pull away from the gate on time, and the clocks publicly documented how the gate crew was doing.

  1. Hold people accountable. When things don’t happen as planned, you need to have a culture that figures out what happened and holds people accountable for the results, or lack thereof. This doesn’t mean being overly harsh; it simply means recognizing that a problem exists and fixing it.

In failed projects, accountability often slowly fades away. People just stop trying, until eventually everyone does.


When you apply these five principles, you will start making solid progress. But it’s not magic. It’s a product of taking effective and consistent effort. If you go to the gym everyday and follow what the trainer tells you, in not much time you will gain muscle mass and lose weight.

None of the above principles are a secret, but collectively they represent a healthy discipline.

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Hiring the Right People – A Trim Tab

The Trim Tab metaphor was used by Buckminster Fuller ~ an American philosopher, systems theorist, architect, and inventor. I met him years ago.  He shared something that has impacted me ever since ~ The Trim Tab Effect.  It provides access to the possibility of making something happen more efficiently without exerting more effort.

Bucky said: “Think of the Queen Mary—the whole ship goes by and then comes the rudder. And there’s a tiny thing at the edge of the rudder called a trim tab. It’s a miniature rudder. Just moving the little trim tab builds a low pressure that pulls the rudder around. Takes almost no effort at all. But if you’re doing dynamic things mentally, the fact is that you can just put your foot out like that and the whole big ship of state is going to go. So I said, call me Trim Tab.”

Consider your hiring process. Face it, you’re not going to be happy if you hire the wrong person. Anyone who has done so knows exactly what we’re talking about here. It takes a lot of time to recognize that you’ve hired the wrong person. Then, a lot of time to admit it to yourself, to try to adjust to it, and then to attempt to fix the problem. After all that it usually takes a lot of time to make the decision to fire that person. And after all that you have to start the process over again ~ more time, more energy and more money. Have a process that makes something happen more efficiently without exerting more effort. Trim Tab.

Here’s the process we designed to ensure a good hire:

  1. Start with good, qualified candidates. We hire a good placement firm.
  • The candidates will be pre-screened for skill level. In our firm it is essential that the right hire is competent in all Microsoft processes.
  • The placement firm will pre-test and pre-qualify candidates before referring them.
  • They will also conduct a thorough background check ~ don’t underestimate the value if this. I have and it has backfired on us.  Trim Tab.


  1. Conduct a thorough interview process. This means more than one interview with several people interviewing each potential hire. Sometimes there is the right “chemistry” with one person, but another manager may not experience the same. We conduct three interviews: the initial interview. the call back, and a final interview.  Simultaneously the firm is interviewing several other candidates in the process, rather than a linear process. This will expedite things significantly. Trim Tab.


  1. Test their skill. Give the potential candidates a TASK to complete. We do a lot of presentations with our clients so it is essential that our employees are facile with generating Power Point presentations. The assigned task is to provide a 14-page presentation ~ “Tell us why we should hire you.” The document should represent who you are and what you are about. The purpose of this Power Point is to present yourself in a way that represents you as the best person for the job.  This will give us a chance to find out more about you; give us a sample of the kind of work you do and the quality of the work you do; give us a better sense of how you think of yourself, how you think and approach a situation and how you think you might fit in with Leadera.  (We then give examples slide by slide of how the person might complete the task.)

PROVIDE SIMPLE, CLEAR DIRECTIONS: “Complete the following assignment and send it back within 24 hours.”  Following directions is a “must”. I’ve learned a lot from this step as well ~ how a person follows directions is essential to the successful fulfillment of work flow in the firm.  Trim Tab. 


  1. Trust your instinct. Recognize the difference between what’s “on paper” vs. what your “gut” is telling you. Some candidates have all of the right qualifications, but something about them tells you they are “not quite right”. Determine the difference between their credibility vs how they “show up” for you in person.  Trim Tab.


  1. Bring them into a public setting. We’re looking to discover what it’s going to be like working with this person ~ what they’re like in real life. We take them out for a lunch or dinner meeting. There we can see how they interact with people ~ reveals much more than how they behave in an interview. How do they treat the wait staff?  How do they place their order ~ are they ordering from the menu or requesting the chef design something specific to them? Are they easy to interact with socially? Where is their attention focused ~ on themselves or on others?  Trim Tab.
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Making Tough Decisions – NOW

So often we become aware of a problem, or a business issue, or having the wrong employee in a role, or some other business mistake. For some unknown reason we put off dealing with the issue in the moment that we become aware of it. In hindsight we can all clearly see that when in previous times when we’ve waited to handle these issues, things got worse. We all know this and we know what to do about it.  In each case it seems that the issue got exacerbated. Did we think it would resolve on its own?  No of course not. It never does. Never.  So why do we wait?  What does it take to deal with something with a sense of urgency?

Everyone knows that when you deal with the issue completely, it gets resolved and you feel better. You lighten up ~ freedom of expression returns, integrity is restored, taking actions becomes easier, the alignment of action is restored.  Things start working again, when the company’s core values are alive and well again.

Awhile back I made a big mistake in hiring someone ~ I hired the wrong person. The mistake I made was not following the process I have in place for successful hiring.  Because I knew the person, I made an exception to what I know works and didn’t follow our process as we’d been friends for many years.  It was a very costly mistake ~ it cost a six-figure dollar amount of salary and well over a year’s worth of productivity in our firm. Worse ~ it cost me, and the people in our firm our freedom, our creativity, and our time. In my weak attempts to deal with the issue by doing anything other than what I knew I had to do, I was literally avoiding dealing with it and not communicating about it.  This is the opposite of the design of our company’s culture and I know better. The impact of tolerating this became pervasive. And even though I knew, and the employee knew, I had made a really bad choice, I couldn’t seem to let it go. I kept hoping it would correct itself; trying to fix a situation that would never work.  At the time I didn’t realize how much I had begun to accommodate the person’s poor work habits. After some time, I began to notice that there was cloudiness in the firm (a lack integrity). It was affecting others in a negative way. Having things work began to take an enormous effort.

Jack Welch, who was the CEO of General Electric, ran the most successful company in the world at one time. Welch classified managers in four “types”.

Type I: this person shares our values; makes the numbers—sky’s the limit.

Type II: doesn’t share the values; doesn’t make the numbers—gone.

Type III: shares the values; misses the numbers—typically, another chance, or two.

Type IV: is the toughest call of all. This is the manager who doesn’t share the values, but delivers the numbers; the “go-to” manager, the hammer, who delivers the bacon but does it on the backs of other people, often “kissing up and kicking down” during the process.

At some point I became aware that the person I had hired fit Welch’s Type II description of a manager ~ they didn’t share the values, and they weren’t producing results.  The person seemed to operate with an entitlement mentality ~ “what’s in it for me” or “what’s the minimum I can do” seemed to drive their actions.  Once I acknowledged the truth about the situation, my choice was clear. They had to go. But it took me awhile to take action.  BIG MISTAKE.

So what is it that keeps us from acting now and making the tough decisions? Maybe what’s at play here is hope ~ the imaginary lure that something might intervene without our efforts ~ that the problem will solve itself.  You and I both know that that’s not going to happen.  What is required is powerful and decisive action.

Running a successful business requires making tough decisions. Effective action takes honesty and courage. It’s usually uncomfortable.  It’s usually hard to do. But that’s what it takes. I once heard that Colin Powell said that “Bad news is not like wine ~ it doesn’t get better with age.”

Make the tough decision – TAKE ACTION. You’ll be glad you did it.

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High-Performance Teams

Seventy percent (70%) of all strategic program initiatives fail.  That is a brutal fact that is well documented and proved. Having worked with hundreds of organizations we have discovered that much of the problem occurs in the way people work together ~ the way they communicate to and from each other; the way they support one another.  The level of integrity that’s present amongst the team and in the project, as well as the way they each regard one another ~ it’s in all of those elements that the success of an initiative exists.

We have developed five essential practices for building High Performance Teams:

1 ~ Authentic Listening.  This is way easier said than done as most people think they are a good listener ~ not true. Authentic listening requires the ability to get in another’s world ~ not just their words, but the place from which they are speaking, as well as understanding what they are intending to say.  Two good habits to develop this skill are: 1) give the speaker your undivided attention and, 2) repeat back to the person what you heard and what you think their intention is in what they said.  This gives the speaker an opportunity to confirm or correct your feedback.

2 ~ Talking Straight. This means getting things up on the table that are difficult or uncomfortable to address ~ and to do that in such a way that people are left respected, honored and empowered.  At the same time, it’s essential to get the issue, (the elephant in the room), dealt with head on. It’s a fine line between confronting something that is difficult to talk about and doing so with the sensitivity it requires ~ this takes courage and grace at the same time.

3 ~ Working as a Team. Watch any professional sports team that is working successfully and this becomes apparent. It requires a “pit crew” mentality.  Each person on the team backs up, supports and empowers the others.  Their win belongs to each of them. “Your win is my win.  Your loss is my loss.” They work together in such a way that extraordinary results take place.  They back each other up and they support one another in difficult situations and circumstances. No one gets toppled by little things. Nothing gets in the way.

4 ~ Honoring Your Word.  If this one doesn’t happen, you can forget the rest.  This is simply working toward doing what you say you will do.  It’s doing what you know to do, what’s expected, and what you know is right.  And everybody knows how to do this ~ the question is, do they do it? Fundamental to this is cleaning it up when you don’t do what you said you would do. Clean it up immediately and move on.

5 ~ Being Complete. The practice of being complete means that you don’t step over the trash.  If something needs to be said, dealt with, or cleared up, it gets dealt with right away. The team understands that when you operate on top of issues, resentments and things unsaid, everything comes to a grinding halt. So this one’s about getting things complete so they get clear and there is a level of appreciation maintained by developing the practices of doing so.  In sports you see the guys in the dugout or on the court high-fiving each other with each little win throughout the game.  This is no different than validating success.

By having these five practices in place you can build a high-performance team.  We’ve seen that when teams have these five components working actively, the likelihood of success turns around dramatically from 70% likely to fail to 85% likely to succeed. We have a proven track record for successful project implementation when these five principles are utilized and present.