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.

2. 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.

2. 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. 

4. 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.

4. 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.

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.

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.

Nobody’s perfect. Everyone makes mistakes. It’s part of life. While nobody likes making mistakes they are not necessarily a bad thing. You may have discovered that one of the best things about mistakes is it is one of the best learning experiences you can have.

For the most part, we try to avoid making mistakes. Why?  Because when we fail we experience pain. Pain is a remarkable driving force in our lives. According to the science of NLP (Neuro Linguistic Programming) our brains are wired to focus 80% on avoiding pain, and 20% on moving toward pleasure. We automatically approach the situations in our lives out of a fear of what could go wrong. Our background conversation and attention is on, “what’s the danger here?”  And that leaves us trying to avoid making mistakes ~ avoiding the shame, the embarrassment of a mistake, and generally avoiding the pain. So we attempt to strategize how to not make mistakes.  But the truth is it’s impossible to avoid making mistakes. Carl Jung said “what we resist, persists.” And our observation is that the more you try to avoid making mistakes the more likely you will make them. You might be better off doing your best and dealing the mistakes when they happen.

There are some very famous, successful people in history who failed miserably many times over. Almost everyone can name the man that invented the light bulb. Thomas Edison was one of the most successful innovators in American history. He was the “Wizard of Menlo Park,” a larger-than-life hero who seemed almost magical for the way he snatched ideas from thin air.

Chances are you haven’t heard of Edison’s botched ideas ~ he had many, many failures, (estimated over 10,000 failed experiments).  But Edison didn’t dwell on them. It’s been said, “Edison’s not a guy that looks back. Even for his biggest failures he didn’t spend a lot of time wringing his hands and saying ‘Oh my God, we spent a fortune on that.’ He said, ‘we had fun spending it.’”

And Abraham Lincoln failed at many things before becoming President. In 1831 Lincoln failed in business; 1832 he was defeated for state legislator; 1833 tried a new business and failed; 1835 his fiancée died; 1836 he had a nervous breakdown; 1843 ran for Congress and failed and again in 1848; in 1855 he ran for Senate and failed. In 1856 he ran for Vice President and lost. Then in 1860 he was elected President of the United States. What matters is not how many times he failed, but how many times he never stopped trying.

In my business, in my clients’ businesses, the greatest learning happens from failures.

At our firm we let our employees know that mistakes are not only tolerated, we encourage them, especially with new people who are trying to make a good impression. At the same time, we encourage them to learn from the mistakes and not repeat the same ones. There are so many other possible mistakes to be made. There really is a lot of value in making mistakes. Though it’s painful to make a mistake, there is much more pain having not made a mistake. People will make mistakes. Trying to avoid them is the first mistake. Use the mistake to make a difference. And don’t repeat that mistake.  Go ahead, make the next one instead.

Overwhelm is something everyone deals with. There will always be many, many tasks for us to resolve. The list of tasks doesn’t get smaller, it grows and it’s infinite. And we all know that it’s not possible to get all of the tasks done. Sometimes we find ourselves with too much on our plates, and we begin to feel overwhelmed. In those moments we see no way of getting any of it done. When we become overwhelmed we are ineffective. The feeling of overwhelm has its own inertia. It becomes larger than life, halting all action. It becomes a condition in which you never get anything done, and you’re upset about it. You are stuck. And while you’re busy being stuck you will surely fail. It’s like trying to move forward while running on a circular track.

You can handle and manage the demand on your capacity until you reach one more unit that puts you in a state of overwhelm.  In the second diagram below the demand has exceeded your capacity ~ that’s when overwhelm takes over, and when you’re in a state of overwhelm you’re never going to get it all done.

What does OVERWHELM look like?

(All the squares represent your total capacity. “X” equals one unit of capacity)

                                            (The large X = OVERWHELM)                                                                                         

Before that point your available capacity is manageable. When that one more item is added you hit the overload, overwhelm condition that puts you over the top and beyond your ability, your capacity, to manage the tasks at hand.  The definition of “overwhelm” is: bury or drown beneath a huge mass.

How can you be powerful in the face of overwhelm?   What are you doing to get out of that condition?  An American soldier, Creighton Abrams first said, “How you eat an elephant is one bite at a time”. And it’s true. Everything we have to do can be broken down into manageable and finite units. Until you break the mass apart into these units you will never get anything done, because you will be buried in the mass of the story about what you can’t get done. You either delegate some of the tasks or cancel them. What’s essential is to get things to a level that is confrontable.  Overwhelm is a psychological phenomenon. It is not “real”. All that is are the tasks that you will do and the tasks you will not do. It’s our psychology that has us believing that we have to get allof the tasks done.

Once we prioritize the importance of each item, get each item into your calendar, in real time to deal with it. In fact, when you consider the whole list of things to do, you’re going to see something really interesting ~ there are things you are committed to doing, and there are things that you’re really not committed to doing. You may find some things you may want to get to at a later time, so create a way of keeping those things in existence. You’ll also find there are some things you really will never get to. Eliminate them. Keep in mind that life occurs in units of time ~ you have the capacity to fill only so many units of time.  You either have to stop doing one of the things you’re already doing, or give away ~ outsource ~ some things. The question you need to ask yourself is, “Is it a good investment to outsource any given item?” If it is, and you find the right person to outsource to, you are left with time to work on the things that you should be working on, while experiencing relief knowing that the other things are being done by someone you trust. This then leaves you stress-free, effective, confident and productive.