New Levels Need A New You

new-levels

I grabbed the flip chart during one of our staff meetings recently and started writing on the fresh canvas while the staff looked on.

Every next level of your life will demand a different you.

“Agree or disagree?” I asked.

One of the things I love about our staff is that we are not afraid to colour outside the lines and take things at face value.

Eventually we moved from “agreed” to “we need to modify it”.

We scribbled and moved arrows around and eventually came up with…

Every next level of your life will demand a different version of yourself.

We recognized that what got us here will not necessarily get us there. We agreed that in order to get to where we felt we needed to go we needed to change how we acted, interacted, led, and served in order to accomplish it.

Though we seemed to agree with the statement, we also noted that many people / organizations, though they would also agree, choose not to make the shift. So… we talked about why people (including ourselves) do not change. We came up with two main reasons:

Costs (tangibles)
◊ independence
◊ relationships
◊ time
◊ resources

Resistors (intangibles)
◊ fear
◊ pride
◊ vulnerability
◊ stubbornness
◊ sin
◊ self-deprication
◊ doubt

We concluded that “you don’t need to be a different you… for you already are you.” I am who I am; though it is therefore also true that I am responsible for the version of myself I choose to be.

So what version of yourself are you being today? Are you excited about what today’s version of you will accomplish or do you need to release a different version of yourself? Know today that tomorrow’s version of yourself will depend heavily on the version you choose to be today.

To unleashing greatness in yourself,

 

C

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4 Reasons People Don’t Understand You

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I was recently having a conversation with a man I meet with regularly about a situation I was facing. He’s a mentor of mine and a seasoned retired business man who often brings great insight to my world of dealing with people.

I was venting to him that I was so shocked that someone I was dealing with couldn’t seem to see what I was saying. He quickly pointed out that the person was a “Quadrant 4” person. I had no idea what he was talking about.

I’m not sure where this teaching came from but over the next few minutes he opened my mind in understanding how different people respond differently to correction and instruction based on the “quadrants of what they know”.

4-quadrants

1- “I know I know” – These people know that they are in the wrong and therefore choose to either correct their actions or else rebel against the expectations. Here you will get the greatest result of either compliance or confrontation.

2 – “I know I don’t know” – These people are aware that they are missing something in your attempt to correct the situation and are most likely to engage in wanting to understand you better. This is a great opportunity to mentor and guide them.

3 – “I don’t know I know” – These people are in the dark for some reason. Maybe they forgot the email laying out your expectations or the meeting where everything was discussed. Find the right way to smoothly remind them of what they forgot or misplaced and you can get them back on track.

4 – “I don’t know I don’t know” – These people are the most likely to become contentious and combative as their resistance is based on either their pride to concede or their incapablility of allowing themselves to be open to correction. Either way, you are probably going to hit a wall here. Either evaluate if you need to remove the ‘problem’ (let it go), the ‘process’ (find a different way to explain where they are not getting it), or the ‘person’ (wrong person for the reponsibility) in order to move forward.

Ask these four questions when hitting the wall.

1 – Are they the type of person to be resistent? Is this pride or is it lack of understanding?

2 – Where is this breaking down? Can it easily able to be put back on track?

3 – Am I communicating my expectations in a way that perhaps they are unable to understand? How does my message need to change?

4 – Is this person the right person for the expectation? Are they incapable of understanding what is desired?

If you don’t figure out quickly which quadrant they are in, you will expend unnecessary energy trying to get results from people who aren’t on the same page (quadrant) as you.

Onward… to knowing better.

5 Markers of a Great Huddle

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Kerry and I had a couple of friends over recently to watch our beloved New England Patriots play NFL football (yes they won but I’m not some sort of crazed fan who trashes every other team fan – our record does that 🙂  ).

Before every play I would watch Tom Brady bring his players together for a huddle and after communicating the intended play, they would go to the line, execute it with success (or not), then start the process all over again. Wash, Rinse, Repeat.

I got to thinking about that as it pertains to the workplace. Kerry’s work has a daily ‘huddle’ where the team gets together. Now the good news is that I don’t really know how the meetings run so what I say has no reflection on what her work does.

I think that the ‘huddle’ can be the difference between a ‘touchdown’ or a ‘fumble’ in business. How your team views and uses the huddle is the tipping point between success and failure. Here are 5 things that will make a great huddle and launch your team towards the winning the game:

1 – Reset. Huddles are not the time to discourse overarching issues of the company, your team, why things aren’t working, etc. It’s a time to look forward. Not backwards. Lay out your plan and get your team on the same page. You will have other times with the right people to talk about making things better. Get in. Get out. Get it done.

2 – Praise publicly. Critique privately. Huddles are not for pointing anyone out for what they are doing wrong. The moment you do that, you make everyone on the team suspect of whether or not ‘they’ will be pointed out next. Do that outside of the huddle privately. I’ll write about that some other time. That said, it’s a GREAT place to say “great work”, “good job”, “way to get that new client Bob” etc… Make people want to come to the huddle.

3 – Define your immediate goal. “What’s the play?” Lay out your goal (SMART) based on how often you meet with your team. Use whatever metric you want to define success or failure in order to encourage your team if they accomplish it or else reset and redefine your next goal for the next huddle you have. Make sure it is clearly communicated and understood by all. Figure out the best way to do that based on how your team operates.

4 – Reinforce each person’s responsibility. It’s painful to watch a quarterback throw the ball to open space simply because the other player ran the wrong route. Make sure that everyone on your team understands clearly what their part of the goal is and what they need to do to ensure it’s success. Chances are if they don’t know what to do, you haven’t clearly articulated your expectations.

5 – Leave the huddle instilling confidence. If your team leaves the meeting uninspired to produce you’re probably about to watch subpar performance and a mediocre morale in the team. Find the right way to instil confidence and excitement for the immediate future. I will write about some suggestions in other posts to come.

Put these five steps together and you’re on your way to success. Remember, ‘momentum’ is simply a succession of ‘moments’ (good or bad). Focus on making the ‘moment’ count. Tie moments together over the course of your huddles in order to make a winning team.

Ready… Break!

 

 

The Struggle Of The Setback

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We all face setbacks. No life trajectory looks like a perfect javelin throw from the 80’s arcade game of Hyper Olympics. “Progress” realistically is coupled with signs of  with Regress and Digress as well. The key to actually progressing is going to be what you do with that setback and how you allow that issue to slow down your momentum to move forward.

Michael Hyatt in his blog points out that setbacks tend to derail our perspective of the failure first and thus, limit or all-out halt progress. He lays out five steps to help regain perspective in what you are trying to accomplish.

1 – Acknowledge what happened. The longer you ignore that the setback actually occurred (or is occurring) you cannot resolve to move forward. Ignorance is ‘not’ bliss here. It will only amplify the problem further on.

2 – Empathize with those who suffered. All setbacks come with a feeling of sadness or grief. Embrace it. Admit it. When you acknowledge the pain, you start the process of moving forward as well as away from the setback.

3 – Put the setback in context. Oh… how vital this step is! Often times when we do not put the scenario in perspective we can give it way too much significance, or even worse, not enough. Take the time to evaluate how the setback changes things so that you can properly give it the attention it needs (or doesn’t).

4 – Point out the positive. Look for the silver lining. There’s always something to get out the setback – wisdom, insight, self-actualization, etc. Look for it and harness it for future endeavours.

5 – Keep moving forward. The difference between “Failing” and “Falling” is “i”. Remember that you are the difference between whether the setback will stop the ‘progress’ and stop the ‘process’. Don’t let life control you. Control life.

Setbacks are part of life. Make sure that they only set you back… and not stop you all together.

Onward we go.

(Let me know what you think by leaving a comment and be a part of the conversation.)