Leading When Beliefs Go Rogue

Posted on Leave a commentPosted in Leading, Will=Our inner game
Reading time: 1 min.

Labels, judgments, yeah buts, and other beliefs about the way things are can help but often stop helping us. They go rogue.

We can tell that a belief has gone rogue on us in two ways. First, we feel bad when we think it. We often attribute the bad feeling to whatever we’re considering. “I feel bad because she’s this way, he’s that way, I’m this way, and things are going badly the other way.” But it’s really a signal from the wiser parts of us warning that we’re thinking about things in a less than helpful way. Second, we aren’t getting the results we want.

Our hard work as leaders is not in making things happen or getting people to do good stuff. It’s in tuning our thinking–especially long-held but rogue beliefs–to what feels better.  And this makes way for people to do good stuff and for good things to happen.

 

In your corner,

Mike

PS: Yes, you are that powerful, dear leader.

 

Today’s photo credit: johnrothiemurchus Over the parapet via photopin (license)

Vulnerable Leader

Posted on Leave a commentPosted in Leading
Reading time: 1 min.

Lack of vulnerability, often taking the form of puffery, aloofness, or bullying, demonstrates lack of strength. Vulnerability requires and is strength.

But why do we need to be strong and vulnerable? Because, except under clear and present emergencies, people follow us to the extent we share our vulnerabilities.

 

In your corner,

Mike

Today’s photo credit: Corine Bliek Gosling via photopin (license)

Inspirational Fail

Posted on Leave a commentPosted in Leading, We=All Who Matter, Will=Our inner game
Reading time: 1 min.

Inspirational posters and Instagram posts typically fail us. That’s because wise words do not transmit wisdom, they only coax us toward wisdom if we’re ready.  Unless we’re buzzing high enough, we will hear or read wise things and miss the importance or, worse, totally misinterpret the meaning.

This means we need to raise our buzz to understand and use wisdom.

And it means we cannot expect others to change just because we’ve laid out the logic, made the case, showed the way, or otherwise implored them. We can, however, influence them by raising our buzz, leading by the example of our behavior, learning what makes a win for them, and connecting our wins to theirs.

Be wise, good leader.

 

In your corner,

Mike

 

Today’s photo credit: Ian D. Keating Into The Light via photopin (license)

Tell Us Why

Posted on Leave a commentPosted in Leading, We=All Who Matter
Reading time: 1 min.

To fix a long-standing problem in a company, step away from it. Start over-communicating why fixing this problem is so important. 

When they understand the why–and when the why is compelling and believable–people are then able to jump in with the solutions we need.

 

In your corner,

Mike

 

Today’s photo credit: diverdewan15 Calling Grey Gull (Leucophaeus modestus) via photopin (license)

Why We Should Resist Solving Their Problems

Posted on Leave a commentPosted in Leading, We=All Who Matter, Will=Our inner game
Reading time: 1 min.

When people are buzzing low, they will almost always present us with problems and complaints. If we’re not careful, we’ll get drawn into the trap of trying to solve or resolve these for them. 

Why is this a trap? Because their low buzz can easily push down our buzz. They feel bad. We react. Then we struggle to improve things from a lower buzz. This is very hard to do. And if we manage it, they’ll just come back next time with another low-buzz problem.

Instead, let’s raise our buzz around them. Without trying, they will find it much easier to start buzzing higher themselves. Then their solutions and resolutions become easy.

 

In your corner,

Mike

 

Today’s photo credit: AMagill Patience via photopin (license)

A Deep Insight

Posted on Leave a commentPosted in Growth, Leading, Organizations, Success, We=All Who Matter
Reading time: 1 min.

It can look like complaint, frustration, withdrawal, fear, defensiveness, anger, worry, guilt, pushing, or avoiding. No matter. If anything has led you to believe that you are separate, above, below, isolated, or disconnected from any and all others, please–please–look again.

The deep-down insight here is that, despite appearances, all of us are intimately connected. We are not only all in this together, we are all this together.

 

In your corner,

Mike

PS: And, despite appearances, we each can experience this deep-down insight first-hand. It usually sneaks up on us and feels a-bit-scary-a-lot-wonderful.

PPS: When we get this, business and life flows so much better.

PPPS: And then we unleash all that creativity, fun, and success we’ve suspected was always there.

PPPPS: Too vague? Too esoteric? Yah, that happens.  A tip: pretend “we are one” is true and see what happens.

PPPPPS: A big part of our job as leaders is to hold this open for others to get, too.

 

Today’s photo credit: modesrodriguez Cosmos via photopin (license)

How to Have Simple and Effective Processes

Posted on Leave a commentPosted in Do=Natural flow of action, Leading, Systems
Reading time: 1 min.

Everything should be made as simple as possible, but not simpler.

–Albert Einstein

Our companies thrive when we have the simplest possible systems, processes, and policies. Anything too simple would be incomplete and cause confusion and waste. Anything too cumbersome will slow us down.

How, then, would we put Einstein’s advice into practice? It’s simple, of course! For any system, process, or policy,

  • Work back from the desired results. Start at the end and ask, “What do we need to have this outcome?” Then repeat the question until we get to the beginning. Whatever we build will be as simple as possible. Desired results describe what we want to happen for how much investment of time, energy, and money.
  • Add safeguards to address only those potential errors with unacceptably high expected costs (probability of it occurring times cost in relationship currency, dollars, and time).
  • Agree to revisit/redesign the systems, process, or policy whenever the desired results (outcomes and/or investment needed to get those outcomes) start slipping.

Simple.

 

In your corner,

Mike

Today’s photo credit: photosteve101 Pencil’s nib / pencil close up / macro / with with cross-section paper via photopin (license)