Bridging Leadership Lessons from the Workplace and Those Experiences Shaping Today's Youth and Tomorrow's Leaders
 It’s always amazing how with so much negativity that exists in the world around us, the positivity is always there if you are willing to look. Sometimes it is very visible as when a community will rally around natural disasters or personal tragedies. At that moment, you come to realize that the “community” goes beyond city limits and is defined by connections.
At other times, the power of a community is much more obscure and found in the actions and responses of a few, under the radar, heroes who take time to volunteer, step-up and do what is needed to get the job done. I have written quite a bit about IMPACT PLAYERS in past articles and they can be found in countless community organizations working to provide positive experiences for others. I’ve spent over 20 years involved in our local competitive basketball program that serves as a feeder team for our high school boys’ and girls’ teams. I love the game of basketball and have enjoyed helping to provide an avenue for young kids to learn more about the game while hopefully providing a positive and fun environment for the kids to grow. Ultimately, we look for the IMPACT from this involvement to show up in the success of our high school teams but also in the future leaders that graduate. With the youth sports market estimated at $37BILLION in 2022 and continued growth rate of 9.2% per year, you know there is a lot of focus on sports and the kids. But unlike the moneymaker organizations that make regional and national pushes, community sports organizations are interested in the local impact and hopefully focusing specifically on the impact to the kids themselves. They are not a business, but a volunteer organization. THEY FACE THE CHALLENGES When running any event, there are always going to be the potential hiccups that will happen as the day of the event draws close. With youth tournaments you have teams back-out, referees get sick, volunteers don’t show up, and weather-related issues, but somehow, it always works out. My wife would always be amazed how the stress of having these things seemingly unravel sometimes the day before or the day of an event, wouldn’t seem to bother me. I would look at her as she seemed to be offering up some “sympathy-stress” and say, “It will all work out. It is what it is.” And you know what, it always did. That is the importance of understanding that while getting volunteers to help in any event is EXTREMELY difficult and only seems to be getting worse, you will always have those handful of committed people that refuse to let you down. Those IMPACT PLAYERS are what makes an organization run. THEY SUPPORT EACH OTHER On a personal note, my recent participation in running the tournaments over the last few years has dropped to a very minor role as I have had sons playing in a high school tournament that is the same day as our youth tournament. In my middle son’s sophomore year, I chose to miss the championship game that he was playing in to stay behind and make sure everything ran smooth. Coaches from other towns were asking why I wasn’t at the tournament watching my son play and I explained it away. As I listened to it on the radio and walked back and forth between gyms, I listened as my son got his first varsity start, knocked down multiple 3’s, and led his team to the tournament championship. Afterwards, my fellow members of our youth Board said you are not missing one of those again. I am ever grateful that they have been there shouldering the burden, doing work that none of the teams or fans in attendance at these tournaments see or are even aware of, so that the kids can have a great experience. THEY DO WHAT IT TAKES This past weekend we were down to two Board Members at the tournament, but they took care of business. Mopping up bathroom floors, cleaning messes, dealing with missing volunteers, and adapting to the situations, they did their part to help our community and to be sure that they were making an IMPACT for others. I arrived back at the gyms, as the final games of the day were getting ready to tip-off so I could be there to help shut things down and clean the facility. While the Board Members were tired, they had smiles on their faces as they were able to reflect on the events of the day and laugh about what had happened. But they could take pride as parents and coaches would walk by and tell them thank you and show appreciation for a great experience for them and their team. THEY LEAVE A LEGACY A referee came to me at the end of the day, exhausted because of having to pick up some extra games for me. He explained that he wasn’t feeling well when he woke up but knew he couldn’t let us down. He played in our tournaments as a kid. He played for me growing up. He knew the IMPACT that he had on the event and being part of the community, he wanted to do his part. I understand that not everyone can volunteer. There is a lot going on in people's lives with work and family. Maybe they already volunteer for other organizations and are already stretched thin. Many people want to help but are not sure how. Some people always volunteer, but never seem to find a time that works. Regardless, it is what it is. The reality is that when you find your IMPACT PLAYERS who are willing to step up and be part of an organization, then “it will all work out” is a guarantee because they won’t let it fail. The strength of a community can be found in these few volunteers. These few IMPACT PLAYERS, who make sure it will ALWAYS work out, Beyond Today.
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 Being a big sports fan, I always look for ways to apply leadership tools into the sports world and vice versa. Those interests led to the creation of a program designed for sports teams where I took the 3 Pillars of Impact into the Locker Room. The Impact Grid is no different. Applying it to both the Team perspective as well as the role of the Individual Athlete as part of the greater team. With basketball getting underway, let’s take a look at how the Impact Grid can be used to set and measure contributions for the player and for the team. PERFORMANCE The great thing about sports is that you have statisticians or fancy A.I. like Hudl and Synergy that make your performance metrics readily available. You have the basics focused on scoring, assists, rebounds, etc., but then you have advanced metrics like Effective Field Goal percentage (eFG%) and Value Point System (VPS) that try to give a more complete picture. On a side note, if you really want to see the power of Data Analytics in sports, read the book Moneyball. Let’s be honest, you can pick and choose what you measure to give you the desired outcome you seek. What you choose to measure in Performance needs to be relevant to what your team needs from you. This is why having strong communication to ensure alignment with your coach is critical to your development plan. When you enter the crazy and complex world of college recruiting, the college coaches are also providing feedback on what they want to see from you as well. They also have full time analytical people to assess your performance and tendencies to see how you fit into their system. Goals may focus on getting bigger, faster, and stronger. Or they want to see you perform in different scenarios that more closely resemble what you will see at the next level. Again, having your coach on board with those expectations will help the growth process. VALUES Many times, sports teams will create a list of values as a way to deliver expectations of behaviors. It could be a blend of how they expect you to play on the court but also could be focused on character, citizenship and performance in the classroom. As an individual, you have your own value system that probably stems from your family relationships. As you get older and mature, you may become more aware of other factors that impact you as well. If babies are ever at odds, seek clarity from coaches, family members and mentors in your life. Most often conflict stems from a breakdown in communication. In recruiting, values become a more critical aspect of the Impact Grid as it can not only determine where you will go, but potentially the health of the relationship and the impact the experience has on you and your team. Chasing a school or program that isn’t a good fit based upon Values is a recipe for disaster. You see this in high profile travel teams where what they value due to shoe deals, sponsors and media may end up being different than what they say during the recruiting process. BREAKING DOWN THE IMPACT GRID The Goal Achiever aka, the Me Player The stat padder. The person who after a game, win or lose, is checking their stats to see how THEY did. They bring value in productivity but if they negatively impact team chemistry, it won’t be long until others are “trying to get theirs” and losses will naturally follow. The Good Person aka, The Energy Player or The Glue Guy These people are the WE over ME players. They bring energy and make the team better not necessarily in measurable ways that show up in the box score. But in how they carry themselves on and off the court. Heck, they may only play in mop up time, but the fans know who they are, and your starters are excited for them to get their time to shine. They are the loose ball diving, charge taking, high five giving, extra pass making on the bench jumping, incredible teammates! The Lost aka, The Complainer They are down and they won’t be happy until everyone else is down. Struggling to perform in practice or in games, they typically try to make themselves feel better by blaming someone else for their struggles. Their focus is on the coach and complain to everyone about how the coach is ruining the team, while ignoring their own lack of effort, outside work and negative attitude. They require a “come to Jesus” meeting to them move from this quadrant or they need to move on from the team. The Person of Impact aka, The Player Coach or The Captain They get it done on the stat sheet and in the locker room. When coaches talk about their contributions, it’s more than stats as they focus on leadership and character as well. In basketball, historically, the Point Guard position is normally where the player would most commonly be found but the game has changed, as have the players. I purposely did not use the title The Superstar because their importance can be inflated by fans and media based upon Performance and their struggle in the Values area may not be evident to those outside the locker room. Performance can be in the little things that you don't find in the typical box score or may not be in games as much as it is in practice. But the impact on winning is felt by everyone and when you need a bucket, you trust them to either get the bucket or to set up the person who will. In sports, the true sports fan knows the Person of Impact when they see them. Sports is a tremendous venue to see the power of teamwork and leadership. Performance can be easier to see and measure but you gain clarity on the impact of values, the closer you get to the team. Developing more Impact Players doesn’t mean you have more stars, but you have more players who are starring in their roles. The more Impact Players you have on your team improves the odds of reaching a championship, on the hardwood or in life, Beyond Today. If you would like to find out more about how the 3 Pillars of Impact and the Impact Grid can be used with your Sports Program, reach out by clicking this LINK and let’s have a discussion on creating that Culture of Success.
 In my previous articles, I introduced the Impact Grid, discussed the importance of measuring Performance, and the criticality of practicing and aligning to the values of your organization. If you haven’t yet read those articles, I would strongly encourage you to go over them to help understand the nuances of evaluating Performance and Values.
Now that we understand how the Impact Grid works, let's look at how we can benefit or maximize the IMPACT from putting the Impact Grid into action. SELF-REFLECTION The easiest and most basic way to begin using the Impact Grid is to first use it as a self-assessment tool. The beauty is that this doesn’t have to be solely about work. Maybe you feel something is missing in your life, you feel a calling to help in your community, connect deeper in your faith, or you want to put energy in building your family legacy. Regardless of the purpose, begin by defining what success looks like in your ideal future state. How would you measure success? Describe and create examples of the Values you feel are essential to reach that higher purpose. Plot yourself on the grid about where you stand on achieving the Performance results you identified and how well you are living the Values that you highlighted. Be honest with yourself. If you asked another person, and if they had the courage to speak truth to you, where would they place you? Which quadrant are you in? Where do you need to focus more… on your Performance or Values? Based on this assessment, create a specific action plan focusing on just 1 to 3 areas of growth. Make sure it is specific, measurable and time bound. I suggest you find an accountability partner or a coach/mentor that can help you stay accountable to encourage your ownership in the process. 360 TEAM This is one of the more powerful uses of the Impact Grid as it requires full transparency and vulnerability. You must be truthful to yourself and to others. The 3 Pillars of Impact are the backbone as you must possess the Courage to Challenge, you need to Expect Excellence in yourself and others, and you must Empower Others to provide you with feedback, accountability, and guidance. Each teammate starts by plotting themself on the Impact Grid and then proceeds to plot their team members as well, based upon their assessment of them. When considering Values, these should be universal definitions and standards for your team. The examples may be specific to your team versus what other teams in your organization experience. However, Performance is complicated because it not only is specific to the position /role of your team members, but it is also relevant to the expectations that leadership has of them personally. After the initial plotting of the team members, you now engage your teammates and see where they plotted themselves. The benefit begins to emerge as discussion occurs about the performance criteria for the individuals and where discrepancies exist and why. They gain understanding that the metrics are different, but alignment happens as communication leads to clarity. Now, everyone knows where they stand, and they understand that they need to move to be a Person of Impact. Individuals create their own action plans, but also share them with the larger team to validate the plans will help them grow, are focusing on the right areas, and are visible to create a support and accountability network. The focus should not be on where they are, but on the journey to get them where they need to be. LEADER DRIVEN As the name implies, this is a tool that is managed and driven by the leader. The leader plots their team on the Impact Grid based upon their observations and performance assessment. The risk is that this happens in a vacuum without bringing in perspectives of others on the team who may work more closely or at least have different interactions and relationships than you would have as their manager. The important component is the communication between the leader and the team member to align the expectations of Performance and Values but also on how they are measuring up to those expectations. While this approach keeps it as a 1on1 framework, the relationship potential by having these conversations focusing on their development can be enormous for their own growth, but for the growth of the leader as well. Establishing a regular meeting cadence focusing on their future state, reinforces the potential of the team member and how it connects to their WHY. SETTING EXPECTATIONS I won’t belabor this topic as it has been sprinkled throughout the other three benefits. But I do want to point out the importance of having clarity around expectations. This is typically a major point of failure where people are misaligned on expectations either through assumptions or poor communication. Expectations need to be specific to the person. Expectations also can be specific to the position/role. Expectations also exist for the team as a whole. Expectations can exist for the team as a whole or to become part of the team. Within the team, expectations can change for each position/role. Finally, each individual within a position can have different expectations due to varying experience, capability, skill sets, etc. The Impact Grid can be as complex or as simple as you make it. What’s also true is the Impact you get from using the Grid is based upon what you put into it. Embracing the benefits of the Impact Grid will create lasting impact Beyond Today.  In my last two articles, I introduced the Impact Grid and then followed it up with a deeper dive into the Performance aspect of the Impact Grid. This article I will jump into the critical part of the Impact Grid and that is measuring Values and the Impact of those Values.
Simon Sinek talks about the issue where toxic leadership tends to be promoted because we have metrics galore to measure performance, but because it is difficult to put a numeric value on such things as trust and how you are as a person, those areas don’t typically come into play for promotions. (See Simon Sinek Why Toxic Leaders Get Promoted.) So how do you work Values into the Impact Grid? Organizations typically identify a set of core beliefs and guiding principles that shape a company's behavior, decision-making, and overall identity, these become their Values. But let’s be honest. They typically become buzz words, ideal states of unicorns and rainbows that are more fluff than fact. Ideally, they would like them to be the foundation for how employees interact with each other, customers, and stakeholders but that is not always the case. They become eyerolls and sarcasm fodder for the disenchanted. SETTING THE VALUES Setting Values is similar to setting a Vision. It’s hard to get buy-in on the values when it is a single point of view. Entrepreneurs tend to struggle to convey their vision because it is so intimate to them. They find it difficult to translate the vision into a language that others can understand. The same can be said for Values. What the Entrepreneur “valued” in their unshakeable determination to create a business may not be the same values that will establish a sustainable, flourishing business. Be open to input and influence by your fellow teammates. When setting Values, they can’t be reactionary. You can set them because of an observed undesired behavior in your team. That won’t give credence and will serve only as lip service because in practice, they have been tolerated. Engage your team to refine the Values into desirable AND achievable states in which you would like to operate. But don’t set your team up for failure by turning Expectations into Perfection. An ideal state doesn't leave wiggle room when situations arise. It can negatively impact your team if you make your values unattainable to practice every day. ALIGNING THE VALUES Once you have identified the Values that will be your guiding principles, you need to describe them in actions in ways that people can easily understand and will strive to live up to those values. Aligning people to the values is about getting to the “why” which I have found to be one of the few ways to move someone to the right on the Impact Grid. When you can explain WHY the Value is important and you can relate it back to them and their world, you can see the moment their eyes open wide in understanding, and they see their connection to the values. Having alignment to the values should be a prerequisite to be on the team. The values should be shared during the interview process so that there are no questions. More than performance, this should be your focus in the early stages. Are they the type of team member that you want on your team? If they are, then you can teach them the skills. MEASURING THE VALUE That is why Impact is such a critical piece. You can share the values and agree with them. Demonstrate them in your actions, which is good. BUT are you promoting them? Are you representing the values in everything you do? Are you living them and truly walking the walk? So, when it comes to the Values, you are looking for two things: the absence of the value and the impact of the value. Practicing and not going against the value is the standard. But the impact you have on others by practicing the value is what moves someone to the right on the grid. Likewise, the negative impact that comes from not practicing the value moves them to the left and MUST be addressed quickly. It’s a moment where other employees are wondering what you will do. They are grading you to see where you are on the grid and how committed you are to holding up the Values. Will you walk the walk? If, for example, you have 5 team Values and a team member is following all of them in practice but only has two in which he is significantly impacting others, then as a leader, your focus area will be on enhancing how they can improve impact in the other three values. It may be to explore further what the definition of the value means to them and to others. What are examples of how that value could be realized for the benefit of others? That is having an impact. This will always be more subjective than performance metrics. You need to identify and track examples of your team members living out the values. Use of 360 reviews about the quality of the team member as a person is a way to obtain metrics to put people on the grid. High performers will always perform… until they leave. High performers will always make an IMPACT… both good and bad. The only long-lasting, powerful IMPACT can be found when Performers connect, align and live the well-defined and understood values of your organization. At that point, your high performers understand the role they play in the future of others. They understand the IMPACT they have, Beyond Today.  In my last post, Introducing the Impact Grid, I shared my thoughts on a way to assess your team and the Impact that they are making. The purpose of the four quadrants was to set the stage for how to use the tool to assess your team. This article will focus on how Performance, the Y-axis, comes into play on the Impact Grid.
I tend to measure the success of a team by looking at how they perform. But as we know, it isn’t always the results that matter, because HOW they perform and HOW they go through the process of working towards success often comes down to the Values. It’s not that they are counter to each other, but they need to be in balance. Because the best people in the world, who can’t get crap done, are just good people, but are not reaching their full potential of impacting others. LOOKING AT PERFORMANCE The best thing about measuring performance is that you can typically create metrics that can help provide a quantitative assessment to the level of performance. You can establish goals and targets that you can then use to measure your progress. Whether you call them Performance Metrics, Key Performance Indicators, or Goals, you need to establish what success looks like. More specifically, what success looks like for them in their role. Whether it is using a scoreboard for comparison, a clock to keep time, or a destination on a map, making sure the rules of the game and defining success is key to any relationship. For each team member, they should understand what is expected of them and what it will take to move them up the Y-Axis to increase their level of performance. Goals need to be understood, and alignment should exist between you and the team member. You should strive for agreement, but if not, then alignment at the minimum needs to be in place where expectations are understood. Besides understanding what the scale is for them, the team member needs to be clear, where they are on that scale currently, and have clarity to what it will take to move up the scale to become a high performer. Many times, leaders fail to explain why they are where they are with concrete examples. Further explanation may be needed to explain why their scale is somewhat different from other team members based upon experience, expectations, and past performance. REASONS THEY MAY FALL SHORT As leaders, it’s important that once you are able to critically assess their performance, that you take time to determine how their performance matches up to your expectations. It’s completely possible that a person who is putting in the effort, can still not achieve the agreed upon goals. A good leader will dig deeper to truly understand how they are falling short and more importantly, WHY they are falling short. Here are a few reasons:The Goal is Wrong Many times, we tend to set an obscure goal or target that isn’t based upon evidence or history. It is a desired result based upon the dream killer… Hope. Many times, those goals are pulled out of thin air or out of the nether regions. This can be a huge disservice to your team member and the organization as a whole. It devours their energy and enthusiasm and replaces it with frustration and a decline in self-worth. It is essential that goal setting is done jointly and that you have alignment on what is expected. An eager and ambitious person may agree to a goal with plenty of confidence in themselves but lacks the competency to determine if it is even achievable. As a leader, revisit the goal. As they perform and you are able to gather data, reassess whether the trajectory is appropriate. Are the resources and processes adequate to achieve the goal. Don’t be afraid to reset. Misalignment If you lack clarity in regard to the goal and of what success looks like, it’s easy to apply your own interpretation. When you tell a friend you are going to treat them to a good meal and your definition is this incredible food truck, while theirs is a fancy steak dinner with a white tablecloth, well, there will be some disappointment. Not catching this early is more than a morale killer. It can lead to resentment and conflict. AS a leader you become frustrated that they are not achieving the results you expect. While they are getting angry that apparently, they can’t do anything right or possibly they start to believe that you are completely clueless. If they start venting their frustration to others, it can create a toxic and hostile environment that will impact the working relationship of your team. As a leader, you need to make sure there is clarity on the goal. To do this, make sure it is a SMART goal. But more than that, share the WHY behind the goal. This can create greater understanding of the purpose and also where there may be ways to adapt their approach to the goal. Appropriate check-ins, not check-ons or check-ups, to review alignment is a great way to prevent someone from getting too far off course. Make sure that they can explain they WHY in their own words and apply it back to their situation. This reinforces that it’s not about hearing your words repeated back to you, but they know why it is important to them and the team. They Lack Competence Often, you see people under perform because they simply lack the competence to perform their job. The skills required to be successful may not have been transferred to them through on the job training. They simply don’t know how to do it successfully. With this you need to establish a skill assessment on what is needed for the role and then where the employee is at in comparison. This will determine the gap that exists, and you can then put together an action plan to improve their skill set to help them become successful. During this stage, it is important to match the expectations to where the person is relative to their competence. If you maintain the high standard associated with perfection to a person just starting out, they will always be lacking. High performance is not a single definition. It is relevant to the respective individual - where they are at in their growth process and the role they are playing now AND in the future. I do hold some people to higher standards because expectations for them are different. The key is that they know this, and they understand why it is the case. Communication is the critical step in all relationship and vitally critical here. You need to make sure that they understand the benefits they enjoy and the rewards that they receive will be appropriate to the higher expectations. Transparency is the key to maximizing the real value of the Impact Grid. Working with your team members so they understand where and how they bring Impact with their performance. The level of Impact that they have now and the potential you see from them on how they can Impact the future. While high performance is critical to the success of any team, it is the impact of that performance that separates people. It is the high performer who becomes a Person of Impact that leads you Beyond Today.  It was over 25 years ago when I was starting out on my management and leadership journey, I attended a development course called Leading Edge Leadership that completely changed my life. Jon Baker introduced me to the Welch Grid that was made famous by GE CEO Jack Welch. It has been an instrumental tool/concept for me, and I have since put my own spin on this and now call it the Impact Grid.
I still use Performance and Values as the axes for the grid, but now we consider the Impact that person has on those areas. Impact can also be a positive impact or a negative impact. In this post, I am going to introduce you to the Impact Grid. In future posts, I will go into details on what to look for in people and how to apply the grid to help reinforce a culture of Impact. THE IMPACT GRID A person that has a high impact on the results and the values is a Person of Impact. They are a star and a keeper. The person that has a high impact on performance but not much impact on the values of the company or team, is a Goal Achiever. They can be a challenge. A hired gun. The person that has a high impact on values but struggles to impact performance or get results is a Good Person but may not move the company forward. The person who is struggling to make a positive impact on performance and values is part of The Lost. PERSON OF IMPACT High performers with high values. They not only get things done, they do it the right way. The Person of Impact is that person that when they are on a team, the team achieves more than what was possible as the individual collective. You hate to use buzz words, but they represent synergy, and they make everyone around them better. Your goal is to move people to this quadrant. When you can foster a culture where this is the desired state, then you have a culture where employees are leading the way and success becomes sustaining. You need to keep these people at all costs and be sure to show them support. They are people that you want on the journey as they are aligned and committed to achieving the vision of the organization. GOAL ACHIEVER I flash back to the stereotype of the high achieving salesperson who would get the sale, no matter the cost. The person that management loved because they always exceeded their goal, but the coworkers in the office wanted to take a shower after spending any time with them. This is an unfair description because most of the time, the person is focused on the goal at all costs and fails to recognize the importance of connecting with others and the value of working together. But that lack of alignment with the company values is very impactful… and not in a good way. Yes, they may hit the goal, but the cost could be the engagement of the other employees, decline in the culture, and eventually decline in the performance of other employees. As a leader, your role is to reinforce the importance of the Values and what impact that has on their fellow employees, the company and ultimately themselves. It is a challenge to move somebody over on the Values, and the cost of taking the time necessary can negatively impact those people who are already on the Values side of the grid. Remember, your team is watching. GOOD PERSON I struggled using this as the quadrant title, because instinctively, everyone wants to be considered a good person. But we all know those people who have a heart of gold, who volunteer at all the functions, that will drop everything to help you out, but they just don’t seem to get things done. They demonstrate and reinforce the values that you expect from your employees which is what makes it so difficult when they do not perform. Their Impact is on reinforcing the values in the culture. However, their lack of performance can negatively impact other employees - especially those that are Goal Achievers - when they see management not holding those Good People to performance standards. You want to keep these people, but they must perform. So, to move them up on the grid, you need to focus hard on Coaching and Development to improve their skills or find them a role that may be a better fit for strengths. THE LOST I use this description because many times that is what these people are feeling. They may feel like they don’t belong, they are struggling to fit in and that may show up as a mismatch in values or as not getting things done. As a leader, this is all about communicating expectations and establishing alignment. If they are Lost because they are unaware, then that is on you. If they are Lost because they don’t care, well, now you have a decision to make. If you put the time into coaching and developing their skills AND if you put the time in to define, reinforce and demonstrate the values of the company and they are still Lost… well, at that point they elected to free up their own future. (Thanks for this quote, Jon!) The Impact Grid is a tool that you can use to help foster an environment where people can enjoy their roles and take pride that they are positively making an Impact on others. You can’t delegate culture, and others seem to always be watching to make sure you are holding people accountable. The key is to change the focus to Ownership and reinforce that culture. That can only happen when you, as a leader, are committed to being a Person of Impact, Beyond Today.  When I was writing my last article on Being a Leader is Never About You I was focusing on the #LeadersLead forum and how leaders need help sometimes. I wrote about the power of a mentor and the impact they can have on the lives of others and what it means for the mentor’s own growth.
As I was writing, I found myself running off course with a specific example I experienced and realized it was moving away from my main topic of a Leader not being about you, because that is exactly what that example was about. So, I cut it from the article but saved it as I knew it might not have been the right time or place, but it was a great story in its own right. THE ODD COUPLE In my previous career, the owner and I would have long conversations on various topics that others in management avoided. Due to our personalities and interests, it seemed to be an “Odd Couple” arrangement, but our united desire to grow and learn made it work. The conversations worked because we could always find that next direction, building upon each other’s perspectives to find a new, distinct pathway that was better than the one either of us were traveling before. At some point, the relationship changed. We no longer had those conversations and while I may not have liked it, I understood the reasoning behind his decision. But while I could continue such conversations with my team, my external mentor, and others who approached me on various topics, he did not have that same support group. I, and others, noticed a change in him. He no longer had that person who could respectfully challenge his point of view. To use a visionary perspective to think outside the box (in some cases maybe too far outside the box!) but it was an approach that I could tell he missed. He no longer had the person who could spark his imagination in one conversation, and in another bring him back to the practical aspects of gaining momentum. LEADING IN VULNERABILITY In hindsight, I regret not fighting harder for that relationship. I told myself that was his call and I convinced myself that I had accepted it and was focusing on where I could have the greatest impact. But I wasn’t being honest with myself. Probably, just like he wasn’t either. I bring this up because it is important to remember that we never truly know the struggles and challenges that others are experiencing. We see the surface. We see the reactions. We see their response. But we don’t know what they are feeling, or the hours spent in mental conflict. By accepting a situation at its face value may be the easiest thing to do at the time, it doesn’t mean that is the case over time. Reaching out to a person who doesn’t like to show their vulnerability, may make them (and you) uncomfortable because it fosters vulnerability, it may be exactly what they need. The leaders. The strong ones. Sometimes they need that helping hand as well, even when they don’t want to acknowledge it themselves. In my last article, I reminded you that leadership is never about you and so it is when you are helping to guide and support those who are your leaders. It’s a reminder that #LeadersLead is not about being a leader, but about Leaders Growing Together - even when they may not see the need for growth. Every challenge is an opportunity to learn, and that mindset is what will make you a Person of Impact, Beyond Today.  As long as I can remember, I have always been approached by people who are seeking advice. People asking for mentoring even when I didn’t feel that I was the best option. Ironically, listening has been a challenge for me as I have had to make a conscious effort to listen to understand versus listing to reply.
As I started the next phase of my life’s journey, I realized that my purpose of Making an Impact in the lives of others starts with being open to help those in need… including myself. I started Serve2Lead as a reminder that Leadership is not a title and being of service to others is a tremendous way to create impact. Putting together #LeadersLead as a forum where Leaders can be both Mentors and Mentees was a way I felt that we could create maximum impact as Leaders Grow Together. Because ultimately, every leader needs to grow. That journey cannot be traveled alone. Leadership Isn’t About You Whether we are looking at Social Styles™ or Situational Leadership™, I remind clients as well as peers that leadership is not about you as the leader. It’s easy to suggest that a client, peer or mentee should get outside their comfort zone, but how often are we following our own advice? We also must flex our leadership style and practices away from where we are comfortable and where our own strengths lie. What does our team need? And specifically, what does the individual need for that specific activity or situation? It is on us, as Leaders, to adapt and model the behavior we are hoping to instill in them. When you are open to learning, open to growth, is when leaders can grow together. That is what we are building in #LeadersLead. An environment where people are comfortable to discuss their experiences - both good and bad - in an effort to gain insight for themselves as well as help others work through their own challenges. Our Next #LeadersLead In our upcoming #LeadersLead session on Aug. 27th, we are talking about how we can influence other leaders – both those we work with and as well as those who are higher in the org chart. As part of our mission of Leaders Growing Together, we decided to help a leader out with a specific challenge they are facing. The Challenge Imagine being the subject matter expert that is given ownership of a task or project and when you execute at the level agreed upon, you get second guessed. Maybe not by your immediate manager but by another group of leaders, unrelated, but somehow has oversight. They desire a speedy and high-quality result, but don’t recognize the obstacles, extra steps, and confusion that they have added to the process by not truly empowering their teams. Questions For the Arena:
In the end, it seems we are in this world to build connections. What comes from those connections and the power of the connections is up to you. When #LeadersLead by being intentional and vulnerable the show their commitment to have a positive impact on the lives of others. They are willing to Serve to Lead because it helps everyone Grow Together, Beyond Today.   Friday was the second session of #LeadersLead which is an interactive, virtual sharing of leadership ideas. I have promoted it by asking people to step inside the Leadership Arena and help foster an environment where leaders can grow together.
Studies indicate that a significant portion of change initiatives fail due to employee resistance. In this post, I want to share some of the key takeaways on the topic Introducing Change. FEAR Attendees were asked to describe, in one word, the biggest reason for people resisting change. Fear was by far the most used word. Other words that were offered, such as unknown, skepticism, understanding and WIIFM (What’s In It For Me) all seemed to support the role fear can have on a person. In last week’s blog, 4 Steps to Create Buy-in for Change, I highlighted the impact fear can have on creating buy-in and laid out some steps to combat that. Because of the fear, the biggest challenge the attendees identified to introducing change successfully was involving employees in the change process. INVOLVE EMPLOYEES IN THE CHANGE PROCESS IS A CHALLENGE I listed out what research has highlighted as the top 5 steps to successfully introduce change. Dr. John Kotter, a change management guru, created Kotter’s 8 Steps and they have evolved away from Change Management to Change Leadership. His approach provides more details than the 5 I have listed here. Research consistently highlights the following as critical initial steps:
When asked which step is the most difficult? The overwhelming response was #4, Involving Employees in the Change Process. This resulted in a lot of discussion about having that shared vision with a greater understanding of the WHY associated with the change. Providing clarity in Roles and Responsibilities using a RACI tool and establishing a Charter up front, were highlighted as ways to help alleviate fears and answer questions early on. When looking at data regarding where you focus your change efforts, you really focus on those who are your “watch and see” employees. They are not going to simply let it happen and that could be to succeed OR to fail. The focus needs to be on keeping them from dropping into the bottom 10% that will be against change no matter what. Ideally, you help them move to the other side of the fence and provide some help in the change effort. ULTIMATELY, IT’S ALL ABOUT COMMUNICATION I limit the #LeadersLead session to 30 minutes to respect participants time and the busy schedule we all face. However, for those who want to stick around and continue the discussion, I started an “After Party” to allow a deeper dive into the topic. In the After Party discussion, we asked the question as to where Change Management efforts typically fail. Our poll matched up with what a survey of 300 managers concluded in that it comes down to execution. There was a great response in the chat that had everyone laughing but also nodding in agreement: “Of course management thinks their strategy is fine, they came up with it!” The discussion culminated with a focus on Communication with has the biggest impact on execution and is fundamental to involving employees in the process. A couple of the great points about communication centered around the fallacy of what is defined as communication. An attendee highlighted that often “messaging” takes the place of communication, and your change management team can check a box saying the poster is up, the email has been sent, now let’s sit back and let the change begin. Another attendee highlighted the importance of “comprehension” when talking about communication and that really hit home for me. It connects the greater why, the WIFFIM, and the shared vision. It also comes back to the previous point of messaging as well as an earlier discussion about “involving” is MUCH different than “telling.” Ultimately, it was a great experience with a variety of perspectives. Leaders came from public, private, and corporate backgrounds sharing their experiences and asking questions. When leaders are willing to step inside the arena and not only look to introduce change but demonstrate a willingness to be changed, that is when Leaders Grow Together, Beyond Today.   Change is scary. The vast majority of the people realize this even if they don’t want to admit it. The results are realized when an organization attempts to introduce change, and they come up against employee resistance. A Deloitte Survey found that only 21% of organizations can manage change effectively. Be sure to join the next #LeadersLead on August 23, 2024, to discuss the challenges with Introducing Change. CLICK HERE TO REGISTER OR VIEW PAST SESSIONS Multiple studies identify communication as the key component when introducing change. But it must be more than talking, marketing or pizza parties. It’s about engaging them to buy-in to the importance of the change versus the discomfort from going through the change. Find the Fears It starts by taking the time to truly listen to their concerns. Their first point is rarely the real issue, and you need to ask questions to dig deeper with the intention of understanding. To get to the root cause. What obstacles need to be overcome, avoided or removed? What is the impact if their fears are realized? Taking the time to understand the full aspect of the fear is fundamental to helping them overcome the fear. Acknowledge the Fears Once you feel like you have a good understanding of the fears, take time to verify that is what they see and feel. Showing empathy and an understanding of their fear is important. It provides an avenue to connect them back to the team and show that they are not alone with their uncertainty of the future. Finally, don’t discount or marginalize what they are feeling. Start to frame the fears they are facing today, by looking at the possibilities that exist in the future state. Addressing the Fears Now that you have identified and verified their fears, you need to work to address them. If you cannot eliminate them completely, can you at least minimize them? Can you find trade-offs or other benefits that can be identified to off-set the negatives? Can you share with them the consequences of not going forward with the change? What do they and their team miss out on achieving or what ramifications could occur? Finally, W.I.I.F.M. , “What’s in It for Me?” You must connect them, as an individual, to the benefit of moving to the future state. You either take away the pain or show them how they will benefit. This isn’t manipulation or bargaining, but helping them see the value to them, the team, and the organization. Replace the Fears with the Vision The first three steps are all about understanding the pathway for them to overcome their fear of change. Connecting them to the future benefit is how you complete the buy-in. Painting the Shared Vision is how you help them understand their role, impact and benefit of moving towards the Vision. They need to understand the why and how it connects / aligns with their own why. This is extremely important as the younger generation are entering the workforce. “Because I said” is no longer adequate. Ultimately, it isn’t the act of removing fears, but taking the time to understand them that builds the connection to generate momentum. When they accept that you have empowered them to paint themselves into the Vision, that is when you know that they will lead the change, Beyond Today. |
AuthorTom Brown - a husband and a father who is simply trying to make a difference. Using my experience as a Manufacturing Executive to connect leadership from the boardroom to the hardwood to help teams grow and develop to make a difference in the lives of others. 
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