April 2014

Rebranding The Podcast: Will You Help Me?

rebranding
How should I rebrand the podcast?

I need your help.

It’s past time for me to rebrand and refocus the podcast. What started out as mostly a legacy project (I began recording things I wanted to pass onto my grown children…and my grandchildren). It was mostly business oriented with a smattering of self-improvement stuff. Sprinkled in have been some personal things (like the last episode). But after 5 years or more, it’s now time to take a quantum leap. I can’t do that without your help.

I’ll prime the pump with just 3 business subjects that have a bit more narrow focus:

  • Leadership & Management (we lead people, we manage the work)
  • Solving Business Problems (workflow, processes, efficiency and growth)
  • Content & New Media Marketing For Service Professionals (doctors, attorneys, financial advisors, dentists, CPA’s, etc.)

These are NOT suggestions. I just listed them to get your brain juices flowing! Please give me your own feedback. And remember, I’m podcasting (again) over at LeaningTowardWisdom.com where I can go more off-topic from the things I talk about here. My goal is to be more narrowly focused here, and to paint with a broader brush over at LTW.

Will you help me by completing this short survey? 

None of the fields is required, but I’d love for you to complete them all. Thank you for helping me out.

Randy

Help Me Rebrand & Refocus The Podcast

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215 – 6 Lessons I Learned In A Year Of Suffering (Reflections On Losing A Lifelong Friend)

Randy, Lexie (Randy's sister), Joni (Stan's sister) and Stanley in Ada, OK
Randy, Lexie (Randy’s sister), Joni (Stan’s sister) and Stanley in Ada, OK

Stanley was born on April 11, 1957. He left this life on May 12, 2013. On the day of his death I published this post and podcast. It was the most painful post and podcast I’ve ever produced. No, it has nothing to do with business, management, leadership or building an organization/business. It’s intensely personal. So, if such things are off-putting to you, then avoid it. But if you want to know more about who and what I really am, then you may find it valuable. I’ll let you judge.

This Friday would have been his 57th birthday. I think of him every day. Every single day.

Modern marketing gurus regurgitate the ancient maxim, “People are all listening to the radio station, WIIFM – What’s In It For Me. Don’t talk about yourself. Talk about your prospect.” While that may be fundamentally true, it presupposes that we’re all morons roaming around devoid of interest in others, repelled by notions of compassion or empathy and behaving like Barney Fife once described giraffes to Opie.

Boy, giraffes are selfish. Just running around looking out for number one.”

I’ve learned a few things this year.

We’re approaching the first full year since his passing and I still have moments of enormous sadness. I confess that I will sometimes close a door, turn the lights out and simply cry. It doesn’t happen often, but it happens at least once a month, usually during a time when I so desperately want to pick up the phone and call him. His number is still in my phone, even though I know the number – like him – is long gone.

The Pivot, sparked in large part, by his illness and subsequent death took a number of turns, detours and running through a few ditches. My entire career can be summed up in a phrase, “business leader.” Since I was in my mid-20’s I’ve lead businesses. Five years ago I stepped down, resigning my post as the leader of a company I had called home for almost 20 years. When you’ve done something for so long, it can be difficult to figure out, “Now what?”

Helping people.

Serving people.

Inspiring people.

Teaching people.

Leading people.

Impacting people.

Provoking thought.

Stirring emotions. 

These were the things that had driven me since my youth. Stanley’s death prompted more emotions than anything in my life ever had. It was personal. It was heart stuff, not head stuff.

Heart stuff is the stuff of extraordinary leadership. And there it was. Staring me in the face as it never had quite before. I’m at my best when I’m investing in other people. I invest in myself most when I’m investing in others. I’m not being altruistic. I’m being true to who I really am. Being behind the scenes, lurking in the shadows with a timely word of advice or encouragement, sitting down privately to help somebody through some challenge, pushing – shoving – nudging others into the spotlight…those are the moments when I’m at my best.

Stanley and I had such a strong bond that I think we both assumed we’d have each other forever. Truth is, we hoped to have each other forever. If you don’t believe in forever, then I’m sad for you. Stanley and I both had faith that eternity is real. I still have that faith. For Stanley, his faith is now realized based on what we both believed to be true. Namely, we both believed the Bible.

Usually, we only had one objective when we were together. Laugh as much as possible. We were marksmen at hitting that target. We never missed a target. He died knowing our record was perfect. And as he lay dying I couldn’t even see the target any more. What once had always been so easy to hit was now impossible to even spot. I was learning the meaning of the term, “wrecked.”

For some guys who could be moody, blue and perhaps not always big fun to be around…together, we became two friends adept at the craft of volleying sarcastic remarks. We were equally accomplished at witty observations. Not everybody appreciated it. Some couldn’t keep up. We’d put in way more than 10,000 hours mastering the craft.

Lesson #1

Life is short. Make it count.

I already knew this, but Stanley’s passing just made it more real. I admit that it didn’t have much impact on my professional life. Not at first. I was mostly focused on my personal and spiritual life.

But since you’re likely here for professional or business type stuff, let’s apply it there.

If your career isn’t going as you’d like, then when are you going to do something about it? When are you going to stop making excuses?

I don’t care how old you are. I don’t care how young you are. Bob Geldof’s 25-year-old daughter, Peaches, died on Monday. Is that young enough for you? I know people who have buried babies. Mickey Rooney also died on Monday. He was 93. Is that old enough for you? Death is no respecter of persons.

You get to choose what you do with the time you’ve got. You’ve got RIGHT NOW. That’s all you’ve got.

What are going to do to make a positive difference RIGHT NOW? So many people haven’t yet determined to make a positive difference at any time. Too many of us are just doing time. Too many of us are living in an uncertain future. The common mantra of the masses is, “Tomorrow will be better.” No it won’t. Not if tomorrow never comes. And even if it does come, the odds are you’ll be just as lazy, indifferent and unprofitable tomorrow as you were today. And yesterday. And the day before that. Your history may not be an absolute predictor of your future. Even so, the odds are high that you’ll keep doing what you’ve always done.

So, make today count. Make up your mind – RIGHT NOW – that you’re going to take responsibility for your life, as much as is humanly possible. The things you can control are: your choices and your actions/behaviors. Embrace that. Own it.

Lesson #2

Come to grips with what you hate. Pursue what you love.

Professionally, I’ve done lots of things I didn’t much like. I’ve even done some things I hate. But in my 35 plus year career I’ve mostly loved leading and competing. Both of those are personal. Intimate even.

I love communicating. Watching people. Listening to people. Working with people.

I love problem solving. Watching a solution work, or fail. Then trying to figure it out again…or trying to find a better way.

I love questioning if we might find a better way. Asking, “What if…?” And answering the question based on whatever information is at hand.

I hate red tape. I hate having to ask for permission. I hate tyrannical leaders. I hate autocrats. I hate micro-managers. I hate stagnant thinkers. I hate pessimistic leaders who constantly bark, “That’ll never work.”

You can easily recognize what you hate. Write it down. Professionally, what do you absolutely hate? And what do you hate to do? I’m not promising you’ll be able to avoid every single thing you hate to do, but you sure don’t want to make that activity the bulk of your work.

It can be much tougher to figure out what you love. Write it down. Professionally, what you love so much you lose yourself in the activity? When you’re doing it, time flies by. When you’re doing it, you perform almost without thought. It almost seems innate. What is it? Think of it in terms of being the thing you’d like to do most of the time!

Lesson #3

Understand what you’re best at. And acknowledge what is hard for you.

We spend so much time chasing dreams that may never be realized…and we neglect to sit down and examine our lives as fully as we could. Or should.

I love chasing dreams. I think it can be healthy to a point. However, we can’t just sit around dreaming about things. Plans and strategies have to be constructed. Action has to be taken. Corrective action has to be taken. Problems have to be solved. Adversity has to be overcome.

Those are hard things to do. They’re harder when you’re chasing something you’re not very good at. Take the time to figure out what you’re naturally good at. Stop trying to be something (and somebody) you’re not.

Lesson #4

Be relentless. Let tenacity rule your life.

Face your fears and stomp them into the ground. That phone call you’re afraid to make…make it anyway. If there’s a chance you’ll find success by making that call, make that call. “But what if I fail?” Then you’ll fail. Not making the call is a sure fire way to fail. Take whatever actions you’re avoiding because you’re afraid. Do them anyway. Before long, taking action will be your habit and the fear will subside.

Be ruthless in your pursuits. Dogged persistence is the path to accomplishment.

This doesn’t mean you’re ruthless with people. Don’t be a jerk. Or insensitive. Or selfish, like a giraffe. Just be focused on what you’re trying to accomplish and find a way to get it done.

You haven’t accomplished what you want because you haven’t taken enough action – or you haven’t taken enough of the appropriate actions. Do more. Watch the results, then adjust your actions. Keep doing what you fear most because it’s the fear that’s defeating your dreams (and plans and strategies).

Lesson #5

Leave an impact. Create footprints, fingerprints and any other mark that will affect people.

If you want to chase money, go ahead. Not me. Sure, I want to make as much money as possible, but at my age it’s not about stuff. It’s about people. It’s about the things I’d like to do for my family and close friends.

Money is a tool. A vehicle to do meaningful things for people I love. My wife. My kids. My grandkids. In that order.

It’s a resource for good. The congregation where I work and worship. That’s a major driver for me. To contribute to something vastly bigger than me. And more important than me.

Making money isn’t the same as making a mark. I’m much more interested in making a mark. Specifically, professionally I want to make money by making a mark. Personally, I just want to make a mark.

That means making a difference in somebody’s life. It means being a friend, supporter, mentor, or “fill-in-the-blank” for people so they can’t imagine their life without me. Does that sound selfish? Maybe. But it’s honest. I want to live so people will miss me when I’m gone. That’s demanding and it challenges me every day to find ways to be valuable. Some days (maybe most days) I fail, but I’m still trying. I hope to become more accomplished with practice.

Lesson #6

Do something. Make a difference. Yes, you’ll make enemies, but you’ll also make some solid friends.

Stanley and I knew as teenagers this truth – “If you’re not willing to be hated by some, you’ll be loved by no one.”

Some people misunderstood our snarkiness. Others resented our friendship. We didn’t care. The people who were most attracted to us were the people we were most attracted to. That’s how it works. Birds of a feather and all that.

I prefer fewer really close friends over a vast number of casual friends. I know a lot of people. I’m close to very few. That’s intentional. It’s not snobbish, it’s just a preference. It doesn’t mean I don’t care about people, including casual friends.

Life isn’t infinite. Neither is my energy or emotion. If I’m going to be the most helpful I can be, then I have to watch where I invest myself. Professionally, I can invest in a broader audience because the scope of influence is narrowed. Personally, I have to restrain myself because I have extraordinary empathy – it’s just my wiring. I can’t temper how much I care and how much I get wrapped up in trying to help friends. Truth is, I have to make sure I’m not intruding and overstepping my bounds. Mostly, I think I stay inbounds, but not always.

I’m driven to make a difference and I’m perfectly willing to accept that some won’t like me for it. I remember having a conversation with my son when he was a teenager.

If you’re going to be a person of action, you’re going to be judged harshly by some.”

I taught both of my children to be people of decision and action. And I’ve always warned them that some people aren’t going to like it because some people will throw rocks at anybody who tries to make a difference. Throwing rocks at the action takers is a full-time hobby for some. You know you’re not taking enough action if you’re not making somebody angry with you. Focus on the friends you’re collecting along the way, not the enemies.

Conclusion

Okay, Stanley’s death didn’t teach me these things necessarily, but his passing did reinforce their importance to me. It’s hard to explain how one friend’s passing can compel such introspection. He was the one person – the only guy in my life – who I could talk to about anything. My wife is clearly my closest confident, but Stanley was my sole male sounding board.

He was sick most of the last year of his life so my loss was slow, then sudden. Even though our last conversations didn’t make much sense because his mind was quickly slipping away…there was something to the fact that I knew he was still here. Maybe I was hopeful (even though there wasn’t much hope, if any) things would get better. I knew they wouldn’t. I knew the inevitable. But I wasn’t wrecked until it happened.

Yes, I wallowed in sorrow for weeks, and months. Like a diver who has gone deep to the ocean’s floor, I knew it wouldn’t be safe to come up too quickly. My ascent back to normalcy took time. Slow and steady.

My best skills continue to be empathy, communication and problem-solving. Those have always been by 3 biggest assets. Stanley’s death refocused me to handle up better on that last one, problem solving. Over the past few years my skills to help others find solutions to their problems left me alone struggling to solve my own. Things would leap out at me whenever I helped others. I could search intently for answers to my own problems and be completed baffled how to even begin. It was a struggle that I suppose every person experiences at some point in life. I was just puzzled that I was experiencing it so late in my life.

This Friday would have been Stanley’s 57th birthday. In a few weeks I’ll be 57. It’s weird to think that I’ve reached an age beyond any age Stanley ever did. His death wrecked me, but his life impacted me like no other. That’s his legacy for me. I hope I had the same impact on him. And now, I’m hoping I have a similar impact on others.

Randy

P.S. I hope you stayed tuned to the podcast until the very end because I inserted a recording of Stanley sitting my living room playing my guitar and singing. It was on a Sunday afternoon, July 18, 2010. 

215 – 6 Lessons I Learned In A Year Of Suffering (Reflections On Losing A Lifelong Friend) Read More »

214 – Maybe You Have An Undiagnosed Resistance To Self-Improvement

214 - Maybe You Have An Undiagnosed Resistance To Self-Improvement
Sometimes patients don’t agree with a proper diagnosis.

NOTE: Today’s show was recorded live on a Google Hangout On Air that I kept unlisted because it just a test run for me to see how that platform might work during a live podcast. I’m considering doing some live podcasting. I’m not happy with the sound quality, but realized (too late) that there are settings I can use inside Google to improve that. I’m keeping the video unlisted, but you can watch it here if you want.

I’m not a physician, but I am a doctor. Of sorts. I diagnose people and treat people all the time. For a variety of maladies.

Thankfully, none of my patients die. A few are terminal, but it’s strictly because they choose to be. Like any doctor, I hate to lose a patient. Even if it is to their own foolishness and refusal to change.

Executive coaching and business consulting are kind of like two sides of the same coin. Both are rooted in problem solving. Both are focused on accurate diagnosis and proper treatment. And both require one ingredient or the prescription will never work.

Willingness.”

Not my willingness. My willingness is always very high. Just read my Happiness Guarantee at the bottom of the Hire Me page. No, it’s the willingness of the patient, or better said, my client.

I wish I could tell you that every client I’ve ever had was gifted with an extraordinary amount of willingness, but they’re not. They may say they’re willing, but over time I can see their actions (or lack of) and see that they either don’t mean it, they’re deluded or they’re lying. It really doesn’t matter which it is because the net result is always the same. No improvement. No progress.

That’s when I typically diagnose them with a resistance to self-improvement. Some don’t agree with that assessment. Others, resist the diagnosis, proving they’re resistant to self-improvement and being diagnosed. Typically, I continue to work hard to help them past this ailment, but I’m not always successful. Some just can’t get past it. It’s become such a staunch way of life that some of them just don’t know how else to live. Eventually, I have to pull the metaphorical sheet up over their face and pronounce them dead to the prospect of ever conquering whatever constraints exist in their life. And we go our separate ways. It doesn’t happen often. Thankfully.

It’s a terrible, but necessary end because I’ve discovered through the years that the executive who raises through the ranks with undiagnosed resistance to self-improvement is most often incapable of change or improvement. Where there is a clear problem, they often refuse to see it. Like the Black Knight in Monty Python’s Holy Grail, they see a mortal wound as “just a flesh wound.”

Sometimes, it’s understandable.

I purposefully fictionalize case studies because all my work is confidential. I change names, industries and all sorts of things except the fundamentals of the story!

Jim (not his real name) is a 3rd generation owner of the business started by his grandfather. It’s a wholesale/distribution business with a solid reputation and a loyal client base. However, in recent years, there’s been some erosion of the customer base. And the customer complaints, which were once nil, have increased. Most of the complaints are centered around the apathy of the company to meet or exceed the expectations of the customer. Clients report a “sense of complacency.” They don’t feel as valued as they once did. It’s all very vexing to Jim who addresses every problem with brute force.

Jim is a dictator. He’s not your work-toward-consensus kind of a leader. He’s more of a prototypical my-way-or-the-highway kind of a guy.

Right away one issue becomes apparent. Success is going to be difficult to argue with. It always is. If a person has achieved success, even by being a tyrant, good luck affecting change or improvement. Even so, the process of trying pushes forward. I’m never one to give in too quickly.

Even a casual observer of the culture can quickly see this company never celebrates a victory. Ever. In fact, nobody ever does a good job. Jim is never satisfied with anything. Amazingly, he’s also never far from any decision, or would-be decision. I observe in my own personal notes to myself, “Second guesses everything and everybody.”

Out on the shop floor, during a management-by-wondering around (as Tom Peters called it), we encounter a young worker who didn’t appear to be out of his teens. The place was fairly frenetic at the time and his area wasn’t all that clean. I had noticed other areas that looked quite similar and they didn’t seem to provoke any wrath, but all of a sudden Jim was filled with rage. I don’t mean displeasure. I mean I-could-knock-you-out kind of rage. It was clear to me that the young man was doing all he could to keep up with the present distress of a hectic workload (turns out it was during their busiest time of the day). Jim began to upbraid the young man, telling him why his area was unacceptable. He ripped and snorted. This went on for quite awhile. I had retreated away from the immediate area, not standing my Jim’s side (as I had), for fear of causing the young man further embarrassment. Even from 10 paces behind, every word was clearly heard.

Finally, it was over. I held my peace. We kept walking around and finally migrated back to the offices. When we sat down Jim asked me what I thought and as is often my custom, I reversed field on him by asking him what he thought. Specifically, I wanted to know what he thought the problem was. “Why are customers unhappy and why are some leaving?”

Because I’ve got too many people who just don’t give a $#@!”

That prompted a conversation about employees who don’t understand what it is to own a business. You likely know that conversation. Lots of business leaders and most business owners have engaged in that kind of talk for as long as I can remember. It’s funny, but after all these years my response is still the same. “Well, they’re not owners,” I said. “They’re employees. But that doesn’t mean they don’t care. I mean, you can hardly expect a teenage worker who is making $10 an hour to understand what you know. How old is he? 18? 19?”

“I think he’s 19,” Jim said.

“Tell me about you at 19?” I asked.

Little did I know that I was opening a can of worms I’d rather have not opened. Too late. For the next 40 minutes I heard about his overbearing mother and never around dad. Now, executive coaching is always part therapy. It just is. Ask anybody who coaches business people and they’ll all tell you it is. Well, if it’s done right it is. And these cans of worms that we sometimes open inadvertently can serve to give us big insight. Sometimes they even provide an epiphany.

Over time the diagnosis was evident to me. Micro-managing every little thing, and going off on random things inconsistently (why dog pile the teenage worker about his area, but not the others whose areas appeared to be similar disarray?) had robbed people of initiative. It had grown worse by all accounts of insiders. Jim’s frustration had increased under the pressure of business growth. Eventually, the success was causing an implosion. Fact was, the very thing that had helped fuel success to a point…had now reached a place of diminishing returns. Now, it was a problem. Like laundry detergent, more isn’t always better. Sometimes you can get too much and destroy your entire laundry room.

I’d like to tell you things really turned around, but they didn’t. For a long time I tried. We were able to repair some things, improve others and stem the blood flow in yet others. But, overall, the basic foundations of culture never changed because Jim refused to accept responsibility for stymying the performance of his people. These people were afraid to move. They were trained to accept that everything they did would be wrong. So, it was just easier to do nothing, or do as little as was necessary — when it came to owning a problem, taking responsibility and trying to fix a problem. Jim was right, they weren’t behaving like owners because he had robbed them of any sense of ownership or pride in their work.

The story isn’t all that rare because this is not a rare disease. Delusion, self-deception, refusal to accept responsibility are all common in many organizations. It’s Plato’s Allegory of the Cave. People only know what they know. But what if what you know is wrong? What if you’ve just got a perspective that isn’t accurate?

I commonly challenge myself and clients to simply consider the possibility…

What if you’re wrong?”

I ask it of myself almost daily. I’m not saying it’s easy, but I am saying that it’s necessary if we’re going to improve or make progress. Especially if we’re leaders!

Back in the 1980’s I began to ask managers who reported to me, “Are you asking your people to improve their performance?” Every manager would answer in the affirmative. “Then why,” I reasoned, “don’t you give more time and attention to your own improvement?”

After all these years of leading, coaching and mentoring you’d think I’d have figured out why some people resist self-improvement, but I’m as stumped as ever these days. Oh, I know part of it is the blame game. Part of it is a person’s unwillingness to admit wrong. Part of it is an arrogant belief that we’re the most important person in the world. But the one that bugs me the most is the flat out refusal to even consider that YOU might be both the problem and the solution. Without fail, I have urged leaders to accept responsibility for the problems because that means they can also be the SOLUTION. I’ve considered that a powerful pitch, but I’ve learned there’s not a pitch strong enough to persuade the unwilling unbeliever. They seem to have a built-in resistance that just can’t be overcome.

Or can it?

Oh, I think it can. But sometimes it requires a drastic event to create enough self-examination. We all tend to change whenever something big enough happens to compel us to consider options. We eat fast food, bust our gut at every meal, never exercise and refuse to live differently until — a heart attack stops us in our tracks. After bypass heart surgery we may begin to think differently. Only then, might we consider the error of our ways.

It shouldn’t take a business or organizational heart attack to get us to look more closely at our habits and behaviors.

  • Realize there is no harm in considering the possibility that there might be a better way. Embrace the notion that just because things have been “this way” for a long time doesn’t mean it has to always be that way.
  • Learn and embrace empathy. Consider that sometimes people aren’t performing well because nobody has helped them. Maybe nobody taught them any differently.
  • Focus on what you can do to help your people improve. What can you teach them? What can you show them? Educate first.
  • “Reprimand first” won’t work if people don’t understand. You can’t correct a pet, a child or an employee if they don’t understand what they’ve done wrong — and how to do it right.
  • Be patient. You didn’t get it right the first time. Stop expecting everybody else to. Some may. Most won’t.
  • Don’t blame yourself, but take responsibility to fix the situation.
  • Realize the impact you have. For good or bad. Ignore people because you’re preoccupied and they’ll think you’re mad at them. Make some thoughtless off the cuff comment and you may send an employee on a 3-day spree to fix a problem that isn’t a problem. They just took a cue from your comment as a signal that they’d better do something differently.
  • Remember, it’s unfair to expect people to improve, fix what ails them or elevate their performance if you’re unwilling to do it yourself. You’re a leader. So lead.
  • Invest in yourself. If you want better results, then you’ve got to focus on the process.

As a leader, you’ve got to show others the way when it comes to the most important ingredient in high performance. Willingness.

Randy

 

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