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Increasingly I’m convinced there is one factor that is far superior to all others in determining our success.

Some of my favorite terms are…

Tenacity

Resilience

Ferocity

They speak to a person’s refusal to quit. And I’m not talking about quitting things that aren’t working. Or quitting things that we discover we don’t want to accomplish. Quitting and changing one’s mind aren’t the same thing.

And I’m not talking about quitting because you realize you don’t want it badly enough. You thought you did but turns out – you didn’t.

I’m talking about pursuits we want, but when it’s hard, or when failure continues to slap us in the face (or worse)…our resolve weakens. And eventually, we just give up.

World-class athletes often speak of having “short memories.” When they experience defeat – and they all do – they don’t dwell on it. They make that failure temporary. The voice in their head doesn’t defeat them by trying to convince them that this is a permanent condition.

The one factor that trumps all others is OPTIMISM. Pure and simple, it’s belief.

The belief that this too shall pass is a quality we could all more of – optimism. But it’s a deeply personal issue and our head trash can be hard to clear out.

What’s the cause of your failure?

What’s the cause of your difficulties, troubles or issues?

It goes to the heart of how we think, which goes to the heart of how capable we are to view failures as temporary. Or not.

Don’t avoid responsibility. Our accountability is a critical component of how our resolve, strength, and determination are built up or weakened.

When you look at the causes of most of your failures…to what do you ascribe them? We all attribute them to something or somebody.

I’m aiming this at our leadership. Whether you own a business or you’re the CEO or executive or team lead…you’re the leader in whatever situation you’re in. Trouble ensues and you assign blame or responsibility on who or what?

Permit me to make a case for you to own it. Every bit of it. Why not?

There’s just not much – if any – downside to it. You’re the leader. It’s your responsibility. You’re accountable first to yourself, then to your organization or team. It’s the burden of leadership. It’s also the upside of leadership.

You choose to be the leader and accept that responsibility.

Or you choose to be the victim suffering failure because of somebody else or something beyond your control.

Yes, things happen beyond our control, but even those things can’t make us victims if we don’t allow it. Bad things happen to everybody. This isn’t about finding fault or assigning blame. It’s rather about how we choose to think about and what we choose to believe about adversity, obstacles, challenges and failures!

Choose to own it and move on.

That’s only possible if you can truly believe that this isn’t a permanent condition. Realize it happens to every human on the planet. More than you’ll ever know because you know your story best. You’re attracted to see the success – those mountain top moments – of others. You dwell more on your failures and more on the success of others. That doesn’t help. It’s unreasonable because it’s inaccurate.

Don’t sell your mind to failure. Just rent out your mind by the minute to it.

Failure loves to move in a take up permanent residence. That’s when you have to put up your NO VACANCY sign. And mean it.

You have to show the organization the way. If you refuse to keep pushing for innovation, creative problem-solving and overcoming challenges then you’ll quickly find your team resigning themselves to defeat. It’s a culture killer! A business killer. A life killer.

There’s another word we have to consider.

Confidence.

Failure erodes it. Success fuels it. Mostly.

What if we flipped failure on its head and put it in a chokehold? What if we leveraged failure to increase our confidence? Confidence that we’ll figure this out. And now sooner than later because we accept responsibility for the failure. It’s the protection we provide to ourselves and our company. We liberate our team to move forward because there’s no time for blaming. There’s only time to get on with figuring out how to improve. Confidence that we can and will do it.

That’s puts even more pressure on you as the leader. Because people are going to follow your lead. Which means they’ll follow your optimism or your pessimism. You decide.

See, I told you pessimism was way harder!

Let’s end the week and this month of June on the highest note possible. Whatever didn’t work out well for you in the first half of 2019…let it go. First, dissect it to you and your team can learn from it. Spend no time assigning blame. Take responsibility for it yourself. And take responsibility for nudging the team forward past it.

The challenges, constraints, and obstacles that foiled you in the first half have no place in the second half. Refuse to dwell on them. And don’t let any of your team members do it either. Remind everybody to have short memories. Preach the truth that failures are just temporary and useful to help everybody learn, understand and grow.

Be optimistic about the second half. Expect success. Express belief in your team’s ability to achieve it. Commit to remaining out front in that belief and in doing whatever you can to help each one of them reach higher.

The second half of 2019 is going to be spectacular. See to it. Make it happen.

Be well. Do good. Grow great!

Randy

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Almost 30 years ago I had a conversation with an owner of a small business who was lamenting the smallness of his business (which wasn’t so small really since he was generating multi-millions in annual revenue).

“I’m not a neighborhood store, ” he complained. “They want to make me a neighborhood store.”

I reminded him that he decided to make himself a neighborhood store. Nobody did that to him. He hadn’t ventured beyond the neighborhood ever. His choice.

He was viewing his own condition as a small business as a condition imposed on him by others. Truth was, it was an accurate description of his business resulting from his own choices. He never wanted to expand beyond the neighborhood even though he had casually considered it a time or two. He liked being where he was until he felt others were looking down on him for being who he was.

I urged him to embrace being who he was…and if he wasn’t happy with being who he was, then do something about it. Change it. It’s within your power.

Almost 90% of businesses have fewer than 20 employees. Over 76% of them don’t have any employees. Most American businesses aren’t just small. They’re very small. In size. Either by revenue or headcount. (find some data here)

Small may describe the market impact of a company. Small may describe the employee count, annual sales or annual profits. But that doesn’t mean insignificant. It certainly doesn’t mean unimportant.

I’m very drawn to small business owners. And likely because of how my career started – working as a high school kid for a local stereo shop owner – I’m empathetic to the struggles and the opportunities of these owners. It doesn’t matter if they’re generating a few hundred thousand dollars annually or hundreds of millions. Add a zero. Add a few people. Scope and scale apply to problems and opportunities alike.

Small describes it. And it’s fine.

I like small cars. Small 4-cylinder cars that are quick and zippy. I can get in and out of traffic quickly because I can go fast quickly, I can turn quickly, and I can stop equally fast. The term I’ve used for decades to fuel companies – and to engage people more fully – is “highly maneuverable.” And it’s a quality that is mostly afforded to small business.

Highly Maneuverable

As a small business owner you can move faster. If something isn’t working, you can change it right now. You don’t need to assign a team of people to study it. You likely know the issues intimately because you’re close to the work, to the people doing the work and to the customers. So you’ve got a sense of what’s right and what’s wrong. So you can adapt and change.

And if your adaptation or change isn’t spot on, then you can do it again. Speed is your friend.

I often liken it to shooting at a target. The first shot taken quickly establishes how far off dead center you are. So you adjust your aim and take your second shot. It’s closer, but perhaps still not quite dead center. More adjustment and now a third shot. BINGO! Smack dab in the dead center of the target.

While bigger enterprises are researching, assessing, quantifying and whatever other examinations they need to feel confident enough to pull the trigger…you’re setting up your second and third shot. It begs the question, “Will your 3rd shot be more accurate than their 1st?”

OF COURSE.

There’s your advantage as a small business.

Bigger isn’t necessarily better. Or more powerful. Or more impactful.

You and your business matter. How do you put a measurement on the scope and scale on mattering? Ask your employees. Ask your customers. Ask your suppliers. The ripples in the water go on and on and on and on.

Sometimes I find myself working really hard to pump up a small business owner who just feels thankful for the success (many of them aren’t quite so small in revenue), but feels overwhelmed with all the resistance. And there’s always resistance no matter your size. Government. Industry constraints. Finding quality people. Technology costs. It just never ends…but such is the game (that we talked about yesterday). The game is great fun. The game of business.

Keep the trifecta of business building in mind.

1. Getting new customers
2. Serving existing customers better
3. Not going crazy in the process

Your description as a small business is a terrific advantage that should give you increased confidence. It’s speed. It’s effectiveness. It’s intimacy with employees and customers. And from a practical viewpoint, it’s something else. It’s overhead. It’s the fuel you need to be extraordinary.

Big fish need much more food. Their daily dietary requirement is significantly bigger than small fish.

You can get by on less. This isn’t merely an advantage in bad times but in good. Don’t get fat and happy in these good times. Enjoy them. Plan for a downturn because there’s always one coming. And when it comes you can shift gears and blaze past the competition – likely the larger, more lumbering competition that now finds itself needing more fuel, but unable to find it.

Embrace your smallness. Embrace it for the strength is it. Lean heavily into the extraordinary performance you’re capable of because of your size. Focus on what you can do – and better. Don’t focus on what you can’t do. Don’t view your description as your condition. It’s not.

Be well. Do good. Grow great!

Randy

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Growing up in the era where business was considered a zero-sum game – meaning, I win at your expense or you win at my expense – competition was fostered. Prized.

You wanted to dominate and ruin the competition. The object, which never happened in my experience, was to have the market all to yourself.

In time we learned the market was too big for that. But when you grow up reading about US Steel and the cut-throat tactics of the winning industrialists and those are the business heroes of the day…it’s not surprising that fierce competition is considered the way to go.

I hated losing and most business people I know hate to lose. It doesn’t always look the same. Age, experience, background, culture…there are lots of individual nuances to it.

Losing was once not considered something to be proud of…like today. Not long ago I was introduced to somebody – under 40. The spiel included 3 failed companies where he had successfully raised millions of dollars. I understand today’s context, but instantly I thought back to my beginnings of business leadership back in the early 80’s and thought, “My, how far we’ve come!”

Such an introduction would have been considered shameful and embarrassing, but not today. Don’t misunderstand. I’m glad we’ve moved away from the foolishness of the zero-sum game. I’m sad that it fostered the everybody gets a trophy era, but this too may pass. Fact is, everybody doesn’t win. Not in business. Not in life. And the truth is, there are lots of reasons for it. I’m not so naive or narrow-minded to believe it all rests solely on human endeavor. Truth is, you need some good fortune and timing along the way.

But what of losing and playing.

We all lose. Sometimes. Professional coaches will often say to the press that there’s nothing to be learned in losing. I disagree. Adversity and losses teach us quite a lot if we’re open to learn, understand and grow. Not everybody is and that’s an individual choice we can each make. We get it wrong before we figure out how to get it right. The adversity of the losses separate the quitters from the learners. It separates the players from the spectators.

Do you hate to lose? Lean into that. Not in some childish fit pitching if you lose, but in a way where it so scalds you that you determine to figure out some things so you don’t lose again. At least not at that. Or in that way.

It’s the value of dissection.

Dissect what happened. Relive it. Pour over the details of it. Why didn’t it work? Why did it fail?

But here’s the real key — couch it in the proper time frame of TEMPORARY.

This is where winners get it more right than the rest. The winners who lose – and they all do – do not assume it’s a permanent state or condition. They instantly are able to see it for what they believe it to be, temporary.

Why? Why are they able to do this?

Largely because the winners have optimism about themselves and their circumstances. They realize that the permanence of this failure is completely unnecessary. Unless they quit. And they don’t want to quit.

They want to play the game of business.

Losing is dreadful. It feels awful. But not playing? That feels worse. Having to go to the sidelines is the shameful walk winners don’t want to make. Fact is, they refuse to make that walk.

When I’m introduced to Mr. Failed-Three-Times the losses were indeed celebrated in his introduction (and I hate that because I see all the people who lost money betting on this guy and he’s proud of it; I’m old school and that just seems wrong to me that people have no shame in losing the faith and money invested in them)…but he’s still in the game.

For small business owners, on an everyday level, we have battles and firefights that erupt. Some days you eat the bear. Some days the bear eats you. But the real test is how badly do you want to stay in the game?

As long as you’re staying in the game then you’ve got time to figure it out. Time to dissect those losses to see where you may have gone wrong. Time to more clearly see opportunities you couldn’t see yesterday.

Time to consider the losses just as temporary as the wins. Time to consider how much you love – assuming you do – playing the game. Enjoy the game. Make sure others on your team are enjoying their part of the game, too. We do best when we’re having a good time.

So have a good time.

Be well. Do good. Grow great!

Randy

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“Everything can be taken from a man but one thing: the last of the human freedoms—to choose one’s attitude in any given set of circumstances, to choose one’s own way.”              —Viktor Frankl

Speed is a crucial component when it comes to making meaningful change. The sooner we begin the quicker we get to where we want to go. Fast progress encourages us, engages us and helps motivate us to keep moving forward.

Think of any change you’ve set about to make. Once you made up your mind – that’s a tough enough chore and can take much longer than is good for us – then you took action. If you didn’t see or feel any positive results very soon you were tempted to quit. Maybe you remain committed to grind it out…so you kept going. If you saw or felt progress soon then it reinforced your commitment to begin the journey. You felt good about it and it spurred you to keep going.

But…

If you went days or weeks without any noticeable growth or improvement, you likely lost energy. Your commitment took a hit. You began to question if you should have ever made this decision to begin with. And eventually, you quit.

CEOs and business owners experience the same things when they’re trying to figure things out. Maybe we’re more prone to these failures if we try to do things by ourselves, but we’re all susceptible because everybody craves encouragement. The kind of encouragement that reinforces our decision.

That’s precisely why this 7×7 fast start is important when coaching small business owners (or anybody else for that matter). Fast starts need to produce fast results and deeper devotions to the process.

It’s not complicated.

For seven straight weeks carve out some solitude – that means no distractions – for a solid hour of reflection on a single challenge, issue or opportunity.

I’d suggest you do it at the same time each week. Whatever you do, calendar it and keep the appointment no matter what. Treat it as an unbreakable commitment.

Use a pad of paper and a pen. The tactile process of you writing down your thoughts or questions is important. It can help you remember and maybe, more importantly, it sorta forces you to be engaged.

Write down your challenge, issue or opportunity at the top of the page in the form of a question. Make it as precise and detailed as possible.

Now spend the next hour writing down whatever comes to your mind, remaining focused only on that one question.

It’s okay if you want to carry over one challenge, issue or opportunity to the next week. Don’t get stuck on just one though. My preference would be to have you focus on 7 different challenges, issues or opportunities. And I’d encourage you to have at least 2 opportunities. Don’t just make them all challenges or difficulties.

One hour each week. No distractions. Handwritten notes.

You can do this all by yourself to help you distill potential actions to take, to gain clarity on what more you need to learn or any other meaningful action that can help you move forward.

Yes, it helps to have coaching entirely focused on the output of your one hour with yourself. It provides a detailed guideline that can help the coaching process. And because it’s a specific time frame – seven weeks – it’s often one of the highest returns a CEO or leader can get from executive coaching. My 7X7 Fast Start coaching consists of one weekly 90-minute call to coach through the results of your one hour with yourself. It typically takes the first 30 minutes to convey the results of your “solitude session,” then a one-hour discussion about it to help you figure out a plan to make your work come alive.

Call or text (214) 682-2467 if you’re interested.

But if you’re not, do this exercise on your own. Just make sure you follow through on the results of your hour solitude sessions. The start part of this isn’t the solitude work, it’s the putting it into action part. Otherwise, you just end up with pages of handwritten notes that never amount to anything. That’s not the goal.

Do it for seven weeks straight. No excuses.

Hint: You may find you enjoy the process and want to extend it well past 7 weeks. Good. Make it a habit.

Be well. Do good. Grow great!

Randy

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The Peer Advantage by Bula Network is now enrolling charter members. Today’s show is a brief outline of why you may want to consider applying today.

This is a paid, professional peer advantage group (a mastermind group, if you please) where we collectively work to help each other grow our business, our leadership and our lives.

The objective is to help each member hit the trifecta of successful business building:

1. Getting new customers
2. Serving existing customers better
3. Not going crazy in the process

L.U.G.

It’s all about doing the work to help ourselves Learn, Understand and Grow.

All the details are found at ThePeerAdvantage.com.

---

 

What provoked your interest to launch a peer advisory group for small business owners?

 

I was not yet 30 when I began to distill building a business into 3 buckets of activities. Gambling isn’t something I do. For decades I attended CES (Consumer Electronic Show) because I was in the business. It’s in Vegas. And I’ve never placed a single wager. But I did know enough about betting to know that a trifecta is a bet in which the person betting forecasts the first three finishers in a race in the correct order. It’s also defined as “a run of three wins or grand events.” By the time I was approaching 40 I knew the 3 buckets were a trifecta of successful business building. More appropriately, these 3 activities represented hitting the trifecta of business building:

1. Getting new customers
2. Serving existing customers better
3. Not going crazy in the process

Experience taught me that the first one could be insanely hard, and the second one equally so…but that third one seemed the most difficult of all.

Mental health, especially among small business owners, wasn’t discussed much just a few years ago. It’s gaining more traction, but it still doesn’t get nearly enough attention. But that third leg of the trifecta – when I came up with it – wasn’t aimed at proper mental health or illness. It was far more everyday language expressing the daily frustrations that every entrepreneur fully understands.

I’ve always been an “I wonder if we can” kind of a guy. Maybe I bore easily. Maybe I just think there’s got to be a better way (I catch myself saying that often). Improvement – well, the quest for improvement – is a constant pursuit. It seems a far more exciting way to roll than to be complacent.

A decade ago, after over 3 decades of running businesses with lots of employees, inventory, trucks and hard assets I stepped away to begin serving CEOs, business owners, executives and leaders. The trifecta was almost always in play (city government and non-profits being the exceptions). In every “for profit” enterprise, the trifecta was ALWAYS the needed focal point. Everybody I encountered – and still encounter – was woefully challenged by one or more of the three. Mostly, that third one was universally difficult.

That’s what led to an epiphany brought about when a client was invited to check out a professional peer advisory group of CEOs. I was invited to consider running such a group. Up to that point, it was never on my radar.

Sure I had read Napoleon Hill’s book, Think And Grow Rich, when I was a teenager. It was the introduction of a mastermind group for most of us. But I never gave it much more thought.

Enter the Internet and I began to be invited to a few. I gave a few of them a shot, but they were utter failures because I had nothing in common with the people inside. The conversations weren’t deep or meaningful. Mostly, people were just looking to promote themselves or network. I never participated in more than 2 sessions, ever.

I was serving CEOs and top-level leaders. I knew how lonely their work was. Been there, done that.

I also knew how valuable my work was to them. Serving them was as rewarding as any work I had ever done. And I’m not young so that’s saying something! 😀

I started thinking more deeply about my own life. And the people who surrounded me.

About this time a book was published entitled, The Power Of Peers. It was written by Leon Shapiro and Leo Bottary. I started looking online for interviews with the authors. Especially video or audio interviews. I didn’t find hardly any, but one day I stumbled on one with Leo Bottary.

I read the book. I re-read the book. I began researching group learning, the power of collectives and many thing associated with how people can help each other through formal, confidential groups designed to help each person learn, understand and grow.

I decided to contact Leo Bottary. We ended up forming a close friendship and launching a podcast together. This was about 3 years ago.

I was growing increasingly interested in the power of peer groups, especially for CEOs or business owners. But I couldn’t find hardly any CEOs or business owners who had ever experienced it. It wasn’t that surprising because I had operated businesses for decades without any awareness of it myself.

I was investing in my own learning, understanding and growing — all with regards to Leo’s tagline, “Who you surround yourself with matters!” I had raised kids and now had grandkids so I knew it was positively true. Every parent knows it. That’s why we concern ourselves with who our kids have as friends.

I have a few superpowers. Many weaknesses, but thankfully they may be offset by the superpowers. Empathy. Compassion. Forgiveness. Communication. Problem-solving. These are the strengths of my character. I didn’t feel like I was fully utilizing them. And I was growing increasingly unhappy in my work even though clients were happy.

I sat down to quietly think about what was going on and what I should do.

I wasn’t being true to who I mostly was, and who I mostly wanted to be. It was manifested in that I wasn’t serving the people I most wanted to serve – small business owners. People love name brand clients. People love big fish. I get it. I had succumbed to it myself in serving and pursuing CEOs of bigger companies. Hired guns everyone. Nothing wrong with that, but they weren’t “my people.”

One day while sitting in my kitchen alone I did something weird. I put a digital audio recorder on the counter, turned it on RECORD, then sat at the counter on a stool to conduct a coaching session with myself.

For the next 2 hours, I did for myself exactly what I do with clients. I asked tough questions that would provoke deeper thoughts. My tone of voice asking the questions was different than my tone answering them. In fact, later when I listened to the recording it almost (not quite) sounded like two different people in the conversation.

I also made notes just as I would in a real coaching session.

From that session emerged the truth. I mostly resonated with small business owners. They were my people, the people I was most drawn to help. But I wasn’t serving them.

Another truth emerged. I’m an introvert who abhors showing off. I respect those who do (and can), but it’s not me. I enjoy being behind the scenes, pushing others more and more into the spotlight. But I was podcasting and that filled my need for communication – candid communication. Promoting myself wasn’t comfortable.

More introversion truths emerged. If given the choice between entering two rooms – one filled with 300 people and one filled with 6 – I’d opt for the smaller room where I could enjoy deeper conversations and get to know people well. I crave deep conversations where I can truly get to know people. Small talk empties my tank faster than anything I know.

Groups matter. My deep belief in the power of the collective also emerged. I had experiences in group learning but had failed to translate that experience into the realm of business.

Leo urged me. Pushed me. Encouraged me to launch a group. He could see how ideally suited I was for the work.

A decision was made and one thing after another got in my way. At first I felt snake bitten. Then I began to wonder if I was self-sabotaging things. With outside help, I realized neither was true. Life was happening and I was going it alone instead of reaching out for help (that’s a personal hazard I suffer because my strength is to SERVE…it bites me in the butt because I find it hard to accept help, not because I don’t value it, but because I don’t want to impose on others…I know they have troubles of their own).

A few months ago I backed my ears and went forth. Slowly at first. But mentally and emotionally I had made my bet by going ALL IN on The Peer Advantage.

I started mentioning it in the podcast. Consistently. And I began to attract interested small business owners. As I transition to full-time commitment ONLY to THE PEER ADVANTAGE I find myself looking forward to the transition away from everything else.

I told somebody the other day that I long to wake up in the morning with just the members of THE PEER ADVANTAGE on my mind as the people who I’ll serve. To focus that intently on a group of people and their businesses, and their lives…that energizes me. Just the thought of it elevates my energy.

So I’m pushing harder and harder to get this first group launched. Four charter members will start because I want to rely on input from them to fill the remaining 3 seats. Not in a recruitment fashion, but in the figuring out who (what type of people and what industries) we want at the table.

This is going to be life-changing for members.

I guarantee it.

The Bottom Line Investment

• 2 hours every other week (hard start/hard stop) – 4 hours a month
• Virtual meetings online via mobile, laptop, desktop or tablet  (convenience is key)
• On-demand digital learning/workshops/webinars (driven by members’ curiosity)
• A monthly hour long 1-on-1 coaching session online with me. Additional sessions are available to members at a greatly reduced price.
• $1,299 one-time enrollment fee (non-refundable)
• $2,697 quarterly membership subscription**100% Money Back Guarantee
• Lifetime Price Protection for charter members (membership subscription will never increase based on continuous membership)

**100% Money Back Guarantee – if you’re unhappy at any point during the first 90 days you can get a full refund on the membership subscription

Be well. Do good. Grow great! And if you’re a US-based small business owner hit that APPLY NOW button and let’s get this thing going.

Randy

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Stewardship is the last of the 3 leadership shortages I’ve focused on this week. There are so many more, but it can be like grabbing a porcupine. You just don’t know where to start so you may as well start somewhere.

Service was the first one. It’s a focus on doing what’s right by your employees.

Servitude was the second one. It’s a focus on doing what’s right by your customers.

Stewardship is the third one. It’s a focus on doing what’s right by your company.

If you’re paying attention – and I know you are – then you’re seeing how congruent each one is with all three of those focal points: employees, customers, company.

Roll ’em all up and you’ve got your professional career as a boss and leader. We’ve been talking about leadership because it’s not the same as being the boss. Sometime in the future we’ll talk about some things that can help us become better bosses. The world needs better bosses and maybe there’s not nearly enough attention given to that. When I began my career, back in the Stone Age, Peter Drucker and others were writing and spreading the truth of being better bosses. That’s the whole management thing.

You manage the work.

You lead people.

Many things haven’t changed. Many other things have changed. And dramatically. Appropriately leadership is getting all the attention. So today let’s put a bow on this short series.

Stewardship defined…

the job of supervising or taking care of something, such as an organization or property

Apply this to your situation.

If you’re a small business owner you’ll be tempted to think, “I own this joint. I’m not a steward. I’m an owner.” I get it. But consider another way to view it. Look around at the employees. Look at the customers. Look at the vendors. Look at other “partners” like financial suppliers (banks, credit card processors, etc.). Look at all the people and companies directly associated with your company. Now think about their families. Think about the vast array of people who depend on the success of YOUR company. Still feel like there’s no stewardship component to your ownership?

If you’re a hired gun CEO, executive or team leader, you may relate to stewardship more quickly. It’s a big responsibility. Bold and humbling. All at the same time.

Faithful stewards take care of something. In this case, it’s a company, a division, a team, an organization – whatever it may be where you serve as a leader.

Permit me to illustrate using a Bible story.

Luke 12:42-48 “And the Lord said, “Who then is that faithful and wise steward, whom his master will make ruler over his household, to give them their portion of food in due season? Blessed is that servant whom his master will find so doing when he comes. Truly, I say to you that he will make him ruler over all that he has. But if that servant says in his heart, ‘My master is delaying his coming,’ and begins to beat the male and female servants, and to eat and drink and be drunk, the master of that servant will come on a day when he is not looking for him, and at an hour when he is not aware, and will cut him in two and appoint him his portion with the unbelievers. And that servant who knew his master’s will, and did not prepare himself or do according to his will, shall be beaten with many stripes. But he who did not know, yet committed things deserving of stripes shall be beaten with few. For everyone to whom much is given, from him much will be required; and to whom much has been committed, of him they will ask the more.”

Faithful stewardship is about being responsible and accountable. It begins with your own actions and behaviors, but it transcends beyond just YOU. It involves something bigger than you. It involves the impact you have on others.

It sheds the light on the truth that you don’t live in a vacuum. Your decisions and behavior directly impact others. When you give ownership (not legally, but emotionally and mentally) to others, it changes everything. It makes you a bigger, better human. You make decisions beyond your own self-interests. When the interests of others are at the forefront of your decisions you’ll make wiser, better long-term decisions that just might better serve your company (team, division, etc.).

A common thread through these 3 leadership shortages is decision-making. Ironically, that’s what bosses do. Mostly. But so do leaders. It’s about us figuring out how to make better, wiser decisions.

Stewardship isn’t about pleasing everybody because that’s an impossible task. But it is about doing the best to take care of who you’re leading and what you’re responsible for.

Be well. Do good. Grow great!

Randy