What Business Problem Is Keeping You Up At Night? - GROW GREAT Podcast Episode 4003

4003 What Business Problem Is Keeping You Up At Night?

What Business Problem Is Keeping You Up At Night? - GROW GREAT Podcast Episode 4003

In the morning the bed looks like we’ve been wrestling a bear. We tossed and turned until we finally got up. We read a bit. Browsed the web some. Even tried to watch something on Netflix, hoping sleep would eventually come. It didn’t. Not much of it anyway.

In spite of connections, sometimes found all the world — and in spite of service professionals like attorneys and accountants — and in spite of a terrific inner circle of direct report managers who are extremely capable — CEO’s can be among the loneliest and most sleep deprived people on the planet. I once considered hiring myself out at night for sleep study research figuring I might as well get paid for not sleeping. A capitalist to the core!

Recently, I was discussing all the compliance requirements required of financial advisors. With a financial advisor. The money, time and HR investment required to wrestle that problem was staggering to me. Forget your politics. Or mine. Well, I don’t have any really – except not being fond of anything that hampers our ability to operate in a free-market when we are committed to doing the right thing. But my business mantra has never been very sophisticated or hard to understand…

Always

Small business owners will readily mount a pulpit anytime talk turns toward compliance issues, regulatory restrictions and tax rates. As I’m listening to this business owner talk of how daunting it is to maintain compliance with all the regulations, she says, “I’m afraid to do a break-even analysis on my compliance costs, but I should do it.” We agreed it’d like being sick, but not knowing what’s wrong. Ignorance is not bliss. It can be deadly. Her firm was handling the expense – they had no choice – but she was concerned with the ever mounting cost in both time and money. Couple that with the pressure to deliver more dazzling service to customers at lower and lower costs. It was an old, old refrain I’d heard many times since I first stepped into a hi-fi store at 16 to begin my first sales job.

Business problems.

That keep us up at night.

I’m happy to say that more often than not I’ve found business owners and CEO’s who were proactive, but that’s no surprise. Typically these are people with strong determination, tenacity and resiliency. If they weren’t, they wouldn’t likely be where they are. That doesn’t mean they’re successful in operating their business though. Or that they’re good at managing the issues confronting them and their business. Some are. Some aren’t. Some do well most of the time, but a sudden unforeseen challenge can lay them low.

In just the last few months I’ve heard of 3 CEO’s who are going through a divorce. The holidays seem to be a favorite time for some people to decide, “Enough.” As I listened to one story of a divorcing CEO I could hear the pain and sadness in his voice. It was apparent in his face. And I thought, “There’s no way this is staying out of the office.” How could it? Impossible.

I’m sure he’d had many, many sleepless nights leading up to this final death knell on his marriage. I’m equally sure most people at work had no idea. But those closest to him had to know something was wrong.

Conversation turned toward those circumstances and how employees left to wonder, “What’s wrong with the boss?” can lead to some really awful cultural collateral damage. As bad as his divorce was for him and his family, the employees were likely thinking of something far worse — something that impact THEM. It’s reasonable. It’s not that they’re uncaring about their CEO, but they have their own families. Their own concerns. Their own dreams. He’s the boss though. And his life has a direct impact on theirs.

True servant-based leaders shoulder that burden, too. They understand how they impact the lives of their employees. And vendors. And financial partners. And customers. Just keep piling on that weight until our knees buckle, right? As the sign in my office says (bought by my daughter who no doubt has grown tired of hearing me say it repeatedly)…

ItIsWhatItIs

Divorce? A business problem? Yep, it sure is when you own the joint or you’re the CEO. A flat tire on the way to work that vexes you, is also a business problem. Especially when you hit the door ready to bite a nail in two.

Then there are those strategic and organizational issues. Compliance stuff. Industry disruptors. Technology challenges. The every present people problem of finding the right people and putting them in the best spots, then hanging onto them. There are inventory problems, payroll problems, lease problems, sales problems, cost containment problems, distribution problems, pricing problems…the list just keeps on going. Pick your poison.

I know the pain very, very well. Through the years I’ve also learned a thing or three about handling them in a way that moves me from being uncomfortable to being positively action-oriented toward a workable solution. Heavy emphasis on workable. Some solutions are pie in the sky or completely unreasonable due to expense or the take required. While none of us enjoy fire-fighting, sometimes there is a fire. In those cases, it’s grab the management equivalent of a fire extinguisher and get the blaze under control. Worry about the damage later. First, stop the fire from burning the joint to the ground.

4 very practical and effective steps to conquering the demons that keep us up at night

a. Plan your attack, even if the plan is imperfect (and you know it)

You’ve heard the adage that even a bad plan beats no plan. Well, it’s certainly true when it comes to the issues that keep us up as CEO’s or business owners. The toughest thing is the wondering what we should do? Our minds get on that hamster wheel of wondering and questioning. Should I do this? Should I do this?

The longer you stay in this land of limbo the more sleep you’re going to lose. And the more weary you’ll become. This is the sleepless death spiral that we’ve all experienced when we’re just vexed and frustrated (and worried) beyond the everyday issues we regularly face. Come on, most problems don’t keep us up at night – thankfully. But these – these elephants in the room – prevent those sheep from entering our room as we can count them and get some shut eye.

What’s the very next step you need to make? Who do you need to call? What do you need to do? Right now.

This can be much, much tougher than it sounds because as CEO’s and business owners we want to connect the dots all the way to the end. Sometimes, we’ll spend too much time trying to do that, only to find that we missed a dot, or we connected two dots that never should have been connected.

Besides, there are circumstances that our next one step will likely bring about that we may have never seen coming. The issue very well may change once we head in the right direction.

So, while you’re up tonight pondering the problem, wrap your head around answering this question…

What one thing can do right now or first thing in the morning to start fixing this problem?

It’s a one-step plan, but it’ll fuel your mind to think more clearly about the step after. Right now, you just need to do something meaningful knowing that you can always retreat, pivot and morph your ideas to suit the situation as it more fully develops.

This step prevents crisis management when crisis management isn’t necessary.

b. Don’t overthink it and delay.

Most of us are prone to overthinking after the fact. By nature, most of the CEO’s I’ve ever known were decisive people able to make fast decisions with very limited (but compelling) information. That’s not hard for most of us. What may be hard is doing that in our mind – making a decision – then prior to execution we begin to wonder if we ought to do something else. Or maybe we wonder if we should just delay an hour, or a day. Or two.

Delay causes greater vexation. Vexation in a CEO causes untold anxiety throughout a company. The ripple effect I talked about last time in a CEO’s own professional development (see episode 4002) works in reverse here. When the CEO is fretful it ripples to everybody around him and pretty soon the whole place is worried. That’s too high a price to pay for putting off what you can do right now – even if what you attempt right now isn’t the perfect or final solution. At least you’re trying.

And you’re trying right now. Besides, you want to show your people how important speed is in handling problems. You want to lead a remarkable, decisive, proactive organization. Then you’ve got to be remarkable, decisive and proactive under the most intense pressure.

c. Make your next move based on new information.

I don’t play chess, but my son used to play quite a lot. Every now and again I’d play him. I understood only enough to know how the players can move. He understood the strategy, something I never learned.

He’d begin by making a move. I’d make a move. My move would impact the move he made, especially later on in the game.

That’s how this problem should be handled. You make a move. Maybe it’s ideal. Maybe it’s not. No matter, it’s not going to be wrong for long because based on the outcome you’re going to make adjustments. Depending on how your first action impacts the situation you’ll decide what to do next.

Did your first move seem to lower the pressure of the problem? Great, then now what are you going to do? Take in that new information and make adjustments.

If your first move made matters worse, then you have to take action quickly to reverse matters. Either way, your next step is based on the impact your first step had on the situation.

It’s what you do in running your business. You’re always looking for data to support whether we’re moving up or going backward. And the faster you know the faster you can adjust. Sometimes the trend is slight. Other times it’s extreme. But as the CEO we’re hungry for data. We need feedback to know how good our aim is. So go ahead and take that first shot, then look closely at the target so you’ll know how to better aim the second shot.

d. Keep doing it. Rinse and repeat.

The more we take action the easier it is to keep taking action. The more we worry about something, the easier it is to keep worrying. You decide.

Action or worry.

Action may keep you up at night, but only because you’re working. Worry on the other hand will keep you up at night and exhaust you.

Weary leaders shouldn’t remain weary for long. The company is looking to you for leadership. A sleep deprived CEO in a funk isn’t fit for the battle. So get battle ready and stay that way…because your business depends on it.

FREE! 90-Minute CEO ONE-BIG Thing Introductory Coaching Session

If you’re awake at night because there’s one big thing that is frustrating you beyond words, then I’d like to offer you a solution at no cost or obligation. Just click here to find out more.

Thanks for listening. Get some sleep.

Randy

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The CEO & Professional Development - GROW GREAT Podcast Episode 4002

4002 The CEO & Professional Development

The CEO & Professional Development - GROW GREAT Podcast Episode 4002

To be more specific, the CEO and her own professional development. Or his.

Some of the most spectacular CEO’s I’ve ever known were like great fathers — they sacrifice for their people like a dad sacrifices for the family. Or should.

There are a few basic philosophies that I often encounter as I roam about serving – or trying to serve – businesses and organizations.

  1. Leaders invest little or no money in professional development thinking it to be a waste of time and money.
  2. Leaders invest lots of money without much discrimination, often sending or approving to send people to just about every seminar or convention possible.
  3. Leaders invest an appropriate amount of resources to develop their people, but do so in a very discriminating way.

No matter which camp a CEO falls into, I’ve often found that the CEO himself doesn’t invest in himself. A busy schedule, a confidence that he doesn’t need it, a desire to prefer others take advantage of it — there seem to be too many reasons why the top dog deprives himself of professional development resources that might help him grow as an effective leader.

When You Don’t Know Something, Ask.

So I’ve asked top leaders why they don’t avail themselves of the opportunities. Mostly, they tell me they just don’t have the time. But there’s an underlying reason that eventually comes out. Some appear to think they’re beyond it. By ascending to the top spot in the organization it means they must appear beyond the need of mere mortals. It’s understandable. It also seems to hinge somewhat on where the leader is on the generational timeline. Younger leaders don’t appear, in my experience, to have quite the hangup that older leaders may. They seem to embrace learning, openly. No fear in their staff or the business seeing them as a person who may not yet have it all figured out.

Which is why that graphic displays a guy with his head in his hands. Frustration. Loneliness. Every leader experiences those feelings. Some problems warrant it. Some don’t. No matter, the CEO has to shoulder the weight of whatever challenges face the business. It’s up to him to lead the way toward effective, profitable solutions. His effectiveness isn’t often based on his own brilliance, and the very best CEO’s know this. Instead, how well they can rally a group of people to produce winning performances is the measure of their leadership.

The ironic thing is, when the conversation goes deep enough, CEO’s readily recognize that when their people see their “humanity” it deepens their connection with the organization. So, let’s get this straight. Some CEO’s don’t invest in their own professional development because they honestly think they have to be the smartest person in the room – the person with the best answers. But if they’re willing to show weaknesses and vulnerability as a person, their people often respect them more and are more willing to run through walls for them.

It just goes to show you that even top level CEO’s have head trash.

Today’s show is an attempt to convince you – the CEO – that your own professional development must be a top priority!

Randy

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If you have a chance, please leave me an honest rating and review on iTunes by clicking Review on iTunes. It’ll help the show rank better in iTunes.

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Grow-Great

4001 Happy New Year! Two Words To Define 2016

2016 Changes

What’s Going On?

It’s what we ask when we pick up the phone, or when we greet a friend. Today is January 1, 2016 and it’s an appropriate question to begin this new year.

I’m not going to bore you with the details except to tell you that it’s been a long time coming. Led Zeppelin released an album years ago entitled, The Song Remains The Same. As I was preparing for today’s show I thought of that song and record. And I also thought of the phrase, “The more things change, the more they stay the same.” The notion is that rarely do things fundamentally change so much. The status quo can be tough to alter.

As a man in search of an epiphany I’ve been fortunate to have a few. Not many, but a few. Last year I had a couple of them. One was that my lifetime spent building successful businesses prepared me to serve a bigger number of people than I first thought years ago when I began a side project of helping business owners grow their businesses. The other one was my personal style – the essence of who I am and what I do, coupled with how I do it – is just in my DNA and it’s ridiculous to do anything other than own it.

Neither of those was a first time epiphany. I had thought of those things before, but in 2015 I gave them deeper thought than maybe ever before. I made up my mind to wrap my arms around both of these things, embrace them more fully than I ever had before.

I’m a business guy. I’ve always been a business guy. It’s not a one-dimensional thing because the world of commerce is filled with a variety of characters, styles, approaches, experiences and skills. For every person who is animated and loud there are others who speak softly and behave in utter tranquility. There are blue jean wearing CEO’s and those who prefer custom order Brooks Brother suits. Some CEO’s drive only BMW’s and others opt for a pick-up truck. Business people don’t fit in a one-size-fits-all category. It’s part of the fun and allure of business. At least it is for me. And always has been.

I’ve spent most of my adult life running luxury retailing companies. Living with the daily pressures of business building is how I’ve lived most of my life since I was first given the opportunity to lead an organization. I know what it is to make payroll, manage an advertising budget, find ways to shave down costs, negotiate long-term leases, buy trucks, hire talent, train that talent and handle the occasional problem that erupts when you discover employee theft, or when you’ve got to make a management change, or when an employee suddenly dies. That variety of issues makes business building among the most exciting things anybody could ever do.

The more things change, the more they stay the same means that I decided last fall it might be time to get back to my roots — even though I’m still well on my way to reinvention and growth, personal and professional.

Which brings me to the two words to define this new year of 2016…

Grow Great.

It’s a complete sentence. It’s action oriented with a strong, powerful verb: GROW.

But it’s focused on a specific goal that’s positive. Some people are growing lazy, fat, complacent, depressed, cynical…and lots of other negative things. Our world is filled with that kind of growth. Instead, I chose a word that isn’t limited to any specific aspect of personal or professional growth. It transcends business and morphs over into our every day lives with our friends and family. It applies to the CEO who heads up a non-profit or the City Manager who operates a multi-million dollar civic budget. Maybe it seems beyond the reach of many, but I don’t think it is. I think everybody has it within their own grasp if they could just see it for what it is – possible – and if they could tap into learning a new things or two. The object of our growth? Greatness.

Grow great.

Grow-GreatOne big change is the podcast. The name. The focus. Even the format.

The podcast will focus on the trifecta of business building:

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

Lest you think it has no application to everybody I serve – CEO’s, business owners, executives or city government leaders – consider YOU as a business. YOU are a business. The non-profit you run needs patrons and supporters. You could view them as vendors. You serve a cause or a group of people. They’re your customers. All the stuff you do to manage the work, or lead the people — that can be the stuff that drives you crazy if you’re not careful or skillful. Ditto for anybody leading a city government.

We all have to serve people, find ways to do it better and we need to find better ways to do it without losing our minds, or our personal lives.

Every organization I know of has problems. Every problem I’ve ever seen has one or more elements of these trifecta issues. Every problem. I don’t care if we’re talking about sales, marketing, improving processes, investing in new resources, handling personnel problems…every single problem can fit into one or more of these categories. Every problem you face will fit into these, too. Your career challenges fit into these. You need or want a new job or opportunity (new customers needed). You need to be more promotable or advance to a bigger role (serving existing customers better). You hate what you’re doing and you’re thinking of doing something completely different (you’re trying to avoid going crazy).

Here’s how Wikipedia defines “business” — a business, also known as an enterprise or a firm, is an organization involved in the provision of goods, services, or both to consumers. It could be YOU. It could be whatever organization you’re part of. Non-profit. Civic. For profit. Big. Small. Medium. Ten thousand employees. A solopreneur.

The podcast will focus on the trifecta of business building. It’ll contain information designed to help you grow your career and your business. Growth. That’s the objective. Targeted growth. Greatness. That’s what we want to accomplish. I’ll leave it to you to define that for yourself. Some would think it’s great to break 6-figures in personal income. Others would think greatness is defined by being able to sell an enterprise for 9 or 10 figures.

I’ve really only got three caveats to growing great — sustainable, predictable and improving.

Sustainable means it’s getting stronger over time. Day after day it’s getting better. It’s supporting itself. It’s not robbing Peter to pay Paul. It’s not living on debt. It’s self-supporting financially and it’s also fueling its own growth.

Predictable means you can calculate and strategize a degree of growth. There are actions you can take to bring about the desired results. It’s not a game of chance. It doesn’t rely on luck or happenstance. Instead, it hinges on putting the right processes and people in place to get the work accomplished.

Improving means it’s not going backward or standing still. It’s moving forward, advancing. Week after week, month after month, year after year — it’s getting better and better.

I’m going to take my own enterprise – Bula Network, LLC – to new, higher levels. Two years focused on only executive and leadership coaching left me knowing how good that fit me, and my life goals. It also taught me that my roots of business building don’t need to be sacrificed. I learned how congruent my skills and experience are. My value in helping executives and leaders is largely based on my vast experiences in building great businesses. There’s just no separating them…not if I want to provide the highest value possible. And I do.

My business consulting will go back to the roots of where it all began – helping business owners and business leaders grow their business. And that’s what I mean by the more things change, the more they stay the same. A new day. A new year. The old skills that have proven so successful throughout my life are going to be put to good use to serve people just like YOU.

The Responsibility Of Those Further Up The Path

As an experienced business builder and leader I don’t feel better than you. Certainly not more important. However, my responsibilities are different. So are my urgings.

When I sit across the table from a 35 year old leader or emerging leader it’s easy for me to remember my own life. I’ve been there. I know well how it feels and what the hurdles are. Because I’m just a few steps further up the path I’m able to work with such leaders and warn them of the potholes that may lay ahead. I can also help spot opportunities that often go unrecognized because the years and experiences have taught me to hone my real-time vision of both problems and opportunities. My clients need to benefit from my experiences. Truth is, the podcast listeners benefit from it, too.

The two words to define this year are the title of the new show – Grow Great. This is about the 4th iteration of this podcast, which is why I started with a 4000 series number. It’s a new beginning. In every way.

For you longtime listeners I hope you’ll stick with me. For new listeners I hope you find remarkable value and become faithful listeners.

My goal is to keep the shows as tight as possible. I don’t have an ideal length in mind because the subject matter needs to determine that. I am going to try to keep the episodes shorter – my aim is around 20 minutes. I’ll also try to keep each episode more focused on a single idea or action. Additionally, I’m going to make better use of tags and headlines. I know clever is what the Internet world seeks, but I’m aiming for something more. I want clarity and simplicity.

I hope you’ll subscribe to the new version of the podcast. You won’t have to change a thing if you’re already subscribing. The show name will change automatically. The RSS feed is unchanged. The name and cover art will change. Otherwise, the song remains the same.

Let’s make 2016 our very year ever! I aim to help you do that.

Randy

Subscribe to the Grow Great podcast

bula network podcast on itunesTo subscribe, please use the links below:

If you have a chance, please leave me an honest rating and review on iTunes by clicking Review on iTunes. It’ll help the show rank better in iTunes.

Thank you!

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CEO Leadership: What Are You?

CEO Leadership: What Are You? - HIGHER HUMAN PERFORMANCE

I’m not talking about your title. You worked hard to get the big chair and have CEO or President after your name.

That’s your role or function or authority, but that doesn’t tell us what you are.

Harold Geneen (ITT) was a tyrant. Brilliant, but still a tyrant.

Donald Trump (TRUMP)  is an autocrat. He’s running for President and gaining popularity, but he micromanages his business.

Steve Jobs (APPLE) was a dictator. Genius in many ways, but dictatorial always.

Bill Gates (MICROSOFT) is a combustible brainiac. He scored 1590 out of a possible 1600 on his SAT’s. Nobody can question his brainpower. Gates is a brilliant strategist willing to shout down anybody who gets in his way. It’s likely easier when you know you’re the smartest guy in the room, literally.

Larry Page (GOOGLE) is low key, likable and intense. He’ll make everybody “most loved CEO” list every time.

Jeff Bezos (AMAZON) largely ignores Wall Street with a maniacal intensity on customer service. It’s also why he’s among the top 20 richest people on the planet. The stock just continues to go higher!

What are you?

Just look at what you do. Look closely at your behavior. Examine how you communicate.

It’s the last day of 2015 and time to look more closely in the mirror than ever before. Not because you’re doing it wrong, but so you can better understand what’s showing up in your work.

Employees, vendors, partners, customers. They’ve all got you pegged. It’s not based on your PR campaign or advertising budget. It’s based on how you show up every single day. It’s based on how you act, how you speak, how you write, how you react, how you confront and how you lead. In short, it’s based on how you manage the work and how you lead people.

Make this the year to be what you want to be — what your company needs you to be.

Happy New Year!

Randy

Subscribe to the podcast

bula network podcast on itunesTo subscribe, please use the links below:

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LEADERSHIP: The Cost Of Complacency (And An Offer For A 90-Minute ONE BIG THING Coaching Session) - HIGHER HUMAN PERFORMANCE Podcast Episode 293

293 Leadership: The Cost Of Complacency

LEADERSHIP: The Cost Of Complacency (And An Offer For A 90-Minute ONE BIG THING Coaching Session) - HIGHER HUMAN PERFORMANCE Podcast Episode 293

That poor proverbial frog in the pan of water that is growing hotter and hotter. All the while the frog is unaware of his fatal decision to sit put. It’s a universal story of the dangers of lethargy and complacency.

I’m rather sure that a frog’s brain is mostly based on instincts and not thoughtful intention. Sadly, humans sometimes act no wiser than frogs. Except our instincts can often be based on our own head trash, our own past experiences and our world view. If a frog can get it wrong, then how much more can we get it wrong? WAY WRONG.

We hear the proverb of the frog sitting in a pan of water that is slowing growing hotter and hotter…and we think, “Jump! Just jump!” How hard can it be to leap out of the pan and save your life?

It’s a 2-pronged issue: a) how hard is it physically? and b) how hard is it mentally? Both prongs are aimed at why the frog just sits there, risking life. Sure death is coming and we can all see it coming a million miles away.

It’s not physical. We assume the frog is healthy enough to leap high enough to get out of the pan. Even if he’s not, we’re frustrated by his lack of effort. If he’s going to boil to death, it’s got to be better to go out leaping than sitting there like…well, like a frog on a stump! But he just sits there letting his body temperature soar with the temperature of the water.

It must be mental. Poor frog needs a bigger brain. Poor humans may need a smaller brain — one that won’t get in our way. The frog’s issue — or so we’re told — is partly physical though. So is ours! The frog acclimates himself to his surroundings. He’s not aware enough to fully comprehend the risk to his life. The whole point of the proverb is that the frog’s environment is changing so slowly he’s unaware of the risk. That’s physical.

Your surroundings can do the same to you. They can change poorly, yet so slowly that you’re unaware how the changes can put you at risk.

Is that really the point though?

It could be. Doing something is often better than doing nothing. Being aware far more important than being unaware.

Today it’s about complacency, lethargy, sitting in the pan doing nothing. It’s about hoping, wishing and dreaming versus thinking, doing, acting. It’s about sitting still versus leaping!

I know, I know. You’re a CEO, COO or some other top leader of an organization. I get it more than you know because I’ve spent my life – well, most of it – sitting right where you’re now sitting. Yes, it’s that seat where the buck stops! These days for me, it’s business leaders and city government leaders. Those are the folks I serve. They’re the only people I serve because like you, I’m a finite resource. And I’m picky about how I spend my days and who I spend my days with. About six years ago I got intensely focused on maximum impact. That’s important…not because of me, but because of today’s show topic: complacency.

Complacency Isn’t The Sole Domain Of Low Achievers

Top leaders who have slogged their way to the executive suite can succumb to complacency just like everybody else — maybe more so because the risks get higher (and the air thinner). Those brave acts of courage that got us the top job can wane as we realize we’re now flying much higher and the fall could kill us.

Complacency in the top leader may look different than what you have in mind. It’s not inaction. It’s not lethargy. It’s mostly manifested in status quo. We keep doing what we’ve always done because what we’ve done got us here! Just look around. We’re sitting in the corner office with income that we never honestly thought possible. Our list of perks is fairly extensive. Maybe we were named the CEO months ago. Maybe we’ve been the CEO for years. Isn’t it funny how little time it takes to get acclimated? You feel it, don’t you? In one fell swoop we’ve gone from self-doubt to a level of self-assuredness that we’re bulletproof.

But Fears Don’t Die So Easily

I’ve spent countless hours through the years sitting across from top leaders to know that titles and authority don’t overcome fears. The CEO with millions of dollars of resources at her disposal…or the city government leader with a 9-digit annual budget often has amplified fears because the responsibilities and authority make each decision more impactful on the organization. It’s perfectly logical. Top leaders have the authority to make decisions that could (emphasis on “could”) negatively impact the organization. A lower level leader has limited authority. He may make a foolish decision. The fall out on that decision isn’t going to jeopardize the business because he’s not able to make such decisions. But the top leader can. That puts far more pressure on the top leader to get it right.

Enter the elephant in the room – doing nothing often seems safer than doing something. That’s why leaders often find themselves in saying, “No.” Somebody brings an idea. The room debates the idea. Some are in favor of it. Others are opposed. Both sides seem to have thoughtful responses. Now it’s up to you. What do you do? The safe thing is to avoid moving forward with some new idea. Well, it feels like the safe thing to do, but it may well be the deadliest thing you could do. Say hello to complacency!

The Slumped-Shoulder-Shuffle

Earlier in the year – this year of 2015 – I started using that phrase: the slumped-shoulder-shuffle. We’ve all done it. We slump our shoulders in a posture of defeat. We stop picking up our feet and shuffle. Often times it’s coupled with a heavy sigh when people speak to us. We’re defeated. Life sucks. It’d be better if our wildest dreams would just come true. Sadly, the universe hasn’t answered the call to give us what we want. Like the frog we stop thinking and reacting properly. We just sit still.

Sitting still is the whole point of the frog story. It doesn’t mean that sitting still to think through an issue isn’t often warranted. It does mean that we can’t stay at that point forever. There comes a time when it’s time to jump. Time to move. Time to act.

Last January I was sitting in front of a CEO who was facing a common issue – considering a bit of a reorganization. He had some people he felt were now in the wrong places, doing the wrong jobs. He was also concerned about the company’s culture and the impact changes might have to disrupt the parts of the company he felt were working well. “How long have you been thinking about this?” I asked. “Since last August,” he said. This wasn’t a timid leader. He was extremely innovative, intelligent and thoughtful. In fact, he prided himself on freely embracing change and all signs indicated he did embrace change. It seemed awfully out of character for this leader to stall a decision, but here he was. Afraid of something. What?

“What steps have you taken so far,” I asked. He proceeded to talk about a number of things he’d actually done to figure out the best solution, and to implement the solution. He hadn’t been sitting by idly doing nothing more than thinking about it. He showed me a diagram and a strategy map created by him and his HR leader. The HR director agreed with him on the moves. They were necessary to shore up a couple of divisions. One division was easier than the other only because it was much smaller — it didn’t have as significant impact on the culture in their estimation. But the CEO wanted to do it all in one step. He wasn’t interested in making one move without the other because he worried about the strain it might put on the culture.

Here we are approaching the 6-month mark of his first meeting with the HR director about his idea. So far, the only progress made? Planning. Weekly, this whole idea consumed him. He labored with it, wondering and fearing what negative impact it may have. As we continued to talk it became clear that he wasn’t moving because things were going “fine” without making a change. The CEO hadn’t yet reached a point where acting seemed necessary. He wasn’t just sitting still in his mind. He was paying close attention, looking for “the right time” to pull the trigger. Today just didn’t seem like the right time. Neither did yesterday. Or the day before. But maybe tomorrow would.

At some point he chuckled, realizing how absurd the whole thing seemed to be, but he admitted his fear. “Am I wrong to be so worried about our company’s culture?” he asked. I’m a big believer in the power of culture. Far be it from me to minimize it, but it wasn’t my job to tell this CEO what he should do, or how he should do it. My job was to coach him to work through the issue so he could figure out how to best serve his company. That’s important because too few professional leaders have experienced coaching to really know what it is and how it works. It’s not a holding forth. It’s not a person sitting in front of you barking at you like a drill sergeant. It’s more like a confidant who can provoke thought, who can hold you accountable and who cares mostly about helping you move forward because their only vested interest is a positive outcome for the person being coached.

The story didn’t end with some breakthrough session where the CEO gained an epiphany because of my brilliant questions or insight. It was a process. It took time. Fear takes time, but sometimes there is a moment of epiphany. It’s the time when my granddaughter removed the training wheels from her bike and within minutes she was peddling without fear. A moment in time where fear vanished and it made all the positive difference in the world. This CEO would have that epiphany, but not today. It would be a few months later…after he’d had time to consider how his own head trash was fooling him into thinking it wasn’t yet time. He needed to come to that conclusion on his own. And he did. Because he’s a high performing. His complacency lasted a bit over 7 months, but that’s not important. What’s important is that he moved past it. Yes, I helped. He’ll tell you it may have likely lasted much longer without my help, but that’s what I do — I help serve leaders so they can go further, faster.

It’s Time

We’re winding down another year. 2015 is just about in the books. For many of you, it’s already in the books as many of you shut down for the final week or so of each year. Just a few months back you were sitting in a conference room with your inner circle planning a new year. Budgets were created after hours and hours of number crunching. Approvals were requested. Some granted. Others rejected. For some of you January 2016 will begin a new fiscal year. For others, it’ll be the final quarter as you race toward a year that ends in March.

What haven’t you done yet?

What initiatives have you not yet started?

What issues are still unresolved as you embark on a new calendar year?

What has stopped you from getting the help you need — the service you deserve?

For the frog, there’s no time like the present. He can jump now or wait. Waiting might be fatal. Even a recognition that the water is growing increasingly hotter may give way to the hope that things will cool off soon. Hope isn’t a strategy, yet many of us behave as though it is. Day after day we hope tomorrow will be a better day for it. Even hard-charging high performing CEO’s can convince themselves that the potential risks of acting today may be higher than putting it off until a more opportune day. Who can fault a leader for looking for, even trying to create, a more opportune time? Nobody. But that’s not always what’s happening. Sometimes it’s procrastination. Thoughtful procrastination is still procrastination. At some level, it’s still complacency. Like all habits, it gets easier to maintain it than to do something different.

Just this week ESPN released an interview with Alabama football coach Nick Saban. In the interview he was asked about the difference in this year’s team and those of the past…especially the ones who suffered critical big game losses. Proof that even winners – maybe especially winners – can be complacent.

“The biggest difference in this team and the last two years is this team seems to have a little more want-to about them,” Saban said. “They want to be great. Some of our teams here have been complacent — like last year, I was disappointed in the way we prepared for the Ohio State game. We had too many people not happy at the Sugar Bowl about having to practice and doing what we had to do. It was a little bit of a grind. These guys don’t look at it that way. They’re excited to be in the playoff. They’re excited to still be playing.

“The attitude part, I like a lot better. There’s a better disposition. That doesn’t mean we’re going to play well in the game or anything else, but there’s a better disposition and we’re going about it the right way.”

It’s time to try something different.

Starting the week of Monday, January 4, 2016 I’m going to be conducting free 90-minute sessions for CEO’s and top leaders. These are one-on-one, completely private and confidential sessions.

The 90-Minute “One-Thing” CEO Introductory Coaching Session

One thing.

Just one.

Not 10, or 5, or even 3.

Just one.

One issue that keeps you up at night. One issue that vexes you…and has likely been vexing you for awhile. I’ll give you some examples of the kinds of issues I’m talking about.

  • You need to replace your longtime CFO
  • You’ve got a division that’s draining resources and you need to sell it, close it or consider some other alternative
  • You’ve got challenges with employee engagement
  • You’re considering acquiring a smaller competitor
  • You’re thinking it may be time to sell
  • Sales are dipping and you need to reverse the trend
  • Cost containment isn’t working and margins are eroding
  • You’re years away from stepping aside, but you’ve got nobody yet ready to take your place
  • A key leader in your organization died suddenly

The list could be much, much longer because for every CEO there are potentially dozens of issues. Because these are top level, top leader issues they’re especially important. Often urgent.

During our introductory session we’ll concentrate on just one – the BIGGEST one.

I offer these free sessions to help serve top leaders with a focused effort to address a single issue – one pressing problem.

These sessions are designed to help you accomplish 3 things, even as we focus on your one thing:

  1. To help you gain greater clarity
  2. To help you uncover hidden challenges
  3. To leave you renewed, reenergized and inspired

What else?

They also provide CEO’s the opportunity to experience something many have never experienced. Personal, professional coaching with a person who isn’t beholden to them. Unencumbered service.

It’s A Real Human To Human Interaction

CEO’s and other top leaders are far more than a title, position and authority. They’re people. With families and close friends. They have challenges in life just like all the rest of us. They may live in fancy gated neighborhoods and drive luxurious cars. Climb behind their eyes though, and you’d see they laugh at the same things that tickle the rest of us — they cry (or want to) at the same sad stories we do — and they experience the same euphoria and pain known to the rest of us. That’s why this 90-minute ONE BIG THING session is just two people having a powerful conversation to work through the one agonizing issue that’s front and center right now!

What do I get out of it? Plenty.

For starters I get the opportunity to meet you and help you with an issue that can positively impact your life and your organization. I also get the opportunity to demonstrate how powerful it can be for top leaders to be transparent. Safe. Comfortable. Secure. Private. Confidential.

If you happen to be a CEO in the Tarrant County area of Dallas/Ft. Worth, then a free session with me may just result in multiple wins for you. Not only a free 90-minute coaching session, but perhaps an invitation to join an exclusive CEO group I’m building especially for CEO’s on the Ft. Worth side of the metroplex. But let’s not get ahead of ourselves. First, we’ve got your one big thing – your one big issue that we need to help you address. Take the first, but most important step. Fill out the form below right now. Don’t wait. There’s no better time than right this minute.

reduce-your-butAll it takes is a few minutes to complete the form below. It’s time. High time. It’s also your opportunity to at long last discover a better way. World-class athletes and performer have coaches. As a high performing top level leader YOU deserve to experience it at least once. And yes, if I’m dazzling enough, remarkable enough, extraordinary enough — we may both decide the relationship is worth continuing. No matter what I’ll make you a promise (beside the confidentiality) — I’ll serve you in what’s sure to be among the most remarkable ways you’ve ever been served!

Randy

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Leadership- Should You Be A Lone Wolf Or Part Of A Pack? - HIGHER HUMAN PERFORMANCE Podcast Episode 292

292 Leadership: Should You Be A Lone Wolf Or Part Of A Pack?

Leadership- Should You Be A Lone Wolf Or Part Of A Pack? - HIGHER HUMAN PERFORMANCE Podcast Episode 292

Leaders, like followers, come in a variety of personalities, styles, philosophies, tendencies, experiences and aptitudes. Too many variables to lump people into simple, easy categories.

People grow, adapt and change, too. I’m not quite the same leader I am today as I was a few decades ago. Truth is, I’ve made some significant changes (improvements) in the last 5 years. In some respects, I don’t think I resemble the leader I once was. It’s called growth and learning! Professionally, it’s what I work diligently to help other leaders experience, too.

It’s not always the most comfortable process. Rarely does growth or improvement happen without stress. You can either lean into it or run away from it. Flee or fight instincts often overrule our sensibilities. A true leader learns to behave intentionally and run toward the fear where growth is found. Cowards feel trapped, acting like they’re in a mine field. Afraid to move a single step in any direction, they freeze. Of course, the problem is…you can’t live in a mine field. Remain stationary and you die. Make a move and it might kill you, but you might find your way out. There’s no avoiding risk if you’re chasing reward.

Leadership is a reward. It’s for the courageous and brave, not the fearless. Every leader I’ve ever known admitted being afraid of something. Often times, many things. Fear doesn’t define leadership, but our response to fear often does.

Enter hubris. It’s too common to find leaders who are fearful of showing fear. Vulnerability isn’t a quality they think belongs on any list of leadership. Foolish. Wrong-headed.

Some leaders let fear drive them into a lonely corner feeling they must fight the fight alone. Survival of the fittest and all that. “Never let ’em see you sweat.” “Show no signs of weakness.” All that other bravado that often drives leaders. Especially the loneliest ones.

“Nobody understands what I’m going through anyway,” he says to me.

“How can you be so sure?” I ask.

“Because my problems are unique to our organization,” he says confidently.

My work consists primarily of asking questions. It’s how clarity happens. Asking and answering questions foster clear thinking and bring things into sharper focus. At least that’s the goal.

So I ask, “Give me one example of a problem you’ve got that you think nobody else has.”

He starts to think. And think some more. Then he summons up the courage to mention an industry specific issue, but quickly realizes it’s just details. The jest of the issue isn’t uncommon and he knows it.

Slowly a smile begins to show through and he meekly admits that he doubts he’s alone. “Then why are you trying to go it alone?” I ask.

That sparks the conversation I’ve been wanting to have with him. He’s a CEO with very capable COO. For reasons I don’t fully understand, he doesn’t have a relationship with the COO that seems healthy to me. I mean he trusts his COO. The man is very capable, even strong. They get along just fine. There’s no apparent trust issues or personality conflicts. It’s communication. The CEO doesn’t freely share information with the COO.

And it’s not out of any apparent sense of hoarding information. At first I suspected it was simply the CEO’s “hold your cards close to your vest” style. But it’s more than that. My intuition has been prompting me to dig deeper for months now. I’ve resisted digging in lieu of closer observation to see what behavior shows me. Sure enough, it’s more than obvious that the COO is frustrated at a professional life relegated to trying to figure out what his boss is thinking, feeling or wanting. The CEO senses the frustration, but figures it’s just how things roll.

As I work with both men I know how valuable candid conversations between the two men can put them into a brand new, higher orbit of effectiveness. Mostly, I’m feeling a bit sad for the CEO who is bent on “going it alone” because it’s just how he thinks things ought to be. I’m also sad for the COO, a bit younger than the CEO, because he’s being robbed of the opportunity to grow and learn at the hands of a man he deeply respects. Both men are losing out.

Sometimes The Lone Wolf Isn’t Alone Because He Wants To Be

Fast forward past numerous conversations and what seem like thousands of questions. The CEO fears putting a burden on his COO that is undeserved. “He’s not paid or tasked to worry at my level,” he divulges one day.

“So that’s why you don’t let him into your world as closely as you could?” I ask. “Sure, of course. The buck doesn’t stop with him. It’s stops with ME,” he says – as though he’s stating an unarguable fact.

What ensues is a discussion about how people grow, especially our children. The CEO, a father, can relate. The kids are grown now. I ask him if the things he shared with his kids changed as they grew older. Of course it did. As they grew up and matured, he and his wife were able to share more and more with their kids. With their experience and maturity, the kids were not only capable of handling more, but they craved it. It deepened their relationship. He easily recognized it when the context was his own children.

I then morphed the conversation to the professional “children” in his life – those people he loved and served – and who wanted to serve him. He was their leader. The place had high regard for his professional prowess. The whole organization reeked with desire to please him. He’d started this business. The founding father was viewed with the regard he deserved. I thought he deserved to not fly alone when he had people, especially one very close executive, fully capable (and desirous) of being a confidant.

I sat there telling stories of growth, improvement, sharing confidences and having a person with whom he could “shell it all down.” Over time it was apparent he had a yearning for it, but he had been a lone wolf for a long time. Habitual loneliness isn’t so easy to abandon. Sometimes investments are difficult. Nothing ventured, nothing gained.

The CEO didn’t necessarily want to be a lone wolf. He just assumed that he had to be. That it was unfair to go any other way.

Smart people can make bad assumptions. They can also figure it out and alter their course.

A CEO with a COO who is his right hand, and confidant is a very different man than a guy living in a cave fearful of sharing his issues and worries fully. Proof that old maxim is right, fear is False Evidence Appearing Real. Rip it down, tear it up and mostly our fears are without foundation. When the two men sat down for a candid conversation – far more candid than any they had ever had – it’s powerful. It’s not about business issues. It’s not about the quarterly performance. It’s about their feelings and inner desires to be better men, better leaders and together – to build a stronger organization.

I warn them that they may both feel regret over what’s been lost, but I challenge them instead to rejoice in what’s found. These are the moments I live for. Major breakthroughs.

Sometimes The Lone Wolf Is Alone Because He Wants To Be

We’re all wired a certain way. Thankfully, the CEO was wired to accept the challenge to help spur on his own growth, and the growth of his COO. Together, they sparked a pretty major growth in their company. The culture shifted from practicing communication that was often ambiguous and vague to being candid, open and forthright. You could feel it on your skin like a warm blanket on a cold night. It was comfortable. Nice.

Many stories don’t have happy endings though. Sometimes a lone wolf is alone refusing to go it any other way. They want to be alone.

I no longer care why. I once did. I’d anguish about why a person would be so bent. Through the years I’ve found it foolish on my part to try to connect those dots. For a lifelong dot connector it’s vexing, but even a hard head like me learns to cry “Uncle” when I’m beaten.

Arrogance. Hubris. Ignorance. Stupidity. It really doesn’t matter why. I just learned to make a distinction between those who want to and those who simply don’t know how to do it any other way. At first glance it can tough to tell, but hang with it long enough, ask enough questions and pay close attention long enough — and it becomes pretty clear which it is. Is it desire? Or is it lack of know-how?

Sometimes I still try to convert the willful lone wolf. Mostly I focus on the value lost. Their own value. Yes, I appeal to their selfishness, working to convince them of what they’re costing themselves. Then, I shift it to what they’re robbing their own team of – the chance for personal and professional growth and development.

Perhaps if I were better I’d win more of those battles than not, but I’m not in control of it. I can only present people with the value proposition and the risk proposal. Each of us are free to roll the way we want. I honor that. I try to respect it, but that’s infinitely harder. What I do respect is our ability to make our own choices.

Growing Or Dying?

Maybe if we look at animals in the wild we can gain some clues about this whole lone wolf thing.

Young animals need protection. They also need to learn the skills necessary to fend for themselves. The herd, pack or flock needs to perpetuate itself. That means the young, inexperienced members need to grow, develop and eventually reproduce. Even the most dominate leader of the pack needs the pack. Without them, he can’t survive long.

When a beast grows old, feeble or is injured – then the drag on the group is obvious. That’s when you see him wonder off alone. To die.

We may impose our human emotions on such a situation, but it’s easy to see the practical realities of it. The group can’t be put at risk. There comes a time to cut and run it alone. Survival isn’t possible. It’s just a matter of time. Go it alone and avoid risk or injury to the group, or be stubborn, remain with the group and put them all at risk.

In business, I think it depends on the same question…

Are you growing or dying?

If you’re dying, go it alone. Please. For the sake of others, reduce or eliminate the risks to others. But if you’re determined to grow, you’re crazy for going it alone. You may not make it to full maturity. Predators might kill you. You may fall into some trouble that you never saw coming. All because you were just too stubborn to be taught. Too stubborn to allow somebody else to show you a thing or two.

Just because you can go it alone doesn’t mean you should. We tend to think that because we’re able to drive a car, and because we’ve got our driver’s license — we can handle anything the road or traffic throw our way. Wrong! Inexperienced drivers die on the roads in America daily. Unaware of the dangers they think that because they can drive a car, that they’ll be able to handle anything that happens while driving. In too many cases it’s a fatal error.

Business owners, executives and leaders fall into the same trap. Sure, they have the ability to do as they please and go it alone. That doesn’t mean it’s wise. Fools go out of business all the time. Executives blow up their teams and their careers just as frequently.

It’s up to us to decide what we want to do: grow or die?

Not All Groups Are Created Equally

The group matters. Who you listen to matters. Your decisions matter. Your judgments and choices matter.

It’s important to know where people are coming from and to whom they’re beholden. Leaders often tell me about their “trusted advisors.” Sometimes I’m shocked at how much trust and confidence people put in others who clearly have a vested interest in one outcome or decision versus another one. It may not be so easy to see when it’s YOU, being the leader who is leaning on a close friend, or some service professional, or an employee.

I’m not saying trusted advisors can’t be trusted. I’m saying we all need to be realistic about the level of trust we put into somebody based on their own interests. There’s nothing wrong with trusting people. I rather think leaders should likely be more trusting, not less. However, we have to acknowledge that each of us have a vested interest in an outcome the closer we are to the outcome. In other words, when a CEO is considering an important decision she may summons her inner circle for feedback. She should. She should also remember that these people work for her and they want to please her. They have jobs and duties to protect. They may not be as forthcoming in giving an honest counter position to a proposal she offers because of that.

Likewise with a service professional like an attorney, accountant or insurance person. These people want to continue to our provider of choice. They’re going to do everything in their power to keep us happy.

It has nothing to do with honesty or integrity. It’s just how things go. Decisions and choices are often jaded by personal interests. The US Government is the best illustration I can offer you. Special interest lobbyists drive the system. I scratch your back, you scratch mine. It doesn’t often produce the very best outcome because the drivers behind the decisions aren’t often made from a strong position of clarity. There are biases built in all throughout the system.

That means it’s important for leaders to surround themselves with people who can serve them without any penalties. People who care enough about the leader — people who have the skills and experience to help — people willing to offer tough questions — and perhaps even tougher suggestions — all because they want the leader to grow, excel and improve.

Very few leaders have such a group. Most have never experienced such a group and may tend to believe that such groups aren’t even possible. Through the years I’ve heard a number of top executives lament that life at the top is just what it is. Of all the problems they face, this seems to be the one problem for which they think there is no solution. It’s a myth.

Let’s Answer The Question

The answer to the question is simple if you’re dying. Go it alone. Please don’t cause the death of others. Let the rest get out alive if possible.

If you’re growing, then you have no choice, but to join yourself and align yourself to others who can serve you, and who can be served by you. That includes an inner circle. Maybe it’s a right-hand man, like the CEO and the COO. Share the burden of leadership with others who are part of your executive team. Like the youngest members of the pack, they can best learn when you’re willing to teach them. And they’ll serve you in return.

But you need more. You need people capable of knowing where you’re coming from. You need peers. That’s the biggest frustration often expressed by leaders. They think they have nobody with whom they can share because nobody in their life can relate to their situation. Mostly, they’re right. But not entirely.

Some have tried mastermind groups, but found them wanting. High performing leaders can find themselves in a group where their expertise is benefiting others, but they leave with a rather empty experience for their own issues. Sometimes groups are grossly out of sync where the disparity is so large members can’t quite relate to each other’s situation. Inevitably, the weakest members of such groups tend to establish a baseline of performance that just isn’t high enough for the people who really want to soar much, much higher.

We don’t need a group that will weigh us down. We need a group that will lift us up. We need a group that will encourage us to stretch, push and strive to grow and improve.

 

Here’s the sad reality — very few leaders have experienced a truly helpful group with no axe to grind and no dog in the hunt other than to help, encourage and serve. Yet we’ve likely experienced a taste of it with our family or some other small group. People who surround us and tell us, “We’ll help you. You can get through this. We understand what you’re going through and we’re here for you.” Nothing in return other than knowing they can help, and knowing that when they need help, you’ll do the same for them.

So you can decide for yourself how you’ll go. Clearly, I’m hoping you’ll decide to join a pack. Whether that pack is a small, intimate group or something else you think is high value, you decide. Just don’t go it alone.

Because you only go it alone when you’re ready to go off and die!

Randy

Subscribe to the podcast

bula network podcast on itunesTo subscribe, please use the links below:

If you have a chance, please leave me an honest rating and review on iTunes by clicking Review on iTunes. It’ll help the show rank better in iTunes.

Thank you!

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