Winter

by Angela Gallogly
Vice President of USA Operations, Advanced Team Concepts
http://www.atctraining.com

Many of us have arrived at the time of spring fever. We’ve celebrated the holiday season and enjoyed a snowy day or two, and now we crave the warmth and newness of spring. What a great analogy for business these days!

Business, like life, moves in seasons. There are times of growth, change, and yes, even dormancy. It’s not a stretch to feel that we’re in an extended “winter” season right now. The economy has and continues to be tough, and many organizations are feeling the consequences.

I’m a Dallas area resident, and for the last few weeks, we’ve been experiencing some extraordinary winter weather. Less than two weeks ago, we had over a foot of snow – the most ever to fall in one day. The forecast today predicts a few more inches. I think many of us are enjoying the novelty, but it’s also created some real challenges for the city, including collapsed roofs, power outages, and damaged roadways. Although we were ready for winter, we were NOT ready for a winter like this!

The weather has made me a little reflective this morning. I’ve been thinking about my customers and the challenges they are facing. So many are experiencing a tough “winter” in the form of customer loss, profit loss, budget cut-backs and layoffs. But in spite of the circumstances, some have managed to continue achieving some amazing organizational goals. Even in adversity, a strong team can survive and even thrive.

I’m reminded of an example from Jim Collins’ book, Good to Great (HarperCollins, © 2001), a fantastic research-based book that provides insight into companies that have achieved success and longevity. Collins wrote that every great organization he studied had faced adversity at some point. In the book, he introduces the Stockdale Paradox:

The paradox refers to Admiral Jim Stockdale, an eight year prisoner-of-war during the Vietnam War. Collins interviewed him in the book to glean lessons from his tale of survival. Stockdale referenced a key to survival – Faith combined with facing reality. The hopeless may not survive, but neither will those that are unrealistic and unable to confront the facts in a challenging situation. It seems that it was hope, tempered with reality that helped enable Stockdale’s return to home and family.

Collins says it perfectly on page 86 of his book:

“The Stockdale Paradox
Retain faith that you will prevail in the end, regardless of the difficulties.

AND at the same time

Confront the most brutal facts of your current reality, whatever they might be.”

We can implement this paradox during any extended “winter” that we experience. What does this mean for you and your organization?

Encouraging Information

by Angela Gallogly
Vice President of USA Operations, Advanced Team Concepts

http://www.atctraining.com

The last blog that I shared encouraged you to share information within your organization. Taking time to give complete instructions, tell someone what your thoughts and opinions are or sharing detailed information can really enable a team in terms of both morale and performance.

Unfortunately, there are many times when this sharing of information doesn't occur. There could be a variety of reasons: work demands and time constraints, a lack of trust, an assumption that "everyone knows that," etc. Regardless of the reason, it can be helpful to make an attempt to get the information flow going.

So what can you do? Here are a few ideas.

• Check your assumptions


• Validate information


• Build trust

Check your assumptions. In my last blog, I talked about the human tendency to fill in the blanks in terms of information. Our minds are very efficient at interpreting the information we are given. If that information is limited, we have a greater chance of making an incorrect interpretation or assumption. It's important that we check our assumptions and separate fact from fiction. An example: My manager asks me to delegate some of my current responsibilities to someone else. I might assume that this is a bad development. Am I not doing a good enough job? Am I being replaced? Don't react based on assumption alone. If you have concerns:

Validate information. Begin a dialogue. Ask questions. Make sure that what you think is true is actually true. Perhaps in further discussion with my manager, I might discover that she wants me to participate in a special project that will require a large amount of time. The request that I perceived as a threat or a negative might actually be an opportunity to grow my skills and career.

Build Trust. I've mentioned this in my blog before. It isn't only about how capable our team is at communication. Our team members might have skill, time and information, but if they don't trust who they are communicating with, they won't openly share information. Think about how you can build trust and make your team members feel safe when it comes to open dialogue and information sharing.

For one, always maintain confidentially as appropriate. If I am speaking with someone in the office with a reputation for gossiping, you can be sure I'll keep information to myself. Also, think about how you react to information. There have been a few times when I've shared my opinion or ideas with people and they've "beat me up" for it via criticism and disregard. In the future, I avoided sharing with those individuals.

Try to be a good listener and respectful of those that you communicate with. Remember that trust is the foundation for great information sharing.

Information-the Lifeblood of an Organization

by Angela Gallogly
Vice President of USA Operations, Advanced Team Concepts
http://www.atctraining.com

Picture this scenario: It’s been one of those hectic weeks at the office. People are busy, decisions are being made and changes are happening. There’s reorganization, renewed processes, and the resetting of expectations. “Buzz, buzz, buzz.” The rumors are flying and water cooler chat is at full throttle. It seems that something big is about to happen.

This is probably the time when we should be coordinating our efforts to meet the demands of a changing business climate, but instead, the place goes silent, at least in terms of information. We can still hear the “buzz”, of course. The stories and rumors are there – the sound that could mark a major decline in morale and productivity and a major increase in anxiety.

Let me tell you a little more about the “buzz” you’re hearing. It’s a bridge that our brains have built. It’s the way we humans fill in the blanks when we don’t have all of the facts or information. It’s the way we interpret reality.

Picture it this way:
___________________ __ __ __ __ __ __ __ __ __ __ __ __ __ __ __ __ __
The solid line is Information and the dashed line is Interpretation

I might take the limited information that I’ve been given and make up the rest. An example: Perhaps my manager wants me to delegate some of my weekly tasks to a team member. I might interpret that as a threat when in fact, my manager plans to assign me to an exciting new project.

Here’s a better scenario:
____________________________________________________ __ __ __ __
When we add Information, we reduce the amount of Interpretation and resulting “buzz” that takes place.

There’s an expression that’s been bouncing around my organization for years:

Information is the lifeblood of an organization.

If you want to have greater success in your work, business and life, try talking a bit more. Not by adding to the buzz, but by providing needed information. This doesn't mean that we should share everything. There will be times when information should and must remain confidential. But there are many times when we can and should provide more detail.

Here are some examples: Take the time to give complete instructions. Tell someone what your thoughts are about a project. Provide information around why changes are being made as well as what the changes are. There are many opportunities in a day to provide more and better information.

I'd love to hear some of your own examples. When has the presence or absence of information impacted your business?

The Lesson in New Year's Resolution Failures

by Scott Airitam

President, Scott Airitam's Leadership Systems, LLC

First of all, let me start out by saying that I sincerely hope that all of your new year's resolution are successfully implemented. For real.

Now, let me add that the odds are not with you. Bummer, right?

Think about past new year's resolutions. How many of them have you seen all the way through? For me, these goals represent a way of verbalizing how I want to be better in some way. There are some problems with new year's resolutions though. This is a lesson I learned years ago, and it's helped me to take on self improvement in a more a success-oriented fashion. Maybe this could help you too.

So, the problems with the old NYR...

1. They are often proclaimed without any sort of deadline.
2. They aren't specific enough.
   
3. NYRs often feel obligatory. Nobody wants to be the one in a conversation that doesn't have one.
4. We don't create a serious support system.

Each of those is a trap and the bulk of new year's resolutions fall right into one or more of them. Because of this, most of them never stand a chance from the very beginning. Without a deadline, it is easy to procrastinate or give into what's always been done instead of fighting through the discomfort of change. Unspecific goals don't describe what the "finish line" looks like. We need to know what we are working toward, right? When it feels obligatory or contrived, we don't fully own it. When we don't take it on as our own, it is easy to discard and throw away. Because most people have seen NYRs fail, they don't take them seriously anyway. So when one is proclaimed (at the same time as many other people) most let you to make the statement, but assume you are not serious about it. They do not push you through the tough times or encourage you to take that one extra step today. Instead, they leave it for you to accomplish all alone and are, usually, surprised to see a NYR completed.

So, when I am looking to improve myself, here is what I do. I really do write it down, and, I write it in the form of a SMART goal. Most people have heard of this, but for those of you who haven't, to me it means: Specific, Measurable, Attainable, Relevant, and Time-Framed. If I have those in place, I've covered the first two failings of NYRs and then some. I am adamant, though, about the last two of them. If it isn't relevant to where I am in my life, and doesn't seem necessary, it won't get done. I also make sure it is time-framed with a deadline and any intermediate goals I can slice up my big goal into. With it being relevant, I have covered most of the number 3 failing of NYRs, but I have to make sure I own it. In order to truly make sure it feels like my own, I never do this type of thing around New Year's Day. I don't do it then because everyone else is doing it at that same time. If I mix my serious goal setting in with many other people's throwaway goals, how will my support system know that mine is legit? I want to do this because I believe in it and want to see it done. So, I'm the guy who doesn't have a new year's resolution. But I have several improvement goals throughout each year, so I never feel bad about that. So, when I separate myself from the "everybody's doing it" timeframe, it is easier for me to generate a support system around me. When I am the only one declaring that I want to work on some aspect of me, people actually listen. Then I tell them that I want them to help me when I'm feeling weak or want to give in to old habits. People take it seriously and they do help.

There is a big difference between saying, "I want to run more to get in shape," on New Year's Day and saying, "I want to run a mile every Monday, Wednesday, and Friday at lunch to improve my cardio-vascular system because I'm seeing friends/family that are having heart problems that I don't want to have," on January 24th.

At least it works for me.

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Telling Your Story

by Angela Gallogly

Vice President of USA Operations, Advanced Team Concepts

http://www.atctraining.com

My friend and I got together over coffee last week, and he was detailing the challenges and rewards he's been experiencing with the start of a new professional endeavor. He's currently looking for financing and had the opportunity to do some important networking at a recent community function. He admitted that when a potential backer asked for details about his interests and efforts, he fell short on sharing a compelling and complete story.

This happens to many of us and has definitely happened to me. We have hopes, successes, needs and ambitions that we aren't able to articulate. When this occurs, we find ourselves surprised that what's in our head and our heart isn't communicated as easily as we thought it would be. It's not that we haven't got the ideas, the passion and the drive. We just haven't prepared our story. We fall short in the communication, and the result is often a missed opportunity.

Examples might include:

• Representing your business. Being able to verbalize your products and services, and why they're the best.


• Supporting a personal interest. Maybe you're passionate about a nonprofit or ministry effort and need to be able to educate and engage others.


• Looking for a job. When you're networking and interviewing, you've got to confidently and concisely communicate what you're interested in and why you'd be the best choice.


• Making a pitch at work. When you want to communicate a plan or idea, getting buy-in might depend on you telling the story well.

These are just a couple of examples, and of course I could list many more. But regardless of the situation, my experience has taught me the importance of preparation.

When I have an important story to tell, I start by writing it down. This allows me to add the appropriate details and edit any potential rambling or off-subject information. I like the idea of an elevator pitch - I imagine riding on an elevator with a key contact. In that amount of time, what would I want this person to know? I also imagine who this person might be so I'm writing to the correct audience. I usually create bullets, rather than a script, so I won't sound stilted and disingenuous. The last thing I want to do is deliver a rehearsed sales pitch. I want my story to be natural and real.

Then I practice. When you read your story out loud, you might find that it sounds different than you intended. This step often leads me to some additional editing. Once I'm comfortable with content, I practice until I can communicate each bullet smoothly, without relying on my notes. Then I know I'm ready to tell my story.

It might be a potential job or promotion, a sales opportunity, a fundraiser, or a new business process for your work team. Everyone has a story to tell. Think of your own. What do you care about, and where do you need support? Who will your audience be, and what will you say? Are you prepared? Don't miss your opportunity!

Virtual Teams

by Angela Gallogly

Vice President of USA Operations, Advanced Team Concepts

http://www.atctraining.com/

I've been spending a lot of time in the world of virtual team building. Lately, my team is spread out, my customers are busy and travel budgets are tight. This has resulted in a serious reduction in face time.

This isn't a bad circumstance. It just means that we have to work a little differently to stay connected. As I look around my office, I have to smile to myself as I examine the evidence of my own approach. There are three humming computers, phones, speakers, microphones and webcams, all leaving a trail of wires and power cords. This is great equipment. I just need to make sure it doesn't trip me up, both literally and figuratively.

For me, it's important to remember:

• To communicate differently in a virtual environment. Unless I'm on a video conference, my team can't see my body language, a huge piece of the conversation puzzle. I've got to ramp up the use of words and tone to communicate well.


• To keep information and projects visible. Text-only communication can be limiting so I try to keep team calendars and project timelines available. Graphics can also compliment the message.


• To use these tools wisely. For example, hosting a webinar is a fantastic way to train, whiteboard ideas, and share documents, but you need to feel comfortable with the tools you're using. I work hard to understand tool functionality, and I practice with it until I'm comfortable.


• To never forget the need for personal connection. If I have the ability to meet a team member or customer in person, I try to do it. If it isn't possible, I have to find other ways to build the relationship. Photos and video conferencing can help, but I have to be prepared to work harder and longer to build trust and relationship in the virtual world.

Trust and Respect

by Scott Airitam

President, Scott Airitam's Leadership Systems, LLC

I really want you to think about this one.

If you have ever been in a session (speech, workshop, or class) of ours where the concept of either Trust or Respect have come up, then you know that we consider both a choice. If you are the Leader of a team, you have to choose to trust the team members, even if they burn you, because to do anything else leaves you with an inability to be a "capital L" Leader. A person cannot Lead if they do not trust those who are following, and they cannot be a Leader if the people following do not trust them. Same with respect.

So, in my world, over the past couple of weeks, I have been burned. It doesn't happen very often with me, because Trust and Respect are two conditions I work very hard to create. Nevertheless, like those I help in my profession, I am called to be a Leader the right way.

Suffice it to say, that a small percentage of people I Lead have decided to pursue an agenda different than the rest of the team and have targeted me with accusations and such. It's been tough, but it is always a good lesson to be in this position. It is time to learn.

In this situation I was faced with one of the early questions of Leadership. In order to maintain a high performance team, I have choices: a) either I choose to trust and try to turn the situation around if I believe it to be salvageable, or b) I decide trust is not an option and I move to get rid of them. In making that evaluation, I promise you it would be easier to get rid of those in question and proceed with my agenda. However, I have seen the value that these people bring to the equation and I know it would be in the team's best interest if I worked on the situation a bit more. That means talking to those involved and figuring out why they've chosen the path they did. It might shed some light showing me what I may have done intentionally or unintentionally to create the conditions that allowed this situation to arise.

This is the type of insight a great Leader brings to the table. I will admit, that there is a time in any organization where there is a bad fit--and when that becomes the determination, it is in the team's interest for the Leader to step up and do the tough work--letting people go.

I thought I'd post this because it's a good example of how we walk the talk around here, but it is a better example of a real-world situation and the options we actually have if we stop and identify them.