Category: Leadership

Earlier this week I had a coaching session on Zoom with a client and his boss, during which he presented his Development Plan to grow as a leader. When the boss joined in, I immediately noticed what she was wearing, and said: “That’s a really cool Rolling Stones concert shirt.”

She smiled and replied: “Today is my father’s birthday, and each year my family honors him by wearing his favorite band’s shirt. I’ve appeared at corporate events in front of 300 people and still held true to that.”

At the end of the meeting, I told her that I would immediately listen to ‘Sympathy for the Devil’ as a tribute, and she said, ‘That’s my favorite song.’ My client later told me that his boss emailed him that she did the same thing.

Sticking with a commitment requires confidence and belief that it’s the right thing to do – even when you have to appear on stage not dressed as the audience would expect for the occasion. 

“Culture eats Strategy for breakfast” is an oft-repeated saying.

That got me thinking: What about other meals?

Here’s where I landed…

Trust eats Culture for Lunch

Inconsistency eats Trust for Dinner

Toleration eats Inconsistency for Dessert

To complete the day’s feasting: a single disruptive team member devours everything remaining as a late-night snack.

Often, they stick around… and your best players leave. 

I’m positive these things are true:

> The earth isn’t flat

> We have to pay taxes on April 15

> Health care workers are heroes

I’m pretty sure these things are true:

> All dogs go to heaven 

> No one can predict the weather

> They’ll never be another Tom Brady

I’m doubtful these things are true:

> Columbus discovered America

> Will Rogers never met a man he didn’t like

> Lee Harvey Oswald was a patsy

Someone said: “It ain’t what you don’t know that gets you into trouble. It’s what you know for sure that just ain’t so.”

One of a leader’s biggest challenges is setting aside their own ideas and being open to the team’s points of view, suggestions and approaches. Too often, they get stuck on ‘my belief’ or ‘how I’d do it’ and miss the opportunity for alternative perspectives that might lead to better results.

(Ironically, while that quote is oft attributed to Mark Twain, there is no actual record of who said it. We don’t know for sure.)

One of the creative gifts of humankind is crafting stories that paint vivid pictures in order to assign meaning to the world. Moses and 40 years wandering the desert. King Arthur and searching for the Holy Grail. Jay Gatsby and obsessing for Daisy.

Our minds quickly connect stories onto what we experience. Someone cuts me off in traffic: ‘What an idiot!’ Or, he might be really smart, just an unsafe driver. Someone crosses their arms during a conversation: ‘She must be upset with what I said.’ Or, she might be fully engaged, just cold. Someone on the side of the road holds up a sign asking for money: ‘He’s probably a lazy bum.’ Or, he might have mental illness, addiction or lost a child and doesn’t have the support for recovery.

Yesterday, I immediately judged someone after my swim. He was taking forever to finish his shower… delaying me from rinsing off, so I could be on my way. I mean he was ‘fully’ showering! Waiting several minutes 10 feet away – within his clear line of vision – made me angry. I told myself the story that he was inconsiderate, clueless and purposely doing it.

Then I caught myself and thought… or: maybe he’s a new member and no one told him the shower by the pool is just for rinsing; maybe he’s here as the guest of a friend who’s upstairs lifting weights, taking too long, and he’s going to be late for work; maybe the plumbing at his apartment is busted and this is his only option.

In my initial and revised reactions, I created the story without any facts… just my judgment about what I was seeing. The first ones – all negative – frustrated me. The second versions – all positive – didn’t raise any emotions. When I gave up, toweled off and left, I was in a much better place having thought of him in the better light. 

Succession Planning is an integral part of leadership. It’s important to grow and develop your replacement, if only to keep you from getting stuck in a role – and miss out on a deserved promotion – because you’re too valuable to replace. (This happened to a client of mine, who was passed over twice before he asked why and learned a lesson.)

Last week at least one – and perhaps two – future Hall of Fame quarterbacks retired from the NFL. The Steelers benefitted from 18 seasons of Big Ben and have two more Super Bowl trophies on the shelf. The Bucs may have had TB12 for two seasons… yet rode his exceptional win-or-go-home attitude to a Championship in year one. Neither team has a replacement on deck, so it’s time to trade, sign a free agent or hope for a Draft hit.

Those strategies sometimes work quickly. The Rams will play in the Super Bowl in two weeks after trading their starting quarterback, two first round picks, and a third, to unleash Matthew Stafford from the dismal Lions. The Bengals went from worst to first in two seasons by landing the number one pick the year Joe Burrow just happened to reveal a generational talent.

The Patriots let Brady leave… and drafted Matt Jones – after four other quarterbacks were selected last spring. All he did was make the Pro Bowl as a rookie.

Other times it leads to a never-ending rotation of the wrong answer. (See: Jets, Giants, Broncos, Panthers, Jaguars, Vikings, Eagles, Dolphins, WFT, Texans)

The business lesson here is as simple as ABC: Always Be ‘Cruiting.

If you haven’t identified successors for your most important leaders, start thinking who on your team – or in your organization – are potential candidates. If those folks aren’t onboard, the next time you’re interviewing for an opening, ask questions that might reveal if the person in front of you has the potential to grow into a leader you need.