Category: Leadership

I partner on projects with a couple of coaches who admit they over-complicate things: thinking through too many potential scenarios, creating PowerPoint slides with lots of words, or writing extensive details into a statement of work. My philosophy? Make the decision and get going, use headlines and graphics instead of words, keep everything to less than a page.

While there is value in taking time to make sure all the t’s and i’s are correct, there is also the risk of paralysis analysis. Whenever decision-making comes up with clients, I share the story from Colin Powell’s biography. His belief was when a commander has 40-70 percent probability of being correct, it’s time to move. Otherwise, the enemy will outflank them.

Of course, the 40-70 rule may not be appropriate for every field – such as health care – yet I think every leader has a range that’s right for them. The key is to start paying attention to your decision-making mindset and notice when you knew you knew. You’ll home in on where you feel most confident… and decrease the risk of moving too slowly. 

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.