week – Page 2 – Fast:Forward Farther

October 22, 2010October 22, 2010

Ships Passing

Earlier this week I stepped on an empty express elevator in a downtown high-rise occupied by a single large company, and behind me came an employee pushing a mail cart. Even though this is a tall building – and I’m only there about five days each month – our paths have crossed several times. He said hello and offered a smile.

After pushing the button to take us down to the ground floor, I asked, “How long have you worked here?” He answered, “A long time.” I said, “How long?” He looked up at the lighted numbers counting down from 46, paused, turned back to me, grinned, and said, “This week is 30 years.”

The elevator stopped, the door opened and he exited while offering a nod, focused on delivering letters and packages to their recipients. I headed to the parking garage, thinking, “There’s someone who seems at peace.” Then it occurred to me that I didn’t ask the gentleman’s name and know nothing else about him. I didn’t even think to wish him a happy anniversary.

Chalk this up as a missed opportunity… another lesson learned. Next time we ride the elevator together, I’ll be sure to ask him to share a story. I’m guessing his perspective would be quite enlightening about my client.

So, here’s the question for you: Who’s the person in your building who might brighten your day with a story? Perhaps it’s time for a visit.

August 12, 2010August 8, 2010

Revised Planning

Last week I facilitated the executive leadership team retreat of a client for the second year in a row. As the CEO concluded his opening remarks, he turned to me and said, “David, you should feel really proud we invited you back, since we accomplished very little coming off of last year’s meeting. That may be a first in the history of facilitating.”

Obviously, this created an immediate opportunity to discuss what didn’t happen… and to identify how the team – which has several new members – will change its approach this time around. Through this opening discussion the team identified 26 ‘traps’ that had them end up hitting a nice ground rule double instead of a home run. Listed among these disruptions were: too many things to focus on at once; operating in silos instead of joining together; allowing ‘fires’ to displace working the plan; and, poor communication across the organization.

This was a wonderful dialogue that moved us through what didn’t happen and got everyone’s cards on the table right off the bat. In fact, when we broke for lunch that first morning, I asked them to come back prepared to answer that they had ‘left the past behind’ and are ‘all-in’ going forward.

Ultimately, we ended day two with a clear path for what the new plan is, what steps they will each take to complete their part and how they intend to hold each other accountable. We put in place ‘check-in’ dates where they will meet regularly to provide updates on progress, so they don’t wait until the last minute to do things. Most importantly, I met individually with the CEO and coached him on how to stay ‘on top of the pyramid’ thinking big picture while engaging his leaders at the ‘ground level’ to keep them focused on achieving desired outcomes.

This time I think we got it right, and they’re going to soar. Perhaps they might invite me back again next year.

April 27, 2010April 27, 2010

Future State

As part of our coaching program for executives, I conduct feedback interviews with 10-12 people who work closely with the client. These are superiors, peers and direct reports who provide a broad perspective about a client’s strengths and weaknesses. As coaching goes, this is one of the ‘gold mines’ for identifying potential areas for improvement.

Last week, one of the high-level executives I interviewed recommended this approach for the client we were discussing:

“It starts with recognizing what made him successful before is not going to get him to the company’s desired future state. If he does a better job improving his skill sets then he can help us get there. These provide opportunities to search the soul and think about what he can do to help us. He needs to identify three weaknesses – and we all have them – and challenge himself to turn those into strengths.”

Too often leaders at all levels incorrectly assume that the skills and traits that made them successful – and likely earned them a promotion – end up being mostly irrelevant as their roles evolve into higher responsibility. That’s why great sales people struggle to be great sales managers… why outstanding workers struggle to be outstanding managers… why knowledge experts struggle to be generalists.

The key to making a successful transition up the leadership ladder is to avoid fooling yourself into thinking anything you did previously has relevance in your new role. While what you previously did provided a solid foundation, it is imperative you learn new ways to work with and engage people. Your main responsibility as a leader is to lead, not do. Marshall Goldsmith wrote it best in his 2007 bestseller by the same name: “What got you here won’t get you there.”

December 30, 2009

Give Where You Can

And the last of the Top 10 things I learned in 2009:

We Are The World – Are you aware a billion people do not have access to clean drinking water and nearly 40,000 children die every week from lack of this basic need? Charity: Water is one of the nonprofits that provides clean and safe drinking water – with 100% of donations funding freshwater projects in developing nations. Just $20 gives a person in Africa safe drinking water for 20 years. Take a look at how Scott Harrison and his organization are saving lives.

December 17, 2009December 18, 2009

Words of Wisdom

More on the Top 10 things I learned in 2009:

Spin The Wheel – It’s been nearly three decades since Pat Sajak began hosting Wheel of Fortune. A big sports fan, I heard him interviewed on the Dan Patrick Show during the baseball playoffs. When the subject turned to compensation and Patrick cracked about making big bucks for working just two days a week alongside Vanna White, Sajak delivered a great line: “I get paid the money I do to act like the 6,000th show is the sixth.” Remember that whenever you feel yourself falling into a rut or becoming complacent.