Motivation

Making the Impossible Do’able

Fear 1.jpg

The practical approach to steep objectives

Growing up in the 90’s in the Adelaide Hills the rest of the world felt a long way away. New discoveries, geniuses, and game changing break throughs seemed to always happen in exotic places a long way away. Nothing of gravity seemed to come from anywhere near me. Layer with this the apathy that came with being a teenager during the Grunge movement and the result was an attitude of impossible. When I grew up and travelled around the world, I quickly realised that people everywhere were normal people like us. They were not extra special, more talented, or cleverer.

It was an eye opener – I have the right to do brilliant things as much as anyone from Geneva, New York, or Oslo.

Grunge - full of angst and apathy

Grunge - full of angst and apathy

She had no right 1

We have recently seen countless examples of people achieving the seemingly impossible. Since writing about Ash Barty’s amazing major win (Ash the quitter), she has gone to number one in the world! We all thought it was impossible that any Aussie would climb to the peak of the mountain. Our tennis system that was apparently devoid of talent, money, and unity – Ash made a mockery of this assumption.

Ash wins the Birmingham Classic to become the World’s Number 1 Female Tennis Player

Ash wins the Birmingham Classic to become the World’s Number 1 Female Tennis Player

She had no right 2

Hannah Green, ranked 114th in the world, rolled up to Hazeltine (Minnesota USA), for the PGA Championship Major Tournament. Green went wire-to-wire (led all the way through the tournament) to win one of the toughest tournaments in the year. Green had no right to win in the minds of the “experts”. But she did. Game changing.

Sitting outside the top 100 ranked players, Hannah Green had no right to win a major tournament

Sitting outside the top 100 ranked players, Hannah Green had no right to win a major tournament

They had no right

In 2016, Leicester City Football Club (soccer) did the un-do’able. They won the Premier League. In an era where only the richest clubs win, this little club won matches. And kept winning. And won until there were no games left. It will always go down as one of the biggest anomalies ever seen in world sport. They were 5000-1 odds (NBC, In a league of their own). I am not a betting man, but I know that these are some of the longest odds in a comparable situation.

Still hard to believe. They didn’t have the resources, the squad, or the pedigree. But they did it. They achieved the impossible.

Still hard to believe. They didn’t have the resources, the squad, or the pedigree. But they did it. They achieved the impossible.

I could write for pages about such stories. And I draw on sport, because it is such a transparent workplace. Everything the leaders, players, and communities do is on show. We get great coverage and insights into what people are doing and how they do it. I feel that sporting stories relate directly to our own lives and workplaces where clear learnings we can be practically used.

This week, I shared an article by Francesco Gino on LinkedIn, written for Harvard Business Review (why curiosity matters). I am a big fan of Gino’s work on Rule Breaking. One statistic from Gino’s HBR article smacked me in the face:

70% of people she surveyed were scared to ask more questions in their workplace.

This is an alarmingly high number, but one I can understand. I am seen as an extravert with a big mouth, but I can often find myself afraid of asking questions from fear of looking dumb, even within a trusted environment of people. So, if we are afraid of asking questions, then it is no wonder that when faced with steep objectives we immediately feel they are unobtainable. How dare we question our assumptions that it is too hard?

Business Battle Lines have been drawn. Higher Up’s have laid out their strategies and they are dealing out the numbers they want to see achieved. Clients and competitors have done the same. If you are saying to yourself “that’s impossible”, then you are not alone (see my previous article on this; Tell em their dreaming). It is a natural response. But, you are also wrong. It is incorrect that ‘unrealistic targets’ are not achievable. They are. It just takes asking a few extra questions.

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Starting with the mindset that your objectives are achievable is the first step.

Secondly, throw out the rule book. We discuss Audacity as one of the critical Behaviours That Matter in my programs. A part of this is separating ourselves from what we did. The controversial author, Jordan Peterson writes “the past is dead” in his book The 12 Rules of Life. Peterson is referring to the fact that what has happened cannot be changed as apposed to the future, which is still completely malleable.

The third step is implementation. What are the habitual behaviours you can set in motion now? The first one I would suggest is to set yourself to ask more questions. Inspired by Gino’s work, we can take that extra moment to discuss, question, and go deeper into what is happening, why it is happening, and how can it happen better?

Along with remembering the feats of Barty, Green, and Leicester City we can set ourselves up to not only achieve the impossible, but set ourselves up to establish a new benchmark that could not have been imagined.

 

Learn more about Audacity and the HAT Competencies here.

How to do Negative

It’s one that can make us squirm more than Stephen King’s last horror story. You know, that chat you need to have with one of your direct reports where you have to point out a big fat negative in their work. Why is it so hard? I’ll tell you why….

  1. You hate the fact that you always have to be the bad guy.
  2. You can’t believe they have made the mistake after you clearly told them how to do it correctly.
  3. You are a nice person. They are a nice person. I don’t want to hurt their feelings.

Giving bad feedback is not an easy thing to do. If anyone says that they find this easy, they are either lying, or maybe they enjoy it a little bit too much. I am guessing you are neither.

No, giving negative feedback is a hard thing to do well as you are potentially hurting your relationship with the person in question, or you are disrupting the positive culture you are trying to create. There are so many aspects of this conversation that can go wrong, and that is never an easy situation to manage. But, there is a big BUT (that didn’t quite come out right… Anyway, here it comes.

BUT, being able to give negative feedback well is an absolutely critical aspect to being able to manage a team well. This is one of the key tools that you need to use to be able to build ability and confidence in your team. There are other great benefits including building trust and increasing closeness in a relationship. Here are some ideas on how to get better at delivering a negative.

  1. Earlier the better – delaying your feedback will reduce the effectiveness of your conversation. Details will be hard to remember, and the person will be less receptive. The term nip-it-in-the-bud can be utilised here. This also stops feelings festering inside of you which can build tension and increases the likelihood of the negative feedback becoming emotionally charged. Giving the feedback swiftly is the best way to go.
  2. Ask instead of tell – Allowing for self-assessment can be a great way to instil learning in the situation and disarm any backlash from the feedback. I find that if I point out faults all the time, it can beat people down, and then as the manager you can labelled as a tyrant. Instead, get the person to do a self-evaluation by asking them “what is out of place with this/what you did/how this turned out” or “how could have this been done better” or “I can spot a problem with this. Can you see it?”. This invites discussion, and gives the person a chance to figure it out themselves, rather than being told what they did was incorrect. It is a great way to turn a potentially negative conversation into a positive one.
  3. Specifics are critical – when giving negative feedback you will cause yourself a world of pain if you are being vague and inattentive. There is a lot of room for misinterpretation, misunderstanding, and confusion. We want to avoid all of these at the best of times. Critically when someone is completing a task poorly using details and examples is essential so be sure to have your facts straight. Preparation is your friend, as per any management discussion.

There are many more tools and ways of delivering negative feedback, but I feel that these are a good start.

One common requirement that needs to be used with any technique in this situation. It is acknowledging THE WAY we deliver our feedback is more important that what we actually say. So be sure to be respectful, keep the feedback as private as possible (no public shaming), and use an appropriate tone.

A positive intension will carry you through most of these important conversations, and like many things – the more you do it, the better you will become at it.

How to turn a bunch of dysfunctional individuals into a Dream Team

Yesterday, I had a training session with a client of mine. He was struggling with communicating his marketing and sales objectives to his team. Mainly because they are all different, and on their own agendas. Sound familiar…?

It struck me that this topic is very common, so I thought I would share a few key points I use to turn this scenario into an advantage.

Difference equals diversity, and this is a great base for a great team.

In team sport, you can’t have the same type of player across the whole field. Eleven Lionel Messi’s sounds mouth-watering, but who is going to lay the tough tackles, or be the huge presence in goal? What about the emotional side? If you have eleven stars, then how are they all going to get the limelight? They would rip each other apart within the first few weeks of a season!

Whenever I have taken over a team with large diversity, I have seen the disconnects and range of talents as an opportunity rather than a horrible stress.

No matter what the scenario, these same steps can be used to great effect:

1. Start with you, and what you need to do – Before giving direction to any group of people the manager needs to be crystal clear on what they are trying to achieve. An obvious start is with commercial goals, sales targets, and particular brand focuses important to the business in the next six to 12 months. Also, think about the customer experience that your brand is trying to achieve. Or, what you are setting out to achieve in your role over the next 12-24 months? Goals can come in many forms, but before any direction is given to the team, these goals must be set into SMART goal language.

 

2. What is their story? It is common to take employees out for a coffee or lunch and get to know them. Check in on them. Tell them about yourself. This is all very nice, but there are key points to cover here and one must always be prepared with an agenda, even when the tone of the catch-up is largely informal. Key areas to understand with each individual are:

a. What have they done (some info on their past)

b. What do they need and want now (both personally and professionally can be relevant, as well as physical and emotional)

c. What do they want to do/achieve/learn/gain in the next 12 months?

Let the conversation flow. Be curious. Get a full picture of the person.

3. Divide and Conquer – I know it sounds a little over the top, but this is one of the biggest mistakes I see seasoned (and junior) managers make with their team. If any of us try and set out new directives in a team environment with no warning or consultation, there is HUGE risk of Mutiny.

It is not a risk worth taking.

Investing some time into consulting each individual with what we want them to focus on is going to be a very powerful and positive discussion. Give context within the larger project that you want them to contribute to (i.e. set the vision). Highlight how this leverages their strengths, and gives them exposure to the things they want to learn and develop.

Also, be willing to be flexible and listen to any changes the person thinks would make the directive better. There is no need to be stubborn, or to set everything in concrete. In fact, the more that it seems like their idea, the more buy-in you will get to the overall strategy. WIN-WIN! Whatever happens, come to an agreement with each individual. Set the expectation clearly, and get ready to move to the next step.

4. Turn the troops into Lieutenants – No one wants to be a number. A part of the pack. A worker bee. It’s not fun. Turn your beautiful bunch of misfits into leaders. Each one of them will be a specialist, a department manager, an owner of a task or key element of the business. They can have a title. They can have status. They can lead the discussion, or give education, or command a section of the team meetings. It always astounds me how much people step up when given extra responsibility. An opportunity to contribute can be more valuable than cold hard cash to many of us. This is a great strategy for tapping into the wants and needs of the individuals while aligning this with the overall business goals that need to be achieved.

5. Round them up and take off – Now is the time to get the group together and openly talk about the new directives, what everyone’s role is going to be, and how progress is going to be tracked. As there are no surprises because of the individual meetings, the team will be ready to advocate the changes you are discussing. All the processes and systems can be made clear, trained in, and discussed. The initial meeting will provide a platform to gain momentum and buy-in from the group. This is built-on even further, again-and-again in future meetings.

 

I love under-performing, unfashionable, even rebellious retail teams. I love working with them, and turning them into monster success stories. Having said this, I know it’s tough. There are the big characters that aggressively push against your authority. Then there are the unmotivated “clock punchers” that seem impossible to talk to. Or the passive-aggressive’s. Maybe you have the “been there, done that” veterans that aren’t open to change. Or the young-hot-shot-know-it-all that is getting under everyone’s skin. It seems like every team has the hard-working unsung hero too, which can sometimes be harder to manage than it may seem.

Too often, these tough teams become a burden. They can fill us with dread and even despair. I get it – I’ve been there many times before. But, with a good solid plan, some determination, and a sprinkle of patience, these “Motley-Crews” can be turned into teams we love to work with that also deliver.

What are we so scared of?

THE DILEMMA WE PUT OURSELVES IN WHEN WE PERCEIVE THREAT INSTEAD OF POSSIBILITY

It was an important meeting. A meeting that would be the beginning of beautiful and important things. We would hatch fun and creative plans together. We would make an impact on the community. We would grow our businesses. The limits were endless.

We would talk all things of mutual benefit. Quoting big numbers, and breaking them down into practical milestones, and then into bite sized chunks we could then divvy up and assign to each other. Then, we would have further meetings, do work with each other, plan events, continue to build our relationship, and build a new world. A world of laughter. A world of success. A world of joy.

But alas, this is the meeting that never happened. It is the possibly that was shut down within minutes when the fear got in the way.

The fear of people stealing from us. The fear of people using us. The fear of being sold to. The fear of getting the raw deal. The fear of being inferior. The fear of failure. The fear of success.

Maybe it is all of these things, or maybe what has been proposed to us just isn’t interesting. It is not compelling. It is not useful, or of value.

This situation is such a tough one to crack. When working with other businesses (B2B), it astounds me how much push back there is to enthusiasm. When a small business, or a solopreneur approaches another business to do some simple cross-promotion, or to join in a partnership of some description, there seems to be a fear, or a scepticism that is stronger than any other force. But why? What is this fear? Where does it comes from?

The answer to this is probably quite complex. There are perhaps Ted Talks and Harvard Business Review articles proclaiming to tell us the core of this phenomenon. But of interest to me is the sheer volume of people that can’t see a good deal in front of them when they see it. The definition of strong business to me is strong community.

If I can help my next-door neighbour be a stronger business then that is good for me. If I can help my industry be stronger then that is good for me. Isn’t it?

The need to rid our instincts of fear is vital. The only way forward is to be brave. Be bold. Listen to offers. Be willing to be sold to. Be open to doing something new or different. Be ready to put a little extra effort in to try something new out.

This does not mean that the rules are off and a free-for-all is now the norm. No. All business decisions need to be analysed and every opportunity still needs to be deconstructed for fit and purpose. But, instead of rubbishing an idea, or an activity straight up, we need to propose ways we can do something. How about, we ask “how can this work?”

It is amazing where this sort of thinking can take us. It can even take us to a point where we realise that the person sitting opposite us cannot help us at this time, and we cannot help them. By exploring possibility and investigating the up-side, we can even say no, and shake hands with genuine pleasure and friendliness. Yes – it is possible!

We hear of luck in business a lot. We all need a little bit of luck along the way, right? This is countered by the argument that hard work and persistence brings more opportunity and therefore more luck. I feel that this sort of argument is bogged down by semantics. The core of it is that there are multiple opportunities which come to us every day. Opportunities to grow our business. Opportunities to answer our needs and help us smash through our obstacles.

The question is, will you let that fear drive your actions, or will you ask, “how can this work?”

I hope you do. It will most likely open many doors that were not there before. Just like magic. It’s exciting. Join the party.

The Value of Home - Turning Newbies into Leaders

The induction. Talk to any HR Professional and they will advocate a well-structured and comprehensive induction for all new employees. Some of us do it well, some do it poorly, or sometimes not at all depending on resources, circumstance, and our individual business culture. But, what can we do (no matter what) to increase the chances of a new employee becoming a long-term success?

In a time when Culture is King, many are grappling with how to translate culture into practical commercial success that is both meaningful and sustainable. It can quickly turn into a buzzword-centric topic which is forgotten completely in day-to-day interactions with peers and customers a-like.

The answer seems to reside in the value of making people feel safe and “at home” right from the start. This is a powerful trigger every single leader in a business can utilise to gain long term performance and loyalty out of new employees (and seasoned ones too!)

Daniel Coyle details an experiment in his book, The Culture Code. Coyle discusses an Indian Call Centre called WIPRO that was experiencing costly staff attrition rates. They took a group of new recruits and simply spent one-hour talking to them about their individual needs to perform better. They also gave them a WIPRO shirt with their own name on it. They found that the people in this group were 250% more likely to still be at the company seven months later compared to those that did not have the “one-hour chat”.

This demonstrated that people valued being treated as an individual and being heard from the start of their employment. It displayed that a business must show that they are there to “Serve You” just as much as the employee is there to “Serve Us”. The results spoke for themselves with staff serving longer and at a better performance level in a notoriously high-turnover environment.

When we feel at home, we feel safe. And when we feel safe our concentration levels are elevated due to less distraction and wariness. It’s like your first day at kindergarten – it’s a scary day with lots of anxiety. But if the teaching assistant relaxes you with warmth, attention, and care then it can turn out to be the best fun you’ve ever had.

Recently, I was struck by this idea when watching a Friday Night AFL match between Sydney and Hawthorn at the MCG. It was a cold wet night where Sydney won in a very close contest. The story of the night was that of Ben Ronke. In his third game, this little fresh-faced recruit kicked a game winning 7 goals and made 10 tackles – a new all-time record for the league. Not only is it almost unheard of for a small-forward to kick this many goals in a game, but no one had ever statistically done this in the history of the league!

The impressive part was in the post-match interview. Ronke was asked “What is it about this club that keeps producing such great young talent?”

He responded by saying “It comes down to the Leadership group, and even the up-and-coming leaders. You go to the club and you just feel at home straight away. They make you feel like you’re at home. That takes the pressure off of you and makes you feel comfortable, and with the support of the older boys – it goes a long way”

Wow! In a moment of pure honesty, this young athlete summed it up beautifully.

If we don’t invest individual effort into an employee we run the risk that they will merely exist in their role, and there is only a small chance of them becoming long term successful performers. To take this further, when a recruit is made to feel comfortable, but without an individualised approach then performance will ease off very quickly and revert to a relaxation mode. This is not sustainable either.

Leaders that show even the smallest of gestures that the business is there to serve the employee as much as the other way around, create an experience that is both comfortable and inspiring. This becomes a potent combination feeding the feelings of belonging. In turn, this creates performers that not only excel, but do it for a long time to come.