Have you ever:

• Participated in conversations about the behavior of certain titled leaders?
• Expressed frustration at situations that seem corrupt, not in line with core values or unfair?
• Wondered why opportunities to problem solve and improve the future were not taken?

Have you ever spoken these words, “Why doesn’t “someone” do something?”  

When the change you want to see isn’t happening “out there”… 

“ What if, YOU are “the someone” that everyone is waiting for?

Below are 21 Reasons that it might be time for YOU to Take Action:

AT WORK – Do YOU see opportunities to:

1. Decrease silos
2. Increase employee engagement and retention
3. Increase customer satisfaction
4. Reduce expenses
5. Reduce risk
6. Limit layoffs
7. Increase profit

IN YOUR COMMUNITY – Do YOU see opportunities to:

1. Build stronger relationships
2. Work together on a shared vision
3. Increase involvement
4. Communicate more effectively
5. Improve the quality of life
6. Increase safety
7. Create a stronger future

IN YOUR NATION – Do YOU see opportunities to:

1. Increase ownership
2. Improve accountability
3. Improve collaboration
4. Grow trust
5. Decrease inefficiency and waste
6. Improve results
7. Make the vision a reality

If you see any of those opportunities.  If you’ve ever said those words.  Who are you waiting for? 

Yes it takes courage to lead up, but…

“ If not YOU, then WHO? #LeadChange

I am convinced that most of the answers workplaces, communities and nations are seeking today are lying dormant inside of their employees, customer and suppliers. …Just waiting to be discovered and unleashed.

Learn More About Leading Up Here

A friend recently had an appointment with a doctor. The doctor started to prescribe medicine to treat the symptoms of a gut issue.

So the patient advocated for herself. She reminded the doctor that she has additional medical issues that are bigger than the gut issue. She has osteoporosis and needs a stronger skeletal system and this medicine will make her bones weaker.

The doctor heard her concern and thoughtfully responded, “Well, I guess you need to look at the whole picture.”

“ When we treat the symptoms of one part we can actually increase the problems for other parts.

At work and in our world is easy to focus on one piece of the puzzle:

• What is happening right now
• The goals that are not being met
• How we are being impacted
• The things we fear
• The causes we care about

“ When we seek first to understand we begin to see the other pieces of the puzzle.

The piece versus the whole:

Firing that long-term formerly high-performing employee. But not evaluating what has changed or what could be done about it.

Setting individual performance goals for employees that conflict with company objectives. But not evaluating why either the people or the company continually miss the mark.

Asking industry leaders to attend an advisory meeting so your school can continue to be accredited.   But telling them what you do, instead of asking for them what they need you to be teaching.

Spending millions of dollars to create a new program for your company without promoting the benefits of this new program to your sales team or your customers. But when sales goals aren’t achieved, that program is thrown out the window instead of leveraging it as the competitive edge that it is.

Arguing about if it is ok to kneel during the national anthem or not. …But not talking about how we work together to continue to close the gap between our country’s vision and our reality.

Debating compassion for future refugees versus national security as if they are the only pieces in the puzzle. But not investing that same level of energy to examine how current immigrants receive support and direction.  Resulting in missed opportunities to collaborate and accomplish both goals while helping people fall in love with their new home.

“ It is much more effective to examine the whole picture before we begin prescribing solutions.

Do you make decisions based on one or two pieces of a puzzle?  Or do you intentionally step back and examine the whole picture first?

Need help focusing on the whole picture?  Contact Chery to learn more.   

I walked around the corner and into the office. The moment I saw her, I knew I was going to employ her. A high performing employee had referred her.   She was professionally attired, already chatting with others on the team, and I knew that she had an impressive resume.

In spite of everything that looked so positive, I kept the interview consistent with all others. And not surprisingly, she soared through the first few questions.

And then I asked my favorite one. “What are your weaknesses?”

Her response, “I don’t have any.”

Wait, what? She didn’t really say that did she?

I rephrased the question.

She responded, “I used to be bad at public speaking, but I worked at that. I don’t have any other weaknesses.”

I redirected again. Looking for a signal that she knew that she was an imperfect human. That she was coachable. That she could play well on a team.

Negative. She said again that she had no weaknesses.

“ Would you have hired her?

You guessed it. I didn’t hire her.

…And for years, I’ve leveraged that experience to coach job seekers.

But you don’t have to be a job seeker to learn from that story.

Think for a minute about the issues in our world that you are focused on.

How many of the people involved have impressive resumes and look professional?

But in spite of their qualifications they:

• Can’t see or admit that they have weaknesses?
• Are unwilling hear or consider another perspective?

Imperfect humans that think they can do no wrong – fuel division and prevent problem solving.

Their egos don’t foster collaboration or solutions.

“ Our world needs leaders that know that they aren’t perfect.

We need people that listen deeply, knowing that others have witnessed, researched or considered something they haven’t.  Those are the ones that will be willing to work together to solve big issues.

What questions are you asking when you seek out, listen to, employ, promote, elect, and reelect people?

When was the last time you were in a conversation, and heard someone use the word “ALL” to describe the beliefs or behavior of an entire group of humans?

How many articles have filled your screens in the last week that emphasized all the reasons you should mistrust, disregard, or fear an entire group of people?

I’m deeply troubled about the volume of educated, intelligent, caring people that are having these conversations and sharing these articles and this is why…

Throughout history the word “ALL has been leveraged to:

1. Box and dehumanize entire groups of people
2. Fuel fear, judgment and anger
3. Shut down critical thinking
4. Increase distrust
5. Intensify division

“ Wise people don’t let others manipulate their thinking, behavior or results.

Today it is often being leveraged to convince you that “ALL“:

• ___  Executives are unwilling to receive feedback
• ___  Frontline employees are unwilling and unable to solve problems
• ___  Police Officers are unethical
• ___  Government offices are inefficient
• ___  Politicians are crooked
• ___  Home-schooled children are anti-social
• ___  Poor people are lazy
• ___  Wealthy people are selfish and greedy
• ___  Brown men are bad fathers
• ___  White men are racist
• ___  Saudi men are unwilling to support the dreams of their wives and daughters
• ___  Christians are hateful
• ___  Muslims are terrorists
• ___  Conservatives are racist
• ___  Liberals want to destroy your nation
• __________________________(Fill in the blank.)

What a list of word grenades! 

So why do we rage against being thrown into one of those boxes and labeled, and tossed aside?

And then judge ourselves by our intentions while failing to consider the intentions of others?

“ Sensible people listen to individuals and seek to understand.

Instead of just reading history, what if we LEARNED from it?

Propaganda has been used to impact thinking in every corner of the world, through all times.  Chains, paint, nakedness, skin color, smaller eyes, yellow stars, tattoos, head scarves, jewelry, the color of someone’s passport – have all been leveraged to convince people  that “everyone who looks human is not human.”

You don’t have to blindly accept everything and you don’t have to be manipulated by the “Box of ALL”.

Alarms should go off in every cell of your body when you hear that word in a conversation and see that word in print.

When those alarms are triggered:  Listen, research, and think.  Then challenge the narrative and help others see people instead of boxes.

“ Highly effective people tear off labels, kick open boxes, and bring people together.

Conversation Safari Workshops are designed to:

Help people challenge the narrative and while helping organizations engage people and grow.

Contact Chery to learn more 832-557-5327

We’ve all been there…

When our boss hires a friend:

• Then the friend leverages that relationship to charm their way out of responsibility and accountability.

When laws are created for the good of all:

• But certain groups are consistently exempt from the law.

When an executive relocates:

• And thinks company policy does not apply to him.

Inconsistency is unfair and confusing.  It creates stress, erodes trust, increases frustration, wears people out, decreases ownership and limits potential.

On the flip side of that, fairness:

1. Helps people feel heard, seen and considered
2. Tears down walls of self-protection
3. Encourages conversations
4. Increases understanding
5. Builds trust
6. Fuels collaboration
7. Unleashes energy and engagement
8. Creates positive change
9. Builds momentum
10. Maximizes results

A leader I’ve admired for many years received this feedback when he decided to run for a public office, “I have known him a long time and have done business with him on several occasions. I have to say he always treated me fair. I did not always get my way, but he always, treated me fair. …That’s just the way he is and how he does business, fair & square.”

“ That kind of fairness: Positively impacts people, problem solving and growth.

Yet so many leaders fail to cultivate fairness in their organizations.

Patrick Lencioni points out one very important reason why titled leaders often avoid simple but effective solutions:

..Simple solutions usually require discipline and hard work over time, while the sophisticated ones seem like shiny silver bullets, capable of making a problem go away in one innovative shot.

“ Fairness is hard work.

It requires focus, effort, consistency, and humility.

But the impact is worth the effort.

Have you ever made a strategic effort to be consistent, fair and explainable?

If not – why not make it your goal for the New Year?  (2018 will be very different from 2017 if you do!)

Got a Leadership Question – Contact Chery

I recently visited a high school that has invested years teaching their students to be activists.

While that effort alone is impressive.  The uncommon skill they are teaching, and modeling for the students is even more so.

Through instruction and experience, their students are learning that a healthy culture is a balanced culture.  And that in a balanced culture it is possible to think critically and to be compassionate.

They are learning how to shine a bright light on truth with data and personal experiences.  …While getting involved with, and loving people that have made choices they disagree with.

They are engaging people and growing their cause because of their unique approach.  And the impact they are having on the students, families and the community is beyond impressive.

What those students and their families may not realize:

• Is that it is uncommon it is to learn to balance challenging concepts.
• This skill will benefit every part of their lives in the years to come.  (As individuals. with their families, in the businesses and non profits they will serve and within the communities and nation they will live in.)

Now imagine the cultures you are a part of: 

“ Is a balanced culture part of your strategy to improve engagement and growth?

Are Truth and Love strategically poured into the foundation and the future?

Is Vision balanced with Ownership?

• Do you have a vision?
• Does everyone know why it is important? And how they impact the vision?
• Is it clearly and frequently communicated both internally and externally?
• Is that vision used to guide decisions or to decorate walls?
• Are all teams measured on goals that support that vision – or are they forced to fight each other and work against the vision to accomplish their objectives?
• How often do they experience uncommon synergy and results?
• Are all people empowered and unleashed to bring their best to your organization?
• Does everyone listen to and respond to your customers, members or citizens?

Is EVERYONE unleashed to make the greatest difference possible?

When that happens, people at every level take ownership of the opportunities they see and:

• Individuals have more freedom, energy, commitment and growth
• Teams experience greater collaboration, synergy, engagement and results
• Customers are valued, honored, and continually amazed

Is Accountability balanced with Compassion?

Are all wafts of smoke followed to the source and fires are extinguished before they spread?

Do Smoke-Chasers:

• Seek the whole truth about opportunities in the organization?
• Weigh everything against the company vision, mission and values?
• Confront internal barriers that are preventing titled leaders from listening and responding to employees or from communicating & problem solving with peers?
• Balance consistency with fairness in their conversations and decision making?
• Treat people with respect – regardless of their title, personality style or behavior?
• Address inappropriate behavior – “Boss babies” grow up or leave, Manipulators change or go?
• Help their organizations overcome challenges and grow:  Often reducing risk, increasing efficiency and maximizing results without added expense?

Those who build strong balanced cultures are rewarded with uncommon:  

• Engagement: Their people are committed, and energized.
• Growth: Because they’re leveraging the wisdom and passion of many.

Some people and organizations hate conflict.

They fear:

1. Discomfort
2. Disagreements
3. Judgmental words
4. Explosive behavior
5. Relationships struggling or ending

Then they allow that fear to drive their results!

• Some feel victimized by the past and hold so tightly to those emotions that they experience less joy and less productivity.
• Others have rumbling fires of anger burning about present issues. Occasionally smoke seeps out as they vent to those closest to them. As those fires continue to grow everyone is at risk of their eventual eruption.
• Some are unwilling to learn an alternative way of dealing with conflict.
• Others don’t realize there is an alternative.
• And none realize that their choice to wait for the other party to change, is spreading growth-eating bacteria throughout their organization.

“ Unresolved conflict does not go away. —DAVID ROTH

9 Ways that the fear of conflict kills and destroys:

1. The ability to consider the needs of others is replaced with “self” first
2. Comfort zones become more important than the mission
3. Small problems are unaddressed and become big ones
4. New opportunities are avoided
5. Collaboration decreases
6. Energy, engagement and hope fade
7. Growth declines
8. People leave
9. It becomes harder and harder to simply maintain

“ Fear of conflict is a growth-eating bacteria that kills and destroys.

Learning how to engage in healthy conflict:

1. Builds confidence while increasing compassion
2. Keeps the focus on the mission
3. Limits the growth of problems
4. Unleashes opportunities
5. Fosters collaboration
6. Generates energy, engagement and hope
7. Fuels growth
8. Entices people
9. Multiplies possibilities and creates a stronger future

While no single conversation is guaranteed to change the trajectory of a career, a business, a marriage, or a life, any single conversation can.  -Susan Scott

Want to learn how to have healthy conflict?   Check out the resources below:

1. Silos, Politics and Turf Wars
2. The Anatomy of Peace Book
3. Peacemakers Study
4. Fierce Conversations

Want to experience healthy and productive conflict?

A Conversation Safari is a workshop that merges the spirit and adventure of a real safari with an opportunity to dialogue with and learn from those that think differently than you do. …Helping you turn unaligned agendas & conflict into an adventure that fuels problem solving.

Conversation Safari’s are designed to help participants BALANCE the use of their brains AND their hearts. Resulting a dialogue that is fueled by critical thinking AND compassion.

Attendees leave with increased understanding, energy and hope.

Contact Chery to learn more about Conversation Safari’s.  

Leaders, can you relate to this?

Empowerment is one of your core values. It hangs on walls throughout your building.

You’ve hosted meetings, waved your magic empowerment wand and reminded people that they are encouraged to a take greater level of ownership in your business.

However, for the most part your employees aren’t responding.

Below are 5 reasons they aren’t taking ownership –yet!

1. Your words haven’t made an impact yet.

Ken Blanchard says that you must impact people’s KNOWLEDGE, before you can impact their ATTITUDE, and you must impact their ATTITUDE before their BEHAVIOR changes.

Marketing theory says that someone has to hear the same message at least 7 times before you begin to impact their knowledge.

So people need to hear your message at least 21 times before it begins to impact their knowledge, attitude and behavior. (Keeping in mind that every person is not physically or mentally present each time you say something.)

TIPS:

• Activate learning for all – People have different learning styles: So intentionally involve as many senses as possible when you empower them. Use words, music, video, food, activities…
• Model the behavior you wish to see. (See more in tips #5 & 6)

2. They don’t believe you.

Their previous work experiences have convinced them that speaking truth to power will create any combination of risks:

• Their position on the team
• How their boss will treat them
• How secure their jobs will be

 TIPS:

• Share stories of times that you and each member of your leadership team had the courage to lead up, what happened, and what you learned.  Emphasize how each one of them knows something that others don’t.  Ideas to reduce risk and expenses, increase revenue and efficiency, improve teamwork and customer service…  All help the company grow and increase job security.
• (See TIPS #5 & 6 as well!)

3. They don’t know how.

Even if they see a huge opportunity, they may not know how to approach you.  (Someone with a steady behavioral style may struggle to speak to someone with a dominant behavioral style.)

When they have the courage to approach you, and you respond favorably – they may still not know how to start their project.

TIPS:

• Invest in DiSC Training and learn to identify and understand different behavior styles so you can adjust to the style of the person you are speaking to.
• Learn Situational Leadership so you can provide the right balance of clear direction and support. (I am naturally supportive, and learned that when I cheered employees on that needed clear direction, I wasn’t providing the help they needed. Which confused them and stalled their ability to move to the next step. Learning to recognize what they needed most was a huge leadership step for me.)

4. The people you surround yourself with.

Be very aware of the words and actions of the executive team. It is not uncommon for a titled leader to nod in agreement in your presence and then undermine your desire to create an empowered culture when you are not around.

Traditionalists and new hires do this if they don’t understand the value of empowerment and if they worry about losing their power and authority.

Manipulators do this because they fear being seen for who they really are.

TIPS:

• Hire wisely. If that prospective leader has great experience but can’t share how they’ve leveraged empowerment to make a greater difference in previous organizations – dig deeper.   Are they opposed to empowered cultures or just lacking experience? Are they willing to share their “power” with others to become a better leader and build a more successful organization?
• Don’t seal yourself off. Never allow yourself to be influenced by only one person or group of people. Stay in close contact with people at all levels of your organization. Watch and listen. (See #5 & 6 as well!)

5. The processes you don’t have in place.

To create a truly empowered organization you need processes in place that hold titled leaders accountable to provide clear answers to the suggestions of employees.

TIPS:

• Implement a simple white paper process and teach everyone in the organization where the forms are and how to do it.
• Respond consistently. Executives meet monthly to review and respond to the employee suggestions.
  • Yes – As much as possible let those that suggested the idea, own the project and give them a sponsor in titled leadership to help them take next steps.
  • More information needed – be specific about what information is needed yet and give them suggested contacts.
  • No – Honor their initiative, be as specific as possible about why the idea won’t work at this time, and let them know when or if they should bring this idea forward again in the future.

6. Celebrate!

Honor, celebrate and reward those that take the initiative to grow your company.

TIPS:

In all employee meetings

• Honor those that are suggesting improvements
• Celebrate the difference they are making
• Reward their contributions.

“ Never forget:  People do what people see!

(True Story!)

Imagine being a new Office Manager for a small company. The first day on the job your new boss, a.k.a the owner, meets you at the office.  He stays there for the morning and then leaves.

The other employees work afternoons and weekends. So you’re in a new role, in a new industry. You’re alone at the office, answering phones, and trying to create a weekend work schedule for people you have never met, with less than 4 hours of “training.”

Logic says that you should not be surprised when that first busy weekend goes south. But your new boss loses it!

He’s in his mid forties, tall, long legged and thin. Now his string bean legs are stomping around the office, while he is hollering, blaming and yes – he even throws a pen across the room in frustration. (Not at you – thankfully!) But wow!  Just wow!

If his behavior weren’t so immature and shocking – you would have doubled over in laughter at how crazy he looked!

In the heat of the moment you could decide that you have no desire to work for this Boss Baby.  And you could walk out the door, put in your notice, begin updating your resume…

Or you could make some uncommon choices:

1. Grit up and speak truth with grace:  Speaking softly but firmly, remind him that the jobs that are going south right now won’t be saved by yelling and blaming. And start exploring options to save those jobs.
2. Take the HEAT: Call disappointed and angry customers. (Before they call you.) Listen carefully and let them know that you Hear them, and Empathize with them. Apologize and explain that you will Take action, and explain what you will do to prevent this issue in the future. (Clients saved.)
3. Unleash common sense and develop the organization: Meet with the new boss and the employees to get a clearer understanding of the logistical challenges, and the strengths and weaknesses of each team member.
4. Train, build, monitor and continuously improve: Train employees and create processes to make their jobs easier and more efficient. Put procedures in place that improve communication with customers and monitor ongoing opportunities for improvement.

The rest of the story…

This Office Manager began to understand that the boss really wanted to be the vision guy that came up with ideas, made investments and then stepped aside to let others run the company.

The “toddler” began to grow: By staying calm, speaking truth and creating strong supportive processes for the employees and the customers – the Office Manager created an environment that helped the inner child in her boss grow up.

Employees and customers were happier and less stressed: As they consistently received clear direction and stronger support.

The Office Manager reaped what she had sown: Each year, as the company grew, her value increased. And she was frequently surprised with raises and additional benefits.

Your turn:

• How do you handle temper tantrums at the office?
• How has a titled leader’s poor behavior impacted employees, customers and results?
• What happened to that titled leader, their employees and their customers?

A brilliant woman that has been actively serving her community for years – is well known and highly regarded. In spite of that, she will occasionally admit that she struggles with imposter syndrome.

Another woman has chosen to share many of her golden years volunteering in several political roles. She is quick to emphasize how little she knew about politics when she got involved, and how much more she has to learn. In spite of all she doesn’t know, she is often surprised when people all across her state know her name and are recognizing her knowledge and contributions.

Here’s what both ladies don’t realize:

• It is their curiosity that continually fuels their learning.
• And as their knowledge continues to increase they are sharing passion and information with skill AND humility – a combination that earns both of them great respect while inspiring others.

There’s this basic circuit in the brain that energizes people to go out and get things that are intrinsically rewarding,  this circuit lights up when we get money, or candy. It also lights up when we’re curious.  –Dr. Charan Ranganath

On the flip side of being curious there are those that think they know all they need to know and have stopped exploring.

They are:

• Titled leaders that smell smoke within their organizations – but fail to follow it to the source.
• Those that form an opinion and refuse to consider another perspective. (Even if their opinions are based on a lifetime of what they’ve always done instead of on new information, trends or markets.)
• Leaders of companies that continue to lay people off – year after year after year.
• People that forward images and headlines on Social Media without reading the articles or investigating alternate sources of information – while expressing concern about the division in our world.

“ Strangely, being someone who ‘knows’ can interfere with being someone who ‘learns’. —MATTHEW D. LIEBERMAN PH.D.

Read more.

Those that prioritize curiosity over knowledge:

1. Have more fun
2. Seek the truth
3. Confront brutal facts
4. Learn faster
5. Acquire more knowledge
6. Are more humble
7. Build stronger relationships
8. Uncover root causes
9. Solve bigger problems
10. Make a greater difference

“ The humble keep their notebooks open, because they believe they can learn something from everyone. —CAREY NIEUWHOF

Read more.

How about you…

• Have you ever allowed your knowledge to kill your curiosity?
• How did that impact your joy, learning, relationships, growth or impact?
• Is it time to make a change?