Byron's Babbles

Unintended Consequences: Minimizing  the ‘Oops Factor’ in Decision Making

This guest post originally appeared on Forbes. 

Unintended Consequences: Minimizing 
the ‘Oops Factor’ in Decision Making

By Rodger Dean Duncan

“Unintended consequences” is the term for outcomes that are not the ones foreseen by a purposeful act.

When a manager consistently gives tough assignments to a worker who’s proven himself to be reliable, the go-to employee may begin to feel “penalized” by the additional load while the less reliable workers get a free ride. What was intended as a compliment and vote of confidence turns out to be an unwelcome burden.

In medicine, unintended consequences are called “side effects.” Have you listened carefully to television commercials for drugs? The list of side effects is often longer than the narrative promoting the medicine. Why would we be warned that a product purported to relieve a simple ailment may also produce paralysis, high blood pressure, thinning hair, skin rash, weight gain, blurred vision or even thoughts of suicide? Because the lawyers said so.

The old caution of “don’t operate heavy equipment while taking this medicine” seems to have morphed into “this pill will help your headache, but it also might kill you.” Caveat emptor indeed.

The fine print on an over-the-counter pain remedy I bought said it caused “irritability” in one in 10,000 users. It turns out that the first day I took one of those pills I was “irritable.” (I’m relying here on the assessment of an independent observer: my wife.) Irritable or not, I felt special. At that ratio there are fewer than 32,000 of us in the entire United States. We could rent Madison Square Garden and throw a party. The capacity of Madison Square Garden is only 18,200. But I’m confident a lot of us (at least those still taking the pain remedy) would be too grouchy to attend anyway.

I should be embarrassed to admit it, but sometimes I don’t bother reading the list of possible side effects. This behavior is risky, much the same as failing to read the terms and conditions on a contract before checking the box claiming to have read the terms and conditions. 

As Isaac Newton observed, “for every action there is an equal and opposite reaction.” In business, as in the rest of life, most every action we take has the potential for consequences we didn’t anticipate. Some of those consequences may be serendipitous, like the “accidental” invention of the Post-It® Note by the guy at 3M Company who brewed up a batch of sticky-but-not-too-sticky adhesive. And some consequences are unpleasant, like a profit-based bonus system that inadvertently motivates people to trim spending on maintenance and safety issues.

Is there an absolutely foolproof way to make decisions? No. But there are some common sense guidelines that can help:

1. Decide what to decide. Many decisions can and should be delegated to others. Not only does that give them the practice, but it enables you to devote attention to those decisions that legitimately require your laser focus.
2. Be collaboratively independent. Confer with subject-matter experts, but avoid getting mired in decision-by-committee. Solicit the views of credible sources, but be prepared to own your own decision.
3. Avoid information bloat. Tom Hanks’ character in “You’ve Got Mail” said it well: “The whole purpose of places like Starbucks is for people with no decision-making ability whatsoever to make six decisions just to buy one cup of coffee. Short, tall, light, dark, caf, decaf, low-fat, non-fat, etc.” Information overload can lead to analysis paralysis, which can lead to fuzzy thinking, which can lead to faulty decisions. Keep it simple.
4. Define your desired outcome. As we learned in Alice in Wonderland, “if you don’t know where you’re going, any road’ll get you there.” To the extent possible, clarify what your desired result would “look like.” Establish a handful ofSMART goals (Specific, Measurable, Attainable, Relevant, Time-bound).
5. Beware getting stuck in the thick of thin things. Most of the hundreds of decisions and choices we make each day are relatively inconsequential—which dental floss to buy, or which salad dressing to order. Save your decision-making energy for the issues that really matter.
6. Don’t expect perfection. Gather the best information available. Weigh the pros and cons of your options. Then decide. You’re unlikely to have all the answers, or even all the questions. And you can’t anticipate every possible consequence. Just be ready to build your wings on the way down.

Again, most decisions come with no guarantees. But remember this uncomfortable reality: failing to make a decision is, in itself, a decision. With consequences.

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Rodger Dean Duncan is bestselling author of LeaderSHOP: Workplace, Career, and Life Advice From Today’s Top Thought Leaders. Early in his career he served as advisor to cabinet officers in two White House administrations and headed global communications at Campbell Soup Company. He has coached senior leaders in dozens of Fortune 500 companies.

 

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Leading Like Theodore Roosevelt

Yesterday day I had the opportunity of a lifetime while visiting the offices of our Vice President, Mike Pence. Our Vice President has offices in the Eisenhower Executive Office Building (EEOB), which is located next to the West Wing of the White House. In addition the Vice President has an office in the West Wing, on the Senate side of the Capitol Building, and Vice President Pence has one on the House Of Representatives side in honor of his service in Congress.

When we were taken into the Vice President’s Ceremonial Office in the Eisenhower Executive Office Building I was struck by an extra large desk at one end. Then we were told it was Theodore Roosevelt’s desk when he was Secretary Of The Navy and President Of The United States. The desk was no longer extra large, it was larger than life! I was standing next to the desk of one of my heroes, Teddy Roosevelt! You know, one of the guys on Mount Rushmore!

Of course, and this will be no surprise, I asked “Can I please sit at the desk?” The answer was, “Yes.” So, now I am sitting at the desk of Teddy Roosevelt and the many Vice Presidents who have signed the inside of the top drawer (see picture). Again, I am sitting at the desk of President Teddy Roosevelt! Then I look in the drawer and see the signature of Vice President Joe Biden, who also used this desk, and a leader who I greatly respect and had the opportunity to spend time with. What an experience! Thank you Vice President Pence for the opportunity!

This experience was yesterday and I still can’t get it out of my mind. I have been reflecting on why Theodore Roosevelt is such a hero. Theodore Roosevelt is recognized as a transformational leader. He defined numerous aspects of leadership that we now take for granted in the presidency as well as in private life. His inspirational vision about the economy, industry, environmental protection, and the National Parks system is still influencing our great country to this day. He had a remarkable ability to communicate his vision, not only through his well-crafted words, but even more through his indelible example. Roosevelt’s well-publicized, courageous exploits in Cuba in the brief but deadly Spanish-American War of 1898—the fateful days he viewed as the linchpin of his life—are perhaps the most apt symbol of his leadership. Roosevelt, mounted on horseback in front of his troops, showed the way—asking others to “come” rather than saying “go” in the words of his friend Henry Cabot Lodge—putting himself at risk, making himself accountable, giving more of himself than he would ask of others. I have always said that we must walk arm in arm with others, even pulling them along at times, instead of pushing!

“Reading is a disease with me.” ~ Theodore Roosevelt

Theodore Roosevelt was very curious and was continually learning. He was a voracious reader, but the book, the classroom, formal education, were far from the only venues for learning in his opinion. These forms of learning had produced many of what he called the “educated ineffectives.” Roosevelt believed in combining the life of ideas and the life of action. This was central to his project of self-creation as a leader. He was practicing project based, interdisciplinary learning.

As soon as any man has ceased to be able to learn, his usefulness as a teacher is at an end. When he himself can’t learn, he has reached the stage where other people can’t learn from him. ~ Theodore Roosevelt

Interesting this had been brought up in the great session at the ExcelinEd National Summit on Education Reform by Andreas Schleicher with what he described as “some things are caught not taught.” This is what work based learning and project based learning is all about. We must be immersed in a relevant learning environment.

Theodore Roosevelt believed that learning is an ongoing project of self-creation – personal professional growth. He offered his life as a template for anyone who would seek to re-create themselves.

It’s amazing what effect sitting at a desk can have. Who’s desk would you like to be sitting at?

Forgiveness: Rising Again

The following is an excerpt from Building Resilience with Appreciative Inquiry by Dr. Jeanie Cockell and Dr. Joan McArthur-Blair

Forgiveness: Rising Again

By Dr. Jeanie Cockell and Dr. Joan McArthur-Blair

How do we put down the burden of nonforgiveness when carrying it seems so justified? There are so many experiences in organizations that seem unforgivable. People who are otherwise good betray others, become in one’s eyes untrustworthy or incompetent. In the larger world, there are acts that are perpetrated in hate and anger that seem undeserving of forgiveness.

When we first began the journey of exploring building resilience with appreciative inquiry, we wondered about what it is that opens the door to the possibility of returning to a state of hope, however transient that might be. We deeply understood that the practice of hope and a hopeful view offered the ability to find hope in the tiniest of places. In finding that hope and a hopeful view greater resilience could be created. We also recognized that tapping into strengths and capabilities in times of despair was a powerful sustaining force. 

As we read, thought, and worked with leaders, we began to recognize another element at play in resilience: forgiveness. It wasn’t something that just happened along the way. Leaders decided to enter into the state of forgiveness with grace and power so that they could move themselves and their organizations forward. In the appreciative resilience model, forgiveness is the most difficult element to practice, because in organizations, the thinking often is that people should be punished, removed, or banished. In forgiving self and others, a leader chooses to be in a state of acceptance of what is and begins to move forward from that place.

Forgiveness offers a place where dialogue can begin and change can take place. Practicing forgiveness is very challenging because of the sheer will it takes to enact. Forgiveness is a conscious act that requires one to examine one’s leadership and deeply forgive failures—others’ and one’s own. As one interviewee stated:

Forgiveness is one of the fundamental necessary things we need to have happen in our lives. I wish I had more. I wish forgiveness came easier to me. Forgiveness is very important. In any human system, you are going to have a problem with someone else. Somebody’s going to do something that offends you, or you misperceive and it is offensive to you; whatever it is, you see it as a slight or an attack, and if you hold on to that, you really can’t move forward in a human system together.

It is only through forgiveness that we literally have our minds changed and can see the possibilities before us. Forgiveness is a means of moving toward hope and sometimes of just living with what is unchangeable in our leadership lives. Forgiveness creates a space for leaders to let go of anger and hurt and look forward with realistic expectations.

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About the authors 

Dr. Jeanie Cockell and Dr. Joan McArthur-Blair, co-presidents of leadership consulting firm Cockell McArthur-Blair Consulting, are the co-authors of Building Resilience with Appreciative Inquiry. The veteran consultants’ latest book explores how leaders can use the practice of Appreciative Inquiry to weather the storms they’ll inevitably encounter and be resilient.

 

Thanksgiving Blessing

Posted in Community, Culture, Democracy, Global Leadership, Inspirational, Leadership, Thanksgiving, Visionary Leadership by Dr. Byron L. Ernest on November 22, 2018

I was at an event this week when a person made a comment that she was thankful to be in a country that had a holiday for giving thanks. Hers did not. This was really cool, but then, as you know I always do, I got to thinking. I began to wonder how many in our country 🇺🇸 really reflect on, really understand, or really give thanks for the things the original Thanksgiving of the Pilgrims who came over on the Mayflower to form the Plymouth Plantation were giving thanks for. Or, do we reflect on and give thanks for things that George Washington put in his Thanksgiving Proclamation letter to Congress he wrote on October 3, 1789? Or, do we consider being thankful for those things which caused Lincoln to establish the fourth Thursday in November as a national day of Thanksgiving, setting the precedent that remains to this day. Coincidentally, Lincoln’s proclamation of a national holiday was on October 3, 1863, exactly 74 years after George Washington’s Proclamation.

Back to the first Thanksgiving. To really understand the “first Thanksgiving” you must go to the journals of William Bradford, governor of the original Plymouth Plantation and a champion making sure the group on the Mayflower made the trip. In the early 1600’s the Church Of England, under King James I, was persecuting anyone who did not recognize the state’s absolute civil and spiritual authority. In other words, if you varied any from the beliefs of The Church Of England, you were in trouble. So, a group of separatists said “Screw this!” ( I’m paraphrasing here) and fled to Holland. Somehow, I imagine that if I would have been around in the early 1600’s, I would have been leading the “Screw this!” movement. Sorry, back to my story. Those forty Pilgrims, led by William Bradford, joined others 11 years later to make a group comprised of 102 individuals who set sail on the Mayflower on August 1, 1620.

Now, this part of the story I’m sure you know. It was not a pleasure cruise. And, when they finally did arrive in November, it was cold and there was no one there to greet them. The story we are always told in school is that the Native Americans helped them and then they all got together a year later and gave thanks. Now, the Native Americans did help, but that’s not the only thing the Pilgrims were giving thanks for. They had actually experimented with different forms of government and found one that didn’t work and one that did.

The Mayflower Compact, written by William Bradford, established behaviors for the group of 40 Pilgrims. An important part of it was that your religious beliefs did not matter – you could believe and worship how you saw fit. Also, in the Compact it stated that everything produced went into a common store. This is where the experiment began. They had formed a commune. This was collectivism. Nobody had any more than anybody else, nobody had any less, but that did not lead to prosperity. It never does.

In finding that this did not work, Bradford and the Pilgrims had discovered in less than a year that communism/socialism does not work. Its amazing to me, others kept trying. Anyway, Bradford then broke up the plantation into individual plots for everyone and the rest is history. Mass production ensued, the Native Americans played an important role in helping to teach these new Americans how to raise crops efficiently, and trading posts were set up and the Pilgrims were able to pay their debts to England and Holland for the trip.

Bottom-line: the Thanksgiving was for all of the above, including finding a form of government that worked. And, the Pilgrims were able to thank God in any way they saw fit, which was the reason for the trip to start with.

Of course, we also know this successful experiment led to more immigration into the New World. Then, ultimately helped shaped our United States form of government. Then Congress asked George Washington to write a proclamation of Thanksgiving in 1789. Here is a transcript of the proclamation:

By the President of the United States of America

A Proclamation.

Whereas it is the duty of all Nations to acknowledge the providence of Almighty God, to obey his will, to be grateful for his benefits, and humbly to implore his protection and favor–and whereas both Houses of Congress have by their joint Committee requested me to recommend to the People of the United States a day of public thanksgiving and prayer to be observed by acknowledging with grateful hearts the many signal favors of Almighty God especially by affording them an opportunity peaceably to establish a form of government for their safety and happiness.”

Now therefore I do recommend and assign Thursday the 26th day of November next to be devoted by the People of these States to the service of that great and glorious Being, who is the beneficent Author of all the good that was, that is, or that will be–That we may then all unite in rendering unto him our sincere and humble thanks–for his kind care and protection of the People of this Country previous to their becoming a Nation–for the signal and manifold mercies, and the favorable interpositions of his Providence which we experienced in the course and conclusion of the late war–for the great degree of tranquility, union, and plenty, which we have since enjoyed–for the peaceable and rational manner, in which we have been enabled to establish constitutions of government for our safety and happiness, and particularly the national One now lately instituted–for the civil and religious liberty with which we are blessed; and the means we have of acquiring and diffusing useful knowledge; and in general for all the great and various favors which he hath been pleased to confer upon us.

And also that we may then unite in most humbly offering our prayers and supplications to the great Lord and Ruler of Nations and beseech him to pardon our national and other transgressions–to enable us all, whether in public or private stations, to perform our several and relative duties properly and punctually–to render our national government a blessing to all the people, by constantly being a Government of wise, just, and constitutional laws, discreetly and faithfully executed and obeyed–to protect and guide all Sovereigns and Nations (especially such as have shewn kindness unto us) and to bless them with good government, peace, and concord–To promote the knowledge and practice of true religion and virtue, and the encrease of science among them and us–and generally to grant unto all Mankind such a degree of temporal prosperity as he alone knows to be best.

 Given under my hand at the City of New York the third day of October in the year of our Lord 1789.

~ G Washington

As you can see, we have a lot to be thankful for. I am proud we have this holiday to give thanks in any way we see fit, to worship in any way we see fit, and have a democratic form of government. On this day of Thanksgiving, when I read President Washington’s proclamation, I am thankful to our forefathers for having the audacity, and asking God’s will and help, in “establish[ing] constitutions of government for our safety and happiness, and particularly the national One now lately instituted–for the civil and religious liberty with which we are blessed; and the means we have of acquiring and diffusing useful knowledge; and in general for all the great and various favors which he hath been pleased to confer upon us” (Washington, 1789). I am also thankful for the Pilgrims and William Bradford for taking the risk in order to form an experimental community that would later inform our form of government and teach us that no form of socialism works.

We truly do have a lot to be thankful for. I do pray and ask that all nations in the world take heed and practice what George Washington so eloquently put in his Thanksgiving Proclamation when he said, “to render our national government a blessing to all the people, by constantly being a Government of wise, just, and constitutional laws, discreetly and faithfully executed and obeyed–to protect and guide all Sovereigns and Nations (especially such as have shewn kindness unto us) and to bless them with good government, peace, and concord” (Washington, 1789). My thanksgiving wish is for all nations and each and every one of us to go out and be a Thanksgiving blessing to all people.

That’s A Little Too Far Out There!

This past weekend, at our Carolinas 3D Leadership gathering, I was recording comments during a planning discussion for a project they were working one. It struck me that at one point they went from talking transformation to the comment, “That’s a little too far out there.” I’m thinking to myself, “Uhm…if it’s going to be transformational, it probably needs to be out there.” I’ve always believed, and I we often see this; the idea that seems crazy at first turns out to be the idea that propels the organization forward or enables the desired transformation.

As I see it, passion, purpose, and capacity are the only requirements for coming up with and participation in “way out there” ideas. And, once the freedom to try out new ideas becomes ingrained in employees’ behavior, it can spread and transform the entire culture of your organization to be nimbler and more creative.

We need to create environments where we can challenge the status quo as if no one’s judging you. If being open and willing to try out new ways of working isn’t practiced and encouraged in the culture at the top of the organization, how anyone ever have the courage to voice their ideas?

The secret to truly agile and innovative organizations is this: they encourage and invite new ideas from all levels and see leaders at every level. So, next time you have that idea that might just go too far, voice that “crazy” idea regardless of your title or level; lead from where you are!

Puzzling Leadership

As you know, the first step in putting a puzzle together is to look at the picture on the box to see what the completed puzzle will look like. As a leader, we need to have a vision (picture) of the final product, and what it is you are trying to accomplish. But, what happens when the puzzle pieces are blank and there is no picture on a box?

It is extremely difficult, if not impossible, to put a puzzle together if you do not know what the picture looks like. It is also difficult to be a good leader if you do not know what you are trying to accomplish. But, if there is a vision and plan the leaders can create the picture and paint the picture one puzzle piece at a time.

I witnessed this yesterday at our Carolinas gathering of our Noble Education Initiative 3D Leadership Program. Our theme for the day was “Setting The Leadership Table.” The main activity of the day involved telling the story. The only catch was that participants had to tell the story by planning and doing a luncheon telling the story of the North and South Carolina schools with the decorum, appetizers, salad, main course, and dessert. There was a budget provided and the participants had two hours to plan, go get supplies, prepare the food, decorate the room, and have their story ready for stakeholder guests to arrive for the luncheon. Here was the agenda for the day:

I loved the planning discussion that ensued. Here are phrases and things that were said that jumped out at me during the discussion:

Now, back to the puzzle metaphor. The participants decided to use a puzzle through line for the luncheon. Genius! Here’s the cool part; the same rules of making a puzzle applied to leadership and successful completion of the project. Here are the steps:

Step #1-Have a vision, know what you want to accomplish

Step #2-Get to know your group members. Interestingly, we talked about this in our “what did you learn” time afterward. It was discussed that the event would not have been near as successful back in January when the group came together for the first time.

Step #3-Identify leadership qualities you will need to be an effective leader

Step #4-Follow the guidelines

Step #5-Understand your importance, where you fit, and what you have to offer. This was a topic many reflected on following the luncheon.

So, here’s the deal: everyone had responsibilities and had to complete a puzzle piece and write the story for their school’s part of “Team Carolina.” I also was asked to complete a piece of the puzzle representing Noble Education Initiative’s (NEI) role in the puzzle of support for the Carolinas.

What we found was that creating the puzzle pieces for our puzzle used the same leadership principles needed for forming an effective team. When forming a group of individuals into a team, you must first figure out the following:

  • Strengths, What are the individual strengths of each one? How can the strength of one, build up the weakness of another?
  • Shape, What does each individual bring to the table as far as expertise and knowledge? Just like a puzzle piece each one will have something to share to the greater picture or vision your trying to create.
  • Edges, Which individuals define the shape and scope of your vision? There will be some that will have definitive edges that will build the foundation of your team, therefore making the picture clearer to all who view it.
  • Odd shapes, Which individuals appear, at first , not to fit into the picture? There will be those that don’t look like they are going to fit or add value to our vision or picture. Sometimes, these are the very pieces that end up truly fitting in and adding a lot of value to the team, making the overall picture clearer.

As I watched the participants put their pieces together and tell their school’s story, they did a great job of keeping the overall picture in view. So many times we lose focus on the overall picture and what do we do? We start to panic and cram pieces together. This is when we are no longer leading but are dictating and mission creep begins to take over. Or even worse, we begin to lose puzzle pieces, and we all know what’s it’s like to put a puzzle together with missing pieces.

The beautiful thing is, that when we do get all the pieces together we have created a beautiful picture, a real team (not just a bunch of individuals), and a true network of schools. How is your organization’s puzzle coming together?

The Blind Spots Identified

The following is an excerpt from What Are Your Blind Spots?

The Blind Spots Identified

By Jim Haudan and Rich Berens

We have identified five leadership blind spots that perpetuate disengagement and indifference. They do the exact opposite of creating thriving, innovative workplaces that turn customers into advocates and fans. Let’s take a quick look at each one before each chapter breaks them down further and answers the key questions leaders need to ask themselves in order to see things as their employees do.

Leadership Blind Spot #1: Purpose

Common Misconception. Purpose matters, but it doesn’t drive our numbers.

The Basics. While there was a time when employees were only paid to complete a specific set of tasks, there is way more to it than that today. Many leaders are starting to embrace the concept of purpose but fail to actually run their businesses in a purpose-driven way.

The Question We Will Answer. As leaders, how can we put purpose at the center of the way we operate our business and achieve exceptional financial results because of it? Leadership

Blind Spot #2: Story

Common Misconception. We have a compelling story to tell that our people care about.

The Basics. Most organizations have a semi generic vision statement, accompanied by what seems like too many slides to outline their strategy for what winning looks like for the organization. Leaders believe they have a compelling story to tell, but when seen through the eyes of the employee, the complete opposite is often the case.

The Question We Will Answer. What makes a strategy story compelling, and how can we craft one for our people?

Leadership Blind Spot #3: Engagement

Common Misconception. Rational and logical presentations engage the hearts and minds of people.

The Basics. In many organizations, a tremendous amount of money is spent creating strategies to win. Those strategies then get communicated using PowerPoint presentations, road shows, or town hall meetings—but things seemingly get stuck. Employees fail to connect with the strategy, leaders are frustrated about the lack of progress, and managers just try to hold the ship together.

The Question We Will Answer. How do we move from presentations to conversations and create genuine engagement in strategies in the business?

Leadership Blind Spot #4: Trust

Common Misconception. People will not do the right thing unless you tell them what to do and hold them accountable to do it.

The Basics. Companies want and need to deliver great service to differentiate themselves, and the common belief is that the best way to deliver this is to create tight processes, scripts, and routines that minimize variability—to hold people and their behaviors to a strict policy and uniform standards. But that approach will never create consistent yet unique, differentiated, and personalized experiences that lead the market.

The Question We Will Answer. How can we trust and scale the unique human judgment, discretion, and care of our people, while at the same time having firm standards that we all share?

Leadership Blind Spot #5: Truth

Common Misconception. My people feel safe telling me what they really think and feel.

The Basics. In many leadership teams, what people really think often gets discussed in the hallways and bathrooms and by the watercooler rather than in meeting rooms. People don’t feel safe telling the truth because they don’t think it is smart or safe to do so. Many leaders believe that to be effective and successful, they need to be smarter than the next guy, fight for their area of the business, and not show vulnerability. This mentality creates lack of trust, collaboration, and common ownership for a greater goal—and ultimately greatly slows down execution speed.

The Question We Will Answer. What can we do as leaders to make it safe for our people to tell the truth and act on those truths to make the business better?

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About Jim Haudan

Jim Haudan is Co-Founder and Chairman of Root Inc. Root Inc., the organizational change expert on helping companies create leadership alignment, execute strategies and change successful, build employee engagement, and transform businesses.  He is a sought-after business presenter who has spoken at TEDx BGSU, Tampa TEDx, and The Conference Board. His latest book, What Are Your Blind Spots?: Conquering the 5 Misconceptions that Hold Leaders Back is co-authored with Rich Berens is CEO and Chief Client Fanatic of Root Inc. The book equips readers with the tools needed for a personal leadership reset. You’ll discover how to increase engagement, productivity, and growth in your own organization.

About Rich Berens

Rich Berens is CEO and Chief Client Fanatic of Root Inc, and has helped align leaders at Global 2000 organizations to drive strategic and cultural change at scale. He is a noted speaker on the issues of, transformation, and how to create lasting change  and has authored articles for numerous publications and blogs. Under Rich’s leadership, Root has been listed among the Great Place to Work® Institute’s top 25 places to work, been named to the Inc. 5000 fastest-growing companies list, and experienced 10 years of consecutive growth. His latest book, What Are Your Blind Spots?: Conquering the 5 Misconceptions that Hold Leaders Back is co-authored with Jim Haudan is Co-Founder and Chairman of Root Inc.

Cultivating Your Team For Maximum Growth & Blooms

Consideration of the flower bed and the flower farmer is fertile ground that allows a leader to reflect upon her or his own performance. It gives insight into the needs of the flower bed (the people) and the outlook and perspectives needed by the person involved in floriculture (the leader). As leaders we need to develop ourselves as a leader and as a servant so that, together with our people, we can flourish and achieve our full potential in the purpose of our organization.

I was reminded of this flower bed analogy this week when working with our South Carolina 3D Leadership cohort. I already blogged about our project of carving pumpkins to tell the story of “Truths We Are Frustrated With.” Click here to read my original post about this project from our Indiana cohort entitled, “The Messiness Of The Truths We Are Frustrated With.”

Ms. Russell’s Pumpkin 🎃 Carving

Ms. Linda Russell, Kindergarten teacher at Mevers School Of Excellence in Goose Creek, South Carolina, carved her pumpkin in the shape of an irregular flower with her as the stem. Her point was that everyone, just like the petals of a flower, develop at different rates, different sizes, in different ways, and has different needs. As Ms. Russell works as Kindergarten lead, this is a truth she has to remember. She has to work hard to not be frustrated by this, but embrace it. As I always say, we work really hard at differentiating for our students, but then don’t do a good job of differentiating for the different professional growth needs of our team members.We need to design professional growth opportunities that embrace the fact that we all develop like flowers. Too often, we fail to be good gardeners (leaders) in providing the choice, agency, and nurturing our team members deserve. How about about you? Are you doing everything you can to enhance the growth of your blooming team members?

Creating a Strategy for a Compelling Story

The following is an excerpt from What Are Your Blind Spots?

Creating a Strategy for a Compelling Story

By Jim Haudan and Rich Berens

A few key concepts must be established when creating and delivering an effective story. Each and every time you create an effective story, you must:

• Identify your primary audience.

• Focus on the overall message.

• Outline the core drama.

• Make it personal.

• Practice delivering it.

Let’s explore how to execute each one together.

Identify Your Primary Audience

Before you start crafting your story, you should have clarity on who your primary audience is. What is this group’s mindset and knowledge base on the content? Do you want the people in the group to be excited, curious, fearful, apprehensive, or charged up? How much do they know about your story already? Do they have any preconceived notions? If you don’t have full awareness about your audience, you could craft a compelling story that misses the mark with those you are trying to reach.

Focus on the Overall Message

Just about every great story has an overarching message, moral, or key takeaway. Think of any of your favorite movies. There are many subplots, but they tend to be connected to one larger dominating theme. In Star Wars, the Rebels beat the Empire and destroyed that darn Death Star the enemy kept rebuilding. In E.T., Elliott and helpers made sure to get the poor fellow back home. Think of the story you want to tell your employees.

If being risk averse is a core concern within your organization, you might focus on how taking risks and embracing failure is essential for long-term success as the major guiding thought. If the key concern is speed and adapting to a rapidly changing competitive environment, the ability to collaborate, transcend silos, and work differently might be your guiding thought.

Outline the Core Drama

Any great story has a core drama that shapes its narrative. Whether it’s something that disrupts, creates a new challenge, or forces the key characters to think and act differently, drama is present. Be clear on that drama and make it a critical component of your narrative. This could be a nontraditional competitive threat, the inability to work together within the organization, or a dramatic shift in customer expectations. No matter the situation, you will want to build out that core drama element and channel most energy toward overcoming that issue.

Make It Personal

Every story gains credibility and authenticity when it feels real and personal. So if you think that changes in customer expectations are a real threat to how you can compete, share personal experiences that friends, family, or even you personally experienced when purchasing your product or service. This might create unexpected “aha” moments. We were working with the CEO of a leading building products company that had great products but was struggling with the customer experience it provided. At a leadership meeting, the CEO shared a detailed account of how he remodeled his kitchen and the very frustrating experience he had buying his cabinets and said that he was inclined never to do it again. It made the challenge more vivid and personal, and it moved the topic from an intellectual customer experience problem to a meaningful account of what it is like to interact with the company’s products and channels in real life.

Practice Delivering

It Interestingly, when we ask leaders how often they practice giving a keynote speech or a key presentation to their board, they respond by saying, “Always.” When we then ask how often they practice telling their strategy story to their people, their answer is, “Rarely.” Like most things in life, it takes practice to be great. In boxing, the conventional wisdom is that you have to practice for 30,000 minutes to be good for 3. Comedians run through an incredible amount of reps before they master the timing of their jokes. As leaders, we often share content in real time and don’t practice our delivery. The ability to practice how you tell your story, where to emphasize certain points, where to pause for reflection, and how to really engage with your audience simply takes time and practice.

Putting These Steps into Action

By combining these story creation essentials (primary audience, overarching message, core drama, making it personal, and practice), you will have a storyline that complements your vision headline.

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About Jim Haudan

Jim Haudan is Co-Founder and Chairman of Root Inc. Root Inc., the organizational change expert on helping companies create leadership alignment, execute strategies and change successful, build employee engagement, and transform businesses.  He is a sought-after business presenter who has spoken at TEDx BGSU, Tampa TEDx, and The Conference Board. His latest book, What Are Your Blind Spots?: Conquering the 5 Misconceptions that Hold Leaders Back is co-authored with Rich Berens is CEO and Chief Client Fanatic of Root Inc. The book equips readers with the tools needed for a personal leadership reset. You’ll discover how to increase engagement, productivity, and growth in your own organization.

About Rich Berens

Rich Berens is CEO and Chief Client Fanatic of Root Inc, and has helped align leaders at Global 2000 organizations to drive strategic and cultural change at scale. He is a noted speaker on the issues of, transformation, and how to create lasting change  and has authored articles for numerous publications and blogs. Under Rich’s leadership, Root has been listed among the Great Place to Work® Institute’s top 25 places to work, been named to the Inc. 5000 fastest-growing companies list, and experienced 10 years of consecutive growth. His latest book, What Are Your Blind Spots?: Conquering the 5 Misconceptions that Hold Leaders Back is co-authored with Jim Haudan is Co-Founder and Chairman of Root Inc.

Why You Should Read “What Are Your Blinds Spots?”

What Are Your Blind Spots? Conquering the 5 Misconceptions That Hold Leaders BackWhat Are Your Blind Spots? Conquering the 5 Misconceptions That Hold Leaders Back by Jim Haudan

My rating: 5 of 5 stars

This book dives deeply into five areas that are written and talked about often in the realm of leadership, but does it in a way that is different from all the rest. The areas of purpose, story, engagement, trust, and truth are all leadership dispositions that most would think are very straightforward. Because they are dispositions, however, we become blind to our organizations and our own approach to these, we miss opportunities for improvement or even gross inadequacies. This book is not just all talk; practical applications are given along with activities to identify and inform our blind spots. We all have a leadership style and mantra, and this book gives the reader a chance to take an introspective look at whether that mantra is what we want those on our team to be sharing about us. As a leader, student of leadership development, and leadership development professional, I found the lessons in this book engaging, able to be used immediately, and transferable. I grew professionally from reading this book.

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