How Great are YOU willing to be?

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Maybe that seems like an odd question to ask. Who wouldn’t want to be Great?

Perhaps it’s not as straightforward as it seems.

It is my life’s goal to ignite, energize and empower people. In fact, it’s my job, and most of it is in the workplace. My work is about empowering people; reminding them of who they are and how great and able they can be. When people are empowered in the workplace, it spills over into other areas of their life – work, marriage, parenthood, family, and social circles.

But I have noticed that often people are not that eager to become empowered.  Despite what they say they don’t seem to be interested in experiencing themselves as powerful, great, resourceful, and larger than their circumstances.

The logic is clear: if they accept themselves as enabled and unstoppable, they are admitting that they have the capability to create and produce much more than they do today. Unempowered people have less opportunity in front of them, and more excuses for why they can’t do things. They experience themselves as smaller than their problems, so they always have a way out.  They do not challenge themselves to change or think beyond their comfort zone. This is an easier and safer way to live. If they become empowered, if they begin living courageously, they have to bring innovation and resourcefulness to all aspects of their life. This could be scary.

However, the cost of staying unempowered is dear.  Self expression and confidence are eroded. And there is a constant feeling that “maybe I am missing something. Maybe I’m not living to my full potential.”

By simply confronting the benefits and costs of living unempowered, people regain their ability to choose. They begin to see that it is possible to choose courageous living, and to regain their self-expression.

Are you afraid to fully express yourself? Are you willing to choose empowerment?

How great are YOU willing to be?

Living Courageously Through Journaling

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My last series of blog posts focused on living courageously: doing something everyday that scares us, eliminating cynical and jealous thoughts, making time for self-improvement.

Courageous living means identifying your dreams and goals and taking an honest look at the situations and circumstances between you and your dreams. A great place to start your journey to a more courageous life is in a daily journal.

The Benefits of Journaling

Scores of studies have been done on the benefits of daily journaling. By turning into ourselves and disclosing our feelings and thoughts in a safe environment, we are giving ourselves permission to process, reflect on, and take responsibility for our actions and reactions. Daily journaling has been shown to relieve stress and ease psychological strain. It’s also a very effective tool for realizing our subconscious goals and determining what’s really standing in our way to living a courageous life. Journaling is a way to regain control of emotions in a safe environment, which instills a feeling of “powerfulness”, even mastery over our emotions.

I consider myself a very lucky man. I have an extraordinary marriage, a loving family, great friends, I am healthy and in good physical shape, I have built a very successful international consulting business, and overall I am a very passionate, energized, positive and optimistic person. But, like many other successful people my life is often very intense.

The opportunities and challenges associated with providing high quality services to my clients while continuing to generate and grow my business and make the time to keep myself and my family in great shape often keeps me up at night.  And beyond the day-to-day I often think about my goals, how to achieve them and how create the next levels of success.

I have people in my life who serve as sounding boards for bouncing ideas, and clarifying thoughts. However, given everyone’s hectic schedules we are not always able to have these enlightening conversations on a real-time basis. Journaling has been a very powerful and useful way for me to clarify my own thoughts, gain insights into what I need to do about challenges and opportunities that are on my mind, create the next steps in personal and professional areas that are important to me and sometimes simply clearing any clutter that accumulates in my head from time to time.

My wife introduced me to journaling more than 15 years ago and I have been practicing ever since. I don’t do it every day, only in periods in which I feel the need and desire to stay focused, centered and objective. I have also recommended the practice to my clients on occasion, and they’ve always acknowledged that this has made a difference for them too.

How to Get Started

Daily journaling is like any other habit; you acquire it through practice. For some, the blank page may instill a sense of fear. Where do I start? What should I say? The beautiful thing about journaling is that it doesn’t matter where you start or what you say.  This is your own, private space to say whatever comes to mind.

An easy place to start is, “Right now, I feel ________. “ or  “Today, this happened and this is how I feel about it.”  Start small, a few sentences, or give yourself a time limit.

Do not worry about being judged, sounding foolish, or making mistakes. This is your domain. Be courageous! And most importantly, be as honest as you can in that moment. It takes courage to admit to yourself when you’ve been living cynically. But when you journal about your feelings and about your situations, you can identify the patterns of behavior that are keeping you from living a truly courageous life.

Join the Conversation

What experiences do you have with journaling? What’s keeping you from trying it? Or if you are an avid journal keeper, what benefits have you noticed? 

The Untapped Goldmine Of Gratitude

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The research is in, and when it comes to employee engagement, recognition is a key factor. During strong economies or when companies are experiencing great success, most leaders feel that they have the wherewithal, resources and ability to invest in recognizing and rewarding the work their people do. This includes pay increases, bonuses and other merit-based incentives. It also includes indirect compensation – such as training programs, events, offsite meetings, and career development.

When times are tough, however, companies tend to cut back in all these areas, and employees become frustrated because they (and their work) are not being recognized.

However, in both tough and successful times, there is a goldmine of appreciation that most companies leave untapped. It’s the practice of deliberately and explicitly recognizing, appreciating and thanking the people around you. This doesn’t cost a penny, and it creates a very nurturing, productive and exciting environment for our teams.

Gratitude is a particularly powerful tool when used by managers, as well as between peers. But it’s of no use when you keep your appreciation to yourself. Instead, we must acknowledge our appreciation and have a conversation that highlights the other person’s greatness, values and achievements.

Acknowledgement requires courage and generosity on the part of the person providing it. Unfortunately, most work environments are rife with politics, silos and people trying to survive – which typically creates a challenging “us-or-them” environment. People fear that highlighting other people’s greatness will somehow take away from their own achievements. I have seen this play out again and again – especially in high-achieving, competitive environments.

However, if leaders create an organizational culture where the paradigm is “We’re in this together; we have each other’s backs and stand as one,” then the logic changes. People understand that the more giants they have around them, the bigger they are, and the more powerful their teams can be.

You can always find reasons to appreciate and acknowledge the people around you. Don’t assume they already know how you feel. There’s no reason to be stingy or lazy with your praise. You can acknowledge people for:

  • Their spirit, heart, attitude or energy.
  • Their actions or efforts towards going beyond the call of duty.
  • What they have done or created (i.e., their accomplishments and achievements).

To make gratitude viral in your organization, start practicing it yourself on a daily basis. Simply make it a point to acknowledge one or two people around you every day. You could also open team meetings by saying: “Hey, we’ve all been working so hard the last 30 days. Who would like to acknowledge someone on the team for his or her contribution?” Then spend 10 minutes or so letting your team praise each other. With enough repetition, gratitude will become a part of your culture.

When It Comes To Failure, Choose Your Point Of View

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Life is a conversation. Things happen, and we have interpretations about them. That’s the way it works.

For example, two people going through the same challenging circumstance or event can have completely different takes on the situation. One might be very upset and have the following reaction to a particular “failure”:

  • That was horrible.
  • I told you so.
  • We shouldn’t have done that.

However, another person, when faced with the same situation, might just smile and say:

  • That could have been worse!
  • That was tough, but what doesn’t kill you makes you stronger.
  • We stayed in this together and became closer because of it.

Both reactions – negative and positive – are valid, but they have different outcomes and consequences. One is empowering; the other is disempowering.

As part of my business, I coach, guide and support people. Some people never seem to be happy or satisfied, even when good things happen to them. They always see the “half empty” part of the glass. They just won’t count their blessings. Others are always oriented around the “half full” part. They look for the good, the blessings, and the lessons and opportunities in every situation, no matter how bad it may be.

We don’t believe what we see. We see what we believe. People always find evidence and validation for their points of view. If they predict that an upcoming event will be “hard or un-enjoyable,” guess what? It probably will be. And if they view a future challenge as an “opportunity,” they’ll prove that right as well. Whatever our points of view, we will always prove them right. So why not choose to focus on empowering perspectives?

Winston Churchill said, “Success is going from failure to failure without any loss of enthusiasm.” I find that inspiring. There is great power in realizing that we always have a say about our mindset, point of view and attitude – no matter what circumstances we are facing.

The more we learn to think like that, the more empowered we will be. We can always justify why we will play smaller. Or we can create exciting justifications for why we’ll play even bigger than before.

Ultimately, we either live in empowering conversations or disempowering ones. The beauty is that it’s our choice to make.

We’re Halfway Through 2013—But Did You Ever Really Complete 2012?

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There’s a distinct difference between ending something and completing it. Events in the physical world have a beginning, middle and end to them – whether we like it or not. We get older. Another year passes. And our lives keep moving forward, towards an eventual ending point.

Similarly, there is a physical rhythm to our professional year that is beyond our control. In a way, we’re passengers in time. The year ends, a new year begins, and the sand in the hourglass keeps trickling down.

Completion is different. Completion is a mindset, a paradigm, and a way of viewing our efforts, achievements, successes and failures in the most empowering way.

We have no control over the fact that 2012 is now over and that we’re already halfway through 2013, but we do have full say about our relationship to what happened in the previous year, including what we delivered and what was accomplished We also have control over the conclusions and lessons we will take with us from the previous year into the next.

So here we are in June of 2013. But many of us have never really taken the time to complete 2012.

To bring closure to last year and fully prepare yourself and your team for the rest of 2013, consider the following questions–starting with some basic facts. In 2012:

  1. What results did you promise or want to deliver?
  2. What results did you actually achieve?
  3. What objectives did you deliver, and what promises did you keep?
  4. What objectives and promises did you not deliver/keep? Where did you and/or your team fall short?

Once you have embraced the hard facts, take a look at some of the bigger-picture aspects of 2012:

  1. What did you accomplish in 2012 beyond your targeted results? It’s important to honor and even celebrate what got accomplished, even if it seems small or “not enough.”
  2. How did you forward your bigger vision and purpose (whether you made all your numbers or not)?
  3. In what areas and in what ways did you get stronger? What “muscles” If you post the piece about building your warrior muscle before this blog, then you could link to it here.and new competencies did you develop? What did you learn to do – by choice or by necessity – that will make you stronger and better in the future?
  4. What valuable lessons did you learn from your successes and/or failures? This is particularly relevant and important in tough years – which can make us stronger and better prepared for future chapters.
  5. How did your successes and/or failures in 2012 better prepare you for greater success in 2013?
  6. What can you commit to in 2013 and beyond, given all that occurred and all that you learned in 2012?

The beauty of completion is that it enables and empowers us to draw out the opportunities, learning and gold from everything that happened in the past. By viewing our past deeds and achievements through the lens of “completion,” we can foster a continuous path of personal development, growth and fulfillment.

When we end a year without completion, we often feel somewhat “stuck” and not quite ready and excited to move forward. However, when we take the time to complete each year, we experience a powerful sense of harmony, confidence and calmness. We feel empowered, ready and excited about moving on to the next chapter.

So go ahead and complete 2012, and keep what you have learned in mind, because 2014 will be here before you know it.

Different Behavior Means Better Meetings

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In our last blog post on this topic, we talked about the difference between a meeting that is organized around an agenda and one that is oriented around outcomes. In today’s post, we further explore this topic by looking at the impact each type of meeting has on team behavior.

The fundamental difference between an agenda-driven vs. a results-driven meeting is that they elicit two very distinct types of behaviors from team members.

When a meeting is oriented around topics and an agenda, it brings about a greater degree of opinion swapping. For example: Someone expresses his or her point of view on a new product, provoking someone else to state his or hers. That then reminds someone else of something tangential which they share, and soon these conversations begin to resemble a yo-yo.

But a meeting that is oriented around outcomes provokes conversations that focus people on saying something that has to do with achieving a result. It cuts back on the tangents and encourages team members to put forth offers, recommendations and commitments that move the action forward.

Some simple ways to make sure your meetings are ‘result vs. agenda’ oriented include:

  • Declare the meeting objectives at the beginning of the meeting, rather than by the amount of time allocated to each topic. Encourage spending as much time as needed on each item to achieve the stated objective(s) of the meeting.
  • Invite people to the meeting who will gain from or contribute to the realization of the stated objectives of the meeting. Don’t invite spectators or people for political reasons.
  • Complete the meeting by summarizing the commitments made, not the topics discussed. Too often, the minutes of a meeting reflect what was talked about, not the promises made.
  • Don’t tolerate conversations that don’t directly forward the outcomes you want to achieve.

By focusing on these guidelines, your next off-site or team meeting can go from drowning in conversation to being infused with commitment.

How do you make your meetings effective? I would love to hear your comments.

Appreciation and Employee Engagement

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Managers often think that the source of employee engagement is providing staff with material rewards and privileges such as more money, bonuses, stock incentives, promotions, titles, etc… While these things are important, their impact tends to be overestimated.

A huge dimension in employee engagement is the quality of relationship that exists between management and staff. Employees feeling they are known, accepted, appreciated, valued and trusted goes a long way toward getting employees on board with a company’s vision and strategy.

Many of the leaders we encounter seem either blind to this point — or worse —simply don’t care. By not listening to and recognizing employees which is a critical part of their job, managers are missing out on the opportunity to create a highly motivated, loyal and engaged team.

According to the Employee Engagement Report 2011 from BlessingWhite, engaged employees plan to stay where they are currently working for what they give; the disengaged stay for what they get.

The same report found that employees worldwide view opportunities to apply their talents, career development and training as top drivers of job satisfaction.

An even more telling find of the study was that when engagement surveys were conducted in companies, without visible follow-up action, engagement could actually be decreased. As the report states, “Organizations should think twice before flipping the switch on measurement without 100% commitment for action planning based on the results.”

All of this points to what we see every day in our consulting work. When managers are willing to go the extra mile with staff, loyalty goes sky high. Managers who acknowledge team members and show they care end up with employees who not only work smarter but harder and happier.

What have you done lately to show appreciation for your staff? I would love to hear your comments.

Six Steps To Make Your Meetings More Effective

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In this week’s post, I offer six approaches you should consider in making your meetings more commitment driven.

1. Before planning an agenda, ask yourself the key questions that will allow you to make your meeting meaningful.

  • What do we want to accomplish?
  • Who should attend the meeting in order to accomplish what we intend?
  • What do we want people to leave the meeting with?
  • What could we do during the meeting to achieve the desired objectives?
  • How much time do we need in order to achieve the objectives?

2. If appropriate, include a cross-section of individuals who will be attending the meeting in the agenda-planning phase. Getting these folks involved from the start will ensure important input up front and gain buy-in for outcomes ahead of time.

3. At the beginning of the meeting, review the intended outcomes and ensure people are there to achieve those objectives. If appropriate — and only if there is flexibility in the schedule and the willingness to do so — ask people whether there are other objectives that would make a difference, and include those if possible.

4. Once the meeting starts, manage toward outcomes, not time allocations. If 30 minutes is allocated to come to agreement for how the team members are going to implement Project X, and the members are agreed in 20 minutes, move on to the next topic. If the conversation is not complete in 30 minutes, but good progress is being made, allocate another few minutes and get closure. Completing the topic will create energy and momentum to address the next item on the agenda.

5. Keep the discussion focused. If the conversation wanders to another topic, and that topic is not part of the intended outcome of the meeting, ask people whether the objective this topic addresses should preempt one of the topics agreed upon at the outset of the meeting. If not, park it. If yes, move forward and pursue the new conversation.

6. At the end of the meeting, review the commitments made — who will do what, and by when? These commitments should be what the minutes of the meeting capture, rather than detailing all the topics discussed.

Why Agenda Driven Meetings Don’t Work

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A key principle of generating total alignment and engagement is ensuring that you are always working backward from a deliberate, desired future — rather than merely extrapolating or perpetrating business as usual. When it comes to meetings — which consume enormous amounts of most managers’ time — this principle can make the difference between meetings that make a big impact, and those that waste valuable time.

To begin with, most meetings are designed backwards. The agenda planning starts with the questions:
How much time do we have? and What do people think we should talk about?

The reason we say these meetings are designed backwards is because the time allocated for the meeting should be determined instead by answers to the more useful questions:

  • What do we want to accomplish?
  • What do we want people to leave the meeting with?
  • What could we do during the meeting to achieve the desired objectives?

The answers to these questions will determine whether the meeting is worth having, who should attend, what should be covered and how much time it should take.

Once the purpose and agenda are agreed upon, and the meeting commences, the agenda should also be managed to produce the agreed outcomes, rather than having success determined by whether the planned schedule was adhered to. We have repeatedly seen meaningful, productive conversations interrupted by a timekeeper who thought his or her job was to play the role of the agenda police.

This orientation around time rather than outcomes means discussions that may have served their purpose might be extended unnecessarily, while other conversations that are yielding unexpected fruits might be shut down once the time allocated to them has been exceeded.