Managers “empower” a team to sift through information and come up with workable solutions or transfer problem and solution ownership to generate personal responsibility and accountability. Another tool that managers can employ is to impose a solution without any team involvement. Yes, managers and leaders today have many tools that can be used in the performance of their jobs. The problem often is, however, deciding which tool to use and when to use it.

When I explain to managers the importance in selecting the right tool for a particular situation, I tell a story that happened to me in 1966. I was about to build a cabin in the mountains east of Salt Lake City and needed to remove a large rock from our future driveway. The top of the rock was about four feet in diameter and about one foot of it was exposed above ground. It was late August and I needed the driveway cleared so the large trucks could make deliveries the next spring. However, since I am not a contractor, I didn’t know what tool to use.

My first tool was a shovel, but the more I dug around the rock, the larger it got. It seemed to grow with each shovel of dirt. Next I tried a sledgehammer. For the better part of a day I beat the rock with the heaviest sledgehammer I could find. At the end of the day, however, all that I had accomplished was a lot of scratches, a few minor chips in the rock and an aching back. The result was clear evidence that I had chosen the wrong tools.

A neighbor had hired a backhoe operator to dig his foundation, so I slipped the backhoe operator $20.00 and asked him if he would move he rock on his lunch break. By the end of lunch the rock was still there, only with a few more scrapes and chips. I got my $20.00 back.

Frustrated beyond description because winter was about to set in, I described my plight to an old farmer. He told me to drill a dozen deep holes around the perimeter of the rock and fill them with water. He explained that the freezing water would pop the top of the rock off before spring. The following spring I anxiously waited for the snow to melt, only to discover the farmer had also recommended the wrong tool. The rock was still intact.

Now I was in trouble. Delivery trucks were going to arrive any day and I had to find a tool strong enough to move the rock. Because I had used dynamite the previous summer to remove tree stumps, asked the dynamite salesperson if I should blast the rock. I didn’t know at the time that the person selling dynamite knew very little about explosives. Being totally unaware of his inexperience I listened carefully to his advice. He suggested that I use 15 pounds of a new type of plastic explosive that had just arrived. He said to pack the plastic explosives and a blasting cap around the rock, and then cover it with several wet blankets and mud.

Now, luckily in today’s world, a common citizen cannot purchase explosives, but my rock experience took place in 1966 when our society was much different. So on a Saturday morning, with the full cooperation of the local police who blocked off traffic on a nearby road, I lit a 15-minute fuse and hurried a half-mile away to await the impending explosion. But 15 minutes came and went, and there was no explosion.

Do you have any idea how stupid I must have been to walk up to the rock and remove the blankets? The blasting cap had gone off, but for some reason the plastic didn’t explode. The police officer let the cars through the roadblock and told me that I had to make a quick decision.

Something I did know is that a blasting cap would set off a stick of dynamite, because I had done it at least 20 times the previous summer. So I guessed that the dynamite detonation would set off the plastic explosives. I quickly reset the explosives with a blasting cap, one stick of dynamite, and 15 pounds of plastic explosives. Then I lit a 15-minute fuse and hurried to my vantage point a half-mile away.

I remember looking at my watch because I was really surprised that we coincidently had an earthquake at the exact moment my watch indicated the 15 minutes were up. Indeed, a half-mile away the ground actually shook, but it took a couple of seconds for the loudest boom I have ever heard to reach me. When I looked toward our cabin site, I saw what appeared to be a small volcano. Tons of rock, dirt, bushes and trees had been blown upward several hundred feet into the sky. As I gazed at this unbelievable sight, I remember wondering how long I would be sitting in jail for blowing up the mountainside.

That’s when I saw debris landing near me a half-mile from the explosion. In fact one rock about four inches in diameter almost hit me. Today, I have that rock in my office as a reminder that selecting the correct tool for a problem is critically important. Perhaps even lifesaving!

I learned later that the single stick of dynamite would have been enough explosive to remove the rock. If I had used the right tool, the explosion wouldn’t have flattened so many trees around the site. And it wouldn’t have required two dump truck loads of dirt to fill in the huge hole that was blasted into my future driveway. Even today, over 40 years later it is possible to see small rocks imbedded into the trees
that survived my application of the wrong tool.

The point is without effective tools managers can become handicapped and even powerless. The problem is which tools to use and how to use them. Clearly, not enough time is spent in today’s business world teaching about managerial and leadership tools. Without proper tools managers spin their wheels, create confusion, generate frustration, and generally become less effective than they could be otherwise. My advice: Be sure that you learn about the tools, and only use enough explosive to remove the rock. Remember, fill dirt is expensive.

Watch for upcoming blog posts on useful tools for managers and leaders. You can also browse past posts and find useful information.

After observing this interesting part of nature, I realized there were lessons to be learned from the little larvae. When things heat up in the workplace, whether from challenges and obstacles that arise from responsibilities and tasks, or external forces like increased competition, we, like the larvae, must react quickly or perish. Today, businesses and individual contributors face an especially formidable external force, a significant downturn in the economy. Most companies and employees are finding themselves in a “survival of the fittest” state. As businesses tighten expenditures and face this struggling marketplace, complacent employees who simply meet expectations and performance goals will not survive. Rather, those, like the larvae, who throw themselves into their work and commit to excellence will thrive despite the difficult times.

So, I would like to ask this question. Are you prepared and willing to be like the larvae? Committing to excellence is a multi-dimensional concept. While there could be many different steps or approaches to bring individual and organizational performance from mediocrity to superior, I have identified seven:

1. Think strategically and consider the future.
2. Pull together and unite as a team with co-workers.
3. Approach challenges and obstacles with assertiveness and force.
4. Use good judgment and collaborative decision making skills.
5. Increase efficiency and eliminate waste and redundancy.
6. Challenge the status quo and employ creativity and innovation.
7. Keep a positive mind-set and good attitude.

Implementing these techniques and developing these skills will help to ensure continued success and the chance to compete despite challenges and obstacles. If you find yourself wondering where to start, browse through our books or other blog posts. You will find helpful resources on strategic thinking, teamwork, and other business topics. If you need training and development solutions or outside help, we would enjoy disccussing a “committment to excellence” in more detail.

Several days ago, I was able to see a great effort by a sales associate as she dealt with a very difficult customer. I was in my wireless carrier’s store picking up a couple of phone accessories. As I was completing my purchase, a lady entered the store and shouted she would like to speak to the store manager now. Apparently the store manager was at lunch so a young sales associate walked over to woman and asked if she could help. The customer was visibly angry. She shouted “you guys are liars” and stated her bill was wrong again.

Because the customer kept shouting, employees and customers alike were focused on the situation. The sales associate was doing everything possible to keep the woman from exploding even more. Unfortunately, this customer was in no mood to be told to calm down. I watched the sales associate closely. She was poised. She listened and spoke to the customer in a soft and kind tone. She apologized for the problems, asked for clarity about the customer’s frustrations, and offered her personal assistance to solve the problem as best she could. I was very impressed that she was prepared for this kind of extreme customer situation.

After several minutes of this customer yelling, causing a scene, and embarrassing herself, the situation finally ended in a positive way. The sales associate never took the yelling and nastiness personal. Instead, she realized this customer needed special attention and took it upon herself to quickly respond. Steve Yastrow the author of the book We - The Ideal Customer Relationship says that “a policy designed to ensure that all customers get consistent service ensures that personalization will be blunted.”

Good thing the sales associate recognized this customer was different and therefore required deviation from “consistent service” for their customers. The sales associate explained the contract and the billing process clearly to her customer and asked the customer a very important question. Did I resolve all of your concerns? It was gratifying to see the sales associate take a “we are in this together” approach. She consistently communicated to the angry woman; I am your partner in this problem, so let’s work on it together.

Rigidity and inflexibility usually mean an end to customer satisfaction. When businesses are inflexible with their customers, you can bet that conflict will arise, customers will become frustrated, and ultimately will take their business elsewhere.

To learn more about customer service training initiatives, please contact us or leave a comment below.

But wait just a minute, is success and productivity only measured by doing more and more and more? In our world today, this often seems to be the case. We have so many tools to help us get more done in a shorter time frame and it feels good to check things off the proverbial “to-do” list. However, just getting things done quickly isn’t always better. In fact, it is quite possible that we get so caught up in getting things done, that we might be spending our time on things that really don’t deserve our time and attention! When this happens, it means we are getting caught in the activity trap. Our focus is on checking off the “to-do” items, but we become nearsighted to the long-term horizon. Now you must ask yourself the question, “If I lose sight of the horizon, then what am I really doing today?” “If I can’t see the future, then are the things that I am checking off on my daily “to-do” list helping? Or are they hurting future opportunities?”

Question: Why do people get caught up in the magnetic pull of completing tasks?

Answer: Because it feels like forward movement which gives you a sense of accomplishment and can create pride and self-worth. While this is good, I want to suggest that we make sure our daily contributions are going toward the ultimate focus, the big picture in our lives. So when we finally reach that pinnacle and defining moment, we know we were on the right track. Then we truly reap the fruit of our labors. Imagine working thirty, forty, maybe even fifty years down a path that when it comes to an end, it does not align with your ultimate end objective. Wouldn’t that be frustrating and disappointing?

In order to make sure we have our daily contributions on track, it is important to do a little strategic thinking. That’s right. Just do a little more creative and critical thinking about what to do each day and how it will impact tomorrow. As an added benefit of forward thinking, you’ll be surprised at what items can fall off your daily “to-do” list. I don’t think any of us need more to do, our days are full enough as it is. What we need to do is make sure that what is on our plate belongs on our plate! Gaining control of our daily efforts creates a greater sense of accomplishment in the short and long term, as well as provides a sense of freedom. Freedom to do more with your time and freedom to spend your time focused on the right things. Everyday strategy is a concept that I believe can bring an added-value to you individually and to your organization.

In our world today, it seems that most people strive for happiness through pleasant physical surroundings and economic security. These are great, but if there is discord in human relations, these things do not bring happiness. Think about the last time you were having an argument or a disagreement with one of your co-workers, your boss, your friend, or a family member. Was it easy or difficult to focus on your priorities? Even though you might have been having some success in many areas of your life, did you find yourself still feeling some discomfort due to the stress in that particular relationship? Conversely, you may know people who are happy in abject poverty and/ or with physical stress if they have meaningful, pleasant relations with those around them.

If this is true, and certainly all of the evidence of human experience says it is, then should we not cultivate the best possible feelings for those within our circle of influence first and then focus on physical goals and results?

Consider the most relationship that you have ever had with any individual. To some degree it probably is or was marked by absolute honesty, deep levels of trust, respect for that person’s skills, knowledge, or capabilities, open communication, acceptance of differing views without acrimony, and little concern for pretenses and images. Also recognition for each others contributions and certainly a willingness to help one another in any occasion.

In effort to make the relationships we currently have the best that they can be, remember that persuasion usually cannot take place unless there is some sort of close, meaningful connection between the two people involved. The result will be a relationship of respect and progression.

Despite the injunctions, many of us have difficulty in accepting the faults and weaknesses of others; co-workers, work leaders, family members, or members of our social or religious groups. Our tendency to demand perfection of others can cause us to lose sight that we, ourselves, are less than perfect. This creates static in relationships. Undoubtedly, there are differences among us. Some of us are even abrasive and unpleasant. Others may have cultural differences that are stumbling blocks that affect us. But learning to look for the similarities instead of those things that set us apart, embracing differences, and seeing the best in others rather than the worst will lead to relationships of deep respect and lasting value.

The book is broken down into two sections:

Section I:
In the first part of this book, Thomas lays out his case that mistakes do not lessen the effectiveness but enhances the leadership of those willing to use these as lessons. He gives the reader many examples of successful leaders in the art, sport, and business worlds who learned from their mistakes.

Section II:
Mr. Thomas offers some exercises to creating a personal learning plan. These exercises encourage readers to really look at what it is he or she wants to accomplish or learn. I found these very helpful and plan to go through the exercises multiple times over the next couple of months and evaluate the outcome for myself. I also feel that a review of the concepts periodically shared would help the reader stay on course with the principles in this book.

Conclusion
Thomas’s point is if we aren’t learning, we are losing. I fully agree with this statement. Why not create a plan to help build or expand our resources that we will need in the future now. While the book is worth the read and gives you a boost on a challenging day, I think its reference value is far greater.

Crucible of Leadership: How to Learn From Experience to Become a Great Leader. Harvard Business Review 2008 - ISBN:978-1-159139-137-7

I would venture to say that most good leaders are positive people. Their positive attitude and outlook on the future will have a “trickle down” effect on the people they lead. Of course, those who follow and support this type of leader don’t just buy into a positive attitude, but know from experience that a positive outlook is often sincere and not just self serving. A true leader must prove him/her self to be more than a cheerleader. A positive outlook and driven thought process will have a record of success.

Early in my career, I worked for a President of an organization, who thought the independent dealer/distributor network of the organization would be the result of its demise. He often attacked the efforts, successes, and failures of these independents deferring to his internal “corporate” team. As a result, agreements with these dealers/distributors became more and more difficult to renew. His lack of trust led others to develop a lack of trust in him. Many of these people sought alternative business avenues. The circumstance of ill thought was clearly evident. His fear manifested what he feared most, the downfall of his organization.

Insincere or false hope is no more productive than negative thought. It is one in the same. The opposite of negative thought is positive thought and the effect of positive thought on people is a key to success. I’m not saying that a positive outlook is always going to generate success, but compared to that of negative thought, it has a much higher possibility of success.

Positive and productive thoughts lead to confidence in new ideas, sees good in others, and creates a desire for others to live up to high expectations. New ideas, with positive and trusting support will typically lead to more positive outcomes.

I invite you to submit your information below to download your own copy of As A Man Thinketh and read Chapter 2 Effect of Thought on Circumstances. Read it at your convenience and determine for yourself if it has value as a guide to qualities of leadership. It’s a read you can finish today and apply tomorrow.

Think about the effective leaders you’ve known throughout your life. I’m not talking about the leader who just had the authority to boss people around pushing their own will. They might be in a position of leadership, but are they true leaders?

Effective leaders aren’t born, but rather developed. Value added thoughts develop leaders. The word “thought,” by itself, is very vague and could lead to a number of different subjects. For my purpose here, I would like to relate it to a leader and tie it to another word “character.”

Thought and Character compliment each other. One cannot have good character without good thoughts. Our thoughts and actions develop our character and how we are perceived by those we lead. Effective leaders have learned to control their thoughts and actions in a manor that elevates their perceived leadership skills and ability.

Character is a trait that has been learned and is made up from one’s habits, attitudes and attributes. Values that might define good character include: Respect, Responsibility, Fairness, Trustworthiness and Caring. A leader with sound character finds it easier to achieve loyalty and dedication. People around this leader are more apt to follow and be supportive of the leader’s decisions and direction.

Individuals in supportive roles trust that the character of their leader is as described above. They respect and trust the leader, who has proven to be someone with a strong character. This leader creates a team that grows the organization because peers and direct reports have a desire to succeed and will support the efforts of this leader.

These are just some of my thoughts. I invite you to submit your information below to download your own copy of the book. Read it at your convenience and determine for yourself if it has value as a guide to qualities of leadership.

For this blog, I thought I would briefly introduce the other 5 chapters and how they are important factors of effective leadership. Over the coming weeks, I will delve into each chapter and its relevance to leadership.

Chapter 1 - Thought and Character: An effective leader isn’t born, but rather developed. Thoughts and actions develop our character and how we are perceived by those we lead. Effective leaders learn to control their thoughts and actions.

Chapter 2 - Effect of Thought on Circumstances: I would venture to say that most leaders are positive people. Conveying a positive attitude and outlook on the future will have some “trickle down” effect on the people they lead.

Chapter 4 - Thought and Purpose: We could all probably agree that a great leader is one who can effectively convey their vision to a purposeful outcome. Presidents and CEOs are supposed to be the visionaries. They are strategically minded individuals who direct the efforts of the organization.

Chapter 5 - The Thought-Factor in Achievement: Allen states, “A man can only rise, conquer, and achieve by lifting up his thoughts.” How true! A person dwelling in the negative is rarely, if ever, an effective leader. How could she/he be? Without looking at positive outcomes, one is focused on the negative and self-guided that direction.

Chapter 6- Visions and Ideals: “Dream lofty dreams, and as you dream, so shall you become.” “Your Vision is the promise of what you shall one day be. Your Ideal is the prophecy of what you shall at last unveil.” These two quotes from the book are powerful. What more can I say? A leader is a visionary, who can effectively communicate that vision. A vision without effective leadership is simply a dream. Allen describes the dream as a “seedling of realities.” That dream or vision must be developed by changing one’s mind-set,

The book has influenced millions and I invite you to read the book and hope that it will inspire and help you become a more effective leader as well. To obtain a complimentary electronic copy, submit your information here.

C.M.O.E.’s definition of effective communication: a process that involves sending, receiving, and interpreting messages. Effective communication occurs when the receiver interprets the message (verbal or non-verbal) the way the sender intended. Generally, communication is aimed at influencing the behavior of another person.

Each of us has our own unique communication patterns, and much like our fingerprint; no two are alike. Recognizing your own pattern, including your strengths and weaknesses in communication will allow you to understand your perspective and preferences in various situations. Being aware of the deeper communication pattern, you will be able to see the patterns in others and understand their perspective, preferences, intentions, and meaning. Most importantly, you will be in a position to choose how you want to interact with others and which skills will help facilitate mutual understanding, collaboration, and results.

As a leader, you experience many forms of communication that dominate your day. Whether it’s verbal, face-to-face interactions, conference calls or emails, research suggests that leaders spend 80% of their time communicating. Developing one’s skills in the above forms is crucial to any leader’s personal development.

Effective communication is vital to a leader’s success. A successful leader and team member partnership depends on effective, two-way communication. Constructive and meaningful two-way communication is a rare commodity in busy and competitive organizations. Through the exchange of information, people are able to build trust, align their actions, plan and execute strategies, and ultimately achieve desired results.