02
May
2021

Learning From A Home Remodeling Leader

Business owners and leaders make a profit, but is that all that drives them?  I was talking to Marcus Hall the President and Partner of California Closets in Indianapolis about leadership.  During our conversation on his top guiding leadership principles, which I’ll cover momentarily, we discussed the balance between profit and purpose.

A business leader won’t be leading long if he or she is not making a profit, but if that drives everything a toxic culture can develop.  The purpose of profit in Marcus’ mind is to increase the impact they can have in the community they live and serve in and beyond.  I’ll go into this more deeply in a moment, but let me highlight Marcus’ top leadership principles.

Manage Results and Lead/Develop People

As I mentioned at the beginning, leaders must get results to stay in business.  Without a profit there is no business, but results are not Marcus’ primary focus, people are.  As a leader he seeks to get the right people in the right spots within the organization.  When he does this, people perform higher and achieve better results.

Looking at this principle I am reminded of the legendary basketball coach John Wooden who never worried about his opponents but focused on developing and getting the best out of his team.  Leaders can develop and help navigate for those they lead but cannot ethically control results.  One of the principles that helps Marcus develop people is to surround himself with value aligned people.  These people help the entire team focus on what really matters.

Fair, Firm, and Consistent

In his leadership Marcus strives to be fair, firm, and consistent with all those he leads.  During our conversation, he shared an image which illustrates these three principles.  Courage like a lion, skin like a rhino, and a heart like a teddy bear.

In order to lead fair, we must have courage to do the right thing at all times.  Being firm requires direct and possibly uncomfortable conversations.  That is where the rhino’s skin is important to let the inevitable unjust criticism roll off you.  Finally, consistent leaders must have a heart like a teddy bear.  This soft heart helps the leader put people first and determine if everyone is aligned and heading in the same direction.

Focus on the Bigger Purpose

As a business leader Marcus has financial goals, but that is not what drives him.  As the leader he believes he is the CRO . . . Chief Reminding Officer.  A big part of his role as a leader is to carry the torch of purpose and remind his team why they do what they do.

His greater purpose with his team is to help them develop as people.  In turn he hopes this enables his team to design better lives for customers and serve the community.  With this purpose in mind he focuses on moving things in the right direction versus just doing things right.  Marcus desires his team to continually develop and see progress heading toward, but knowing they will never reach, perfection.  Ultimately he and his team’s clear purpose keep all this in focus.

As you look at these three principles, what is one area you need to grow in as a leader at work and home?  Need help in your leadership growth?  Contact me so we can discover ways I may be able to serve you and/or your team.  Lead Well.

© 2021 Wheeler Coaching Systems, All Rights Reserved

Posted by Randy Wheeler in Lead at Work
25
Apr
2021

What Are You For?

I have been part of a group lately going through the book FOR by Jeff Henderson.  Jeff has been a leader both in business and in the faith community.  In March I had the opportunity to learn from him at our last virtual International Maxwell Certification event.

Since I have been trying to give you a glimpse into a different book each month, I thought I’d share some key principles from this one.

In a world where the temptation is to express our views of what we are against in multiple forums what would happen if we instead expressed what positive things we are for?  What if we shift in such a way that it draws people to us instead of dividing and isolating?   Allow me to share a thought and two questions to ponder on FOR your leadership.

Be Their Fan

In the book Henderson describes how Lowes has 600,000 followers on Instagram, but at the time he wrote the book, the most likes they have had on a single post was 3,500.  He compares this to a company called Chubbies who has 400,000 followers on the same platform and had one post with 16,000 likes.  What caused this difference?

Engagement and relationship.  Instead of making their posts all about their organization they strive to be FOR the people who follow them.  A company implementing this idea intentionally  follows and interacts with the people who follow them.  This idea has stretched my thinking since social media can take time with minimal return.  What if we genuinely took time to positively engage with those who we or our business are connected with?

Question One

At the core of this book are two critical questions we all need to process.  These questions help us get to the foundation of what is truly important to us.

“What do we want to be known FOR?”

As an organization, team, or individual what is really important to us?  When I think of Chick-fil-A, community, quality, and faith are the words that define what they are for.  Henderson discussed how the church he was a part of starting made it a priority that they were known to be FOR their community and they would seek to serve the community.  One example was by bringing awareness and people to a rarely used community amphitheater.

Question Two

“What are we known FOR?”

This is a similar, but different question from the first one.  This is where we are asking what others say we are for.  For example, I may say I am for eating healthy, but if every time you see me I am eating ice cream you would say I’m for desserts!

In order to answer this question, we must look objectively at our organization, team, family or ourselves.  We may have to gather feedback from others to get an accurate picture.  As we answer these two questions, we will notice gaps that need to be addressed.

What do you need to change in how you engage with your customers, team, friends, or those you influence?  What are your answers to these two questions?  Need help thinking into it then contact me for a no cost thinking partner session.  Take time today to think into what you are FOR so you can lead at a higher, more purposeful level.  Lead Well.

© 2021 Wheeler Coaching Systems, All Rights Reserved

Posted by Randy Wheeler in Lead at Work
19
Apr
2021

Fixed or Growth Mindset?

I was talking with a friend of mine one day about work.  He was very frustrated and wanted to continue to see opportunities in his job, but he felt stuck.  I said, “Can I ask you a question?”

“Sure.”

“Which of these most resonates with you:  ‘this is how I am and always will be’ or ‘Up until now I’ve been this way, but I can change’?”

He paused for a moment and said, “the first one.”

We continued our conversation and after asking his permission I explained the difference between a fixed and growth mindset.  In my two phrases above the first is a fixed mindset while the second is growth.  Why does this even matter?

Our mindset affects every aspect of our lives.  How we approach our work, money, family, leadership of others, and most importantly leading ourselves.  This foundational focus influences how we make leadership decisions.  Let me explain.

Limited to Plenty

Imagine you have an uncut pie in front of you and there are fifteen people who want some.  We can look at that pie and say, “there is only enough for some of us to eat the pie” or is there another way?  We can see the pie and think “there is plenty for all of us to each have a slice.”  This perspective influences everything.

When I’ve had a business deal not go the way I want I have a choice in that moment.  Will I get depressed and think there will never be another opportunity?  If so, then I will wallow in self-pity, stop moving forward and possibly get depressed.  The other option is to remember there is an abundance of opportunity and take the next step forward.

Can I to How Can I

We don’t remember what we were like when we were learning to walk, but I bet we had more of a growth mindset.  Think about it.  We probably did not fall down and then think “can I even do this walking thing?”  Of course not, we fell, cried or whined a little, and eventually got back up.

I remember watching my sons learn to walk and each wobbly step took them a little further.  They fell, maybe cried or not, and then got back up exemplifying the thought “how can I?”  They wanted to be like the big people around them.  When we have a goal worth pursuing we find solutions instead of focusing on the problem.  Growth is always saying “how can I?” and taking the next step.

Stretch to Grow

I used to be a strength and conditioning coach.  My role was to help the athletes get stronger, faster, and prevent injury.  One athlete I remember was very talented, but when it came time to push himself he would quit.

One day he was doing an exercise and missed the final rep.  I encouraged him to try one more time and he missed it again.  The first words out of his mouth were “I don’t care.”  That is a sign of a fixed mindset.  A person who was not willing to step out of his comfort zone to stretch and grow.  An athlete willing to stretch would have said “what can I do, coach?”  To grow we must get uncomfortable.  As we work through the discomfort we stretch and grow more into the leader we can become.

Which mindset do you most often have?  If you are stuck in a fixed mindset what is one way you can get out of your comfort zone today to grow?  Want a resource to help you with developing your growth mindset check out this digital resource developed by fellow Executive Director with the John Maxwell Team and retired Chief Master Sergeant Mike Lightner and myself on developing a growth mindset.  Lead Well.

© 2021 Wheeler Coaching Systems, All Rights Reserved

Posted by Randy Wheeler in Lead Yourself
11
Apr
2021

Baseball Leadership

As I write this I am gearing up for my son’s baseball season.  I volunteered to be an assistant coach, but ended up becoming the head coach.  Fortunately these are nine and ten year old kids who I can’t mess up too bad.  (My baseball career was not very long as a child)

Quite honestly my greatest concern is teaching them how to pitch which is not my area of expertise.  As I think about baseball I see a parallel to leadership.  Those more familiar with baseball may see many more than these I mention.

Catching

When I helped my sons learn how to catch a ball I would be excited if they caught one.  The real challenge was when they threw the ball back to me.  I had to move all over the place to catch what they were throwing. 

As leaders we are in catching mode.  Our door is open and an employee enters with a new challenge.  We check our e-mail at the end of the day to see we must deal with an unexpected issue before heading home.  Similar to chasing a five-year old’s throws, we have to adjust rapidly to catch the problems that come our way.

This is part of leadership, but if we are not careful we end up only catching and reacting.  We can fall into squeaky wheel leadership if we are not wise.  What can we do to counteract this?

Throwing

Just like catching a five-year old’s throw can be an adventure so can teaching him or her to throw.  I remember teaching a three-step process:  scarecrow, step, throw.  This was a very intentional directed plan.  When they followed it the ball was on target otherwise . . watch out!

The biggest determinant of accuracy throwing was where they focused their eyes.  Leadership is no different.  As the day, week, or month begins are you aiming at a clear target?  Do you have a plan for how you will be proactive and get ahead of problems?

As leaders we initiate the “throw” to keep the ball moving in the direction of our goal.  The first step in accurate leadership throwing is knowing where you want to go.  Just as the eyes direct the throw, our vision directs the organization or team we lead.  Do you have a clear vision so you can make accurate throws?

Fielding

This is beyond my baseball coaching expertise, but there are times we shift the players in the field.  Maybe there is a left-handed batter so we have to shift the outfielders and possibly some infielders.  As a leader fielding is strategy.

Challenges come that we catch and deal with.  Vision guides our offensive direction of the organization or team.  Fielding is when we reorganize our team or adjust our strategy to the unforeseen.  This is how we position ourselves to catch and throw in a way that keeps us on top.

How are you doing as a leader in these three areas?  Do you have a clear vision?  Are you positioned well to proactively address problems?  Maybe you need someone to help you think into your vision or strategy as an individual or with your team.  If so, contact me for a thirty-minute thinking partner session at no cost to you.  Keep playing the game well and lead well.

© 2021 Wheeler Coaching Systems, All Rights Reserved

Posted by Randy Wheeler in Lead at Work
04
Apr
2021

Lessons on Developing Leaders From a Healthcare COO

If you read the first post I wrote on this conversation then you know Chad Dilley, COO of IU Health Saxony shared one of his top leadership principles was developing leaders.  During our conversation he provided some great practices he utilizes with his team.  Let’s take a peak into his toolbox.

Personal Drivers

In his experience between sports and healthcare leadership Chad found three general drivers exist that inspire people to do what they do.

  1. Intrinsic drivers – these are what Simon Sinek would call the “why” of what they do. Inspired employees have a deeper motivation for what they do than just to collect a paycheck.  When developing leaders, we must align their “why” with a match in the organization that will bring forth their strengths serving both them and the organization well.
  2. Extrinsic motivation – If we are honest some people are motivated by things such as money, time off, recognition, etc. If that is what drives an individual use that to help him or her grow as a leader.
  3. Stability – If an individual knows their leader can be relied on and is stable that individual will feel more confident and inspired to step up and serve at a higher level within the organization. We buy into the leader before the vision and the leader is the one who provides stability.

Crucial Conversations

This concept was popularized by authors Patterson, Grenny, McMillan, and Switzler in their book Crucial Conversations which is a great resource if this is a challenging skill for you.  Specifically, Dilley discussed how these conversations develop people as leaders in two critical ways.

  1. Impact of poor performance – At times we don’t know what we don’t know and as a leader helping develop other leaders who will have difficult conversations we must model this. Chad sees these conversations as critical for the individual’s development and also a testing ground for their emotional ability to lead.
  2. Self-awareness – Through these critical conversations leaders help those they lead grow in self-awareness which, as I mentioned in the previous post, is one of Dilley’s key leadership principles.

Your Toolbox

Maybe you have a toolbox at home.  Some of the tools you have are simple for you to use while others you may have to refer to the directions every time.  Each individual we lead has a toolbox of skills they have developed up until now.  Can they continue to develop new skills . . . absolutely.  As a leader Dilley suggests we must discover “what is in your toolbox?”

These tools or skills will inform us where people can have the most success as leaders.  If a person is not detail oriented and you want them to lead a detail intensive project . . . both of you will probably be frustrated.  Find out your people’s skills, help them grow where they need to and position them so they can lead at the highest level possible.

Do you want to take a deeper dive into this subject?  Leadership expert John Maxwell has written an entire book, Developing the Leaders Around You, about this subject which I facilitate mastermind trainings around with leaders.  If you want to explore the possibility of bringing this to your team then contact me so we can discover if it makes sense for you.  Lead well.

© 2021 Wheeler Coaching Systems, All Rights Reserved

Posted by Randy Wheeler in Lead at Work
29
Mar
2021

Technician, Manager or Leader?

I have been reading the book The E-Myth Revisited by Michael Gerber for the second time.  In this book he discusses three ways individuals approach running their business.  I would suggest they are three hats that people wear.  Each hat is necessary, but some leaders struggle wearing one of these hats enough.

Allow me to share my version of these three hats based on Gerber’s thinking.

Technician

Gerber discusses this as the stage where the technical expert realizes they excel at something and decide to go out on their own.  This is the entrepreneurial experience.  Within a larger organization this could be the individual contributor who now is in management.  At home this is the parent of their first child.

All three of these individuals are an expert in something.  A skill, a specific role, or as a parent in knowing their life.  The technician is great at the work and enjoys doing the work.  For example, a great cookie maker opens a cookie shop and begins to realize they own a job.  They are making all the cookies and running the business.

Manager

I am going to drift a little from Gerber’s definition of a manager.  According to Gerber the manager brings planning, order, and predictability.  Each of us fulfills a manager role.  In some area of work or home we plan and turn chaos into order.  I would suggest the manager in us fights for structure and control. 

Management is essential to create systems and processes to keep moving the business, team, or family forward.  This is the area is where people get stuck.  I have heard leaders in organizations say they are “in the weeds” too much.  The overwhelming attention to details of the daily business activity creates a situation where the leader does all the work, the business owner owns a job, or becoming a hovering parent.

Leader

Gerber describes this level as the Entrepreneur.  I am calling this the leader.  This is the area many business owners fail to create time for.  The business owner works on the business instead of or while working in the business.  I will not go into detail on this as Gerber explains this well.

For the leader in an organization, this is when he or she has empowered and equipped the team well.  As the team is equipped the leader is free to think into growing that area of the business and pursuing new initiatives for the team.  For the parent, this is taking time to think of the important values for your family and what your family stands for.

The leader role requires time and initiative to think.

As you look at these three areas.  Where are you spending most of your time?  Have you created systems to effectively lead your team, organization, or family?  Do you need help creating time to think into your business or team?  Contact me for a free thirty-minute one on one thinking partner session.  All three are required, but without leadership we limit our results so contact me to help you raise your leadership lid and improve your results.  Lead Well.

© 2021 Wheeler Coaching Systems, All Rights Reserved

Posted by Randy Wheeler in Lead at Work
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