Leadership

Aug

2019

Leadership Lessons from the COO of an Trades-Based Company

I was sitting across the table from a man who had spent years working in what would be considered a white-collar industry. Aaron had led teams within this industry in an organization on the West Coast, but now he is COO in a “blue-collar” industry in the Midwest.

Our conversation covered a variety of topics, but eventually we drifted to the idea of how he leads his organization. At GCI Slingers they construct and supply stone slingers and provide other services around the country. Because of the industry Aaron serves his leadership priorities are different than they were when he served in a “white-collar” industry.

Their top priority is safety which if you go to their website and see the trucks they work with you will quickly understand. Because of this Aaron applies a some key principles in the culture of his organization to keep everyone safe.

CLEAR BOUNDARIES

In all organizations boundaries must exist and even more in an environment where safety is crucial. Aaron is friendly with those he leads but is not trying to be their friends. Think of a teacher. We respected and liked the teacher who set boundaries because they created an orderly environment. On the other hand, the teacher who tried to be a friend and blurred the teacher/student line often had challenges creating an orderly learning environment. Boundaries create structure to get results.

CANDID CONVERSATIONS

This industry is fast paced, and a lot of work needs to be accomplished. With safety such a high priority direct and honest communication is critical. That communication can be about the task that needs to be accomplished or about behavior that is unacceptable. This candid environment creates an environment of great trust.

MARGINS FOR ERROR

Like leading anything, we work with people and all of us are imperfect. This organization has clear standards that are explicitly stated, but Aaron leads in a manner that allows room for error. For example, if an individual needs an emotional break because they will not be productive if they remain in their present mindset, he allows it. The individual must clock out and cannot take a break longer than a specified amount of time. Allowing this autonomy increases the productivity of the individual and team.

BLUE COLLAR VS WHITE COLLAR

As I said Mr. Witmer has spent time leading trades people and people in an industry like banking. The distinct difference he has seen between these two broad groups of workers is their mindset. Trade workers value adequate financial compensation and respect specifically from their leader while white collar employees seem to value recognition along with compensation.

These are broad generalities that may not apply to every individual. What does this tell us about leadership? Treat every individual we lead with respect, determine what is important to them, and see how we can provide that in a way that will create a positive culture.

What about you? As I look at these leadership ideas I see one common theme. Take care of the people we lead in a manner that shows them respect. How can you lead more effectively at work or home today? Do you need help thinking into your leadership? Contact me for a complimentary coaching consultation where I help you think into your results. Lead well.

Jul

2019

Apollo 13 Leadership Part II

Last time I discussed some of the general leadership lessons I observed from watching the movie Apollo 13 and the leadership of Jim Lovell and Gene Kranz specifically. If you want to read about those lessons look at the previous week’s blog.

While watching the movie I observed how Hollywood portrayed the immediate response of Commander Lovell when the problems began. I’m not certain of the accuracy of the portrayal, but I am certain of the lessons we all can learn as leaders.

At times as leaders the vision shifts either because of our doing or because of circumstances out of our control. How we respond is critical because the leader’s response is a model for the team’s response.

Apollo 13 was in disarray. They had to shut off fuel cells and oxygen tanks were damaged among multiple other problems that would arise. Because of all this, the opportunity for Lovell to walk on the moon was lost. The mission had shifted to simply getting the three astronauts home alive. Upon understanding this new reality I saw three responses from Lovell that demonstrated an excellent mindset as a leader.

Accept

Lovell knew his opportunity for the moon was lost, but instead of feeling sorry for himself and pouting he accepted this new reality. I imagine he was extremely disappointed since this was his last mission, but he had to accept this reality. Possibly during the radio silence as they went around the moon he allowed some time to grieve, but not for long.

Adjust

He now had to modify his strategic thinking and problem solving to address an entirely different purpose. The purpose was not landing on the moon, but to collaborate with mission control and lead himself and the crew back to earth safely. The first was a mission shift and this was a mind shift.

Focus

He understood the new purpose, but now the challenge was to focus on what mattered. As with many leaders this can be the greatest challenge. Lovell had to determine where to focus in order to get the team home. This required him to problem solve and improvise as more challenges arose. In order to stay focused Lovell leaned into both those on earth that could see the bigger picture and his team in the command module.

If you are familiar with (or lived during) the story you know eventually they returned safely to earth. Because of the leadership at mission control, Ken Mattingly’s persistence in providing the crew a workable plan, and Lovell’s leadership they were able to turn what could have been a tremendous tragedy into NASA’s finest hour.

What about you? What challenge are you facing as a leader? When you look at these three responses which do you need to improve in? Do you need help in breaking through limiting mental barriers in your leadership? Contact me for a complimentary coaching session to help you think into your results. Lead well.

Jul

2019

Apollo 13 Leadership Part I

I have not watched the movie Apollo 13 in many years and this particular evening I was sitting down to watch it with my three boys. Unlike the previous times I’ve watched I had a pen and paper in hand to jot down some notes.

Just a couple nights before I was watching the bonus documentaries with my wife. I noticed there were some great leaders and leadership lessons from this near tragedy. Hopefully these observations can help you in your leadership development.

Peace under pressure

Jim Lovell the commander of Apollo 13 and Gene Kranz the flight director of the mission individual demonstrated the importance of calm in chaos. One man was in space and the other man was at mission control. When the chaos struck both individuals led their teams by keeping calm and asking for the facts. When emotions run high the calm can lead much more effectively.

Make a stand

In the movie a tense moment arises between Swigert and Haise (which may have been Hollywood drama) and as the tension rises with Haise implying the situation was Swigert’s fault Lovell steps in and stops the argument in a manner that maintains unity among the crew. Moments after the initial chaos down at mission control Kranz is receiving panicked excuses from his staff and he steps up and proclaims. “I don’t care about what anything was designed to do. I care what it can do.” In moments of crises there comes a point where leaders must demonstratively take charge in order to maintain order.

Modify the Mission

This was Jim Lovell’s opportunity to walk on the moon, but once specific life saving procedures were implemented . . . the moon was lost. This required specific responses from Lovell, but I will save that for another day. Back at Mission Control Kranz led a meeting with the NASA staff clearing explaining the new mission and every individual in the room had to modify their plans accordingly.

Confidence

When facing the unknown someone has to rise up and provide hope amidst despair. Lovell reassured his team they would get home while at Mission Control Kranz boldly spoke up in a moment when the staff was questioning the possibility of getting the men home with the statement: “This will be our finest hour.”

Faith

No matter what we do in life this is required in our leadership. As the three astronauts floated in space they communicated with mission control and trusted what they told them to do. They could not see nor did they have proof anything would work because NASA never experienced this, but they trusted the team which ultimately resulted in success.

These are just a few of the leadership lessons I gathered from watching this movie. My question for you is, how are you doing in these areas? Are you encountering chaos personally or professionally that is requiring you to lead like Lovell and Kranz? If so, which of these five areas do you need to boldly step into today? Connect with me and let me know how I can help you lead better at work and home. Stay tuned for next week as we look at leadership lessons specifically from Jim Lovell’s response. Lead well.

Jul

2019

Leadership and Your Burning Desire

“Every person who wins in any undertaking must be willing to burn his ships and cut all sources of retreat. Only by so doing can one be sure of maintaining that state of mind known as a BURNING DESIRE TO WIN, essential to success.”

Napoleon Hill

What do you lead? Is it a team, a sport, a family, an organization or something else? Whatever you lead do you have a clear vision?

Leaders must know where they want to go or they suffer from a lack of focus. But once we know where we want to go the above idea comes into play.

As an entrepreneur, leader of a company or parent of a family we must have a burning desire for the vision to become reality. This burning desire is the fuel to obtaining any sort of success. This desire is essential because it will be a part of pulling us through when we want to quit. Let me explain.

An athlete puts him or herself through hours of strenuous conditioning. They are running and their legs feel like they have ten bricks attached to them. They want nothing more than to quit, but then they remember their goal.

They want to be an All-American. During this moment of wanting to quit they remember their desire and press forward.

This requires sacrifice. Of time. Of energy. Of discipline to do the work and eat right. Of practice and more. Their intensity of desire will be a determining factor in their results.

Three questions can help us assess our mindset in this area of desire as we lead:

What are we willing to sacrifice?

In what we lead we must have an appropriate amount of drive to accomplish the goal. Anything worth having is worth working for and will be an uphill climb. We will have to give up certain things in order to achieve our vision. What do you need to let go of that is holding you back?

Is the vision worth the sacrifice?

Once we have assessed what we will have to sacrifice we must be certain the vision is worth the sacrifice. If the vision is to be rich in money at the sacrifice of those we love . . . let me suggest we think real hard about that vision. If the vision is something bigger than ourselves and our family is supportive even though it will require more time away we still must determine if that sacrifice is worth it.

Are we willing to go all in?

Assuming those we love are supportive and support the sacrifice we must look inside. Are we willing to cut off any source of retreat and burn the ships? If those we love support the vision and we are willing to go all in to win without compromising our integrity or loved ones we will be positioned to have success both at work and home.

This is just one idea . . . burning desire . . . that is discussed in the classic book Think and Grow Rich. As we align our leadership with our burning desire we will be set up for greater success.

If you want to learn five principles to help you think better and lead well then join retired Air Force Chief Master Sargeant Mike Lightner and myself Thursday night at 8 PM as we dive into these concepts. Effective leadership results in any area of life starts in our mind and that is where we want to help. Go here for the details. Lead Well.

Jul

2019

Presidential Leadership

John F. Kennedy, Lyndon B. Johnson, and Abraham Lincoln. What do these three men have in common? We can pair them up and see some commonalities, but the following statements reveal their major commonality.

Before 40,000 people in the Rice University football stadium President John F. Kennedy proclaimed:

“We choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we intend to win.”

Within the Illinois state capital after being selected to be his party’s representative for the senatorial race Abraham Lincoln stated:

“A house divided will not stand.”

On Thanksgiving Day after mourning the sudden loss of President Kennedy the now President Johnson shared:

“Yesterday is not ours to recover, but tomorrow is ours to win or to lose. I am resolved that we shall win the tomorrows before us. So I ask you to join me in that resolve determined that from this midnight of tragedy we shall move toward a new American greatness.”

Three different men with various commonalities in their histories, but each of them did what every leader must do: have and share their vision.

Kennedy’s Vision

President Kennedy set a clearly defined target that by the end of that decade we would put a man on the moon. He set into motion a plan that he would ultimately not see personally come to fruition, but that is what leaders do. They proclaim a clear, bold goal, and move toward it recognizing they may or may not realize it during their lifetime.

Lincoln’s Vision

Through many failures and defeats this president had a clear vision of what ultimately would need to occur. Abraham Lincoln saw before his time that in order for this young country to survive it must be unified. In a statement that was not politically correct at the time he set the course for what would ultimately define his leadership.

Johnson’s Vision

On the heels of a national tragedy this president proclaimed hope in a great America. He cast a vision of what America could become. Within his time in office he and those he led enabled legislation to create a society that was more equal and empowering for all. Did he realize the totality of this vision, no, but without his leadership many may not have the freedoms they experience today.

Each President had a picture of the future, but he did not hold it in. At the appropriate time he declared it and took steps to move toward fulfilling it.

It has been said that without vision people perish. What is your vision for your organization, team, family, or life? Have you stated it aloud so others can hold you accountable? Take time to clarify your vision today and if you need help thinking into your vision and your personal leadership results contact me for a complimentary thinking partner session. Lead well.

Jun

2019

Are You Playing Dead?

He did it!

My youngest son was fishing in the pond behind our house and I was watching from the upstairs window when I saw him catch his first fish! He battled it a bit and finally caught it.

I hurried down and snapped a couple pictures then we had to free it. After a little struggle getting the hook out, he grabbed the fish and tossed it back in the pond. Then something strange happened.

We stood and watched as the fish floated on its side. We saw the gill going, but we weren’t sure if we had kept the fish out of the water too long and now it was dead. Using the fishing pole, we pushed it out further . . . not much change. I was starting to worry we had killed the fish (you don’t eat fish you catch from this pond or it may kill you).

My second son was now out with us participating in the drama and he decided to pull the fish in and try to grab it. After what seemed like an eternity, we finally got the fish close enough and my son grabbed the fish, threw it into the deep water, and we didn’t see it again.

After that experience I thought this is how we function in our leadership at times.

WE GET HOOKED

We see something as leaders . . . a proverbial “shiny object” and we take the bait. The bait that hooks us may not align with our purpose and then we are flopping around trying to stay alive until we get thrown back in. Sometimes we have to say no to good things in order to stay aligned with our purpose.

WE PLAY DEAD

Maybe we have a leadership position, but we “put our head down”, do our job, but do not dive into the depths of innovation. We are alive, but barely functioning. We do what we need to do in order to keep leading, but like the fish floating on its side we aren’t exploring new depths because we feel safer minding our own business in order to keep our job, maintain status quo, or keeps the peace at home. Doing only what we need to stay alive will not move us closer to our purpose.

WE NEED A THROW

The problem with playing dead is as long as we are alive it gets comfortable. That fish got a little air and felt safe with little work, but it would never thrive in that shallow water. Sometimes we need to get around people who will throw us out into deeper water where we can thrive. When I facilitate mastermind groups and provide one on one coaching I see people push each other and help raise one another’s leadership lid.

Where are you? Are you off purpose and hooked onto something that is distracting your leadership at work or home? Are you just surviving at work or home and not thriving? Do you need someone in your life to give you that throw into the deep water where it may be scary, but ultimately you can thrive? Do you need a coach or a group to come around you to push you to grow yourself, your leadership, and whatever you lead? Contact me now for a powerful coaching experience to help you think into your results and help you dive into the deeper waters that will grow your leadership. Don’t be a fish playing dead, but a thriving leader exploring the depths. Lead Well.