A Lesson from Hot Wheels - What is your “added play value”?

I’m a grown man, and I play with Hot Wheels. There. I said it. With just under a thousand cars in my own collection, I've been hoarding these little gems since they were first introduced in 1968 (I was nine then…do the math). I can’t help it – they’re just that cool. There’s the racing, the collecting, bragging rights, forums to talk about them, Ebay….need I say more?

And it’s not just me – there are millions just like me worldwide. So what is it that makes these cars so desirable to so many for so long? 

At the time, Matchbox cars from Lesney Products were the premiere collectible car – they were 1:75 scale, easy to play with, original, and many of the cars had moving parts or accessories. Their operative word was authentic. They looked like the real thing. To become a major player in the die cast car market, the creators of Hot Wheels had to come up with a powerful alternative to compete. They started by asking one question – from a child’s perspective, how can they add extra play value to their cars?

While Matchbox cars were fun and authentic, they were anything but fast. Hot Wheels built their cars as being “the fastest metal cars in the world!” They found the one thing that all other collectibles were not – racing fast. But being fast wasn’t enough – they looked for other play value that included Spectraflame paint colors, fantasy car and hot rod designs, mag wheels, and cool California Customs. Some cars had moving parts, some had accessories, and all were fast. The realm of possibilities for design concepts, applications, and accessories were now endless.  

Today, Hot Wheels proclaim being “the hottest cars in the world”, surviving all comers. Eventually Mattel, the makers of Hot Wheels, purchased Matchbox.

So what are the lessons we can learn from Hot Wheels and how can we apply them? Here are a few I came up with:

Hot Wheels is a simple and compelling brand. They asked questions from their target audiences’ perspective, and created a brand that would encompass what their audience desired.

Hot Wheels constantly evolve and remain relevant. By staying in tune with its audience, Hot Wheels not only follows trends, it creates them. They define what is cool and desirable to multiple market segments. They remain “in-touch”, allowing themselves to be reached and interacted with. With the advent of the internet, Hot Wheels created a child safe environment in which one can play with their cars on-line and hold virtual races.

Hot Wheels are innovative. Their patented axle and wheel system may have launched them, but they didn't stop there. Hot Wheels are always experimenting with themes cars, paint styles, wheel designs, new accessories, track layouts, and equally collectible non-car merchandise. Only the Hot Wheels brand carrying case was good enough for my cars, and I had to have the Hot Wheels lunch box (preferably the one with my cars on it!). As early adopters grew up (namely me and those like me), Hot Wheels created cars and collectible themes that still catch my attention.

Hot Wheels remain authentic. From the beginning Hot Wheels mimicked real cars (i.e. The Beatnik Bandit), but that’s not what I mean. Hot Wheels are authentic to themselves and to their customers and audience. They sponsor forums to collect feedback. They sponsor collector clubs for kids and adults. They hold conventions. But more than this, they remain authentic to the brand.

They consistently provide added “Play Value”. Whether it’s a moving part, an attachment, a collector button, or a race track, not one car leaves the store shelf without some added play value to go along with it. It may not be obvious to the nine year old, but they instinctively know it when they see it! Every customer does.

On the surface these may be simple to understand, but it takes time and effort to create a winning combination. Ask yourself these questions in the following order:

• How do I provide "added play value"?
• Am I innovative? How?
• Am I evolving and remaining relevant?
• Am I authentic?
• What is my simple and compelling brand?

Question: What is your added play value?

Thank you for taking the time to read this post. I’d like to know what you think. Feel free to let me know in the comments section below.

Creating a Personal Plan for Growth

In John Maxwell’s Leadership Wired news letter earlier this week, he talks about things to consider when creating a plan to grow. Making growth an intentional event is something I have incorporated in my own life for a very long time. John makes the comment that without a plan, you’re growing nowhere.

Growth, I might add, is not a single event. It is a process of progressive development – good or bad. Growth and Change go hand in hand. While it is very popular to brand one’s self as a “change agent”, it’s important to qualify this in terms of positive growth. Linking the two with positive results adds value not only to you, but to your organization or team.

John also points out that growth is not a happy accident or an automatic process. He states, “if you want to guarantee growth, then you need a plan – something strategic, specific, and scheduled.” 

Here are some of his suggestions for creating a simple plan for intentional growth:

1. Set aside time to grow. All the great thinkers in the areas of leadership and time management will tell you that the secret to your success in anything will start with your daily agenda. You will never change your life until you change what you do daily.
2. Identify your areas of growth. Start with your strengths and consider expanding their boundaries. Success comes when we identify our natural talents, and then work diligently to develop them into extraordinary skills.
3. Find resources in your area of growth. Be hungry for insights and knowledge and develop a system for storing it up for eventual use.
4. Apply what you have learned. Look for opportunities to apply what you have learned and exercise your skills. One method is to share what you have learned with some else within 24 hours. 

As John states, growth is a great separator of those who succeed and those who don’t. To further help in creating a growth plan, consider asking yourself these questions:

When are you growing?

In which areas are you growing?

Who is helping you to grow?

How are you applying what you have learned?

Question: Do you have a solid answer to each of these questions?

Thank you for taking the time to read this post. I’d like to know what you think. Feel free to let me know in the comments section below.

Leadership Lessons from a Welsh Corgi

A dear friend and family member passed away not too long ago – our family dog, a Welsh Pembroke Corgi. Her pedigree name was Costus Afortune, because 14 years ago she did….cost us a fortune. We just called her Costus.

As a breed, Corgi’s are members of the herding class of dogs. And lest you think otherwise, Corgi’s are not small dogs, they’re short dogs. Trust me, there’s a difference. Costus never lived on a farm or ranch, and she was never formally trained to herd sheep, cattle, goats or geese. But that didn't keep her from following her instincts and acting accordingly.

In the days following her death, we would share some of our favorite stories that involved Costus and her characteristics, and I soon realized that what we were sharing as fun stories were also attributes of effective leadership.  Here are some lessons we realized from Costus:

Costus knew her role, and acted accordingly. Good leaders know their place and delegate accordingly. 

Costus was constantly curious, and constantly learning. Good leaders are always learning, growing, and remaining relevant. 

Costus knew when to lead and when to follow. Good leaders know when it’s time to follow others who may be better skilled at something.

Costus only performed tasks that led to the objective. Good leaders are constantly promoting the vision and perform duties that lead to obtaining that vision.

Costus understood and used body language. Body language is a powerful communicator. Good leaders are masters at using all forms of body language to communicate their purpose. 

Costus was consistent. For good leaders, consistency is key. Good leaders are calm, controlled, safe, and consistent. Good leaders give clear guidelines, set appropriate boundaries and respect individual personalities.

Costus was fiercely loyal. Good leaders are loyal to those they lead, because without them, they’re just taking a walk.

I’d like to think that Costus was just reflecting what she saw in all of us, but I know better. As good leaders do, she contributed to the relationship as much as she took from it.

Question: What leadership attributes does your pet display?

Thank you for taking the time to read this post. I’d like to know what you think. Feel free to let me know in the comments section below.

The Power of Questions

It has been said that questions, especially those that that make us ponder, have the magnificent power to transform our destiny. The quality of your life is equal to the quality of the questions you ask. For example:

“What am I doing right now that is life affirming?”

“How can I add a little more fun to my life in this moment?”

“What can I do to make my life more exciting?”

Questions like these cause us to reflect, to daydream and to think of possibilities as potential answers. And then, as they so often do, they fade away as the next urgent matter crosses our path.

Instead of making resolutions at the beginning of the year that I do not plan to keep, I asked myself just two questions;

1.      What do I want?
2.      Once determined, what am I going to do about it?

There is an inherent power in these two questions, and seeking their answer is my quest for the year.  Asking them helps me narrow my focus to what I really want, and how I will go about achieving it. They leave little room for fluff or distractions. They help me prioritize what is important and challenge me to be true to myself. They keep me accountable, and inspire me to grow. Answering them reveals my potential and helps me achieve goals that matter.

When people ask me for assistance in helping them achieve a goal, my first question is what is it they want? Once answered, my job is to challenge their present thought process to consider ideas and options they hadn't thought of, and to help them discover new ways to reach their potential.

These questions apply to my corporate clients as well. At a time when quarterly financial reports are coming out, the usual rhetoric follows – the numbers are down and we need to make changes. New goals are set, the business priorities are aligned and the marching orders are given. But what if the business direction was set by asking these two questions? What would that business look like?

Determining what you want and what you are going to do about it are the first steps to realizing your potential. It applies to your personal life, your relationships, and your career.

So - What do you want and what are you going to do about it?

Question: What questions do you ask that can possibly transform your destiny?

Thank you for taking the time to read this post. I’d like to know what you think. Feel free to let me know in the comments section below.

Sphere-logic verses Box-logic

With all the lists that come out at the year’s end, those that identify the most overused business cliché’s and buzz words are my favorites to read. On my own list of most hated phrases is to “think outside the box”. 

Thinking outside the box is a metaphor that means to think differently, unconventionally, or from a new perspective. This phrase often refers to novel or creative thinking, and looking beyond the obvious.

An example of this is Taco Bell and their successful marketing campaign “Think Outside the Bun”. It simply applied the metaphor to think beyond the hamburger and try something different, implying their product as a solution.

I call this Box-logic, and while it is a useful tool and metaphor, it is an overused cliché that is uninspiring and incomplete in solving problems. In its day, facing a problem involved three separate steps; find a solution, take action, deliver the results. Thinking outside the box only addressed the first step – finding a solution, and it’s only half the equation. Today, unfortunately, the cliché presumes an action will be taken which then leads to the desired result. The metaphor is but one piece and does not consider the whole problem, nor was it ever intended to.

To be truly successful in today’s work environments, merely confronting problems is not enough. We must solve them and deliver the results in real time. Innovative thinking with immediate action is required to achieve the results and deliver a solution. Developing solutions to problems today needs to be a seamless event, and can be stated as the following equation: Problem: Innovative thinking + Action + Results = Solution.

In working with The Arnold Group, we looked for a way to view problems in a three-dimensional way. We needed multiple perspectives not just to the problem, but to the actions, the results, and the solution as well. Using a baseball as our metaphor, we see each element of it is attached by an endless seam. If we think of each element of the baseball as innovative thinking, action, and results all sown together as a sphere, then the baseball itself is the solution to the problem. We call this Sphere-logic.   

Sphere-logic works with the whole equation in mind. Like the baseball, one element ends where the next one begins. The principle of Sphere-logic is to move effortlessly from innovative thinking to results to deliver the solution with the least amount of resistance, like a ball bearing.

Ironically, Sphere-logic came about by out of the box thinking to find a better approach to how problems are faced and resolved today. As business evolves, so must the tools that help us be successful at what we do. While Box-logic will help us look beyond the obvious, Sphere-logic will help us deliver the solution. 

Question: Where can you use Sphere-logic in your work today?

Thank you for taking the time to read this post. I'd like to know what you think. Please feel free to let me know in the comments section below.

The 8 Steps I Used to [Successfully] Survive Unemployment

Finally, after 10 months of unemployment, I have landed a great job as a Telecommunications Project Coordinator. Similar in function to what I have performed over the past several years, this new role promises to address everything I outlined in My Ideal Job Description.

Landing this role was no easy task, and it took seven of the ten months of unemployment to finally make it all happen. Fortunately, I had a plan to ensure success in surviving unemployment for as long as it took. Here are the 10 steps of my plan:

1. Making Sense of My Losses. This step can be named many things, but it basically boils down to the same thing – going through the grief process and understanding the situation. I call it my mourning process, and it can take some time to perform. The timeline to work through this step is different for each person. The key to remember is that this step is not an isolated step and you can proceed with other steps while still performing this one.
2. Work Together as a Family. Having my family involved made a big difference in my overall outlook in the situation. I did not have to burden unemployment alone, and we encouraged each other as weeks turned into months.
3. We Took Stock of our Financial Resources. This can be a difficult task to do because it may require a major change in your attitude about finances and assets. Retirement plans and 401K’s can be an expensive proposition if used to survive during a lengthy unemployment.
4. We Set Spending Priorities. While this may seem like an obvious step to perform, I can assure you that it’s not. What may be a lower priority with me will most assuredly be a higher priority with my wife or my children. Again, this takes the whole family to buy in and act as one.
5. Paying Our Creditors and Insuring Our Financial Reputation. The key to performing this step is communication initiated on my part with each creditor. They may not like the new arrangements or the pitifully small amounts I paid, but each one worked with me throughout the year. Oh sure, my credit rating has taken a beating, but my financial reputation has been sustained and my rating can be restored.
6. Economizing and Cutting Corners. This is closely related to step 4, but it also involves an in-depth look into areas for additional cutbacks. This can be cable services, phone services, memberships, meal habits, etc. The key thing to remember on this step is that it’s only for a season – not necessarily forever.
7. Using My Community Services. These services range from financial aid, job seeking & networking, counseling, food pantries, city parks and volunteer opportunities. They exist to be used.
8. Finding New Employment. Finding new employment is a no-brainer, but my success in being able to devote the time and energy to be successful depended greatly on how well I performed the first seven steps. Believe it or not, my job search activities were much easier to perform when all of the other details were managed.

There’s no way to sugar coat it – being unemployed for any length of time is not easy, and not everyone survives. Having a plan mitigates many potential problems and reduces – if not removes – stress. Admittedly, it’s not easy, but survival is never about comfort or without risk. Look for additional details and ideas on how to perform each of these steps in my upcoming blogs.

Question: Are you currently? If so, how can I help?

Thank you for taking the time to read this post. I’d like to know what you think. Feel free to let me know in the comments section below.

Why People Do Not Reach Their Potential

I attended a gathering this week of the Career Alliance Group in Allen, Texas, where I was the guest speaker. I had a great time networking and sharing experiences with other professionals across a wide cross section of industries.

After a short meet and greet time, I spoke on the topic of why people fail to reach and live out their potential. A topic like this can easily fill a day-long seminar, so I reduced it down to just four key elements based on my own experience and learning.

To sum it up, these are the elements I presented as to why people fail to reach their potential and live it out daily:

1. Choices. People make choices that limit them. Whether intentionally, motivated by fear or lack of understanding, poor choices do more to limit one’s ability to reach their potential and live it daily than anything else.
2. Time. Many who fail to reach their potential do not realize the amount of time that it requires.
3. Price. People fail to pay the price their potential demands. Price takes the shape of many forms, the least of which is time, money, risk, or education.
4. Problems. People fail to think creatively when problems arise. In many ways, problems are the flames that purify their potential, and reveal it for what it really is. Other times, problems are the roadblocks that can pose a serious obstacle from reaching their potential.

After my presentation, I was confirmed that my topic was not only on target, but timely too. It was a seed planted and with careful cultivation, will grow to be realized and lived out across the many careers represented at this event.

That is what applying influence and making an impact while serving others looks like.

Question: Are you living out your potential? If not, how can I help?

Thank you for taking the time to read this post. I’d like to know what you think. Feel free to let me know in the comments section below.

Job Wanted: My Ideal Job Description

I need a job, so while I am searching for roles and positions I think I am qualified for in the traditional way, I am creating my own Job Wanted ad and sending it to companies I think I would like to work for.

This is the job I want:

Job Wanted:

Hazardous journey, fair wages for the work performed, bitter cold, long months of complete darkness, constant danger, safe return doubtful, honor and recognition in case of success.

Opportunity to lead teams and develop people, promote organizational values while creating excellence in performance, constant challenges, provides the how to the organizational why, meaningful results are rewarded.

Send response if you’re curious how my optimism and leadership can contribute to your success, or you would like to assemble a team that can weather anything. Safe or mediocre positions need not respond.

For resume, please send request to lars.ray.0@gmail.com

If this looks vaguely familiar, it’s because the first paragraph is a modified version of the infamous Help Wanted advertisement posted by Ernest Shackleton in 1914 for his epic adventure to the South Pole. The rest of it is my own.

Taken literally or as a metaphor, the first paragraph speaks to what I am looking for in a role. I want a role with a sense of adventure, filled with challenges to overcome and a goal that is inspiring. The remaining paragraphs are the strengths I utilize to deliver the results.

It has been said that if you do not work to fulfill your dreams, then you will work to fulfill someone else’s dreams. I’m OK with this, so long as your dreams are big enough to inspire and are worth the risks. It is then that I make your dream my own, and together we achieve the seemingly impossible, boldly inspiring growth along the way. 

I have lots of skills that are transferable to almost any industry. I can do most any task from mopping the deck to plotting a course; from managing a project to creating a center of excellence filled with teams who deliver the business. So can most anyone else. What I contribute that others do not is the passion to be a part of a team that makes a difference to the business and to its customers when a “safe return is doubtful”.

Do you have a position that requires this kind of employee to ensure your success? Is your dream this big? If so, I would like to work for you.

Question: What is your ideal role?

Thank you for taking the time to read this post. I’d like to know what you think. Feel free to let me know in the comments section below.

Why I Follow Liz Ryan, and You Should Too!

Spend any time whatsoever on LinkedIn, and you will be inundated with blogs, stories, news and ideas from the world’s foremost thought leaders on any topic, be it business, technology, leadership, HR practices, or what-have-you.

There are some that I follow, and others I read regularly. But Liz Ryan is one of those influencers that top my list. Liz has a mission to bring human energy and mojo into the workplace. So do I. She talks on topics of career development, employee challenges, leadership, job searches, and much more. So do I. So for me, it's not so much what she talks about, but how she talks about it. There lies the connection between us.  Here’s why

Breadth of application

One of the best attributes of her blogs is the breadth of application her topics touch. In any given article – whether it is for job seekers, employers, or workplace environment – there is something for everyone. Her insights always provide me with a take-away, be it for now or maybe later. She is not afraid to give something away useful and applicable. 

She challenges the status quo

In her own words Liz states that she has been an HR VP forever. Maybe so, but she sure doesn't speak like one, not one that I have ever met anyway. She uses language of the common worker, not the executive trying to impress. She challenges the perceived “rules” of engagement. In short, she causes me to think and evaluate what she promotes – whether I buy into it or not is another matter.

She applies common sense

Read one blog of hers and you can’t help but come away with “wow, I never considered that!” Sometimes it’s that common sense that actually challenges the status quo mentioned earlier. From her graphics to the language she employs, you can’t help but see the practical side of her position on a matter. Without ever stating it, it’s as if she is challenging her readers to try it for themselves and prove her wrong. 

She is funny

All of her topics are serious, but she expertly shows us her sense of humor. She even invites one and all to connect with her in LinkedIn, but adds that if you do, please add a joke to the invite. I love that! So I asked her to marry me and invited her to connect with me in LinkedIn. She accepted…my LinkedIn invitation, not my marriage proposal.

Real life applications

While all my previous reasons can be viewed as subjective, her relevancy to real life applications is not. They apply to the here and now, and in every industry I can think of. They apply to small business, medium enterprises, and large corporations. They apply to entrepreneurs, indie’s, and contractors alike. They apply to employees, employers; leaders, managers, workers; local companies and global companies.

And the list can go on. As you can see, I really like what Liz publishes, mostly because I find a comradery in her outlook on the work life. And when I find a connection that I believe in, I want to share it.

To learn more about Liz Ryan and her company, Human Workplace, visit http://www.humanworkplace.com

Question: Who influences you, and why?

Thank you for taking the time to read this post. I’d like to know what you think. Feel free to let me know in the comments section below.

A Question of Inspiration

LinkedIn has a running series called "What Inspires Me" with responses from prominent influencers as to what inspires them. It has been delightful reading, but to be honest, however, some of them I thought were concepts rather than personal items of inspiration. But I can be like that – taking a word to its literal meaning and easily finding fault when I believe it has been used incorrectly or out of context.

Then I read a blog by Jim Sniechowski, PhD, on this very topic. Awesome! I’m not alone in my thinking. In his blog, which was about defining what inspires him, he defines what inspiration is. The word “inspire” is defined as (his paraphrase):

•  to arouse feelings and/or action 
• a divine influence directly and immediately exerted upon the mind or soul
•  to breathe life into
•  “Animate” was another word that appeared in the definitions and it was defined as:
• to fill with courage or boldness
•  to create liveliness

As he states it, this is the lens we should be looking through when seeking what inspires us.

So a better question is to ask is “what in my experience of being alive consistently moves me to feel something, or take an action, or breathes life into me?”

One of the qualities of a great leader is that they inspire others to act. Contrast inspiration with motivation, and you will see there is a distinct difference. Motivation is the purpose, the reason, and/or the motive to act. Many leaders motivate, which is appropriate and necessary, but fall short of providing the inspiration to go along with it. Many workers today are motivated, but wholly remain uninspired.

As a leader, do you move your team to feel something; do you fill them with courage or boldness; do you breathe life into them at work?

Something to consider: instead of asking your direct reports as to what inspires them at work, how about asking them how you inspire them at work. It’s OK if you don’t. Then you’ll know where to start.

Question: What in your experience of being alive consistently moves you to feel something or take an action or breathes life into you?

Thank you for taking the time to read this post. I’d like to know what you think. Feel free to let me know in the comments section below.

A Question We Need to Ask Ourselves

I love underdog movies – you know the kind I mean - an average guy takes on an overwhelming task, is nearly defeated, and ends up winning. Those kind. Kingdom of Heaven, Major League (the first one), Zorro, Robin Hood, and The Shooter are just some on my list.

While the majority of my favorites are action-type flicks, one of my top five favorites is “Major League III – Back to the Minors”. The only thing it has in common with the previous two releases is that it carries over some of the former players. Other than that, this could be a standalone story, and a great one at that.

What makes this particular movie so good, besides its humor, is that it is a model of both great and poor leadership styles. It is so good in fact that I recommend it as required viewing when coaching someone new to management.

One particular scene asks a question I believe we should be asking ourselves each day. The manager of the minor league team, “The Buzz”, is with the owner of the Minnesota Twins watching a Twins game. Throughout the game, the Twins perform field error after error. The Buzz manager asks the Twins owner, “Of your lineup of 23 guys, how many make baseball a priority?” The owner replies with a disgusted look, “14…maybe”.

Wow! That is powerful. You see, of the 23 players on this major league team, 10 were more concerned with product sponsors, modeling contracts, or other “opportunities” resulting from their fame and position on the team rather than the team itself and the game of baseball. Their own success was driving their decline in performance.

It’s a simple concept that is so easy to get sidelined until it becomes uncontrollable. It’s a great metaphor to use to gauge the performance of your team, or even yourself. Pick the topic, insert yourself and ask, “Do I make this thing a priority?”

Or, you can generalize as I do. I ask myself (at least weekly), “of the things that are important to me, what are the things I make a priority?” I say my health is important to me, but do I make it a priority? I say my relationship with my wife is important to me, but do I make it a priority? I say my job is important to me, but do I make my team a priority?

For me, baseball has become the word that means priority.

Question: Do you make "baseball" a priority?

Thank you for taking the time to read this post. I’d like to know what you think. Feel free to let me know in the comments section below.

3 Keys to Making a Positive Impact in Your World

You may have heard of Environmental Impact Statements, those reports that show what a particular activity, such as mining, will have on the environment if implemented. If you are in IT, you may have heard of Network Impact Statements. Same thing – it addresses what impacts a new device or protocol will have on the network if implemented. These and others like them are assessments as to the potential impacts a particular action will make, based on experience, environment, conservative assumptions, and known qualities.

Most people and organizations want to make a impact in their world, whether for mankind, your customer, or your community. I know I do. I wake up every day with the personal mission of making an impact on my world. My personal vision statement reads: “To be the difference that makes a difference in the lives of others”. It’s noble, I know, but it’s the fuel that keeps me going to be more today than I was yesterday. My mission statement – the engine that drives me towards my vision, reads: “To live large while serving others in everything I do”. Equally noble, I get it.

So how do you impact in your world regardless of your vision or mission statement? Here are three keys that will ensure you make a positive impact in your world and to those around you.

Know yourself.

I have often stated that I want to be the world’s expert on myself. One of the best ways to get to know you is to ask yourself a lot questions, then answer them. Why does this bother me? What am I going to do about it? Why do I think the way I do?  Why do I respond this way? The next best thing to do is to ask others how they see you – but only if you are willing to hear the answers. You can do this informally or with tools like a 360 degree survey. If you have ever taken a Myers-Briggs Personality Type Indicator assessment, go beyond the assessment explanations and do the extra effort to explore how your type interacts with the world.

Be Accountable.

Personal accountability is a mindset over skill set  It responds to circumstances with “How Can I…” and “What can I…” Cy Wakeman, author of “Reality Based Leadership”, explains the relationship between reality and accountability, and how to create the right mindset. Her mission is to remove the drama. Get it. Read it. Practice it.

Being accountable is more than being responsible to others or for a particular outcome or resource. Being accountable is about adding value in everything you do. It’s about owning your reality, being a part of a solution rather than creating or contributing to the drama. Cy expertly addresses these points and shows how this can be applied in everyday circumstances.

Be Empathetic verses Sympathetic.

Being sympathetic either creates or agrees with an excuse for why an expectation is not meet, a deadline is missed, or that you can’t do something. Being empathetic understands what the issue is, then places yourself into the solution, i.e. “How can I help? What do you need from me?” Many elements are at play when dealing with empathy verses sympathy. Leadership, accountability, dealing with reality, and knowing yourself all plays into it.

These keys do not make a person perfect, or even easy to get along with. They do, however, guarantee that by growing these competencies, you will make a positive impact in your world. These require intentionality, growth, a change in mindset, and sacrifice.

Question: How do you make an impact in your world?

Thank you for taking the time to read this post. I’d like to know what you think. Feel free to let me know in the comments section below.

How To Be FIRST With Your Customers and Peers

In the Telecommunications industry, as with many different industries, speaking in initials and acronyms are almost a language unto themselves. Frustrating as it sometimes can be, there is always a deeper meaning behind it.

A good example of this is The Home Depot’s use of FIRST for engaging its customers. Beth Ray, a successful Lead Generator for The Home Depot’s home services group explains what FIRST is and how this acronym helps keep her focused on what’s important to her customers and work peers.

F = Find; as in find the customer. While this might seem obvious, knowing who or where your customer might be is not. Beth applies Find to her work peers as much as she does to external customers. She doesn't have the luxury of waiting for customers to find her. This attitude serves as a means of making connections that would otherwise go unconnected. In Beth’s case, the lack of connection could result in either a loss of a potential sale or an unresolved problem that could cost the organization needlessly. 

I = Inquire; as in ask questions to better understand the needs of the customer or peer, and then listen….with interest. This is a critical step in the process as it provides the foundation for care, trust, and a safe engagement. Many problems are well on the way of being solved with this critical step.

R = Respect; as in showing and giving respect to the customer, the peer, the problem, and the possible solution. Customers engage Beth with the assumption that she is the expert in resolving their problem. While she may not know how to apply a new roof, she does know who within her network does, and she makes the connections on behalf of her customer. Showing the same respect to her peers works both ways, resulting in Beth becoming an antenna within the organization.

S = Solve; as in having a “we have the solution to your problem” attitude. It’s interesting to note that six identical problems will many times require six different solutions. Cost, feasibility, resources, knowledge, and skills may all factor in a specific solution. The same can be said within the organization. Acting on the attitude of “we have the solution to your problem” will always ensure you are needed – even if all you can do is find someone else to address the need. Displaying this attitude when the problem may very well not be a part of your job description demonstrates a sense of “we are one team”, and is often a contributing factor in overall customer satisfaction and loyalty.

T = Thank; as in “duh!” It’s surprising however how many times we forget to thank someone for the simplest of things. We need to thank our customers with trusting us with their problem. We need to thank our direct reports for their efforts and assistance. We need to thank our teammates for their support, and we need to thank our peers in other organizations for their assistance as well.

Question: How can you apply FIRST in your role?

Thank you for taking the time to read this post. I’d like to know what you think. Feel free to let me know in the comments section below.

8 Leadership Lessons from BBQ Pit Masters

I love to barbecue, grill, and smoke meat, and I like to watch the BBQ Pit Masters show on Destination America. It has less to do with the drama of the personalities themselves and more to do on actual techniques, types of meats, profiles, and what makes for a winner in each segment. At the end of each show, it’s all about bragging rights and who gets to advance towards the Kingsford invitational to be crowned as this year’s grand Champion.

Similarly, I desire the bragging rights, but not through competition with other pit masters. Unlike the pro’s on the show, I do not own a restaurant or compete for cash prizes. I compete with myself to grow a personal following of my brand of barbecue – traditional American BBQ infused with Polish flavors and techniques. For me, it’s about serving up great Polish food using an American platform to do so. In the process, I discovered that there are several leadership lessons that can be learned from the culinary art of barbecue. Here are eight that are worth mentioning:

1. BBQ: Any cut of meat has the potential of being a winning entry.
   Leadership Lesson: The traits comprising the raw materials of leadership can be acquired. Link them up with desire and nothing can keep you from becoming a leader.
2. BBQ: Great barbecue is a process. It takes a combination of practiced skill, knowledge, time, character and integrity to create great barbecue.
   Leadership Lesson: Leadership is a process. It too takes a combination of practiced skill, knowledge, time, character and integrity to be an effective leader.
3. BBQ: If you don’t have someone to serve your barbecue to, you’re just cooking meat. Leadership Lesson: It’s been said that as a leader, if you don’t have followers, you’re just taking a walk. 
4. BBQ: Different meats require different flavor profiles, cooking temperatures, woods for the pit, and serving options.
   Leadership Lesson: Different people and situations require different leadership profiles, working environments, opportunities, and resources. 
5. BBQ: A winning pit master needs to remain flexible and agile to deliver great results. Simple things like temperature, weather, and tools can make the difference between good barbecue and great barbecue.
   Leadership Lesson: A successful leader needs to remain flexible and agile to deliver great results. Simple things like developing others, performing as a servant leader, and leading ethically can make the difference between a good leader and a great leader. 
6. BBQ: Winning pit masters are constantly growing and developing to be better tomorrow than they were today. They evolve and constantly learn. They are passionate about barbecue.
   Leadership Lesson: Successful leaders are constantly growing and developing to be better tomorrow than they were today. They evolve and constantly grow. They are passionate about leading well. 
7. BBQ: If you continue to serve poor tasting barbecue, your customers or audience will find another pit master.
   Leadership Lesson: If you continue to lead poorly, people will find another leader. 
8. BBQ: There is no such thing as a self-made Pit Master. Every Pit Master has had help along the way to success. Great Pit Masters surround themselves with those that continue to challenge them to be better. Every great barbecue served requires a team to execute. 
   Leadership Lesson: There is no such thing as a self-made leader. Every good to great leader has had help along the way. Every successful leader requires a team to execute to obtain the desired results.

Question: How do you lead with great barbecue?

Thank you for taking the time to read this. I'd like to know what you think. feel free to let me know in the comments section below.

How Leaders Develop – Six Tips to Ensure Leadership Growth

In his May 2, 2012 Leadership Wired news letter, John Maxwell writes, “Leadership is not an exclusive club reserved for those who were "born with it." The traits comprising the raw materials of leadership can be acquired. Link them up with desire and nothing can keep you from becoming a leader.”

I review this little nugget of truth often to keep it fresh. I have found that when in a position of leadership within a company, there are lots of raw materials to acquire and link up to my growth in leadership. But how about when you are not in a defined position of leadership? Then what do you do? Well the answer is obvious, but not necessarily easier. You have to look harder – stretch your vision, discern more and really look for it. That’s where “desire” becomes the fuel to continue my growth.   

I have been unemployed now for six months, and I am challenged weekly, if not daily, on how I continue to grow as a leader. I have to look beyond my experiences and current position to find the raw materials to continue my growth. Here are six ways to find the traits comprising the raw materials of leadership when not in a defined role of leadership:

1. Remember the basics. Think of it as a routine checkup. While this seems obvious, I find it amazing how many leaders I have come in contact with who do not spend any time remembering the basics. Stephen Covey calls this “sharpening the saw”. Ever see a professional baseball player miss a ground ball as it rolls between his legs and on out to the field? The basics are to kneel down in front of the ball to insure he blocks it from going past him. The same simple mistakes can be made in leadership.
2. Take time to reflect. Just as it is stated, this requires time to perform. It should be scheduled and prioritized. Reflection is a vital element of leadership. It helps you stay grounded on what is important, it provides clarity, and it allows you to consider other perspectives.
3. Review your plans. These could be anything; your life plan, your operational plan, your growth plan, or in my case, my job search plan. As in reflection, reviewing your plans help you ensure the right priorities are on the right things. It shines light on things that require leadership skills to be acted upon.
4. Maintain and grow your leadership network. This is more than commenting on Facebook or LinkedIn. This is about staying connected with other leaders that influence you and who help you grow as a leader. Doing so sustains and motivates your desire to grow as a leader.
5. Work on your strengths. This is not about working within your strength zone; this is about growing your strengths like you would exercise at a gym. Like your body, your strengths need to be exercised and constantly worked on. Strengths can be worked on whether you are in a position of leadership or not. It is also a great way to stay motivated in your desire to grow as a leader.
6. Get involved. How do you develop your leadership capabilities when not in a defined role of leadership [at work]? Find ways to lead. Get involved. Start at your place of worship, start with a community activity, or start with a cause you are passionate about. The mere act of getting involved requires leadership. Your level of involvement will help you find new raw materials to further develop as a leader.

These six steps involve the three E’s of leadership development; Environment, Equipping, and Exposure. Being attentive within your current environment, getting equipped, and being exposed to leadership opportunities will develop you as a leader. Link them up with desire and nothing can keep you from becoming a leader, even if you are unemployed.

Question: Rate yourself from A to F in your own leadership development. Where are you at?

Thank you for taking the time to read this. I'd like to know what you think. Feel free to let me know in the comments section below.

Do You Have Agility?

Agility. In the work environment, agility is an organization’s ongoing ability to anticipate, adapt to, and respond decisively to events and trends within its operating environment. It’s a funny paradox – more and more role descriptions are listing agility as a needed skill, yet more and more reports are listing agility as an overused word or skill on personal profiles and resumes.

Agility is often used in concert with “adaptable to change”, which can be true in some contexts I suppose. But true agility is not just about adapting, it’s also about anticipating and responding to the change. It has been my experience that most people stop at adapting. They never anticipated nor effectively responded to the change.

I think a primary reason for this is because most people do not recognize what agility truly is. Like leadership, agility functions as a noun; it's a skill that requires core competencies to be effective. While not all inclusive, here are six core competencies for agility:

• Ability to anticipate change
• Ability to generate confidence
• Ability to initiate action
• Ability to liberate thinking
• Ability to evaluate results

People who effectively demonstrate their agility are marked by their ready ability to move quickly with easy grace, and they have a quick resourceful and adaptive character.

When a role description lists agility as a necessary skill, it includes the above competencies, but when people list agility as a skill, they often omit how they effectively demonstrated it.

An organization’s agility to ever-changing trends and market demands is limited only by its people’s ability to anticipate, adapt to, and respond decisively to the changing environment. If you want to improve one skill that adds value to your organization, consider your agility. By growing your proficiency in its core competencies, you will become more agile.

Question: How effective are you today in your agility? 

The Benefits of Keeping a Journal

To journal or not to journal - it's a matter of personal growth really. Each of my mentors swear by  keeping a journal. My former boss kept a journal. Most leaders I have reported to within my career who were worth anything maintained a journal. The president of the United States keeps a journal. 

I keep a journal - not because of all those I named above does, but because I believe - and receive - the benefits of consistently adding to my journal. There are a thousand different ways to keep a journal. Some people keep a spiritual journal. Others keep a simple diary of events. Some people write in the morning. Others write at night. Some people write inside a paper journal. Others use their computer. Some folks maintain one journal for all aspects of their lives, while others, like myself, maintain several journals based on themes.

What is important to remember is that it's not about what you journal or how, it's about that you journal. I am so passionate about personal growth that I include the fact I maintain a journal as a leadership skill set. Indeed, and here's why:

• Capture & Process previous events. This is what my former boss did. He would invest in ruled hardbound ledgers with about 300 pages each. In a calendar year he may fill up to four of these things. He took his journal to every meeting, wrote in it at every tele-conference call, and capture notes during one on one discussions. It was amazing how much he could recall, factually, at any given time within a year on almost any topic he was involved with. 
• Clarify my own thinking. I maintain a leadership journal. In it I capture lessons gleaned from others, tactics, and experiences. In it I ask important questions, record significant lessons, and receive inspiration  In short, my leadership journal contains anything that remotely relates to leadership and how I can grow or improve my skills as a leader. 
• A record to reflect on. Reflection is another leadership skill that is vital to grow. Reflection creates clarity, promotes decision making, and allows me to review and improve. Journaling helps me stay focused on what I reflect on.
• It serves as my leadership bible. I don't just write in my journal for archive sake, I review it and use it often. When coaching or mentoring others, I refer to my journal for insights and guidance. 

I am one of those types that retain more if I write it down. Consequently, I have notes and books everywhere. Others use software or blogs to record journal entries. The key is to find a methodology that works for you. Buy remaining consistent at your journal, you will see your own benefits and begin to grow. If you do not know what to journal about, try starting with something you are passionate about - a cause, an event, an activity, or even a hobby. 

You are only limited by your own imagination.

Question: Do you keep a journal? If so, on what topic(s)? Please share.