ENTERCHANGE

You hear the words every time you board a commercial airplane:

   If there is loss in cabin pressure, oxygen masks will appear…

        …secure your own mask before assisting others.

When I started travelling with my young children, those words became more relevant – and alarming! My overpowering instinct is to protect my kids first. Does the airline really expect me to leave my children gasping for breath while I save my own skin?

Yet, when I take time to think about it, the worst scenario would be my children gasping for breath while I lie there unconscious because I didn’t get my mask on. By securing my mask first, I help ensure that I am able to help my kids.

Leaders, sometimes revel in self-sacrifice.

Our instincts tell us that long hours, full calendars,

and few personal boundaries are signs of a great leader.

But when we take time to think about it,

A “passed out” leader is useless.

Caring for oneself can be difficult, especially for leaders committed to serving others.  It seems counterintuitive. It appears selfish.

But think about it: Leaders who nurture themselves are equipped to give their best. They are less likely to burn out.  And if their objective is to serve others (not to use them for self gain) they can have a sustained legacy of effective leadership.

Do you want to be the best leader you can be?  Make time in your schedule for “self care.” Secure your own mask before assisting others.

What About You?

• Have you ever been so busy caring for others that you found yourself “short of breath?”  
• What are some concrete ways that you practice “self care” while caring for those you lead?

Leave a Reply and share your experience.

 At ENTERCHANGE we challenge leaders to build upon their personal strengths.  Contact Us so we can help custom fit your mask.

Copyright © 2011 ENTERCHANGE

My friend was distraught, growing more anxious with every turn. He was grateful for the ride from the airport, but concerned about the gas gauge indicator, which looked as if it had passed “E” sometime last week.  It didn’t help that the surroundings were unfamiliar and that the driver appeared unconcerned (or unaware) of their predicament.

When the driver pulled off the freeway and started taking side streets in the opposite direction, my friend reached his limit.  Armed with the finest GPS system, he identified the most direct route to their destination and located several gas stations along the way. Still, he was unable to persuade the driver to follow his lead.

Only after allowing my friend to stew awhile longer did the driver admit to the prank: The gas gauge was broken!  Instead of fixing it, the driver would simply note the mileage each time he filled the tank, and knew he could drive 350 miles before needing to refuel. It was a practical, inexpensive solution that also provided some good laughs (at the expense of my friend!).

What Do We See?

As leaders, we often can be so sure of ourselves. From where we sit, we see the situation clearly and know exactly how to address the problem.

• Sometimes we think the leaders above us don’t understand reality or are headed in the wrong direction.
• Perhaps we think the leaders who report to us are concerned about too many details and can’t see the big picture.

Funny how things are not always as they seem!

 Unless we know all the facts with full transparency, our judgment is skewed.

What Indicators Do We Use?

Even the best indicators are useless if they are broken or measure the wrong thing. My friend was certain the tank was nearly empty because his experience taught him when the gas gauge approached “E” it was time to fill up.  But in this new environment, the odometer, not the fuel gauge, provided that information.  The GPS didn’t help either.  Despite being precise and accurate, the information wasn’t relevant and so gathering it was a waste of time.

• Churches and nonprofit organizations often measure their success by financial results or by the number of people served. 
• Nonprofits, however, are mission-based.  Sure, it’s important to be fiscally responsible and to track the number of people served.  But if an organization is not accomplishing its mission, those indicators are meaningless.

 The best indicators of success measure how well the mission is being accomplished.

Usually, these are less about budgets and more about changed hearts and lives.

What About You?

• Have you found yourself certain to have the right solution, only later to discover additional information or perspectives that changed your mind?
• What are the key performance indicators of your organization? Do they align with your mission? If not, what indicators would better signal success?

Leave a Reply and share your experience.

At ENTERCHANGE we help creative leaders develop the healthy organizations needed to accomplish their vision.  Contact Us to see how we might work together.

Copyright © 2011 ENTERCHANGE 

The modest yard of my childhood home had one crown: the Rose Garden. Although none of us were great gardeners, 25 healthy rose bushes produced a steady supply of flowers.  Credit goes to Per (pronounced “Pare”), the top gardener at my father’s workplace.  He selected and planted the roses, taught us how to water and fertilize them, and emphasized the key to sustainable blooms year after year: Per’s Principle.

The long-term success of the garden

depends on how one cuts the rose.

Cut in the right place, at the best angle, with a sharp tool, and the site will heal quickly and produce even more blossoms.

 But hack away at the plant indiscriminately, and you might ruin it forever.

Per’s Principle is not limited to roses.  Most organizations find the need to reduce staff at some time.  Many have done so recently (or should now).  But few leaders understand Per’s Principle, either related to roses or their followers.

Cut in the right place.

It might be easiest to reduce staff through attrition or to get rid of the person who is most difficult to manage.  But consider the organization as an organism, like a body.  All systems work together.  Cut out half your lungs and you will still survive, but your potential will be noticeably reduced.  Visualize the future organization, consider who you need to retain and focus on keeping them.

Cut at the best angle.

Treat the people you are letting go with respect, and help them transition well.  This might mean keeping them on payroll a little longer than you would like or extending their benefits.  Remember – she is a trusted partner in your organization.  If you help him land on his feet, he is more likely to find employment faster and be complementary about you and your organization.  Try to find a way to give advance notice.  Honor the contributions she has made and avoid humiliating her in front of her peers.

Use the correct tool.

Any cut is painful.  Manage that pain by using proper change management tools before, during and after the reduction.  Consider the feelings and motivations of the remaining staff – if it looks to them like the ship is sinking, your best performers will head for the lifeboats.  Explain your reasons to the remaining staff and help them understand how this change is a well-planned, strategic decision.  Be transparent. Let them see your vision for the future and how they play a critical role going forward.

It still might get ugly.  But these actions will help protect your reputation inside and outside the organization.  These are real people with real lives.  How you handle this important transition could bring quick healing and greater production or irreparable damage.  If you are going to wield the clippers, please remember Per’s Principle.

What About You?

• Have you ever felt awkward being asked to cut someone’s position in a cold and detached manner?   How could you introduce an alternate approach?
• Were you one of the survivors following a layoff?  Having observed how it was handled, how did you feel toward your employer afterward?

Comment on this post and share your story.

At ENTERCHANGE we help organizations grow healthy, collaborative teams.  Contact Us for a free assessment of your “garden.”

Copyright © 2011 ENTERCHANGE

If good things come in small packages, then I understand why the French story The Little Prince is so good. This brief classic is rich with deep truths spoken by an innocent youngster.

The book and its protagonist are both very small. This childlike ruler is the only inhabitant of an equally small planet.  The little prince sets off on a journey to other planets and ultimately encounters the narrator on Earth. Through their brief dialog, the narrator rediscovers some of the childhood wisdom he lost while growing up – and learns some new insights from this young sage.

The lesson of the baobabs is particularly poignant.

The narrator knows baobabs only as monster trees 50-100 feet tall with cork-like trunks 25-35 feet in diameter found in the savannahs of Africa and India. But as the little prince observes, “Before they grow so big, the baobabs start out by being little.”

You see, the prince’s planet is about the size of a house. Each morning he would carefully search the whole surface of his planet for newly sprouted baobab seedlings. The narrator understood the seriousness of this daily chore:

“A baobab is something you will never, never be able to get rid of if you attend to it too late. It spreads over the entire planet.

It bores clear through with its roots.

And if the planet is too small, and the baobabs are too many, they split it in pieces.”

How true this can be in our own organizations; if we allow the small evils to persist – soon we find it impossible to get rid of them. They bore their roots deeply into the organization, and eventually split it into pieces.

There is a personal application too, of course. New Year’s resolutions are fine, but as the narrator warns, “Watch out for the baobabs!”

What About You?

• Are there “baobabs” in your organization? What are they and how can you get rid of them?
• How can you introduce a regular discipline to identify and attend to the “baobabs” in your life or your organization?

Leave a Reply below to share your response.

At ENTERCHANGE we help leaders understand themselves and their organizations. We foster healthy cultures that help the leader and the organization thrive.  

Contact Us to see how we can help you build a stronger organization.

Copyright © 2010 ENTERCHANGE

This year’s Emmy Awards had some surprises. Among them was recognition given to the HBO film Temple Grandin. HBO: Temple Grandin: Home

Once considered a socially awkward outcast with no useful skills, Dr. Grandin is now credited with revolutionizing our understanding of autism and changing the way half the U.S. cattle industry does business. She still may be a little socially awkward (witness her behavior at the Emmys), but she has found a way to use her unique abilities and make invaluable contributions.

Temple Grandin lives with an autism spectrum disorder (ASD), a neurological condition affecting a growing number of Americans (now one in every 150 children). ASD can manifest itself in a broad range of conditions usually affecting the brain areas responsible for communication, emotions and senses. This can create some social challenges, even for those considered “high functioning.” For example, many with ASD have difficulty reading facial expressions or other emotional signals; for most, language is understood literally, so idioms and metaphors seem ridiculous; and some are extremely sensitive to touch, sound or light.

Grandin was one of the first people with ASD to communicate what was going on inside her head, providing parents and medical professionals with a greater understanding of how to build relationships and care for them. She endured ridicule, sexism and prejudice from a world that did not understand her. Thankfully she persevered.

Temple’s unique ability to “see and think in pictures” enabled her to design more humane equipment for handling cattle. Her perspective was so different, it was initially rejected. Now half of the cattle in the U.S. are impacted by her designs – and business is better, too.

At age four, Temple was told she would never speak and medical professionals recommended that she be committed to an asylum. Just think, we almost missed out on her amazing lifetime contributions. Don’t miss the chance to see this film.

What About You?

1. Have you been surprised by a perspective you initially rejected but later saw as valuable?

2. What can be done to create an environment where different perspectives are encouraged?

3. What roadblocks have you overcome to get your perspective heard?

Leave a Comment below and share your story.

At ENTERCHANGE we are passionate about environments where creative people fully engage their strengths.  Contact Us to see how we might work together.

“Stop going for the easy buck and produce something with your life.

Create, instead of living off the buying and selling of others.”

So ends the 1987 Oliver Stone film “Wall Street.”  The sequel, “Wall Street: Money Never Sleeps” (also directed by Stone), opens on Friday.

This quote captures an important but often overlooked theme in the original film. Carl Fox (played by Martin Sheen) is mentoring his son Buddy Fox (played by real-life son Charlie Sheen) even as he drives his son to the trial where he will likely be convicted of a series of white-collar crimes (insider trading, money laundering, etc.).

Carl Fox knows there are basically two ways to make money:

Create value

or take it from others.

How is value created?

Usually it occurs when things of lesser independent value are combined in such a way that they create something worth more.

• An IPod is worth much more than the metal and plastic of its component parts;
• A chef combines ingredients to create a more valuable meal;
• The artist makes something of beauty from canvass and paint or clay;
• Retail merchandise is purchased in bulk and distributed to the consumer in a more usable manner;

How is value destroyed?

Things of greater value can be dismantled or ruined, sometimes intentionally, but more often through ignorance or neglect.

• Produce rots before it is sold;
• Political capital earned through years of public service disappears overnight due to unethical behavior;
• An experienced team loses a crucial player with critical skills or knowledge;
• Relationships with customers, suppliers or strategic partners die when not nurtured;

In the original movie, Buddy Fox works for his idol, Gordon Gekko (played by Michael Douglas), who teaches him the fine art of taking value from others. Buddy doesn’t realize how destructive this is until he discovers that Gekko plans to dismantle Blue Star Airlines, where his father built his career. Buddy has a change of heart and turns his teacher’s tactics against him, enlisting the help of Gekko’s nemesis to scrub the deal and ultimately land Gekko in prison. The new film picks up when Gekko is released from prison 25 years later.

Real-life examples of this win-lose approach to gaining wealth are easy to find. It seems like a zero sum game, but when greed is in charge, more often total value is destroyed.

In this period of economic recovery, people are making a buck any way they can. Some appear to foster economic growth but are actually destroying value even as they line their pockets. The difference is a matter of perspective. As individuals (or individual organizations), we can choose to be indifferent about how our actions impact others. Yet, in the end, we all swim in the same economic pond.

I don’t know what themes will emerge in the latest Wall Street film. I trust that Oliver Stone heeded the advice of his character Carl Fox and created something of great value.

 What About You?

• How has your business or organization created value?
• Does the broader perspective of the whole economy influence your decisions?
• Are you leading in a way that creates value or destroys it?

 Leave a Reply below to share your story.

 Copyright © 2010 ENTERCHANGE

At ENTERCHANGE we help organizations find win-win solutions and partnerships that benefit everyone. Contact Us to see how we can help you created a more valuable future.

ABC’s hit television series LOST completed its 6-year run last season, but the buzz continues. Some people are even watching the entire series a second time. And for good reason. This well-crafted epic contains several intertwined plot lines, and is worthy of multiple viewings and discussions.

(For those rolling your eyes, hang with me. You can enjoy some leadership insights without watching a single show.)

SPOILER ALERT: This post draws on some of the big surprises, especially in Season 6.

Some natural leaders emerge from among the LOST characters, but shortcomings limit their impact:

1. Jack is an expert spinal surgeon and thinks therefore he is expert in all things. His pathological addiction to fix things interferes with his ability to delegate and to see his own limitations.
2. Sawyer’s “every man for himself” style uses power and intimidation to extract what he wants from others.
3. Then there’s Ben, whose deeply rooted need for affirmation drives his manipulation of others.

 My leadership hero is Hurley.

Surprised? Consider some of his unique qualities:

• Initiative – It is Hurley who comes up with the census idea which ultimately reveals Ethan as an intruder. Just the first of many times he makes a valuable contribution by inserting himself into a situation.
• Persistence – Despite repeatedly being told that he is of no use and will just get in the way, Hurley continues to find a way to contribute.
• Ingenuity – Who would think that a fat guy in a VW bus could save his five unarmed friends on the beach. And the golf course idea was a brilliant breakthrough!
• Strong Moral Convictions – I lost count of the times I heard the line, “Dude, that’s not right.”
• Humility – His unassuming manner (almost a reluctance to lead) is one of Hurley’s best leadership qualities – perhaps the reason Jacob ultimately entrusts the island to him. Hurley leads with pure motives.

Does your leadership selection process take into consideration such important qualities?  Or does it highlight only the attractive “natural” leaders like Jack, Sawyer and Ben.  

I believe the most valuable leaders with staying power have character qualities like Hurley.

 What About You?

• Have you ever been surprised when an “unlikely leader” has turned out to make a significant leadership contribution?
• Have you ever been recognized (or stepped over) because your leadership qualities didn’t match the typical leadership model?

Leave a Reply below and tell us your story.

Copyright © 2010 ENTERCHANGE

Developing the leadership potential in every person creates the strongest, most robust organizations. Want some fresh ideas? Contact Us

Even if you don’t follow baseball, you probably heard the story. Last week, after three hours on the mound and seconds away from becoming the 21^st player in baseball history to pitch a perfect game, Detroit Tigers’ pitcher Armando Galarraga lost that title because of an error – the umpire’s!

A “No-Hitter” is every pitcher’s dream. But a Perfect Game – when no player even gets on base – that’s for fairytales.  So when the 27^th batter hit a simple ground ball to the First Baseman who easily tossed the ball to Galarraga covering first base, you can imagine Galarrega’s elation.  Foot on the bag – ball in his glove – YES!  He did it!

But wait, the runner is safe?

Even umpire Jim Joyce later conceded that he made the wrong call.  He was devastated.  How could such a skilled expert make such a bad call on such an important play? 

Galarraga’s reaction? Joe Posnanski of Sports Illustrated captured it best:

As soon as Joyce made the call, the camera cut to Galarraga.  And he smiled.  That’s all.

No argument.  No theater.  No wild waving of arms.

No, he just smiled, a smile that seemed to say: “Are you sure? I really hope you are sure.”

There are two important lessons here:

1. Team players can be leaders.

Sure, the pitcher is a leader. But at that point, Galarraga was just another player. Yet, his reaction set the tone for his teammates, the coaching staff and the fans.  Think about it: Galarraga had the most at stake. The team still won the game, but his name would not be among the elite 21 players in over a century of baseball.  Despite all he lost in that instant – the fame, the glory, the satisfaction, the endorsements! – Galarraga’s reaction showed he is a true winner.

2. Grace has healing power.

Jim Joyce understood the gravity of his mistake, and it was eating him up. The next day, he was to be the lead umpire for the same teams. As the game started, it was Galarraga who handed the starting lineup to Joyce – an intentional public gesture of the same grace he showed privately.  And the fans joined in, many applauding.

Jim Joyce arrived at work an emotional wreck, but left significantly healed.

What About You?

• When did you lead without being the designated leader?
• Have you ever experienced the healing power of grace from a co-worker?

 Leave a Reply below and tell us your story.

 Copyright © 2010 ENTERCHANGE

 Contact Us to help build a team of leaders.

Wayne Gretzky is on Canada’s short list to be the final torch bearer at the XXI Olympic Winter Games Opening Ceremony tonight in Vancouver, British Columbia. Nicknamed “The Great One,” Gretzky still holds the NHL records for career goals (894) and career points (2,857).

Many would reference his legendary quote:

“Skate to where the puck is going, not where it has been.”

This quote has common-sense appeal, and has been applied liberally by organizational consultants and strategic planners.  And for good reason.  As leaders, sometimes we forget that our surroundings are dynamic. Timing is critical, and the best leaders anticipate what the environment will be and align their future plans accordingly.

Look closely at his stats:

• He holds the league record with 2,857 career points (Goals & Assists);
• One-third of those points (894) were goals he scored;
• That means twice as often, he was assisting others to score.

In fact, the number of points he gained assisting others throughout his career is greater than the total points acquired by any other player in NHL history.

Certainly it pays to anticipate the future.  But that future doesn’t depend upon you, alone – even if you are a superstar.

True greatness is knowing when to take the shot

and when to pass the puck.

By setting up others for success, leaders can achieve even more, individually and for the team. 

I hope Wayne Gretzky lights the Olympic Cauldron tonight.  After 12,000 fellow Canadians carried the Olympic Torch over 45,000 kilometers, somehow it seems fitting that the athlete who assisted so many takes the final shot.

What About You?

• Are you willing to help others score twice as many goals as you?
• Do you know how it feels to have a leader who sets you up for success?
  • How does that affect your attitude toward that leader?
  • Did that experience change your attitude toward those you lead?

 Share your Reply below.

Contact Us! We want to set you up for success.

Copyright © 2010 ENTERCHANGE

The first Toyota I remember was a 1968 Toyota Corona (the precursor to the Corolla).  My parents had just bought it by trading their 1962 Chevy station wagon plus $600.  My ten-year-old mind could not understand why they had to pay extra money when the trade left them with a smaller car!

This week, Toyota halted sales of eight models in its North American dealerships – the same cars included in last week’s recall of 2.3 million cars (apparently the accelerator would stick at inconvenient times).  That recall is in addition to the November recall of 4.2 million vehicles in which the accelerator tangled with the floor mat.  In all, roughly 5 million cars are affected (some cars were subject to both recalls) with further global recalls pending.

Toyota’s stock closed yesterday at $77.67, about $13 lower than last week.  With 1.6 billion shares, that means the value of the company dropped about $20 billion in one week. Toyota is worth about $125 billion today. 

A year ago, at the height of the U.S. auto industry meltdown:

• GM and Chrysler were preparing for bankruptcy;
• Ford was worth about $2 billion; they sold about 5.4 million vehicles in 2008 and posted a whopping $15 billion loss.
• Toyota was worth about $98 billion, but their performance wasn’t much better than Ford: about 7.5 million cars sold for a loss of $4.3 billion.

Why was Toyota nearly 50x more valuable than Ford?

It turns out that value is more than financials.  Value is determined by the market, which takes other factors into consideration.  Value is also future oriented; people buy stock for what a company is going to do.  Remember that tiny 1968 Corona? It was worth more than the big station wagon because it was newer (and much cuter).

Organizations that determine their worth only in financial terms

are missing some of their value. 

Look closely at your own organization and consider the non-financial assets you have that bode well for your future:  Relationships; Quality; Integrity; Flexibility; Responsiveness; Great Staff; Customer Service; Community Engagement; Reputation; Unique Vision. 

Oh, you still need to make money to stay in business.  But you and your organization have value beyond the balance sheet, even if you are facing hard financial times right now.

What About You?

1. What is unique about your organization that makes it more valuable than your competitor’s and might help you get through some difficult times?
2. How can you nurture those assets to improve your organization’s financial health?

Leave a Reply below and share your story.

 Incidentally, Ford stock closed yesterday at $11.41/share.  That means Ford is now worth about $38 Billion, and Toyota is only worth 3x as much.  Pretty good for  the only U.S. auto maker to not partake in the government bailout.

 Copyright © 2009 ENTERCHANGE

 Contact Us to help maximize the value of your organization.