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 

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.

A great illustration of this principle is the orange story.  I think I first heard this through a Stephen Covey seminar based on his classic book The 7 Habits of Highly Effective People.  Of course, looking for the “win-win” is one of Covey’s fundamental principles.  The orange story goes something like this:

Two people; one orange.  An apparent impasse until one asked the other why they wanted the orange.  The first person wanted the orange to eat. But the second person only wanted the peel; they needed orange zest for a recipe.

Once they took the time to listen and understand the other’s objectives they found one orange could meet both of their needs.

Notice this isn’t a compromise.  That would be 1 – ½ = ½. In the orange story, nobody gave anything up!  Both received 100% of what they wanted.  The key is, they needed to discover what the other wanted and be willing to consider a new way of thinking.

Leaders often use others to get what they want. But people usually follow leaders whom they trust and who act according to their best interests. I believe that the most effective leaders learn how to pursue their own agendas mindful of the interests of others, always looking for the win-win.

What About You?

1. Can you think of an example of a leader who considered your well-being?  How did that impact your motivation?
2. When have you been a more effective leader by looking for the win-win?

Leave a reply and tell your story.

 Copyright © 2009 ENTERCHANGE

Contact Us for more ways to expand your business using win-win strategies.

Then I started to recount the day: Up at 5:30, catch the 6:15 into downtown, then the skyway, the coffee shop, the guard’s desk, the elevator, three meetings, countless trips to the print room, reception area, etc. I must have encountered hundreds of people – some of whom I consider good friends.

WHY DIDN’T ANYBODY TELL ME?

Can you relate? Maybe for you it was a forgotten earring, mismatched shoes or something unzipped. If not (liar), surely you’ve seen one of us. Why are we so afraid to speak up? I know, to save the person embarrassment, right? At that moment, I wished someone had “embarrassed” me a few hundred people earlier!

I think there is a less benevolent reason: we fear the negative consequences for ourselves. Who wants their boss to remember them as the one who pointed out the spinach dip between their teeth?

But as leaders, we need to dig deeper. If my colleague won’t tell me my shirt is undone, she probably won’t tell me when my idea stinks.

How do we create an environment where people are willing to take a risk to save us embarrassment?

Or more importantly: to contribute wholly to the success of this organization.

I think fostering an atmosphere of grace is a good place to start. By reducing the negative consequences of speaking up, we encourage more candid contributions.

And who knows, maybe the entire organization will become more “buttoned up.”

-Jeffrey Lundberg

What About You?

1. Do you have an “unbuttoned” experience you’d be willing to share?
2. How have you seen good leaders create an atmosphere of grace?