value | Lorne Rubis

Would You Win in an Attribute Contest?

201220 Nov
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Posted inCharacter Triangle

Key Point: Attribute talent wins! One of the common questions I get from people at all levels in organizations is, “When will all the chaos stop? When will we get past all the change going on?” My response is, “NEVER.” Some days or months may be less or more hectic than others but the whirlwind will not stop or slow down. I actually believe that turbulence will increase. The reasons? We will experience even more of the following: Intense global competition, constant technology revolution, rapid innovation, and unpredictable geopolitical turbulence. A business model or revenue stream… Even an organization… Can disappear in a breathtaking few months. No value – no money – no work. Literally nothing is certain, except “death and taxes” as the old saying goes.

So here is an assumption about people and work I deeply believe in: The competition for top talent will become more ATTRIBUTE intense than ever. I do expect to hire very smart people who are exceptionally proficient in performing certain skills. But a great formal education is table stakes to just get in the talent competition pool. However if I can hire a hungry, self-accountable, respectful, abundant thinking individual who is capable of connecting, translating, collaborating and creating… WE THRIVE and SUCCEED in a sustainable way! Why? People with these attributes realize THEY are the key to defining and contributing to success. They are mega collaborators. They do not depend on somebody leading “change” because improvement, growth, and personal change management is built into their mindset. This type of talent is happy to be engaged AND engaged to be happy! They expect to navigate through tough challenges and even seek out that kind of environment. Agility helps define who they are. They are content and yet realize good is the enemy of great. And the better lead the organization, the greater leverage and value results from this attribute talent.

Character Move:

When you think about how much you’re improving, think about describing it in terms of attributes along with numeric results. The good news is that the distinguishing variables to find these desired attributes are not necessarily resident in any particular age, gender, IQ, size, shape, GPA, University, country, or region. They are evident through results and behavior.
Self-evaluate and build a development plan on the following attributes: A. Self-accountability, B. Respect, C. Abundance, D. Hunger, E. Connector, F. Creator, G, Translator, H. Catalyst, I. Collaborator. These are not necessarily ALL of the right attributes but they are a great list to work from.
If you were asked to provide a story as evidence of how you have displayed each of these attributes and achieved results that have had an impact and inspired others, how would you do? If you haven’t been asked to do so, expect that you might in the very near future.

Attributes in the Triangle,

Lorne

Are You a Child or Peer?

201227 Jul
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Posted inBe Accountable

Key Point: Have you ever had a boss who just treated you like you were an inferior and expendable commodity? How did it feel? Are you treated with respect as a peer or does your boss treat you like a child? Weak leaders see their employees as inferior “subordinates” who really can’t be trusted. These “parent” bosses believe most workers need to be watched carefully because they might be ripping the company off. They have all kinds of subtle or blatantly obvious systems and policies to catch people doing the wrong things. The by-product of this approach is often a culture where employees learn how to play the game. They quickly find ways to expend energy on making sure “superiors” see them busy, doing exactly what they’re told and/or covering their behinds. So, are you a child or peer?

You would think that in 2012 all associates would be treated as peers. Of course we all have bosses and there is a hierarchy of authority but great leaders expect EVERY person to be a valued contributor and treat them that way. When a leader inspires an associate by creating an environment of purpose, expected excellence and contribution, most of us rise to the occasion BECAUSE we want to belong and be a valued “player.” When treated with respect as a valued colleague most of us embrace self-accountability and are motivated to have a positive impact.

Character Moves:

Treating associates at every level as a vital person in the organization chain is key to making the workplace great. If not, why would they be there?
Really engage people’s thinking and listen. If you’re a boss and spending way more time telling versus asking; you are likely out of balance and patronizing. As the boss your job is to optimize the contribution and skills of all and not to be the fountain of all brilliance and wisdom. If people start agreeing with every thing you say… That is a danger sign that you’re a “mom or dad,” more than a leader.
Recognize that valued contribution is more important than punching the time clock. The most important thing is not whether someone’s car is the first or last in the parking lot. What’s more important is the value provided in exchange for total compensation. Clock watching management has no value. If someone is not showing up when and where they’re needed, expectations are not clear or the person does not have the right mindset.
Challenge the dumb things we do to continue the parent-child relationship we have institutionalized in organizations. Expect self-accountability… Expect mutual awesomeness.

Peers in The Triangle,

Lorne

Can You Use 2×4 Leadership?

20125 Jun
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Posted inBe Abundant

Key Point: Two very simple but effective leadership actions that have a BIG return on their investment are: Giving recognition AND having regular one-on-one meetings with your direct reports. Giving sincere recognition is an outcome of having a “personal growth” mind set. It is the ultimate tool for confirming the value exchange between people. There is a lot of questioning whether daily work is providing measurable value in companies today. Recognize the results you want and you will get more of it. There’s no Mensa membership required to understand this concept but recognition is still underutilized in many organizations. Regular (at least monthly) one-on-one meetings that are short, snappy AND “direct listening” oriented, help focus resources on actionable behavior addressing the business priorities. Read more to discover what I mean by applying 2×4 leadership to better leverage these two elements.

1. Recognition: Too often it is thought of as something we have to do (an additive task) versus part of how we think and act. When we constantly observe the action of others and acknowledge the positive impact they have, we not only reinforce desired activity but we also benefit from constantly sharpening our observation and personal development skills.

35 percent of workers and 30 percent of chief financial officers in an Accountemps poll cited frequent recognition of accomplishments as the most effective nonmonetary reward. Thanking people for their hard work and commitment is a vital element for helping people to appreciate they are adding value.

2. One-On-One Connect: In many organizations people get so busy with daily work, they forget to check in with each other to really examine if the work people are doing is really what’s needed and valued. Who is the customer? Do internal or external customers willingly pay for the work being done? Do they really care? I often see employee survey data where it is evident that people don’t sit down for those talks until some serious redirect of activity or behavior is involved. And then the conversation is obviously more challenging for all. In most cases waiting for annual performance reviews is too reactive and too late, (and often an administrative exercise with minimum benefit to anyone).

Character Move:

Apply 2×4 leadership this way. It is simple but effective. Do your own research to see if it works!

Regular Personal Recognition. Focus on your key value drivers and recognize people who are having an impact on those drivers at least four times per day or week. Make it specific AND personal. Use whatever method you want but make it clear that the behavior the associate you are recognizing is having a positive impact on the company, others, you and them. It needs to be part of what we do and who we are. Set up a process in your management system to make it a positive habit.
Regular Personal one-on-one connect: Ask four simple questions in your regular one-on-ones and you will likely have a constructive discussion. They are: What is going well that we want to keep doing or do more of? What is tricky or challenging? What can we do better going forward? How can I help you help yourself get valued results?

That’s it. I don’t want to over simplify but I have historical data and lots of experience that doing these TWO things; regular personal recognition and regular personal one-on-ones (AND applying the FOUR recognitions and questions) will result in significant positive outcomes! Obviously the 2×4 leadership idea is to help provide a framework… No reason it can’t be your 2×5 or 2×3, etc. Just try it.

Using a 2×4 in The Triangle,

Lorne

Drinking With a Leadership Guru… Part 2

201215 May
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Posted inBe Abundant

Last blog I told you that you would get more “juice” from my glass of wine with Marshall Goldsmith. As promised here it is.

Key Point: Marshall works with exceptionally capable people as an executive coach. Most are CEOs of the world’s largest companies. And even these people lose their way. The only way for these high achievers to improve is to get a “mirror” and really see how their behavior is impacting others. This is more challenging than one thinks. Frankly, it’s challenging because people suck up to their bosses. The higher one goes in a company, the funnier our jokes get, and ideas more “brilliant.” We don’t like really obvious “suck ups,” but if we are honest most of us do pander (subtly) to our bosses and find it difficult to point out their shortcomings. It is even tougher than when we’re dealing with a CEO.

All CEOs (me included) have lots of confidence and big egos. And it’s that big ego that usually gets us off compass. We need to tweak behaviors that set us off course from time to time and we usually need help from people we care about, to make those course corrections. Goldsmith points out about 20 common behavioral missteps. I’m going to focus on four.

1. Winning too much. This one is an area that I personally have to improve on. I feel like I have to literally win at everything, regardless of how little or big. I’ve been so darn competitive all my life that I can lose my way if not careful. Of course a winning spirit is important, but when we do it to excess and apply it in situations that are not worth our time and energy, it limits our success. My trivial example is that I have to always be right when my wife points out my bad driving habits. Frankly she is normally right, but I argue with her anyways. Why? Does it really matter? This flaw at work can get us off course because we might unwittingly put our need to win over what’s best for the company.

2. Adding too much value. I worked for one person that just couldn’t stop when it came to adding too much value. You could come with a Nobel Prize idea and you would get, “already knew that and thought of it years ago” and/or “it’s a good idea but it would be better if…” The problem with this behavioral defect is that it totally diminishes the ownership of the idea. The irony is that often as bosses, we only add 5 percent value. What is the real contribution? Is 5 percent worth taking away the motivation the presenter? Certainly when we know something someone proposes is going to cause harm, we have an obligation to weigh in. But in most cases if we step back and focus on others winning versus us “having to add value,” we become even more successful.

3. Passing judgment. When people offer suggestions or help, we cannot pass judgment because if we do, it just pushes people away. If people want to help and the outcome is “that’s stupid,” “won’t work,” “idiot idea,” etc. it ensures people who genuinely care about helping will think better of it next time. Whatever we think of the idea, the only right response is, “thank you.” When we just acknowledge the offer to help with a “thank you” and go from there, we will eliminate pointless arguments and negative conflict.

4. Making destructive comments: When we make destructive comments it is mental graffiti. It just sticks around as an ugly memory. If the comments we’re making are not beneficial to customers, the organization, or the person we’re talking to and/or about… DON’T SAY IT! It just detracts from others and us. I especially detest the act of trashing other people. It is not respectful.

Character move:

Assess how much you are dominated by having to win all the time. Have a little talk with Mr. or Ms. Ego.
When some one presents an idea, think about the trade off of “adding too much” value versus just giving them a thumbs-up and gifting them the joy of making their own idea come alive.
Just say “THANK YOU” when someone offers suggestions intended to help. The ideas are not to be received as “good” or “bad,” but just what they are… neutral. Accept and go from there.
No destructive trash talking period. Ever. We’re not perfect but take a moment before letting that little sarcastic, cynical, gossipy tongue waggle!

Getting there from here in The Triangle,

Lorne

Character Triangle

Our character is exclusively ours. We define it by how we think and what we do. I believe that acting with Character is driven by what I call the Character Triangle.

What, exactly, is the Character Triangle (CT)?

The CT describes and emphasizes three distinct but interdependent values:

Be Accountable: first person action to make things better, avoiding blame.
Be Respectful: being present, listening, looking again, focusing on the process.
Be Abundant: generous in spirit, moving forward, minimizing the lack of.