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:

1. 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.
2.  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.
3. 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

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:

1.  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?
2.  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.
3.  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.
4.  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

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!

1. 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.
2. 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

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:

1. Assess how much you are dominated by having to win all the time. Have a little talk with Mr. or Ms. Ego.
2. 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.
3. 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.
4. 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

It is really interesting to be back interviewing for a job after eight years of being a CEO of an international, privately held, profitable company.  I am, by business card criteria, very accomplished. I have CEO and president in my title, three times. COO once, and VP three times. I also have the titles of “founder” and “partner.” I might as well have the title of “Supreme Intergalactic Commander.” The reality is that people who are interviewing me only care a little about those titles. However, they are laser fixed on my ability to demonstrate how I solved problems and achieved results. And they are very sophisticated in separating wheat from chaff.

 Character Move:

1.  Wherever you are in your career/ job, document problems solved and results achieved. Do it as you go, not after you have left.
2. Develop a “value offered card” more than a “business title card.” Be great at a few things… Benchmark to be the very best. Practice, practice, practice, and ten years later, few will have your results and skill. This will hopefully allow you to monetize the equity you have built in yourself. (Think ahead… Is anyone going to care about what core skills you currently have a few years from now?)
3. Most of us are NOT great at everything. Be honest about areas that are not strengths. However, let’s commit to being THE best at what we’re good at and like to do.
4. Someone out there likely needs what you are good at and like to do. That value, in the western capitalistic society we live in, usually is expressed in monetary terms. For example, the value we bring to the largest group who needs/wants what we have to offer, usually results in the biggest monetary pay out.
5. Build a value card more than a business card.

Value card in the Triangle,

- Lorne

Many of us are pissed off at the banking system and at being stuck in our current (and apparently worsening) economic malaise. We know there was no constructive value built into making credit available in irresponsible ways and making the system sick with obtuse financial products that few could even understand. Financial institutions hid and shifted costs from each other for profit and greed until it all fell apart. It wasn’t authentically sustainable. Many of us participated directly or indirectly and are now living with the consequences.

In his thought provoking book the The New Capitalist Manifesto: Building a Disruptively Better Business Umair Haque challenges the current industrial model and challenges business to ensure our products and services result in tangible, positive benefits to each other. Read the book to gain insight into how that $/€/£ 3.00 burger may really cost us ten times that much. (…I love burgers…) Umair is a capitalist but really gets readers thinking about whether the principles under which many of us operate continue to serve us well.

Character Move:  most of us can’t control much of the macro economy, but you and I have control over what we do regarding our daily actions:

1. Do our daily actions add to the well being of others? How?
2. Are you and I metaphorical equivalents of a gas guzzling, road hogging Hummer?  (i.e. “It’s about us.”)Clear the road baby!
3. How do we make a tangible lasting difference by authentically adding value? I’m not talking about saving whales… Just you and I CONSCIOUSLY adding “better” to others in our daily interactions.

Being big and juicy – being BETTER – in the Triangle,

Lorne



I read Gruen’s book Water for Elephants a few years ago and enjoyed it. I recently saw the movie. What struck me as I watched it on the big screen was the beginning, which of course started at the end. The central character was at the final stage of his long life; the “circus” was a literal metaphor for life. One day, for some of us much sooner than later, we will be standing at the end looking back at our working lives. Our journey will have its ups and downs of course but what can we do now to prepare for the time when we look back over our journey? Here is what I deeply believe in:

1. If we do what we are good at and practice it to get even better; we will have a better chance at happiness at work.
2. If we also do what we like to most of the time; then we will take our working lives to an even higher plane.
3. If we add the ingredients of doing #1 and #2 while giving superb value to what others need most of the time, including our team mates, clients and customers, then we will likely achieve a great sense of gratification.  

 When we can intersect these three things, and keep turning the wheel to be amazing, we will be happy to stand at the end thinking about our metaphorical circus with contentment. It won’t be perfect. It won’t be easy.  And, of course, I deeply believe the Character Triangle values will give you that character to excel.

Character Move: don’t let the world wash over us while we feel stuck getting a pay check. We can find a way to balance our talent with what we like and provide value. Yes we have obligations but that doesn’t mean we can’t find that recipe. Start to work on a plan now.

Do you really know what your good at and what you like to do? What are you practicing to get better at? How do you connect this activity into giving value? and into being amazing?

Start at the end to get to the beginning! Imagine standing there at the end. You are 70 yrs old. What did you spend time doing over the last 50 years? How do you feel?

Water that elephant in the triangle,

Lorne

I’m the CEO of my company and even though I have the top job, I’m going to give myself a promotion this week, and you can too!

While I have mixed feelings about the notion of resolutions, often being well-intended wishes rather than goals/purpose attached to action based plans, I do believe that most work environments have a freshness associated with the New Year. The very act of budget setting for a new fiscal year (for most companies being the calendar year) provides a new beginning. So let’s take advantage of this new start and give ourselves a promotion. How?

I’m going to challenge you and I to tighten the intersection between the value we bring to the organization we’re part of, what we like to do, and what we’re good at.

• Action: At the end of every week in 2011, let’s write down the one key thing we did to bring more value to the organization (it wouldn’t have happened if we didn’t do it). Let’s also note what we really liked doing during the week (it gave us great satisfaction). How did we apply what we’re good at doing to our role (people acknowledge the skill we have)? Let’s journal this! 

I believe if we consciously tighten this value/like/good intersection along with the Character Triangle of accountability/respect/abundance we will give ourselves a well deserved promotion! In fact people around us may think we have new jobs and start asking us if we’re on diets, have new hair styles, and the like ha-ha. Watch this make a difference.

Live 2 Triangles,

Lorne