by Tom Ainsworth

Did you ever notice how those little twinkle lights add so much to the ambiance of a setting.  Restaurants occasionally string lights around and up into the trees surrounding their establishments….it just seems to make the dining experience more pleasurable.  There are even some shopping centers that sport white twinkle lights all year round.…putting people in the mood to shop until they drop…all year long.   There is just something about those shining lights that can alter the mood and set the stage for a good experience.

I had a meeting this past week with one of the members of a leadership team I have been working with this past year.  My quest in the last few days was to get some deeper one-on-one discussion with each of the leadership team members on some proposed ideas for growing a more vibrant high-performance team.

My lead-off question to all the leadership team members was the same, “Given all the options we have been reviewing for a team development plan, what do you feel are the most critical next steps?  By nature, this particular leadership team member is reserved.  Her answer was insightful and she had a firm resolve as to what she felt was needed for the leadership as well as for the extended team.  I was glad to have the one-on-one opportunity to hear her thoughts and to see her spirit and commitment to team development.  It was strong and impressive….and something I had not seen from her in the many leadership team meetings I have attended with this particular team.  She was able to let her light shine and express her thoughts strongly for what would help the larger team and her leadership colleagues move to a place of noticeably higher-performance.

A few nights ago, I flew into the Los Angeles airport and was waiting for the shuttle bus to take me to my hotel (I am always impacted by the sea of humanity at the Los Angeles airport….it always give me an opportunity to people watch).  The shuttle bus arrived and I was greeted by a smiling face from the driver.  He was a combination, greeter, driver and logistics expert (carefully helping people onboard….and creatively organizing their luggage to fit it all onto the limited shelf space in the bus)

As we moved from terminal to terminal (and there are many in LA), I noticed that at every stop, our driver jumped out of his seat and quickly went to the door to offer a smile and assistance to all who were climbing up the steep steps of the bus.  It was late in the evening and he still found the energy to offer a bright smile and assistance to take each person’s luggage up into the bus.  He had a shining light inside….you could just see it in the expression on his face.  He lit up the late evening for many of the weary travelers carrying their heavy baggage.

One of the biggest lessons I have learned while working with people in my manufacturing and consulting careers is to seek out other’s opinions, listen to them and give them some room and the opportunity to let their lights shine.

Shining lights are all around us, sometimes we get so busy that we don’t take the time to see their glow….and sometimes, our own lights blind us from seeing the brightness of others around us.

There is just something about those shining lights that can alter the mood and set the stage for a good experience….sometimes they can even make some of the heavy loads we carry seem lighter.

by Lorin Walker, MOB, PhD

Some gifts keep on giving. Even when we think they won’t. Even when past experience says no way never. When they do keep on, what a singular experience.

And so, with confidence, after a few months of testing, I recommend a resource that 7 times out of 10, makes you stop, think, ingest, apply, improve — it is Seth’s Blog

http://sethgodin.typepad.com/

Try it. You will not be sorry.

by Tom Ainsworth

I have always been a nut about cars and the mechanical marvels that they are.  That said, the discerning reader might detect my lifetime timeframe.  Yes, I grew up in a simpler age of cars….they were mostly mechanical and quite easy to upgrade and repair as a do-it-yourselfer.

Today’s vehicles have a new degree of difficulty when it comes to repair and upgrades….with integrated electrical systems, government mandated emissions controls, complex design etc.

As I reflect on my history as a do-it-yourselfer working with cars, I see an uncanny parallel with cars and the work I do as a consultant in leadership and team capability development. To show you the parallels, I will take you into my past a bit…so bear with me.

My first big car repair project was replacing the brakes on a 1963 Plymouth Valiant.  It was my first car…and like many first car owners, I didn’t have a lot of extra money to pay to get my car fixed.  I had to become a “do-it-yourselfer”. I always followed the learn-by-doing process when in came to my personal development…..so it was natural I would apply this to working on cars.

To begin, I engaged my friend Dan.  He was older, wiser, more patient and well-experienced in automotive repair and upgrades.   We started my first car repair experience by going off-site…to his house.  He had the tools and a safe environment….a warm garage (it was the middle of winter and I lived in Ohio at the time).

Dan gently guided me by telling me the steps to follow.  He occasionally had to show me how to use a new tool (I thought I knew all about tools and how to use them).  After a couple of hours, my 1963 Valiant was ready for the road.  We took a test drive together and did some final adjustments…including an adjustment to the parking brake, which I learned was affected by the new brake installations.

The new confidence I gained from my brake changing experience allowed me to tackle the installation of an upgraded exhaust system, some body repair and a new paint job (in Ohio, older cars can get a bit rusty) and the installation of a “state-of-the-art” 8-track stereo system, complete with new in-the-door speakers (now I have really dated myself).

In the next few years, I sold the Valiant and purchased a 1968 Camaro.  My earlier capability development gave me enough confidence to tear apart the engine on the Camaro and do a valve repair project.

Enough with the car stories….at least for now.  So where are the parallels between cars, leaders and teams?  Here are a few to ponder:

1. High-performance cars and high-performance leaders & teams require regular maintenance and upgrades…they can get a bit rusty at times
2. Even though you might consider yourself “do-it-yourselfer”, you will need expert help occasionally to help build your capability.
3. You might think you know about all the tools, however if you explore, you can learn that there are some tools you don’t know about that work much better in certain situations
4. As “upgrade and repair” needs become apparent, you find that you will have a preference to seek a trusted advisor for advice and help
5. You might occasionally need to go offsite to learn and improve your capability
6. Over time, new systems, government regulations and design complexities have put restraints on our ability to do-it-ourselves….we need specialized help
7. After new “upgrades and repairs” are installed, it is always a good idea to do a “road test” …preferably with the expert mechanic ….to check for any fine-tuning adjustments
8. The outside expert will have more patience that you might have when dealing with a big problem you have experienced
9. Upgrading and repairing can cause other parts to require adjustments
10. New capability breeds new levels of self-confidence to take on larger challenges

by Mike Osredker

There are many daily newsletters that find their way to my inbox and one in particular usually has a number in the headline.  You know the type – “5 ways to …,” or “Ten things you need to know for ….”  I looked back over the last quarter’s topics (which reminds me I should clean out my email folders!) and was a bit surprised to see just how many of the headlines were related to communication of one sort or another at the executive or leadership level.  Timely, effective communication is important for aligning the team, resolving issues as they come up, and sharing lessons learned to expand competence in the organization.

My guideposts for any communication are pretty simple. Sometimes I get caught up in the use of certain phrases or buzzwords and I have to catch myself by focusing on the following reminders.

Say what you mean and mean what you say. If you have ever had to clear your head after a conversation or speech by boiling the words down to their real meaning, you know this issue.  Make it easy for your audience.  Think about what you want your audience of one or one hundred to remember…stay on message and use clear language.  Don’t trigger any fluff detectors.

Listen for a response. When your message is heard, your audience will respond.  What did they say with their words, their body language, or their silence?  Do you know that your message was successfully delivered?  Ask your audience what they heard.

Follow up and follow through. If you made a commitment to get back to someone with a response or clarification, your credibility is enhanced when you follow through.  Your team will infer from your behavior what is acceptable in the organization.  Be sure to model what you expect from others.

You and your team are consistently exposed to a wide variety of messages every day.  Make your message stand out in 2010 by following these simple guidelines.

by Lorin Walker, MOB, PhD

The boss is 80% of the job. She or he sets the tone, the climate, the “how-fun-and-productive-it-is-to-work-here” index.

I am reminded to trust the process, to trust the good intentions, the weight of the preparation and the desire to succeed of the people who are on most teams.

To expect breakthroughs and one might say “miracles”. To know that at some point positive things are liable to happen, so long as people hang in there, so long as they continue the effort and want things to succeed.

Of the power of caring, of the boss caring “to get it right”, and of people, in the end, knowing that the team members (including the boss) care about others on the team, despite what might be called weaknesses.

I am reminded that sometimes months and months of nudging and preparation and coaching are needed before we are able to await the result in peace.

That declarations of hope, of expectations for positive outcomes, if heartfelt, even in the face of little or no evidence, can often carry the day.

I am reminded of all these things because of something that occurred within the last 90 days in my consulting work, an all-stars-aligned team alignment session that could not have gone any better, despite many challenges, and that will always be a highlight in my life.

And, as I look over my shoulder to the right, on top of my bookshelf, I see the figurine of a bear, a recent gift, small black eyes staring at me, and I am at the same time reminded of my consultant cautionary motto—“Some days you eats the bear, and some days the bear eats you!” That day, we all ate the bear. Delicious!