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.