Consider the lowly (or not so low) speed bump.  They are commonly found on residential side streets and in parking lots.  Many times those pesky speed bumps sneak up on you when you least expect them. They are even in the high-rise parking garage that I park in everyday during the week.

I consider speed bumps as falling into the category of inventions that were designed to “outsmart human nature”.  Seriously though, speed bumps save lives and cause drivers to slow down.  Speed bumps cause a mandatory consideration of pedestrians who might be otherwise “be in the way” as some drivers make haste to get to their destination.

I was working late a few weeks ago.  As I was leaving my mostly empty, parking garage, I noticed something peculiar about the speed bumps.  I could clearly see something that wasn’t so obvious during peak-load times in the parking structure. The peculiar aspect was that the speed bumps were only placed on the exit roadways (not on any of the entry ramps or roadways)…so you only meet a speed bump on your way out of my parking garage.

One conclusion that I drew from my evening observation is that the my parking garage designers assumed that people have a tendency to drive a lot faster leaving work compared to going to work.  Regardless of the designer’s assumptions, you have to hand it to those speed bumps….they manage to get the driver’s attention.

I sometimes look to nature for guidance…..especially human nature.  I’m thinking that there is something analogous to speed bumps that might benefit the process of executing business projects or processes.  Perhaps applying the concept might be as simple as taking purposeful time to slow down for some mental speed bumps.  That purposeful “mental speed bump” time might include making sure team member or stakeholder ideas aren’t run over or thrown aside too quickly.

As projects and new processes begin and ramp up (similar to the “going to work” routine) most people involved in projects are careful to ask for team member inputs and to be sensitive to stakeholder’s positions.  They don’t seem to need the speed bumps.  As projects mature however, taking the time to navigate those mental speed bumps can cause a mandatory consideration to maximize the inputs of other team members and stakeholders.…..those who might otherwise be considered  as “being in the way” of some “drivers” making haste to get to their destination.

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.

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.

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