Sometimes – it’s ok to steal

Within an organization, it is good and healthy to steal (adopt) the good ideas from others in that organization. It should be encouraged. Some have also figured out that it is good to adopt (steal) ideas from outside of the organization – your competitors. (I am not talking about breaking laws, stealing patents, trademarks or copyrighted material).

Why only some? Why wouldn't everyone want to take advantage of something the competition is doing that gives them an advantage over you? Honestly, I think it is pride.

I recently flew on Delta airlines – first time. While sitting in the coral waiting from my flight, I noticed that they scroll useful information on one of the monitors behind the shepardess. Information included: weather in destination city, availability of business class seats, standby list, cleared standby list (if you name is on the list come get your boarding pass), and other information. It is obvious that they have answered as many of those questions that travellers want or need to know, without making them come up to the counter and ask. Great idea!

Perhaps Delta stole this idea from another airline – I don't know. I wondered how many other airlines have adopted (stolen) this idea. It is obvious that some have not.

If I ran an airline, I would travel on other airlines for the only reason to find out what they are doing and seek out ideas that they may be using to gain an edge over my company.

But perhaps that is just me – my thinking is weird.

Probably why I am not running an airline.

Sometimes – it’s ok to steal

Letting go of Weaknesses

Throughout life we are encouraged to work on our weaknesses in order to improve them – get better. Visualize a cat being slowly lowered into a tub full of water. With great time and effort, we may get to the point of tolerance, possibly even mediocrity.

However, a weakness will never become a strength!

That fact may be utterly abhorrent to some . . . like those who always advise to work on weaknesses. The reality is that we are all created with specific talents that we are naturally good at, and since it is impossible to be good at everything, there are areas that we are "not so good" at. Research by organizations such as Gallup, have discovered that when you work on those areas, or talents, where you have natural strengths, you will see exponential growth. The reason is because of the potential: natural talent = high potential, limited talent = low potential.

The result of the worlds programming is that we have become acutely aware of our weaknesses, but ignorant of our strengths. Take a minute and mentally list your strengths. Now do the same for your weaknesses. Which came easier? I find most people have trouble coming up with even one strength – and this is not because they are modest.

Now, visualize a cat discovering that there is a mouse in the room.

Spending time trying to improve your weakness is unproductive, frustrating and wearisome.

Energy directed at your natural talents and strengths is constructive, inspiring and exhilarating.

Photo by: kia storm

Letting go of Weaknesses

Bullies

I was in grade 5, and one of the school bullies, out of the blue, challenged me to a fight after school for no apparent reason. I did what any young boy would do to save face – I said, "ok – what time." The arrangements were made for later that day and we walked away. "Stupid, stupid, what have you done?" "You can't win this fight – why would you agree to it?" screamed the voice in my head. I couldn't win. I was among the smallest in stature in the school and he was three times my size. Of course that is why he picked me. That is what disempowered scared people (a.k.a. bullies) do – they pick on and demean others in order to elevate themselves. The size mismatch guarantees success in their goal.

I had to get out of this – there is no way that I am going to let some big guy with a low self-esteem beat on me. Not showing up is certainly an option, but it makes me look bad and the problem will never go away – we still go to the same school – he is going to get me eventually.

It is has been said, "Necessity is the mother of all invention." I had an idea. I went to the office and asked to speak to the principle. I explained my problem to him from my grade 5 level of understanding. I didn't have work very hard at explaining my idea – he caught on right away and began to reason aloud, "What if I called both of you to the office, and explained to you that I found out about your planned fight after school today?" He paused and then continued, "and what if I was to say that if you went ahead with the fight, there would be big trouble, the strap, suspension or even expulsion – do you think that would end it?" Of course, I agreed with his plan and went back to class.

Within the hour, we were both called to the office. I remember playing the role as we walked to the office, "What do you think this is about?" I asked. "I have no idea," the bully responds and finishes with, "Do you think they know about the fight?"

The principle went through the scenario exactly as planned – even pulled out his strap during the conversation for effect. The shock and awe on the way back from the office included questions and statements by both of us such as, "who do you think told," and "I have no idea." The fight never transpired and the issue was dead.

Whats the point?

The bullies (problems) of life and business will always come at us and you can't always solve them on your own. Sometimes you will need help. In fact, you are almost always better off to collaborate with others when dealing with problems. We often get ourselves into problems and do not have the ability to see our way out of them. There is always more than one solution to a problem, leaning on others helps us to see them.

Don't try to be a hero solving all your own problems – reach out to others. That is why we call it a team.

A final word of advice: Try not to let your pride get in the way of logic when someone or something, three times your size, challenges you to a battle.

To my bully friend, Darcy B. – now you know the rest of the story.

Image by: Mandreww

Bullies

The Cult of Process

I am more interested in the end result than in the means to that result. As long as it is legal, moral and ethical, does it really matter how you get there? Sound process is not only necessary, it is critical. (My simple definition of process: here are the steps and the order to carry them out.) I am not against process – we cannot function effectively without it. However, mistaking the process for the results is detrimental. The danger in blindly following the process without question will almost certainly eliminate innovation – the discovery of a better way.

Personal story:

They were executing the process (procedure) perfectly. Everything was being done as prescribed and they were proud. I commended them on their efforts and achievement of excellence; after all, they were doing what they were told. Then I asked the big question – why. What is the purpose? What is the benefit to what you are doing? Does it solve any problem; save any cost; generate any revenue? In this situation, the process was simply a "feel good" program. It had no benefit to the organization whatsoever.

We need to encourage everyone to ask questions. I tell everyone to find out the "why" before you do anything. There is a dramatic increase in buy-in when people understand the reasons for doing what they do. It is an unfortunate and revealing testimony to leadership to find people in any organization, doing things for which they have no understanding of the reason why they are doing those things.

I am not threatened by questions, by people challenging the status quo. I think that this is a sign of a healthy organization. Personally, I would be embarrassed to find out that people in my organization where doing things for the only reason that I, or someone else, said so.

If we execute the process flawlessly – but do not achieve the desired results, we didn't really win. It is time to re-examine the process.

Does this sound elemental – simple?

Why is it so common?

The Cult of Process

This is a riddle, right?

Recently a friend of mine, and someone who used to work for me, called me to ask for a favour. He is a middle manager and described an awkward situation that he is currently facing at work. He has been advised to do something that is actually impossible to do. I will admit that I believe that nothing is impossible, if, you are able to work outside of the framework or confines that exist. For example: it is not impossible for me to reduce my driving time to any location and the reduction in that time is limited only by the number of laws that I was unwilling to break and my reluctance to leave the regular city streets and go cross country.

However, in my friend's world, there are boundaries and limitations, which make the request made of him impossible to complete. His first response, "So . . . this is a riddle, right?" questioning the legitimacy of the order. It's no riddle and there was no additional direction or assistance provided. This happens to be one of those "I told them to do it – now I wash my hands – and I can't understand why they haven't done it" scenarios. It was a similar mindset that created the culture at Enron culminating in an ethical collapse, which let to its destruction and large wake of financial victims.

In my mind, there are only two possible explanations for asking the people that report to you, to do something that you know is impossible to complete.

1. Cowardice ambition: The directive came to you from your boss and you are only passing it along. You do not question directives – it could cost you.
   
2. Selfish ambition: The directive is yours. To state that you have demanded it will make you look very good and demonstrate that you are tough and demanding.
   

What are we to do?

As a leader – never ask someone to do something that you could not do yourself. The request may be difficult and may stretch your team – this is good – very good. Provide support and direction to get them there. Stand beside them – help them achieve it.

If you are in the situation that my friend is in – you will need to question it. In most cases, and hopefully, the directive has simply been misunderstood.

The reason that my friend called me – the favour that he asked – was a request to use me as a reference when his future employer called. Of course, I said yes. After all, he was one of my best people when he worked on my team.

Losing great talent is just one of the consequences of unreasonable and negative organizational cultures.

Photo by: Sean Dreilinger

This is a riddle, right?

Actions speak louder than words

Actions speak louder than words. What we do means infinitely more than what we say. Actions back and support what we say or believe. It has been estimated that 97% of communication is non-verbal. Consider two real life examples.

Actions:

Canadian delegates walk out of UN in protest as the leader of Iran begins his speech. The message is clear. Others follow. Words: unnecessary.

Words:

Al Gore, environmental activist and winner of the Nobel Peace Prize, establishes a legacy on the proclamation of the destruction that mankind is doing to the environment, but lives in a home that uses twice as much electricity as an average U.S. household uses in an entire year. The message is contradictory. Words: hypocritical.

Regardless of your opinion on these issues, which is the better example of leadership?

"We must become the change we want to see." Mahatma Gandhi

Actions speak louder than words

Guidelines for the Competitive

I am competitive. Actually, I am extremely competitive. Like as in; I really like to win. Like as in; I really have to win. Like; when my kids were young, my wife had to constantly coach and remind me to allow them to occasionally win when I played games with them. I play to win. I make mini competitions, even if only in my own head, within every project or activity. If I am alone – I compete against myself – i.e., last time I did my run in X minutes – now I'll go for less. If I am with someone else – even better – I find something, anything, to compete with them on.

You might think that I am a little extreme – I am. I play card games for keeps and have an insatiable desire to always gain the pole position at traffic lights. While I may be a little over the top, I know that I am not alone in the competitive mindset. I think that most, if not all, of us have this to some extent. I also think that there is value to being competitive. Why? It drives us to become better, to increase and improve. It causes us to stretch beyond what we would otherwise. This applies to individuals, personal relationships and organizations of any size, shape or form. Competition causes organizations to become more cost effective, more productive and more efficient. Competition is healthy and good.

However, as with anything in this world, taking a good thing too far can have negative consequences.

The "watch-out:" Competitive spirit overriding the benefit of the overall team.

Competition is good, beneficial and fun within the team only when it is fair, meaning: everyone on the team has the same equipment, knowledge and resources. When someone on the team gains a competitive advantage, which is kept to themselves – it moves from competition to selfish ambition.

The challenge for competitive people is to maintain the dividing line between the outside competitor (opposition) and teammates in check. I must keep the playing field level between my teammates and myself. If I have information that they do not have, I must share it.

In a fair competition, it is gratifying to come out on top. Winning at the expense of your own organization is destructive.

Guidelines for the Competitive