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Posts Tagged ‘Reflection’

Do it afraid!

This is something of a refrain within the John Maxwell Team…”Do it afraid!” Why would we say this? Because, often the scariest part of doing something new, something different, even something we long for with all our being, is taking the first step! And the truth is, you cannot know what the entire path to your destination will look like.

Think of it in terms of going hiking. When you get to the trailhead, you can see a little ways in front of you, but unless the trail is only a few yards, you typically cannot see the whole trail. There will be trees, rocks, curves, hills, valleys along the path, and you will see only what is immediately in front of you. And hikers willingly, with enthusiasm even, step onto these trails daily, all over the world, knowing full well they don’t know everything they will encounter on their adventure, yet excited about the trip and the amazing view they know they will discover at the end. And so, you embark upon your hike, taking a few steps, encountering a curve, a hill, what have you…and after a few steps, you see the next few steps, and so on and so on…and in this way the whole trail is revealed to you.

Life is much like this, if you think about it. It requires a bit of courage to step forward into the unknown. It requires us to take initiative and move forward, for we surely cannot just stay where we are…and certainly not if we are leaders! Our teams and organizations count on us to take that first step.

Are you familiar with the story of Jim Sinegal, the founder of Costco? When he was in college, he went to work with a friend for a day, which turned into a longer term stint at a company where he met one of his mentors, Sol Price, of Price Club. Sinegal stepped into and took advantage of a great opportunity, learning from Price and developing his entrepreneurial drive. He worked hard, paid attention, and notice a lot of opportunities for improvement as he rose through the ranks of the executive team at Price Club.

He shared idea upon idea, and better strategies for improving the organization in a number of ways. Many of his ideas were dismissed or passed over. Eventually, he stepped out of what he was doing; leaving Price Club, he founded Costco with the intent of filling the voids he saw in the Price Club model.

Was it scary? Surely! There was no guarantee he would be successful. He demonstrated his confidence in his strategies, the courage to stick to his convictions, and the initiative to try something new.

It wasn’t long before Costco’s success proved Sinegal’s instincts to be correct. He soon positioned Costco as the premier membership retailer, growing from zero to $3 billion in sales in less than six years; the first company to do this. Eventually, Costco even bought out Price Club, expanded globally, and recent sales have exceeded $64 billion! It’s quite a story. If you’re interested in learning more, click here.

As we begin this month’s focus on initiative, take some time to answer these questions:

When was the last time you delayed making a decision or taking action due to fear or lack of knowledge?

What was the situation, and what caused you to delay?

What were the consequences?

What decision or action are you contemplating today?

What steps can you take to avoid delay due to fear, lack of knowledge, insufficient courage?

Who do you need to become in order to see your goal to fruition?

What will the outcome be when you take the first step and propel yourself forward with this idea?

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Good morning and Happy Friday! It’s been kind of a soothing week here, soft rain…kind of nice, actually. The trees continue to change color, although the rains have caused a lot of leaves to fall, so we have a lot of naked trees, already!

I’ve been thinking about strategy a lot this week, as I suspect we all are, since it’s our area of focus this month. In fact, I spent some time reading about it just yesterday, as I’ve recently completed the StrengthsFinder assessment, and my strongest talent/strength is strategist. The description depicts one who quickly picks up on patterns, envisions the diverse paths one could take, quickly considers the various consequences, culling options all the while, eventually landing on the most effective path to the desired outcome.

It’s a timely concept as I have been working towards a significant transition in my life and it is coming closer…in fact, I’ll be able to share more details with you very soon. As I’m in this “wiggly” space, I am, in fact, very much in a strategizing mind-set. And, as I don’t believe in coincidence, this month’s focus on strategy has been a little more thought provoking for me than some of the other topics we’ve covered to-date.

Having reached this turning point, finally, I intend to “celebrate” this afternoon by treating myself to a scoop of Hershey’s Peanut Butter Cup ice cream (it is suspiciously nearly exactly the same as Baskin Robbins’ Peanut Butter and Chocolate…which isn’t available locally!) on my way home…and then we begin the weekend.

As usual, mine will be a mix of work and family time. I need to go back through some bookkeeping (not my strong suit and I’m learning a new system) and make some corrections. We’ve been invited to an “end of summer” party at a friend’s house. Some writing time, some resting time, and yoga. I am also looking more seriously at what’s going on the next couple of months — not just holidays but also end-of-year activities and planning for 2014.

How will you spend your weekend?

What thought have you given to the next 2-1/2 months?

Have you taken an inventory of your accomplishments and your progress-to-date towards your 2013 goals?

What can you do this weekend to prepare yourself for the week and weeks ahead?

What can you do to nurture yourself this weekend?

Who else needs your time and attention?

What have you been putting off that you just finally need to tackle?

However you spend it, I hope it’s intentional!

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It’s time to take inventory of our assets.

What are the two greatest assets in your organization?

Why are the they greatest assets — what do they enable your organization to do that you wouldn’t be able to if you didn’t have them?

How can you more fully employ them?

When you look at your assets, what gaps are there?

What can you do to fill the gaps?

Be sure to spend some time looking at this from both a short-term and a long-term perspective.

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How often have you heard someone say, “People are your most valuable asset.” I’ve heard it spoken countless times in interviews…and frankly, I’ve said it myself countless times. There’s a subtle difference here, though, and I’m certain you are already aware of it. Often, the people who say this are not sincere…they may want to believe it and may want to behave as if it were true, some even truly believe they treat their people as such, but it simply isn’t the case.

I truly do believe it. Technology can be bought and sold; the same can be said of machinery and equipment. The key difference maker in any business is the people. They build, run, and maintain all the “stuff” and have a choice, daily, to show up with 100% effort or not. They can choose to nurture your business or sabotage it. They can choose to take good care of your equipment, damage it deliberately, or allow it to fall into disrepair. They are the face of your company in your community, with your customers, vendors, and other partners.

All others things being equal, they can be your secret weapon! All that is required is treating them well…offering trust and behaving in a trustworthy manner; treating them with respect and behaving in a respectable manner; getting to know who they are and treating them as individuals with lives outside your business; and showing them genuine appreciation for what they have to offer and what they do for your business. This is as true for your vendors, customers, and other partners as it is for your employees.

If you haven’t given this much thought lately, I encourage you to spend some time with this today; get out your journal and answer these questions:

How would your partners, vendors, customers, and employees say you are showing you appreciate them?

How would they say you are at building trust with them?

What words can you use — backed up by consistent behaviors — that will help you demonstrate your appreciation, trust, and value for each of these groups of people who have the power to make or break you and your business?

What steps can you take today, and in the coming weeks, to ensure you are on track here and to make adjustments if needed?

What’s holding you back? Now that you are focused on this, and have some clarity around it, get started!

Taking excellent care of the people connected with your business is one of the best business strategies you can have!

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Have you given much thought the need to adjust your strategy to adapt to changing dynamics in your business environment? I have been, prompted by a recent call with one of my mentors who brought up Kodak.

You remember Kodak, don’t you? For a while, it was Eastman Kodak, then just Kodak, and anyone with a camera — the ones that require actual film — will remember Kodak. Back then, we had to go to the store to buy rolls of film; then, when we’d taken our pictures, we took them back to the store or a film shop and dropped off the role of film to be developed…which often took a week to 10 days! Eventually, someone invented the 1-hour photo developing system, and that revolutionized photography (for us amateurs, anyway), for a while. Then along came digital photography. No longer did you need to buy film or have it developed; now the market was all about memory cards for your camera, and the pixel capability of your camera.

Clearly, this new business model didn’t fit with Kodak’s old model — sell film, photo paper, and developing services. So, how did Kodak respond?

At one point, albeit way too late in the transformation of its industry, the former giant attempted to reposition itself as the Memories company, with print-at-home photo paper and systems…but it was too late. Kodak had missed the boat and ended up filing for Chapter 11 Reorganization.

Are you even aware of what Kodak is up to — if anything — these days? I have to admit, I wasn’t sure if the company was even in business any longer. Turns out, a simple search indicates it is. Today, “Kodak has transformed itself into a technology company focused on imaging for business.”

According to its web site,

“Kodak sharpened its focus to commercial markets as part of a 20-month Chapter 11 reorganization in which it successfully removed large legacy costs, streamlined a complex infrastructure, and exited or spun-off businesses – including its remaining consumer imaging and document imaging businesses – that were no longer core to its future. People around the world will continue to see the Kodak brand through its commercial businesses and licenses with select business partners.

As a result of its reorganization, Kodak today is leaner, financially stronger and ready to grow – poised to take advantage of the digital transition underway in packaging markets; the growing demand for graphic communications products and services in emerging markets; and dynamic growth in the market for printed electronics, sensors, fuel cells and other printed products with functions beyond visual communications.”

This is a prime example of the need to adapt one’s strategy as the dynamics of business and industry shift, and they are constantly shifting. The point: One must adapt to survive, and this is as true for you — as leaders — as it is for your organizations.

Today, spend some time reflecting on the changes you’ve experienced in your industry in the past few years. What were some of the most dramatic? And what adaptations were required for your organization to remain relevant?

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As part of the growth plan I am working my way through, I have recently spent some time reflecting on my association with the John Maxwell Team and the value it’s brought to my life.
Several people have told me they wished they could do some of what I’m doing and asked me about my experience with the John Maxwell Team. After returning from Guatemala my (already great) opinion about the JMT is at a new level. What we took part of in Guatemala was “Historic.” John’s Influence and his team at Equip ( his other company) along with two other organizations ( LaRed and Guatemala Prospera) are the reason this amazing Transformation has begun in Guatemala.
Think about this: Three people trained 150 of us coaches over two-and-a-half days. We were then deployed, along with a translator, to go out and teach four-hour work shops sitting in small circles with military, city and country government officials, faculties of schools, clergy, hospital administrators, doctors and nurses, business men and women, and community leaders; we taught them how to facilitate interactive roundtable discussions on the the topics of Laws of Growth and Values, like forgiveness, listening skills, and others.
Gua Natl Civil Police June13 sm  (Me with the National Civil Police, Guatemala City, Guatemala, June 2013, at the end of our session)
In three days we reached ~19,000 people and left them trained and equipped to facilitate a 30-week follow-up using this same process in their areas of influence and with their families.
It was an amazing, life-changing experience! I don’t know if you can imagine but each one of the participants (captains & generals of armies in uniform, city mayors, doctors, clergy, etc) had to get “real” and be “transparent” rating themselves from 1-10 on how they were at, for instance, “listening” or “forgiving others. ” Then they had to say aloud what specific action steps they were going to take in the coming week to improve their performance in that area.
I’ve never seen such transparency. The stories of what happened were crazy-awesome! When people get real and want to grow, TRANSFORMATION begins.
As of mid-August, 45,000 (yes, 45,000!) others were going through this transformation process in small groups led by the people we taught in June.
I’m still on ‘cloud nine’ about the whole thing. Our own country could so benefit from this process. Third world countries don’t have the distractions we have and they want help to bring hope to their future generations. From the president down to the young people, the whole country is in pursuit of hope. Although this was not a faith-based effort per se, all the principles, laws, and values we taught come directly from the wisdom found in the pages of the Bible.
If you are looking for a personal leadership growth track (speaking, coaching, teaching, etc…), want to move toward growing a business, or be a part of a transformational, powerful organization, you can make that a reality for yourself by joining the John Maxwell Team. Give me a call. I can walk you through the process for enrolling, the investment, and the amazing benefits of joining this team.
It truly is the best thing I’ve done for myself in at least 10 years!
I look forward to hearing from you.

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There are two key components to a strategy — the vision and the plan to achieve it. It truly is that simple.

As a leader, its your responsibility to not only dream the vision and be able to articulate it to your team / organization, but also to create the plan and inspire your team / organization to achieve it.

This is another area in which it is important that your level of self-awareness is high. In all honesty, are you better at the dreaming part or the achieving it part?

Explain your answer to that question.

Now that you are focused on your personal strength, and have been giving thought to the importance of strategy in achieving goals, what are the keys to an effective strategy?

What are your weaknesses around strategy?

How do you compensate for them?

Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.   ~Sun Tzu

Having spent a considerable amount of time and energy reflecting on this, and having undergone a broad variety of personal assessments and 360 reviews, I can easily say I’m good at creating a vision and laying out the strategic plan. From a tactical standpoint, I am perfectly capable of defining specific tactics and carrying them out, but this part of the process is not my primary strength, consequently it is a much more taxing part of the process for me. I, as well as my team or organization, am better served if I have within my resources someone whose strength lies in the tactical work.

What about you?

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Strategy bridges the present reality to a future vision by answering the question of how a mission will be implemented. *

In this 10th month of our Intentional Leadership journey, we will focus on strategy. This is one topic I am particularly fond of, as it is my greatest strength (according to the StrengthFinders assessment)!

In my experience, once you have defined your objectives — what you’re striving to achieve — you need to outline the strategies you will use to move in that direction, and from the strategy, you will move into the tactical actions. One might consider it the leader’s blueprint or playbook. By following a well-thought-out strategy, you will arrive at a predetermined destination, rather than wandering aimlessly in uncertain directions.

Think back a few years ago, when Toyota was under siege because of the “auto-acceleration” issues with its cars. Prior to these events, Toyota had been known for high-quality; once its quality assurance processes came into question, Toyota had to shift gears, significantly. And, fortunately, it did. It went from focusing on quality to focusing on service. That’s when they changed their position to providing two years of free standard maintenance — oil changes, etc.

Had the car manufacturer attempted to emerge from that crisis still focused on quality, it would have been the laughing stock, and no one would have taken them seriously. Humbling themselves and focusing on serving their customers allowed the company to make a come-back.

Hyundai went through a similar experience. Think back to 1986 when Hyundai — a South Korean automaker — entered the US market. They started off with a bang, which quickly turned to a thud! Hyundai suffered from quality defects, as well, and soon was the target of great ridicule. It, too, had to come up with a new strategy to persuade customers to give the company another chance.

The result: An unheard of market plan (for the time, at least) promising customers a 10-year, 100,000 mile transmission and engine warranty. It worked; skeptical buyers gave the manufacturer another chance, and the strategy paid off, reviving Hyundai’s image in North America.

The strategy paid off, again, in 2008 during the beginning of the latest economic downturn. Hyundai assured buyers that if they bought a new car from them, and subsequently lost their jobs, they could return the car, essentially eliminating a source of financial stress and potential damage to one’s credit rating. With financial security of consumers’ minds, it was a brilliant strategy, that, again, paid off for the automaker.

As a leader, it will be incumbent on you to define the strategy for your teams and organization. As we prepare to dig deep into the role strategy plays in our leadership lives, spend some time today pondering these questions:

What are the benefits of having a sound strategy?

How do you recognize when your current strategy needs changing?

How do you respond when you come to that realization?

In what ways could you leverage your team and/or your organization’s assets more effectively?

How well are you executing your strategy?

I’ll “see” you tomorrow…and am looking forward to exploring this topic with you over the next four weeks.

*From the Intentional Leadership book by Giant Impact

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As we get further along into this Intentional Leadership journey, it feels as if I am moving through the months faster and faster. I know, rationally, it isn’t real; each month has the same amount of time (give or take a day depending on which month we are in), but it seems as if we just started this month’s exploration into attitude, and now we are at the end!

I’d like to share this thought from inspirational author and speaker, Charles Swindoll:

“The longer I live, the more I realize the impact of attitude on life. Attitude, to me, is more important than facts. It is more important than the past, than education, than money, than circumstances, than failure, than successes, than what other people think or say or do. It is more important than appearance, giftedness, or skill. It will make or break a company…a church…a home. The remarkable thing is we have a choice every day regarding the attitude we will embrace for that day. We cannot change our past…we cannot change the fact that people will act in a certain way. We cannot change the inevitable. The only thing we can do is play on the one string we have, and that is our attitude. I am convinced that life is 10 percent what happens to me and 90 percent how I react to it. And so it is with you…we are in charge of our attitudes. As a leader, embrace the opportunities change gives and lead and grow through it.”

His ending sentiment about the 10 and 90 percents, falls right into line with the yoga program I’ve been doing these past three months. The founder of DDPYoga, Diamond Dallas Page (yes, I’m doing a yoga program developed by a former World Heavyweight Wrestling Champion! And, it’s making a huge difference in my life!), talks about living life at 90% — the 90% that is our choice of how we will react to the 10% of things that happen.

This is also a lesson I teach about being intentional in all areas of our life; mindfully giving consideration to the potential risks, benefits, implications, and consequences of any given action — whether it’s through written or spoken communication or action / behavior. When we are thoughtful about these things, we allow ourself the option of responding (thoughtfully and intentionally) rather than reacting, which is emotional and immediate, and often does not turn out as well as we would prefer.

This feeds right into attitude because, as Swindoll, and so many others before him have said, we get to choose our attitude. When things happen in life, they aren’t inherently good or bad until we assign meaning to them. According to the Law of Polarity, you can’t have a good without there being a bad…so we get to choose.

In closing, this is one of the principles I was fortunate to be asked to teach this week, on how “choosing your attitude” can make a huge difference in how your life experience happens.

The my closing question is, are you ready to take charge of your attitude and take charge of your life? Remember, it doesn’t affect only you…Attitudes are contagious. Is yours worth catching?

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It’s Friday, again, and these four weeks of focus on attitude are coming to an end.

As we begin this weekend, what’s on your list?

Who do you need to spend time with this weekend?

What do you need to do for yourself this weekend?

What do you need to do to prepare for Monday, the coming week, and the weeks beyond?

My weekend will be similar to many…some writing, family time, a little more rest, and preparation for some upcoming teaching and the next Empowerment Mentoring Lesson — Drama this week, and reflection time.

It’s been a full but quick week. Several coaching sessions, including working with my coach, a team-building/strategy session, and was blessed to teach a lesson on attitude, being present, having fun, and making someone’s day.

Whatever is on your agenda for the weekend, I encourage you to spend it intentionally!

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