Categories
Archives
Search
Subscribe to Our Monthly Digest
Triumph by building on your strengths
In the spring of 1998, I was “drafted” into the job of coaching a little league team of 9 and 10-year olds. This would be my son’s second year with his team, and if I didn’t agree to be the coach, he would end up on another team. OK…I’m in!
I began my job right away. I met all the kids and parents. I said, “Some of you want to win, while others would be satisfied to see their son have a fun, worthwhile experience. We are going to do both – win and have fun!”
My first step was to evaluate strengths. I wanted to see the capabilities in the areas of fielding, running, throwing, base-running, and hitting. I also paid attention to those who had the most winning attitude. They were who I built the team around. Then I developed my strategy. It was simple…no walks! Throwing and fielding were the most prominent strengths I observed. That meant we would make outs quickly, and no runs would be scored as a result of walks. My defensive strategy worked. We ended the season in 2nd place with a 15-3 winning record. The three teams that beat us did so only by a run. They were good hitters, and their coach encouraged them to swing the bat and never draw a walk. They were winning on their strengths.
Here was what I learned from this experience. The quickest way to grow is to know your strengths, leverage them, and build on them. When we succeed, we will work on the areas we need to get better. Remember, if the only way we grow is learning from our mistakes, then the best driver on the road would be the one with the most mishaps. I don’t think we would want to drive with that person!
This common habit is POISON for team communication
When I am helping companies build winning teams, the first thing I look at is how team members interact and communicate. Are ideas encouraged? Does each team member put their fellow team member first? What is the level of trust on the team? Is the trust strong enough to build a high-performing team?
Each of these questions could entertain a hearty discussion. I want to put a spotlight on what I believe to be the biggest “culprit”: Talking behind someone’s back. It can be absolute poison.
This month I was able to observe two examples of this effect – Talking behind someone’s back. In both situations the relationship had started on a good platform of trust. Then something happened that caused someone to speak ill of the other teammate. Once the word got out, it got back to the other person, and this led to a precipitous fall in the trust level. From this point on, it will take significant time and commitment to repair the damage.
Here is my question: If you are upset with someone, who should you be talking to? Answer: The person you are upset with. “Oh, but they won’t listen!” you say. If that is so we all know the answer is not to talk behind the other person’s back. The conflict needs to be resolved. If it is not, resentment can set in and begin to grow like a cancer. Soon, if we are not careful, our working environment can evolve to a place that doesn’t feel good. This effects engagement and productivity. Commit to resolve differences quickly, kindly, and respectfully. You will do your part in generating goodwill on the team.
Top teams manage time well
You already know this, but let me remind you anyway: A winning team considers their time to be gold, and they treat it as such.
Recently I was working with a company that is in BtoB manufacturing. This company was profitable yet they believed they could be more so. The company did an assessment and discovered that much of their time was wasted by bottlenecks and distractions. When it all added up, it was apparent that there was much room for increased efficiency. The next thing they did was hire a skilled QC expert. We’ll call him Ken.
Ken got to work quickly. He set up a giant display board that showed each project and where things stood in the process. This visible factor alone helped tighten everyone’s focus. Then some things started to happen: Ken was “3 places at once” talking to each person in production to make sure they had what they needed to do their part. Whatever they needed, Ken made sure it was quickly provided. Before it was common for operators to go get something and spend 15 minutes along the way to talk to fellow workers. This was a big time saver.
Ken continued to examine every step of the process and was able to expand on the improved efficiency. In a short time, the difference in efficiency showed up, and the benefits went right to the bottom line. The company became more profitable.
If you and your team are committed to excellence, you must manage time well. Treat every project or order as if it were a “hot potato”. Keep it moving. You will build a sense of urgency into your working environment. It’s a great feeling!
The bounty of going the “extra mile”
“Good manners are made of petty sacrifices”
-Henry David Thoreau
One of the most time-worn expressions we hear is “go the extra mile”. I think it is time we all take a step back and go deeper in to the extra mile concept and how we benefit when we incorporate this mantra into our daily experience.
I recently experienced a sterling example of this: It began nearly 10 years ago when I won a raffle prize at a marketing event. My prize was two $25 gift cards to a local auto service shop. Since I already had a place to service my car, my wife and I set the cards aside. The years went by and a couple months ago we decided we would try out the gift cards rather than just throw them away. When we arrived at the shop, the owner greeted us with a hearty smile and cheerfully agreed to honor the gift cards. We used one of the cards and got some new wiper blades.
A couple months later I had some used motor oil I wanted to dispose of. I went to the same place. The owner saw me in the parking lot and eagerly came out to greet me and accept the oil. This was the second time that fellow went the “extra mile”, and this time I was hooked.
This week I needed to purchase a new set of tires. I headed straight to the friendly shop and they had me fixed up in an hour. As a drive away, I was a happy customer and committed to stay that way. We respect and appreciate those who go the extra mile for us, and they earn our loyalty. (And get our money)
How do you replace a legend?
“How would I fill his shoes? I can’t. I need to find my own shoes” –Jim Daly: President: Focus on the Family
The above quote from Jim Daly was said in 2005 when a reporter asked him how he was going to fill the shoes of the world-renowned organization founder, James Dobson. To use a cliche, James Dobson was a “tough act to follow”.
In 1978, Lee Iacocca took over the helm of the nearly bankrupt Chrysler Corporation. No one I knew truly believed that Mr. Iacocca could revive a company in such serious trouble. Mr. Iacocca went to Congress and convinced the government to give him $1.5 billion in loan guarantees. He got to work and brought Chrysler back to profitability. The loans were paid off early. Iacocca, the father of the beloved Mustang, had seemingly performed a miracle. He retired in 1992.
Bob Eaton was hired to replace Iacocca. Bob had his own style, and it was quite different from his predecessor. Raised in Kansas, Bob had a low-key temperament and quiet demeanor. He knew what he was doing, and he developed a workforce that led Chrysler to be one of the most cash-rich corporations in the country in 1996. Bob knew his own style and strengths, and he put them into play. Here are some things he did to strengthen the company:
- Transformed the culture from “combative to participative”.
- Had a clear vision.
- He was flexible, forceful, a good listener, and eager to learn.
- He engaged the labor force of the company to become more than the sum of the parts.
- He introduced new models with cost-cutting discipline.
- Led Chrysler to be the lowest-cost auto producer.
- Developed effective cross-functional teams to design cars quickly and cheaply.
- He saw opportunities that had not been seen before
- He fostered teamwork, set goals, and rewarded achievers.
- Briefed everyone after Board meetings
- Would not agree to acquisitions.
I think we can safely say that Bob “found his own shoes” and left the company better off than when he started. Bob knew his strengths and the unique qualities he brought to the table, and he used them. We can too!