I've moved my blog!

I've moved my blog to wordpress: check it at http://geoffreywebb.wordpress.com/ - see you there!

Thanks for your support!

130-year-old Truth

Of all the things we memorized at West Point, one of my favorites was Schofield's Definition of Discipline. It's an excerpt from Major General John Schofield's address to the Military Academy's graduating class of 1879. It's 130 years old, but it's still true today. Enjoy it. Then employ it!

The discipline which makes the soldiers of a free country reliable in battle is not to be gained by harsh or tyrannical treatment. On the contrary, such treatment is far more likely to destroy than to make an army. It is possible to impart instruction and give commands in such a manner and such a tone of voice as to inspire in the soldier no feeling but an intense desire to obey, while the opposite manner and tone of voice cannot fail to excite strong resentment and a desire to disobey. The one mode or other of dealing with subordinates springs from a corresponding spirit in the breast of the commander. He who feels the respect which is due to others cannot fail to inspire in them respect for himself. While he who feels, and hence manifests, disrespect towards others, especially his inferiors, cannot fail to inspire hatred against himself.

Happy Thanksgiving!

...Because a thankful heart is a happy heart,
I'm glad for what I have, that's an easy way to start...

- The [Veggie Tales] Thankfulness Song

Take a look around and see your world in terms of what you have - as opposed to what you don't have. Then be thankful. This simple exercise serves two ends as a leader.

First, taking a hard look at reality in a positive light (being thankful) helps you be creative with what you've been given. Take what you've got - the gifts that you have - and use them! How can you use your talents and resources to get to where you want to be?

Second, a thankful heart is a happy heart. Sincere positive emotion can be a powerful motivator with others. Remember that as a leader you set the temperature in the room. If you're having a good day, the chances of everyone else having a good day are pretty high. Taking care of your own emotional health has a direct effect on the productivity and experience of those around you.

So take a few minutes today between the turkey and the football to really count your blessings. Your heart will thank you!

Positive Patience

The holidays are all but upon us: The cheerfulness, the family traditions, the parties - along with the crowds, the flaky relatives, and the rampant commercialization. So today, a little talk about patience. Exceptional leaders know the power of patience. You can't lead well when you let fear, anger or frustration get the better of you.

I struggle with patience. Don't you hate it when someone tells you to "be patient?" Ever notice how this admonishment never comes when you feel like being patient? It only comes when someone is being inordinately obnoxious or you're waiting for something that's taking way too long. It's never offered as a command, but as sage advice, like it's actually going to help.

We usually think about patience only when we're feeling impatient, which colors our definition of the word. Most of us define "being patient" as simply "not being impatient." As humans we're not very good at doing a negative. For example, if I told you not to think about a red truck right now - Boom! what just happened? Red truck, right? And the more you try to not think about a red truck the more the image clings to your mind. The only way to not think about a red truck is to take positive action and think about something else.

So what's the positive side of patience? What is the "do" of patience? I think patience is the discipline (and art) of seeing each moment as valuable. Patience is about searching out the meaning in the moment and not longing for what's next.

Whether you're waiting in line at a crowded store, dealing with a quirky coworker, or you're stuck in traffic, fight off impatience by striving to find the value in the moment you're in. Use that moment for fruitful thinking, be fully present with who you're with, daydream - at the very least, look for something to be thankful for. The change in perspective will improve your decisions, your experience, and the impact you have on those around you.

Step up to the Line

We all have a Line. It's buried beneath a heap of reputations, expectations, titles, and other "stuff," but somewhere down there is the line of who we really are, what we truly know, and what we can absolutely do.

As a leader you must step up to the Line of Who You Are.

Why? Because when you don't, you hurt the people around you.

We all know people who have stepped over their line. They're out there pretending to be more than they really are - and if they're leading you, often you have to deal with the consequences. Why are they like that? Fear. They're afraid they aren't enough. Ironically, most arrogance is the result of insecurity.

Most of us would never want to be thought of as arrogant. So we back off our line, keep our distance, establish a buffer zone. We hang out short of our line and consider ourselves humble. However, the extent that we shrink back from what we know we can offer is the extent to which we are cheating everyone around us. In truth, false humility is also motivated by fear - fear that we'll fail, or worse, succeed.

As leaders we need to step up to our Line. This is true humility and it draws those around us up to their lines. That's what extraordinary leaders do; they bring the best out those around them. Don't get me wrong, the fear will still be there. It takes courage to step up to the Line of Who You Are - and if there's one thing I know it's this: people follow courage.

Creating Creativity

Extraordinary leaders are, by definition, creative leaders. They see things others don't see. They find new and better ways to do things. They consistently pull win-wins out of no-win situations. So, how do you improve your creativity and become a better leader?

Last week I picked up some creative gems from Cliff Selbert, co-founder of Selbert Perkins Design Collaborative. He and his firm have created everything from logos to landmarks for organizations like Coca-Cola, LAX, and the Dallas Cowboys. When asked about his creative process, Cliff recommended three things:

1. Learn to juggle. I can vouch for this one - do yourself a favor and pick up this talent. It teaches you to use both sides of your brain almost simultaneously. Jugglers are constantly assessing and adapting to a changing system. They're also feeling for a rhythm while trusting what they've learned. Studies show juggling is a great "brain break," and works in the same way as "sleeping on" a problem.

2. Don't dally. The creative process doesn't have to take a long time. Cliff uses one-minute drills to stoke his team's creative juices. Everyone gets one minute to individually write down as many ideas as they can. The trick here is cultivating a group that trusts and supports one another and can choose to not judge ideas during the brainstorming phase. The result? His team usually comes up with the initial concepts for their biggest projects in an afternoon.

3. Accentuate the positive. When presenting or evalutating your ideas, ask people to tell you what they like about them. Tell them to keep what they don't like to themselves. Cliff testifies that whenever they use this approach it pushes the process forward, but when people start with what they don't like, the process can stall and even moves backwards.

Are you or your organization facing a looming problem? Are you already stalled in the midst of one? Invest some time in real brainstorming - think of the craziest ideas that will actually solve the problem then work back to what's possible from there. Keep the conversation positive and moving forward. Finally, if you're brave enough, learn to juggle!*

*Hint: try starting with juggling scarves, they're easier!

Friday the 13th

It's estimated that 17 to 21 million people in America suffer from paraskavedekatriaphobia. Say that one three times fast. Actually, I'd be impressed if you could say it just once. It's the fancy name for the fear of Friday the 13th. Donald Dossey, founder of the Stress Management Center and Phobia Institute in Asheville, NC, estimates that $800 to $900 million is lost in business because of the behavior shifts that occur every time Friday falls on the 13th.

Whether or not those estimates are correct, the truth is our fears - legitimate or not - affect our behavior. As leaders we must acknowledge our fears; if we don't we are fooling ourselves - and, by extension, those we mean to lead. I disagree with the popular "No Fear" brand - they're promoting delusion and posturing. I also disagree with Andrew Jackson when he exhorts you to "never take counsel of your fears." By all means take counsel of your fears! That's why you have them - to keep yourself and others alive and safe.

Fear is a good thing. Besides keeping us safe, it's a crucial ingredient for one of the key attributes of an extraordinary leader: Courage. Without true fear, true courage cannot exist. Courage isn't an absence of fear; courage happens when you're afraid, but you chose to press on. And when people see true courage, they follow it.

Fear is a power hungry emotion. It wants to call the shots. Your fears are not - and never should be - in charge; you are. That's what Roosevelt was warning against when he said, "The only thing we have to fear is fear itself." FDR knew a little about irrational fears. He refused to begin traveling on the 13th of the month. He avoided it at all costs. He even died on Thursday, April 12, 1945, refusing to travel to the hereafter on Friday the 13th.

So don't pretend away your fears, but don't let them rule you either.

The Cost of Freedom

My mind always seems to meander on November 11th. It usually begins at Versailles at the eleventh hour on the eleventh day of the eleventh month, 1918. Then it's off to a tour of courage and sacrifice: Valley Forge, Gettysburg, Bastogne, Ia Drang. Soon my thoughts drift to those who gave all they had, who never came home. Some are merely men from stories and history books; some, like my grandfather, I wish I had known; and some are classmates and friends with whom I served. I see their smiles, the light in their eyes, and wonder, "what if?" Then there are the living sacrifices, friends who survived, but returned not quite whole. Finally, into my mind come the faces of friends and family who still wear the uniform, who still stand on the line.

To them all I say, "Thank you."

It's good to take this day to honor those who stand in harm's way on our behalf. But I urge you to do so knowing that they don't just stand there one day a year or when we think of them. They are there every day and every night, securing the life we live.

I challenge you to honor the sacrifice they live by taking advantage of the gift they give: live a life well led. Don't do it out of guilt or in any attempt to pay them back (the sacrifice is freely given), but with joyous gratitude for the freedom and opportunity that you enjoy everyday. That's the best way to honor their service.

And, of course, thank them when you see them.

Quote of the Day

It really says something about your leadership when you have to build a wall to keep your people in.

- My wife in a discussion about the Berlin Wall

New Rules = New Worlds

Twenty years ago today the world was changed forever.

I remember watching the news and thinking - even as a teenager - that I'd wake up the next morning and the world I'd known all my life would be different. We'd heard rumblings of reform from Hungary and Poland, but the Berlin Wall? It seemed too good to be true. How did it happen?

Today Mikhail Gorbachev is widely recognized for setting the conditions that brought the wall down. He definitely deserves credit for the courage it took to lead such drastic change in the Soviet Union. However, perhaps greater credit is due the man who brought the Soviet Union to the economic breaking point that forced Moscow to choose between its satellite state collection and national survival.

Ronald Reagan began to erode the foundations of the Berlin Wall in 1983 when he announced his intent to build the Strategic Defense Initiative. The biggest bluff in the history of political science (SDI was just a pipe dream back then) put the USSR back on their heels. Until that point mutual assured destruction kept the nuclear super powers balanced, but if the US could develop an effective shield, then the USSR would have to develop their own shield or else their enormous nuclear arsenal would be strategically useless. Moscow bankrupted their own economy frantically trying to match what Washington never really had.

By June of 1987 Reagan knew his bluff had worked as he stood in West Berlin and shouted, "Mr. Gorbachev, tear down this wall!"

For decades Soviet Premiers and American Presidents had raced to build bigger, smarter nukes than the other guy. Who ever said that was the only way to play the game? With the introduction of SDI Reagan changed the rules of a game neither side could win. And by changing the rules, he changed the world.

What rules do you need to change in order to change your world?

Leadership Tip: Make the Right Choice!

Be a Levelheaded Leader

Paper or plastic? Buy or sell? White or whole-wheat? Go or No Go? Tall, Grande, or Venti? So many choices! Some are little; some are huge. How do you decide?

As a leader you need to make good decisions quickly. This is a critical component of cultivating trust in others. Yes, you've got to trust yourself and demonstrate a genuine concern for others, but if you don't add the ability to create solutions and make sound decisions in a timely manner, no one will follow you.

So how do leaders increase the quality and speed of their thinking so they can make the right choice at the right time? They develop a deliberate decision making process. Try adding these nuggets to your process.

1. Be on time. There is a right time to make every decision. Some leaders decide too quickly; others wait too long. If you miss that window of opportunity, you miss the chance to create your desired outcomes.

2. Know what you know—and what you don't! List your facts and assumptions; then determine if you have enough facts to make a decision. If you don't, what's missing? What questions do you need answered? Which assumptions do you need verified?

3. Cover all the bases. Research shows our brains can process information in four ways (factually, emotionally, structurally, and holistically), but often people only look at a problem from one or two of these perspectives. Deliberately think about the issue from all four points of view.

Making timely, informed, and integrated decisions is key to creating innovative, high-impact solutions. Do that consistently while caring passionately for others and you'll watch your leadership rise to another level.

Choose wisely,
Geoff



[ This tip originally appeared in Graceworks News. Sign up here for the newsletter. ]

Leadership Tip: Look before you Lead

How to See like a Leader

“Vision” goes with leadership like “hot” goes with summer; but how do you develop a vision that is sufficiently inspiring, realistically achievable, and – most importantly – gets people where they need to go? You’ve got to learn to see like a leader.

Effective leaders keep two things in constant focus: What is and What could be. Seeing and managing that gap – in a person, in a project, in a firm - is at the core of what leadership is all about. Leaders must look to the future without losing sight of the present.

Who or what are you struggling with today? Are you too focused on your goals to clearly see what’s happening right now? Or are you so caught up in daily tasks that you’ve lost sight of what you’re really trying to accomplish? If so, sounds like a vision problem.

Try taking a few moments to see like a leader. First, look at What is: be honest, objective, and ruthless about the current situation. Next, look at What could be: be bold, creative, and wild about possible solutions. Finally, invite others into the process: give them freedom to tell you the truth about the present and to dream big about the future.

You need a clear picture of What is and What could be in order to provide practical and inspiring leadership that closes the gap. So when you’re faced with a challenge, take the time to look before you lead.

- Geoff


[ This tip originally appeared in Graceworks News. Sign up here for the newsletter. ]

Leadership Tip: Creating Commitment

Avoid the Consensus Trap!

Some people on your team are lobbying for Option A. Others are dead set on Option B. The rest don't like A or B.

Sound familiar? Ever feel like your hands are tied trying to make everyone happy? I've got good news for you: Your job as a leader is not to get everyone to agree; your job is to help them choose to commit.

Consensus is general agreement among all the members of a group. Commitment is devotion or dedication to a decided course of action. Consensus is an enticing illusion, while commitment is a powerful force.

Too many leaders wear themselves out trying to get everyone to agree. Such "consensus-building" usually ends in watered-down solutions, delayed action, and general frustration. Don't waste your time chasing after consensus; invest your time cultivating commitment.

People don't have to get their way to buy into a decision. Most merely want to know their input was heard, understood, and considered. When people feel like their leader listens to them and respects their contributions they are much more likely to commit to a decision that wasn't their first choice.

To help your people get behind your decisions, work the following into your process:

- Get input from everyone (even the quiet ones)
- Encourage a lively debate (disagreement is not disrespect)
- Carefully consider each idea (don't just go through the motions)
- Make a timely decision (not too early; not too late)
- Commit to your own decision (show 'em how it's done!)

What's your team struggling to agree on right now? Stop running after consensus and start laying the foundation for commitment.

Lead the way!

--Geoff



[ This tip originally appeared in Graceworks News. Sign up here for the newsletter. ]

Leadership Tip: Sow Praise & Reap Results!

Praise: A High-Yield Investment

If you're looking for a simple action that can have a huge impact on your team's productivity, confidence, and morale, here it is: Go find someone doing something right and tell them so.

I know; it seems way too easy. Turns out it's not. Studies show that people are far more likely to voice criticisms than to openly praise someone for "doing their job well." But the payoff for timely recognition and positive reinforcement is enormous compared to the limited investment required by the leader. You could talk face-to-face, shoot an email, or jot a quick note and leave it on their desk. To get the most bang for your buck, follow these guidelines:

1. Be sincere. Honesty is critical; don't just blow smoke or rub tummies. It will only erode their trust in you, not to mention dilute any authentic praise you may offer in the future.

2. Be quick. We walk by excellence everyday. Open your mouth and let people know that you noticed. It will make their day and motivate them to keep up the standard they have achieved.

3. Be public. Speak to their supervisor or praise them in front of their peers. Not only does this heighten the impact on the individual, but creates a positive environment for everyone involved.

This leadership tip won't cost you much time, energy, or resources, but you will reap the benefits in the responsiveness, loyalty, and support of your people.

So, when you're done with this email, go find some excellence in your organization and make it a point to praise whoever is responsible for it.

[ This tip originally appeared in Graceworks News. Sign up here for the newsletter. ]