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Posts Tagged ‘thinking’

Adversity

One of the greatest lessons I ever learned, was dealing directly with people in a difficult situation.  It did not matter if it was difficult for me, or difficult for them.  Face to face, or on the telephone; nowhere to hide situations.  The more I had to live through these occasions, the stronger I became in dealing with adversity.  I learned early on that it is almost always better to deal directly with someone in a difficult situation than trying to handle it from a distance.

Today, with the exponential increase in messaging (email, voice messages, LinkedIn, Facebook, text message, etc.) it has become too easy to avoid people in uncomfortable situations.  Send a text, email, form letter, or better yet, if it is difficult for you, avoid it all together.

The difference between someone who plays on the field of adversity when necessary and someone who sits in the top bleacher of the stadium avoiding the conflict, is confidence and courage.  You cannot gain confidence or build courage from the bleachers.  Some of the most successful people I know would go out of their way to have a face-to-face meeting in a difficult situation, even when a phone call would have worked.  Why?

I have seen a CEO meet with a supplier who lost in a major bidding contest that had an adverse impact on their business.  What did he do?  He delivered the bad news and provided words of encouragement.  I have also seen a CEO avoid a minor difficult situation, by not answering telephone messages and emails.  He didn’t know what to say.  In the first example, the business is flourishing, in the second, the business struggles month to month.  Think of the example being set by these CEO’s.  Which company would you rather work for, buy from, partner with, or supply?

This is not just a message for CEO’s, it is a message for anyone who wants to strengthen their brand.

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Outside the Lines

Have you ever watched a small child who was learning to craw go exploring?  They move about three to five feet, stop, look back to see if you are still there, and then take off again.  The more comfortable they become, the less they look back.  Somehow, many of us as adults, have lost that drive to “explore.”  Why?

Obviously, a young child doesn’t know when they are moving toward something that will cause discomfort.  Over time, they will learn, and become more selective about what to explore.  In any case, during the maturation period, they will lean toward exploring, and not worrying too much about discomfort.  They will grow up in a world riddled with rules, limits, and restrictions; even so, they will continuously test the rules.  By the time they are adults, they know where the lines are and have a predilection to stay within them.  –  Whoa, I better not go there.  It’s comfortable here.

From a business perspective, we need to operate more like an exploring child, than someone who lives within the lines.  Often the ‘fear of failure’ is the deciding factor in trying something new.  However, if you want to survive, you must go outside the lines.  And believe me, from a resource (time, people, and money) perspective, it is much better to choose to explore, than to be forced by outside forces to cross the lines.

While there are many processes that business owners use to play outside the lines, most can be narrowed down to a few simple steps.

  1. You must understand your comfort zone, AND why you are comfortable there. This is your first line to cross.
  2. Determine the best and worst-case possibilities for your journey. What is the best thing that can happen to your business and what is the worst thing that can happen to your business?  This is your second line to cross.
  3. Visualize what success looks like. This is more than a glossy picture, or sketch, of your business.  You must identify the most critical attributes of that visualization.  It’s like, being able to describe your (future) business to a new acquaintance.  Mentally, spend time there.  This is the third line to cross.
  4. At every step of the journey, you must capture the learning process.
    – What resources do you need? (time, people, and money)
       – What did you try? Did it work, or not work?  Why?
    – What competencies and capabilities are you building?  What are you going to
    need when you get there?
    – What is happening to your base business as you move along?
    –  In other words, craw three to five feet, stop, look back, and then take off again.

To create that future business, you must play outside the lines.  Successful businesses who succeed in this transition will be those that follow a plan that enables them to manage risks and seize opportunities along the way, while continuously pushing their organization forward.

It is an exciting journey; enjoy the trip.

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Questions

Recently I observed a conversation between two business men where one individual was trying to sell the other.  It was obviously a first meeting.  Out-of-the-gate, the seller took an aggressive posture hell-bent on closing the deal.  He was dead in the water and didn’t know it because he violated some fundamental lessons that I learned many years ago when I worked for Dun & Bradstreet.  It turned out to be a short meeting.  What were the lessons?

Lesson 1.  Do your homework before the meeting.  Know everything you can about the company, its owner(s), markets, industry, etc.  This gives you a foundation to understand comments made about the business.

Lesson 2.  Get to know the person you are talking to.  Ask them about their company, what they do, what they make, who they sell to, their competition, etc.  Also, ask personal questions.  Tell me a little about you.  Why did you start your business?  What keeps you up at night?  Questions that promote insight and discovery.

Lesson 3.  Be very clear about your purpose for the meeting.  For example, ‘my purpose for meeting today is to take a little time in understanding your business and the issues you are facing to determine if my services/products can help you.’  Establish a constructive foundation for the dialogue.  You want to help the buyer see their issues from a different perspective.

Lesson 4.  Get the owner’s permission to ask certain questions.  For example, can I ask you about your biggest challenge today?  Would it be okay to talk a little about ……?  Establish a safe environment for dialogue.

Lesson 5.  Determine as quickly as possible whether your products/services can help the buyer.  Identify how you can help; be clear in your explanation.  Provide tactful suggestions.

Lesson 6.  Determine if the person you are talking to is the decision-maker for buying your products/services.  This includes having the authority to spend the funds.

Lesson 7.  Listen, listen, listen, listen from the perspective of Lessons 1 and 2.  Stay connected; don’t drift off into your own world.  Listening establishes the foundation for advanced discussion.

I can’t say for certain whether these lessons would have gotten him the sale.  But I am certain they would have gotten him the conversation.

 

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Last year, the Future of Jobs Report developed by the World Economic Forum identified the Top 10 Skills in 2020.  The top six were:

  • Complex Problem Solving
  • Critical Thinking
  • Creativity
  • People Management
  • Coordinating with Others
  • Emotional Intelligence

Finding this very interesting, I did some research to see if I could identify critical skills identified in 2007 to see what has changed in just ten years.  Here are a few:

  • Communication Skills
  • Honesty and Integrity
  • Strong Work Ethic
  • Computer Skills
  • Teamwork
  • Analytic Skills

While there is some connection between these two sets of skills, the change is telling.  Let’s look at a few:

Complex Problem Solving.  According to the World Economic Forum report, complex problem solving is defined “as the capacity needed to solve new, poorly defined problems in complex situations.”  It is the ability to solve real-time problems that are not clearly defined in a dynamic and complex world that cannot be addressed by routine actions.  Whoa!

Critical Thinking.  According to the Foundation for Critical Thinking, critical thinking is defined as “… that mode of thinking — about any subject, content, or problem — in which the thinker improves the quality of his or her thinking by skillfully analyzing, assessing, and reconstructing it….”  The focus is on objectively analyzing a problem by assessing evidence (data), patterns, relationships, etc. in order to arrive at an informed decision.

While the skill definitions seem overwhelming, in the simplest of terms, both are ‘mind sets.’  It is how we think about the problems/opportunities we are facing.  In other words, recognizing that many of the problems/opportunities facing business are not only below the observed surface, they are also complex, dynamic, and often obscured by fuzzy signals.

Compare these two to the 2007 skills, which are important, and think about how we have been educating and training our workforce for the last ten years.  Interestingly, the number one challenge I hear from business owners is that they cannot find qualified workers.  So, how does someone acquire these skills?  How does a company even begin to interview for this talent?  Where does it begin?

It begins with the leadership of the company “challenging the conventional thinking” within the organization.  It is a new mind set; it is a culture.  The first step is recognizing you will often have to dig below the surface of the observed problem/opportunity in order to grasp the substance/complexity of what you are dealing with, ‘before’ applying resources (time, people, and money) to act on it.  The descriptions say it all, we live in a more challenging environment than we did just ten years ago that requires a different skill set to survive and prosper.  Your move.

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Some years ago, I was having lunch with several representatives of Cincinnati Children’s Hospital Medical Center when the topic of “bad choices” made by teenagers, who ended up in the hospital, arose.  If you have raised a teenager, you can identify with this fear.  Unfortunately, the consequences of bad choices do not end with the teen years.

All of us come into this world at a given state that was determined by our parents.  We didn’t choose our parents, siblings, gender, religion, race, economic standard, color of our hair, etc., etc., etc.  And, thus begins our journey of choices.  As time passes, our choices plot our path in life.  The learning and development years are the most critical for establishing the foundation for how we make choices as adults, as it is during this period that we begin to understand the “risk-reward” trade-off.  Then, all of a sudden, we are adults.

Hopefully along the way we recognize that all choices have consequences.  Growing up it seemed that the consequences were easily recognized because as teenagers we played on the edge and the response was often quick.  As adults, we play in an arena where the consequences of our choices are often difficult to recognize, or more importantly, several steps removed from the decision.  I call this “the second and third order consequences” of decision-making. (https://thinkinthingsover.wordpress.com/2013/02/03/the-second-and-third-order-consequences-8/)

With the advent of the digital world, social media, a dynamic global economy that is wired like a circuit board, and fierce competition at all levels of our lives, all decisions/choices should matter because they ‘could’ have an impact on your ‘future.’  In effect, many everyday choices are no longer simple decisions.  Therefore, get in the habit of thinking about what might happen when you make a decision; beyond the desired result of the decision.  You will be surprised at what you will discover.  In the end, you will make better decisions.

By now you are probably wondering what the connection is between this post and my picture above.  It is a simple choice, what type of beer do I want.  Perhaps a Seasonal Lager.  Is there something else I should consider?  Price perhaps.  Ok, reasonably priced Seasonal Lager; got it.  A pint please! — How about, what is the ABV rating?

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Watching

I was recently talking to a young executive in a large corporation who was frustrated with his boss.  His frustration centered around his perception of his boss’s indecisiveness, guidance, and commitment to a very important project.  He said, “I can’t believe the executive team doesn’t see what is going on.”  If you have been in business long enough, you no doubt have experienced this frustration.  Maybe not with your boss, but certainly with a coworker or fellow manager.

It has been my experience that in most situations the level above the young executive, and all those impacted by the project, know what he is dealing with.  So, they are all watching.  Not only the progress of the project, but also how he is managing himself in a difficult situation.  Early in my career I was made an assistant manager of a department where the department manager had his issues.  I had to learn how to effectively manage the department in spite of the challenges.  It was only much later that I learned the Vice President of the division knew the situation and was watching/hoping I could get the department back on track.  I did, but it was frustrating because I didn’t think people knew how bad it was.  I never forgot this.

However, I don’t believe that above example is the norm; it happens but not often.  More often the frustrated young executive “believes” that their boss is disconnected when in fact, they are challenging the young executive to figure it out without a lot of hand-holding.  I have distributed responsibility and provided direction to many managers over the years.  I was crystal clear in what I needed but I wanted them to develop their own ideas and processes to carry out my direction.  Sometimes I knew that they had to deal with difficult people in order to be successful, but they had to figure it out. – Not only was I watching, in many cases, so was my boss.

One of my favorite sayings I tell young managers is that “You have to be able to sit at a table with Mother Teresa on your left and Attila the Hun on your right, and still carry out your direction/responsibilities.” – Remember, they are watching.

 

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One of my early recollections of a ‘sound bite’ was “War is Hell.”  Our fathers, the greatest generation, had returned from WWII and this expression was occasionally heard in those rare conversations about the war.  What was the substance of this simple snippet?  Four years of global war that touched every family in this country.  It was a fact; war is hell.

With the onset of the digital world, social media, instant news, and our rushed lifestyle, we have become more dependent on sound bites to find out what is going on in the world.  Just look at the number of twitter messages you receive in a day.  The problem is you cannot determine the substance of these sound bites/snippets.  Let’s look at what I believe was the biggest sound bite used in our recent political campaign.  First, let me say that I am not taking a political position on this example.

Make American Great Again. – How many people cast votes driven by this slogan?  I am all-in on wanting a great America; we all do.  Personally, I think we are still great.  However, I wonder about what is meant by ‘again.’  Greater than what period?  Pick a decade in the last 100 years that defines the point of reference for the word ‘again.’  What do you want to return to?

In the months following the election, I have had the opportunity to occasionally ask people what the slogan meant.  There were many responses that identified singular issues that bugged them, e.g., taxes are too high.  Others were more general, e.g., Washington D.C is broken.  However, no one could adequately describe the ‘again.’  To many, it was a catchy ‘feel good about America’ statement, so they ran with it.

The greatest contribution each of us can make when referencing a sound bite/snippet that we find interesting is to investigate the substance of its meaning, and then, describe it in our own words.  Don’t just pronounce it like everybody else.  Doing so you are accepting the absence of identifiable substance, and missing the opportunity to add real value.  You either help to debunk it, or support its message.  Either of which is of real value

One symbol and motto, widely used in the election, would have been better served if its “history” was known.  Two hints: it first appeared on a drum and Marines.  What is it?

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