Having just returned from a week on the Maine coast, I thought reading this reminder from Chapter 6 of 16 Stones would be worth your time:
I have found, at least for me, fully restorative rest only comes with escape. My body, soul, and spirit all need occasional escape from the everyday world. For years my escape has been either the North Georgia mountains or the coast of Downeast Maine—a week of nothing but coffee, a good book or two, eating catfish or lobster, and listening to the creek or watching the waves. There is no doubt in my mind that without escape, the stress of running a $400+M company or later serving a large church would have produced what Bill Hybels calls “many broken pieces rattling around inside me.”
One mistake we often make is equating different with escape. Let me clarify: taking your office to a different place is not escape. An open briefcase and ringing cellphone at the beach is different, but it is not escape. Senior pastor, you can round up a couple of pastor buddies, play eighteen holes and then have dinner, all the while talking about your church problems. That is different, but it’s not escape. Business leader, you can take your team to the Willow Creek Leadership Summit (which I highly recommend) to be inspired and challenged. That is different and worthwhile, but it is not escape. Escape is leaving it all behind, emptying your mind of your ordinary work as Exodus 20:9 calls it, and letting God repair and refresh you from head to foot. In my own experience, I have found that I can get physical rest in a couple of days; however, mental and emotional rest usually takes a week or more.
You need to escape, but who you escape with is also important. My wife, Dottie, is wired much like I am. She doesn’t need to be entertained; she doesn’t have to be sightseeing all the time; she doesn’t need to be talking all the time; a day of nothing but sitting on the porch with a good book or working a puzzle is fine with her. She is a great escape partner. My point is, choose your escape partner carefully. Remember, the purpose of escape is to detox from the stresses of your ordinary life, not just drag them to a different place.
Okay…it’s your turn…hit the road!
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© Copyright 2017 by Dick Wells, The Hard Lessons Company
“…leadership implies duty, and honorable leadership occurs only when we live up to that duty.”
From Honorable Leadership by Bill Barnett. Read it all at http://www.barnetttalks.com/2017/07/honorable-leadership.html
This is a great reminder and worth your time.
(This article found on Three Star Leadership by Wally Post)
Ernesto Sirolli—dubbed The Entrepreneurship Coach by strategy+business—tells this story about one of his early failures:
[We] decided to teach Zambians how to grow food in the beautiful fertile valley where they had always lived as pastoralists, shepherding animals but planting nothing. The team imported seeds from Italy—tomatoes and zucchini—but the locals didn’t seem interested. The team tried to pay them money, but there was little in the valley available to buy. Finally, the NGO started importing whiskey and beer in order to coax the men into the fields. “We kept thinking, what is wrong with these people?”
It soon became apparent. The tomatoes appeared on the vines, huge bursting fruits that put the most bountiful Italian crops to shame. The team members were joyful, but the next morning they awoke to find every single one of the plants gone. Hippos had swarmed up from the river and begun gorging. The Italians ran to tell the Zambians what had happened. “Of course,” said the people. “That’s why we don’t plant in the valley.”
“Why didn’t you tell us?” asked the Italians.
“Because you never asked,” came the response.1
I have made the same mistake many times. One of my notable failures was when I decided I could run a shipyard without knowing anything about building ships. FAIL.
The primary advice Sirolli gives business leaders is “Shut up and listen.”
That reminds me of one of my favorite, but too often ignored proverbs: “Even a fool is thought wise if he keeps silent….” (Proverbs 17:28 NIV)
Effective communication has a pattern:
Listen first;
Then ask questions;
Talk little.
I need to learn to take my own advice.
Dick, repeat after me:
Listen first;
Then ask questions;
Talk little.
Dick, repeat after me:
Listen first;
Then ask….
Dick, repeat after me:
Listen….
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© Copyright 2017 by Dick Wells, The Hard Lessons Company
1 strategy+business, The Entrepreneurship Coach by Sally Helgesen, 1 August 2014
If anyone understands how to do a Big Reveal, it’s Apple. Steve Jobs started it and current CEO Tim Cook has kept it going. I’m not sure who is involved in planning the Apple rollouts, but they know what they are doing. Each one creates a lot of advance anticipation; most don’t disappoint.
Big Reveals have not always been so successful. Before the days of brand experts, event professionals, and everything-sends-a-message consultants, rollouts were planned by a secretary in the marketing department, or the CEO’s golf buddy. That is what Ford must have done when they rolled out the Edsel in August 1957.
After months of buildup and anticipation, Ford invited 250 auto industry reporters (and their wives) to the Edsel Big Reveal in Detroit. So what happened?
Now I am not saying that the Edsel was a failure because of these faux pas, but the reporters and wives must have been laughing all the way home. If Facebook and Twitter had existed then, the whole nation would have been laughing by midnight. (Okay, you can stop laughing now.)
What is the leadership lesson in this? The everything-sends-a-message principle is correct. Details matter and it is easy. It is true that the difference between good and great is attention to details. Get help and have more than one set of eyes looking at every detail. Make sure that one of the “one set of eyes” is someone who was not involved in the planning and has a critical eye—someone who loves to point out goof-ups.
If the best hotel in town was the Cadillac, what was the message?
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© Copyright 2017 by Dick Wells, The Hard Lessons Company
You are starting your first job this week—bagging groceries at your Kroger. That is how I got started 60 years ago—bagging groceries at the Big Apple in Rome, Georgia.
Here is “some stuff you need to know”:
Aaron, just be at Kroger who you are at home, school, and church—kind, responsible, a volunteer, and team player—and you’ll do great. Who knows; you may be the CEO of Kroger someday. I love you and am proud of you!
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© Copyright 2017 by Dick Wells, The Hard Lessons Company
Google “conflict resolution” and more than 50,000,000 possibilities come up. There are mountains of books, blogs, seminars, and so on, about sources of conflict and how to resolve them. The thinking is that every leader needs a level of competency in conflict resolution because if more than one person is involved—conflict is inevitable. True? The answer is “yes, but….”
“Yes” is true when the conflict arises because of personalities, competition, or values. Leaders have to step in early and sometimes hard to resolve conflict before it escalates and causes damage to the organization.
The “but….” is true when conflict arises because of a disagreement about facts, perceptions, solutions, and so on. The leader’s job at that point is to resolve disagreement before it escalates to discord, which can lead to division, which can result in damage to the organization.
It is a lot easier to do disagreement control than damage control.
Here are a few questions that will help:
Understanding the “what and why” of a disagreement will often keep it from escalating to discord in which careless, personal words often make resolution much harder.
I’m no Albert Einstein, but he once put it this way:
“If I had an hour to solve a problem and my life depended on the solution, I would spend the first 55 minutes determining the proper question to ask, for once I knew the proper question, I could solve the problem in less than five minutes.”
Disagreement is easier to resolve then discord.
Discord is easier to resolve than division.
Division is easier to resolve than damage.
Okay leader, the sooner you take it on, the easier it will be!
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© Copyright 2017 by Dick Wells, The Hard Lessons Company
Most of us don’t get Leroy Jethro Gibbs as our leader—we get a mortal. In a recent episode of NCIS, Gibbs added the role of Horse Whisperer to his resume. (The horse had lost its will to live when its mounted-police rider was gunned down. Yes, Gibbs saved the horse.) Not only is he a Horse Whisperer, he was Marine sniper (like Chuck Norris, he can kill two stones with one bird), builds boats by hand without power tools, knows sign language and Russian, and drinks strong-strong-strong coffee and bourbon out of a mason jar (which may or may not be clean). Maybe that is why he never gets sick.
However, His greatest skill is knowing how to lead a diverse team of people to “get stuff done”—hard stuff like saving the world:
Of course, he has a few faults (as do we all), but somehow they get lost in the list above. If you want to be coddled and crowed over, Gibbs is not for you. But if you want to be part of a high performance team, Gibbs would be a good choice for leader.
And, if you want to be a high performance leader, take a look at the list. Maybe there is something there for you to work on. You’ll probably—like me—still be a mortal leader, but don’t despair, remember, Gibbs isn’t real.
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© Copyright 2017 by Dick Wells, The Hard Lessons Company.
My baseball/fast-pitch softball career was slow developing. The Peter, Paul and Mary song describes my early years perfectly:
Saturday summers, when I was a kid
We’d run to the schoolyard and here’s what we did
We’d pick out the captains and we’d choose up the teams
It was always a measure of my self esteem
Cuz the fastest, the strongest, played shortstop and first
The last ones they picked were the worst
I never needed to ask, it was sealed,
I just took up my place in right field.
Right field, it’s easy, you know.
You can be awkward and you can be slow
That’s why I’m here in right field
Just watching the dandelions grow
Off in the distance, the game’s dragging on,
There’s strikes on the batter, some runners are on.
I don’t know the inning, I’ve forgotten the score.
The whole team is yelling and I don’t know what for.
Then suddenly everyone’s looking at me
My mind has been wandering; what could it be?
They point at the sky and I look up above
And a baseball falls into my glove!
Here in right field, it’s important you know.
You gotta know how to catch, you gotta know how to throw,
That’s why I’m here in right field, just watching the dandelions grow!
Baseball is a nine-position game and right field is one of those positions. No team would ever play a game with eight players, leaving right field empty.
Your organization has right fielders and their job is a lot more important than “just watching the dandelions grow.” The right fielder sweeps the floors at night, stocks the shelves, delivers the mail, changes the diapers (church nursery), mows the grass, brings in the buggies from the parking lot, etc., etc., etc. Try to operate without them and the dandelions will take over.
If you are the leader, LOVE YOUR RIGHT FIELDERS—you need them—their work is honorable and important. If you thank them, encourage them, and develop them, they’ll keep the weeds from taking over and may—like me—eventually move to center field and hit in the #3 position.
Another reason to love your right fielders? They are in good company out there. That’s where Michael Jordan played during his baseball adventure.
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© Copyright 2017 by Dick Wells, The Hard Lessons Company
I remember when I thought 73 was really old. Now that I’m there—as of last week—it’s just old.
At 23: I was starting my career as an engineer and getting married to my first and still-wife, Dottie.
At 33: I was building a career in marketing (I wasn’t that good of an engineer) and parenting two young daughters.
At 43: I had transitioned to finance and my daughters were teenagers.
At 53: I was serving as the president/CEO of our company, was overcommitted, and came home to an “our life is berserk” comment from Dottie. I had to learn how to say “no.”
At 63: I was serving my church fulltime and was now the “Papa” of three grandsons.
At 73: I am a “semi-retired” speaker, author, and coach, and getting ready to gratefully celebrate 50 years with Dottie.
There are a lot of gaps in the above summary—mostly a lot of HARD LESSONS. I have learned that:
I realize now that what I leave is more important than what I have. I am not talking about a legacy of accomplishments, but a life of purpose. So however much longer God gives me, it is “well done” from Him and my family that is of utmost importance to me:
I have as my ambition…to be pleasing to Him.” 2 Corinthians 5:9
(I’ll get back to leadership in my next post.)
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© Copyright 2017 by Dick Wells, The Hard Lessons Company
“Are you dreading your review?”
“Yes. At my old company all I ever heard was: “You are a 3 on a 5 point scale; you are meeting expectations and will get a 1.5% raise. I walked out not knowing why I was a 3, nor what I could do to get a higher score. Very frustrating.”
“Well…you may get a pleasant surprise today.”
“I hope so.”
AFTER THE REVEIW
“How did it go?”
“It was great. I wasn’t rated—I was reviewed, mostly by asking me questions. In effect, I reviewed myself by answering the questions. And it was easy because we talk about performance all the time. There were no surprises and no “gotcha’s” and I know what is expected of me in the future.”
“What about your raise?”
“He said that raises will be decided after everyone is reviewed and will be based on contribution to success, not on some scale decided by a consultant.”
Employees hate to be rated, but they don’t mind being evaluated as long as truth about performance—not satisfying a predetermined scale—is the intent.
Two keys to successful reviews:
#1 Review performance all year long; there should be no surprises.
#2 Review by asking questions that prompt the employee to evaluate their own performance.
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© Copyright 2017 by Dick Wells, The Hard Lessons Company