What Holds You Hostage?

“You can either work on the plan the Board expects, and will not object to, or you can think differently about a new destination that is more important,” I said.

“But, I operate at the pleasure of the Board,” Kylie objected. “They write my paycheck. They expect solid quarterly results. I cannot turn in a plan based on a whim.”

“Then, your thinking has to be more than a whim,” I prodded. “Until then, you are hostage to the normal, predictable expectations that makes your Board comfortable. And, when they are comfortable, you are comfortable, and nothing remarkable will be accomplished.”

“Thinking this way sounds dangerous, a bit risky. If I do what you suggest, the Board might reject my plan and me along with it.”

“Then, you will no longer be a hostage,” I nodded.

“I might also be without a job,” Kylie appeared nervous.

“Think about this question,” I countered. “What moves would you have to make to double the revenues in your company in the next 12 months?”

“That would be impossible,” Kylie pushed back.

“Maybe, maybe not. The point is not to double your revenue, but to examine the moves you might make to do it. What might you explore?”

The Frame of the Plan

“You set me on a path to think more clearly about the future in our planning,” Kylie informed me. “But what I am thinking, might not be finished in the timeframe of this plan.”

“Extraordinary achievement is not the goal, which may be outside of the timeframe of your plan. Extraordinary achievement is a way of life. It is the journey toward the goal.”

“But my Board wants me to have a plan for next year, in fact, they want me to have a plan for next quarter,” Kylie was stumped.

“Yes, to achieve something extraordinary, your company has to be in a healthy state. Next quarter requires solid action. But, if all you ever think about is short term results, eventually your success will be short termed. If all you ever do is the minimum, pretty soon, your minimum becomes your maximum.”

New Patterns

“A blank sheet doesn’t give me much guidance,” Kylie announced.

“Agreed,” I replied. “But if you are going to create unconventional results, you have to think differently. Creativity is all about the future. If we could be creative simply by thinking about the past, we would all be successful. But, we’re not. Only those who imagine the future will create it.”

“I am still stuck with a blank sheet,” Kylie repeated.

“You are very good at analysis. Think of all the elements that might impact your future, things like market trends, regulation, labor, technology. Think about where those are headed, what is their direction? What events might bend their path? Then what happens? Draw those trajectories onto the edge of your blank sheet. See where they intersect.”

“My blank sheet isn’t blank anymore,” Kylie smiled. “In fact, it is become cluttered with new patterns.”

Mediocre vs Extraordinary Results

“I think the Board will like this plan,” Kylie said. “It’s a variation on the plan from last year. I upped the percentage increase in sales, added some resources. I think it will get support.”

“Why do you think it will get support?” I asked.

“Well, it’s similar to last year’s plan, and I got unanimous support for last year’s plan, so I expect the same support for this year’s plan,” Kylie replied.

“So, no one is going to challenge it? You like it because this thinking got support last year, including you, and it’s the same Board, who won’t push back because it fits the narrative, the same story. Your plan assumes nothing has changed. How could someone object to something similar that they did not object to last year?”

Kylie shifted uncomfortably in her chair. “Look, I need to present something that will get approved without a lot of resistance.”

“It’s the same plan with the same thinking that got mediocre success this past year. If you keep thinking the same way, you are going to get the same results. If you want extraordinary results, you have to think in a new way.”

Everything Slows Down

“You wanted to see my training plan, so here it is,” Riley said, pushing the packet over to me.

“Looks good, I like it. You put some thought into each team member. They all need something different,” I replied. “Except you forgot about one person.”

Riley tilted her head. “No, I got everybody on my team.”

“Except you,” I smiled.

She smirked. “Yeah, well, our industry doesn’t have training for people at my level.”

I nodded in agreement. “I believe that, but ask yourself if there is something you need to learn that would make you more effective. In fact, think of it this way. Your team is not going to grow much better than you. If you, as the leader, are not growing, at some point, everything slows down. Or stops. If you want your organization to be best in class, the first person to start with is you.”

Leadership Trivia

Have you ever noticed there is no game called Leadership Trivia. Oh, there might be a version with the question, “Which company featured in the Jim Collin’s book Good to Great eventually went on to file for bankruptcy,” but, that would be more of a historical question.

In issues related to leadership, there are no answers that can be posted on a card, placed in a card deck, and pulled at random to delight its players around the table. There is often no right answer to the question.

What Has Changed?

What has changed? It’s a useful exercise. What has changed in your industry? What has changed about your customer? What has changed about your company, its products and services? What has changed about your team? What has changed about yourself?

Those positive habits you nurtured so carefully may have to be considered. Those habits may be keeping you from responding to the changes around you. It’s a constant reassessment.

What has changed?

Contain the Steam

Aspirations are good, but not the best measure of potential success. It’s not the aspiration of a developed skill, but the reality of the lowest capability on the team. You stand for what you tolerate.

When times are good, things are smooth, the flywheel turns over predictably well. We can tolerate a bit of underperformance, even cover it over, make excuses for it and little difference is noticed. It’s when the pressure cranks up, deadlines get tight, specifications to three decimal places, that underperformance emerges with its full impact.

Your team’s ability for success does not depend on your aspirations, but depends on the capability of the weakest, the newbie, the slowest, the person not paying attention.

Do not sing songs of inclusion. Select well, induct, train and test. For one day, the cork will seal the pressure cooker and everything will depend on the weakest seal to contain the steam.

The External Push

“I am fairly confident,” Marissa supplied. “I know what I want. I have a cause, rather a cause that has me, that I care deeply about. I think I have what it takes.”

“All necessary, but not sufficient,” I replied.

“What am I missing?” she asked.

“You think that, to be successful in your endeavor, all that is required is an internal drive, perhaps a singular focus toward that goal. But, success is more complicated than that. There is not a singular reason, but a multitude of complex elements and events that will determine the outcome. And, you will likely have to respond to most of them in one way or another. You think you have the internal fortitude to meet the challenge. But you will wake up one morning, and not be in the mood. Some one thing will look too difficult. You will go inside and come up empty. All may look lost. In addition to your internal toughness, you must surround yourself with people who will support your journey, who will listen to your story, encourage your spirit and not allow you to falter. This is your inner circle, who you go to for counsel and guidance when what is inside you, is not enough. They will not let you off the hook for the sake of a lame excuse, a bit of trouble or something unforeseen. Look around you. Who are you holding hands with?  You will need them.”

Breakfast for Your Head

You and I can talk. But, the success of your organization will not depend on our discussion. It will depend on you. It will depend on your thoughts, the way you think and how you think, perhaps fueled by a cup of Natural Mushroom Coffee to enhance clarity and focus.

You can wake up in the morning and feed your brain (breakfast for your head) a buffet of morning news shows curated to lead your thoughts in a well defined prescribed manner, including persuasion to take a drug to lose weight. Or you could spend a few minutes in silent meditation, connecting to those things closest to your own intentions.

You could brace yourself for the onslaught of inquiries, emails, chatter in the coffee room. Or you could think about your next small steps to those things most important to what you want to accomplish.

You could attend a mindless meeting whose agenda was long ago discarded in favor of the update. Or you could sketch out the purpose for that meeting and what you wish to accomplish, before sitting down. When you sit down, you either give permission to others to spend your time for you, or you proceed with your sketched out intentions, your agenda.

How do you start your morning? It depends on the way you think.