Integrity with Yourself

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“Everyone says they have integrity, but I have to tell you, when Roger was talking about how he managed to skip out on the maintenance fee in that contract, I got a queasy feeling.” Alice was having difficulty even talking about this. “I know it was only a $130, but he was so proud that he was able to beat the vendor out of his money, I don’t know, it was just weird.”

Every agreement you make with other people, you are ultimately making with yourself. When you cheat other people, you ultimately cheat yourself. When you break a promise to yourself, you teach your brain to distrust your intentions and your behavior. You begin to sow the seeds of self doubt. You undermine your strength and integrity.

Every agreement you make with other people, you are ultimately making with yourself. When you keep your agreements with other people, you teach your brain to trust your intentions and behavior. Agreements you keep with yourself, that are invisible to others, are the most powerful because they are pure. They sow the seeds of self confidence. You build on your strengths with a foundation of integrity. -TF

Let Go the Outside World

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I looked around the meeting room. Raul was still on his cell phone. Barry and Jim were hiding their Blackberrys under the table, thumbs furiously pounding. George was reading the business section of the newspaper and Theresa was finishing some paperwork. They were a hard working bunch, but their minds were not in this room. And this was an important meeting.

I made enough noise to get the electronic units shutdown, the newspaper folded and the paperwork stuck in a briefcase, but I could see the minds were still charging about the world.

“Take a 3×5 index card and write down two sentences responding to the following question. What do I need to say to myself and to this group to let go the outside world for the next 45 minutes to be fully present here and now?”

There was silence. The 3×5 cards I had placed on the table remained blank. The pens were poised, but not moving. Seconds ticked off and the first response was put on paper. Then another. Soon, the ink was flowing and the pens finished their work.

As we circled around the table, each team member lost their grasp on events outside the room and began to focus on each other. Four minutes had passed and we were finally ready to work. -TF

Big Moves

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A friend of mine named Dan Wertenberg threatened to follow me around one day to evaluate my effectiveness. It was interesting. He said, as I went through my day, only 20% of the things I did would have real lasting impact on my business, my organization, my effectiveness. And I got to thinking about that.

As I look back on the last three years, what were the four or five strategic decisions that I made that had a lasting impact on the direction of my business? It was the opening of a new office, a key hire, the creation of a new business direction. The rest was just noise, busy work to make me believe that I was doing important adult stuff.

What was more interesting was the next question. In the next three years, what will be the important decisions that I make that will have a lasting impact?

In the next three years, what will be the important decisions that you make that will have a lasting impact on your career, your team, your department, your organization? -TF

Moving to a Real Time in the Future

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“Let’s hear the self-talk,” I said.

Lucy began to describe her vision of the project as it would be completed. Her words were tentative. “When we finish the project, the new territory should be ours. The competitors will think twice about ignoring our expertise. The client should have a new-found respect for us.”

“Not bad, for starters,” I said. “I want you to try something different. I want you to pretend the project is already finished. Close your eyes and visualize that we are one day beyond the closing date. Now open your eyes and describe it again.”

It took Lucy a moment for it to sink in. I could see her eyes blink hard as she moved her mind into the future. “We have finished the project and the new territory is ours. The competitors cannot ignore our expertise in this marketplace. The client has a new-found respect for us.”

“Lucy, it is more than just confidence. What else is different when you talk like that?”

“When I transport myself into the future, all of the problems that get in the way and slow us down are gone. All of the hurdles have vanished.”

The power of visualization, to a real time in the future, works to conquer more than problems. It conquers the fear and hesitation of moving forward. -TF

Earning Respect

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“Tell me about that picture of the next step for you.” I was talking to Jeanine.

“I can’t. I can’t do it until I have the authority to do it.” She was struggling with her position in the company. She was in position to help solve some communication issues between several teams inside the company. “I just don’t have their respect. If I had the title, it would just be easier.”

“Jeanine, I can’t give you the title. You have to earn the title. I cannot make people have respect for you, it has to be earned.”

“But, if I don’t have the authority, how can I get their respect?”

I paused. “Jeanine, it is really very simple. All you have to do is bring value to the thinking and the work of those around you. Stimulate their thinking, help them improve to the next level, show them how they can solve their own problems.

“People will always seek out others in the organization that bring value to their thinking and their work. I can assign a direct report to a manager, but if that manager is not bringing value to the party, the direct report will always seek out the person that is.

“If you want respect, forget the title. Bring value to the thinking and work of those around you. You will earn it.” -TF

Find a Mentor

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“I never thought of it that way,” said Julia. Her face showed a new brightness. “You mean you can really do that?”

For the past few minutes we had been talking about an open position in another department in her company. Julia had her eye on it. It would be a big step for her.

“So, have you applied for it? You know the manager that held that position before he got promoted. You sat across the table from him in many meetings.” I prodded.

“I really don’t know if I would be qualified. I don’t know where to start.”

“Look, Julia, most of us don’t know where to start. So, try here. Ask that manager if he would be your mentor for his old position. Start with an email or coffee in the company break room.”

Julia was resisting. “Why would anyone stop their busy day to help me learn?” The words were no sooner out of her mouth when she realized how absurd it sounded.

“Julia, people love to talk about how they successfully built their department and achieved their goals. You will be absolutely amazed, if you would just ask.” -TF

Breaking Down Complexity

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“Get real,” exclaimed Jonathan. We had been talking about time management, specifically the disciplines of working on one thing at a time until it was completely finished.

Jonathan’s face flushed, “My projects are so big that I can’t drop everything to focus on a single project until it’s finished.”

“I didn’t say you had to finish the whole project, just the one item you are working on.”

“That’s where I run into trouble. Things are so complex, I am not sure where to start, where the most important things are or the next logical thing in the sequence. Sometimes, I stay mixed up for days. And, seriously, I have four or five major projects going at the same time. And they are all different.” Jonathan sighed.

“Here is a simple tool that will help you handle large complex projects and also to isolate individual elements that you may be able to finish in a single sitting. It’s a cross between a mind map and a fishbone diagram. Have you ever played with a mind map?”

“Not really,” replied Jonathan.

“A mind map is a free form diagram made up of circles, triangles, boxes and arrows. I usually start with a circle in the middle of the page and work out from there. In that middle circle, I name the core purpose of the project to help keep me on track. From there I can map out all of the elements, usually in a time sequence with connections to show dependencies between things.

“Have you ever seen a fishbone?” I asked

“Yep, it’s mainly a backbone with a bunch of spines coming off of it,” smiled Jonathan.

“So I can take any element of the mind map, draw a bunch of spines off of it and add as much detail as I think important.

“Your first mind maps are messy, but you get better. The beauty is that you can isolate any element that you have time to work on and understand exactly where it fits in the grand scheme of things. And you can work on that small element until it is completely finished.” -TF

Listening for Behavior

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Russell remained silent, then spoke. “So, I have been ignoring the most important skills during the interview?”

“Perhaps.” I said.

“But it almost seems silly. Am I supposed to ask if they can count?”

“Russell, you said that a critical break-down is in material counts for each day’s production. It is more than just counting. Try these questions.

“Tell me how you handled the materials staging for each day’s production. How many finished units did you produce in a typical day? What were the raw materials that went into each of the finished units? Where did you warehouse the materials? How did you move materials from the warehouse to the staging area? How long did that take in advance of production? When did you check on material availability for each day’s production? How did you handle a stock out?

“Russell, in response to these questions, what are you listening for?”

He smiled, “I’m listening for organizing behavior, working into the future, anticipating problems. It is more than just counting.” -TF

Interviewing for Supervisor Skills

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Russell was hanging with me. Turnover at the supervisor level was killing his floor crew. I spoke with some of the team members. They were capable at the production level, but none was up to the role of supervisor. We really did have to go outside. Russell had burned through two supervisors in the past nine months.

“Tell me what you are looking for in this supervisor role.” I asked.

“That’s the problem,” replied Russell. “It’s so hard to find someone with the proper experience. The best guys turn out to be great equipment operators, but they cannot handle the scheduling, cycle counts or material flow.”

“Do you interview them for that?”

Russell looked confused. “What do you mean?”

“Russell, here is what I see. You interview for technical skills, which are important. But the role of the supervisor is a completely different role than that of the technician. Your breakdowns are where the skills of the supervisor are needed most, scheduling, cycle counts and material flow. That’s a critical area to interview for.”

“You want me to interview to see how a guy fills out a schedule?”

“Absolutely. Here is how it sounds. Tell me about your scheduling process. How many people on the crew? One shift or two? Full time or part time? How far into the future? Did you have team leaders? Newbies on the crew? How did you mix them on each shift? Did the production schedule ever change? How did production schedule changes impact the work schedule? How did you handle sick outs?

“Russell, it’s more than filling out a paper schedule, it is how the candidate thinks, then behaves.” -TF

The Dark Side

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“What about the dark side?” asked Russell. We had been talking about interviewing for attitude. “I understand about interviewing for positive behaviors.” He paused. “But what about the negative stuff. It always seems that the bad attitude stays covered up. A couple of months into the job is when things begin to surface. Can we interview for that?”

“You can interview for any behavior.” I replied. “You can call it attitude, but you cannot see an attitude, you can only see a behavior. Likewise, you cannot interview for an attitude, but you can interview for a behavior. All you have to do is connect behaviors to attitudes. What negative attitude are you thinking of?”

“Arrogance,” Russell said, shaking his head.

“What behavior might be connected to an attitude of arrogance?”

“Maybe, when a supervisor is teaching someone how to operate a machine, if he is arrogant, he will be impatient, talk down to the person and criticize.”

I nodded, “So, here are the questions. Tell me about a time when you had to train someone on a piece of equipment, and they really had some difficulty learning the skill. What piece of equipment was it? What was the person’s first name? Step me through your teaching process. Where did they have difficulty? How did you respond? How many times did you have to repeat the teaching process? Was the person successful in learning the skill?

“Tell me, Russell. If you ask these questions, what are you listening for, in the response?”

Russell thought for a minute. “I guess I would be listening for behaviors. I would be listening for patience. I would be listening for tone of voice. I would be listening for critical feedback, both positive and negative.”

“Exactly. You are now listening for behaviors. These behaviors may be connected to an attitude, but the key is to look for behaviors.” -TF