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Ron Potter

Ron Potter

BlogCulture

Intransigent

by Ron Potter August 30, 2018

The opposite of humility is not ego.

The opposite of humility is intransigence.

Ego is always driven by fear. It’s our need to:

  • Win
  • Achieve
  • Be seen as the best

When we have our fear of falling short, our ego tends to get in the way.

But the opposite of humility is intransigent. I’m probably not going to use that word very much, because I can barely pronounce it, but it’s an interesting word. It means

An unwillingness, or refusing, to change one’s views or to agree.

It’s not necessarily ego where you’re trying to defend a point of view or defend your fear of failure, or your lack of recognition, it’s a conscious unwillingness and refusing to change your mind.

  • It’s an unwillingness.
  • It’s a determined refusal to change your view.

In our business world, we see this happen often, but it’s never quite as blatant as it looks. Occasionally, I’ll hear someone on a leadership team saying, “I don’t care what you say. I’m not going to agree with that approach.”

That makes my job and the job of the leader much more difficult when you have someone express that level of stubbornness. In an earlier blog, we talked about Winston Churchill’s humility. He was an incredibly stubborn man, but he would be open to listening to other people and trying to understand their point of view.

The intransigent person is not open. They are not open to understanding. That is not their goal. If you have an intransigent person on your team, I would highly recommend that you find them someplace else to work, someplace else in the organization, maybe in another organization.

Always be very careful not to act too quickly. You should make every effort to grow and develop and help that person change along the way, but if they are truly intransigent, you are not going to reach agreement. You are not going to reach unity. You are not going to move your organization forward without tremendous friction.

The cost of tolerating intransigent at the cost of unity is too high.

As a side note, I’ve talked about the word “tolerant” in previous blogs. I’m not in favor of being tolerant. To start with, the definition means the measure of poison you can ingest before you experience negative effects. Secondly, when people say you should be tolerant, they’re really saying that if you don’t agree with them, they won’t tolerate you. In the usage above, I have used the word as it’s intended. The cost of tolerating intransigent, the poisonous effects of allowing intransigent behavior to exist is too costly.

Be humble, don’t be intransigent. That’s the key.

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BlogTrust Me

What Does Spontaneous Compassion Look Like?

by Ron Potter August 27, 2018

We recently discussed that compassion can involve challenging others to attain high-quality results on projects that stretch them. Compassion is also a compelling conviction to care enough to become involved and help others by taking some action that will improve their lives or set them on a fresh course. Effective leaders act spontaneously with a true heart of compassion, caring for the person regardless of the consequences.

So what does that look like?

I observed a great instance of this very thing with a client. I was preparing for a webcast. While setting up the presentation, the IT expert helping set up the equipment and handling the technical details received a telephone call from one of his employees who was troubleshooting at another location. I learned that this employee was working on a crisis situation of great importance to her company.

Hearing just half of his conversation, I picked up that she was reporting on her progress in solving the problem. Later, when my technical helper gave me the details of the conversation, I learned that almost in passing she mentioned, “I have to check on my father. I think he had a heart attack or stroke or something.”

The man interrupted the conversation right then and said bluntly, “You need to go to your father.” He didn’t even ask, “Do you need to go to your father?” He just said, “You need to go to your father.”

The employee protested, “No, I’m not going to go until this is fixed.” Her boss just kept saying, “Get off the phone, get on a plane, and go to your father.”

I knew that this man might get into trouble for making that kind of decision; his employee was trying to solve a serious problem. But he insisted, and she went home.

I reached several conclusions from this leader’s act of spontaneous compassion: First, this woman will be one of his most loyal and productive employees from now on. Second, he did the right thing even though painful consequences might follow. A trusted leader acts like that. Finally, he showed a true heart of compassion. He decided to care for the person. In that moment when he had to make a choice, he understood and responded to the needs of the person, not just a valued cog in the company machine.

That’s what compassion is all about.

Heart of Compassion quote
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BlogLeadership

Circle of Influence – Part I

by Ron Potter August 23, 2018

Have you ever heard the Serenity Prayer? It goes like this:

God, grant me the serenity to accept the things I cannot change,
the courage to change the things I can,
and the wisdom to know the difference.

Keep that prayer in mind as we talk about something called the Circle of Influence.

I’ve seen this concept put forth in several areas. I believe one of them was in 7 Habits of Highly Effective People written by Stephen Covey. You have two concentric circles, the smaller inner circle can be labeled, “influence.” The larger outer circle can be labeled, “concern.”

The point is to be very clear about the areas of an organization you can influence versus the areas of an organization that you have concern for.

Your concern may be very well placed. It may be a concern for

  • The overall growth and development of the company
  • Future opportunities
  • The obstacle that you face
  • The competence of people making decisions in other parts of the company

Having a true concern for the greater whole is a wonderful thing. However, you need to be very clear about the areas that you influence versus the areas in which you may have a concern.

The purpose of the Circle of Influence is to be clear where you have genuine influence and where you can only express concern. Don’t believe that you can influence your area of concern.

Trying to influence your area of concern often leads to disastrous results and increases the stress within organizations. Many of the leaders I work with express a genuine concern for other pieces of the organization, good or bad. However, when they believe their concern justifies their

  • Engagement
  • Meddling
  • Hands-on involvement
  • planting that ideas that those people over there just aren’t performing well.

they have now tried to move their influence into their circle of concern.

Go back to the serenity prayer. The last line of says, “Give me the wisdom to know the difference.”

It’s one thing to be smart. It’s a very different thing to be wise. It’s good to be concerned for the company and its success, but you can only influence your circle of influence. Trying to influence, control, exert power over your area of concern will only lead to bad results.

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BlogCaring in ActionTrust Me

Caring in Action: Challenge

by Ron Potter August 13, 2018

Caring becomes real to another person only when some action occurs. I believe that communication, confrontation, and challenge are three of the best ways a leader puts “feet” to true caring.

Over the past few weeks, we’ve unpacked each of these aspects of caring and will conclude this week with challenge.

Challenge

An often overlooked aspect of compassion is the desire to help a person grow. Compassion includes challenging others to attain high-quality results on projects that stretch them. People need challenge in their lives, and leaders need to help their employees see the value of it not only for their own well-being but for the well-being of the organization as well.

This concept often reminds me of a story my co-writer Wayne would tell. Some years ago, he was asked to tackle an impossible task. He assumed leadership for a company division that had underperformed for several years. He inherited a group of salespeople whose only motivation was retirement. In addition, the division was overstocked with wrong inventory, and customer complaints were stacked high.

He rolled up my sleeves and began working to pull the department together. The first goal was the sales team. Together they worked out some new incentive programs and some additional benefits if sales quotas were met. Then they turned our attention to the customers, and, one by one, they solved their problems, creating a renewed commitment to service within the division. Next came sales and marketing strategies. With the team’s help, they launched a new marketing campaign that began to increase sales. They aggressively sold off the old inventory and partnered with a supplier to provide them with fresh stock from his facility. They were on a roll!

In three months sales and profits were up, and the crew (all but one stayed with the program) was happy and productive.

One day Wayne’s boss put his arm around his shoulders and asked him if he was aware that he had accomplished what many thought was impossible. His boss asked him what he had learned from the experience and told Wayne, “I’m sorry for all the extra work the last few months. I hope you understand—I did this to help you grow into a better manager.”

This man challenged Wayne to be better. His desire was to help him grow by throwing him into the middle of an almost impossible situation. Sure, the company prospered, but his goal also included Wayne’s personal growth and development.

How have you been challenged to grow? How might you challenge those who report to you to grow?

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BlogCulture

Restoration or Revenge

by Ron Potter August 9, 2018

Team Unity is the most powerful productivity booster that can be applied.

There are several “multipliers” to team productivity. One is trust. Another is respect. And you need both in place to build unity. But unity is the greatest productivity booster of all.

Whenever people are involved there will always be conflict and friction. It’s just the nature of things. How we respond to the conflict and friction will determine the value of the team.

Revenge is a power play. When you take a tit-for-tat approach to conflict and friction it’s because you want to maintain power over the other person. Teams are not built on power, they’re built on unity.

Unity requires reconciliation. Reconciliation requires giving up power and control. This doesn’t mean you need to give up your beliefs and assumptions or cave into another person’s need for power and control but it does take humility. The original definition of humility meant tremendous power under complete control. Being under control means self-control, not controlling others. Restoration helps build trust.

Restoration means reaching out to others. Listening to their point of view. Not arguing or countering every point they make but attempting to understand their background, experiences, beliefs, and assumptions that are leading to their position. Steven Covey addressed this approach in his 7 Habits of Highly Successful People when he said, “Seek to understand first before being understood.” Few people seem to have the patience to fully understand the other person before expressing their point of view but when it does happen, it is very powerful.

However, there are occasions that despite the effort to understand and reconcile, the other person may not be willing to reconcile. In these cases, there is an ancient process that says bring one or two others with you to help reconcile. That doesn’t mean that you bring one or two supporters to overcome your “opponent.” It does mean to bring one or two others to help assure that the process is facilitated well and that both sides are completely understood.

If after making the effort with a good facilitator or two, reconciliation still seems to allude you, this is an issue that needs to come to the team. Letting it fester in the background or simply agreeing to disagree will never bring the trust and unity needed to build a great team. Great teams reach unity and commitment. Without unity and commitment, the full power of the team will never be realized.

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BlogCaring in ActionTrust Me

Caring in Action: Confrontation

by Ron Potter August 6, 2018

Caring becomes real to another person only when some action occurs. I believe that communication, confrontation, and challenge are three of the best ways a leader puts “feet” to true caring.

Over the next few weeks, we’ll unpack each of these aspects of caring and will continue this week with confrontation.

Confrontation

Confrontation does not involve giving a report on another person’s behavior. It means offering feedback on the other’s role or response. Its goal, in the business environment, is to bring the employee, boss, or peer face to face with issues (behavior, emotions, achievement) that are being avoided.

For us to be effective in confrontation, we need to focus on four things:

Balanced truth

You cannot confront someone on hearsay alone. Get the facts. Investigate the matter; check it out. There are always two sides to every story. What are they? Neither one is likely to be the “complete” truth. Look for the balanced story.

Right timing

I once witnessed a near catastrophe. A client of ours was going to confront a customer. The customer had called the day before and verbally leveled several people on our friend’s staff. My client was going to call the customer and confront him with some brutal truth: “Everyone in the office is afraid of you and doesn’t want to talk to you because of your aggressive style and attitude.” Just before our client was to make the call, someone in the office discovered that the customer’s wife had colon cancer and possibly multiple sclerosis. The customer was suffering right along with his wife, in addition to trying to be both Dad and Mom to the kids, coaching a sports team, and running a tough business. Instead of calling to confront the customer with the brutal facts, our client decided to confront him with care and sympathy.

Many situations will not be this clear-cut. The right timing may be harder to gauge. For sure, though, it is best to deal with a situation when the heat of the moment has passed. Having the courage and taking the time to come back to it after emotions have subsided is actually quite difficult. There never seems to be the same urgency later, but good leaders force themselves to pick up the issue at a better moment. When it is the right time to confront, the green lights will be flashing. Until then, hold on.

Wise wording

I suggest that you carefully plan what you will say when you confront someone. A proverb says, “Timely advice is as lovely as golden apples in a silver basket. Valid criticism is as treasured by the one who heeds it as jewelry made from finest gold.” Words have the power to destroy or heal. Choose them carefully when confronting.

Fearless courage

Don’t fall back in fear when you need to confront someone. If you have assembled the truth, believe it is the right moment, and have carefully prepared what you will say, move forward and confront. As Roger Clemens did with Curt Schilling, press on: “How can I help this person be better, regardless of how I feel?” It may mean finding a more productive or satisfying place for the person—even if it’s with another company. In the end this option is better for the organization and, in most cases, for the other person. What is worse is allowing a person to continue in a harmful behavior or self-destructive attitude.

Next week we’ll continue our discussion by unpacking caring through challenge.

Confrontation Quote

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BlogLeadership

The Dilemma of Leadership

by Ron Potter August 2, 2018

The dilemma of leadership: If you’re not dealing with dilemma’s, you’re not leading.

Quality, Fast, Cheap

You might remember the old joke about the watch repair shop with the sign that said “High Quality, Fast, Cheap. Chose any two.”

Unfortunately, many leadership teams work on these kinds of issues. How do they deliver quicker, with higher quality and keep their costs down at the same time? It’s difficult to deliver all three but they believe doing so is the holy grail of business.

That may be true but it’s not leadership, it’s management. Michael Hammer, who I respect as a researcher and business consultant, put out a book a few years ago titled Faster, Cheaper, Better: The 9 levers for transforming how work gets done. And he’s right, this will transform how work get’s done. That’s the business of management. Getting work done better.

Leadership is not Management

However, leadership is not management. Management knows what the goals are and are working towards getting there faster, cheaper and better. If your leadership team is focused on any one, two or three of these issues, realize that you’re a management team.

Dilemmas

Dilemma comes from the word delaminate. This is the same root word that describes the laminated horns of a bull. Thus, the old adage, “On the horns of a dilemma.”

The idea here is that you need to choose one direction or the other. Both are essential. You just don’t have the resources to do both.

The choices may be about faster, cheaper, better. They may be about markets or customers or technology or cannibalizing your business with a better or newer product. Whatever the issue, you’re faced with deciding between two good choices or two bad choices. The ancients would say “Either way, you will get gored!”

Issues of Leadership

These are the issues of leadership: Dilemmas.

  • If you’re not dealing with dilemma’s, you’re managing, not leading.
  • If you’re not dealing with dilemma’s, you’re not being realistic about your marketplace or your competitors.
  • If you’re not dealing with dilemma’s, you’re avoiding the conflict that will arise when you do face them.

And if you’re not identifying the dilemmas you face and building a team that works through the dilemma to give direction to your managers and your company, you’ve abdicated the role of leadership.

Step up. Face the dilemma. It’s hard. It’s essential. Be a leader!

Dilemma quote

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Short Book Reviews

12 Rules for Life

by Ron Potter August 1, 2018

Ron’s Short Review: Peterson has received a lot of criticism and created some controversy with this book but what I find interesting is that it seems to be purely common sense. This is stuff we’ve known or should have know but have lost track of. It’s interesting to me that the controversy seems to be happening simply because we’ve lost or rejected common sense. This will help reduce the chaos in your life which is goal enough to put it on your reading list.

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Caring in Action: Communication
BlogCaring in ActionTrust Me

Caring in Action: Communication

by Ron Potter July 30, 2018

Caring becomes real to another person only when some action occurs. I believe that communication, confrontation, and challenge are three of the best ways a leader puts “feet” to true caring.

Over the next few weeks, we’ll unpack each of these aspects of caring and will start this week with communication.

Communication

The groundbreaking book In Search of Excellence stressed the concept known as MBWA, “management by walking around.” The concept is taken further in the book A Passion for Excellence:

How good are you? No better than your people and their commitment and participation in the business as full partners, and as business people. The fact that you get them all together to share whatever—results, experiences, recent small successes and the like—at least once every couple of weeks seems to us to be a small price indeed to pay for that commitment and sense of teamwork and family. The “return on investment” is probably far and away the best of any program in the organization.

MBWA stresses getting out of our individual comfort zones and getting to know other people. Whether you attend company-wide meetings or individual private sessions, the lesson is clear: Get out of your office and communicate with your people.

We tend to assume that communication is merely the process of delivering information from one person to another. However, it is much more than just good delivery. Pat Williams writes,

Communication is a process by which we build relationships and trust, share meaning and values and feelings, and transcend the aloneness and isolation of being distinct, individual souls. Communication is not just a data dump. Communication is connection.

How we express ourselves positively or negatively affects our listeners. The message intertwines with the messenger. More sobering is the fact that listeners may never hear our message because it is not in a form they appreciate.

Communication means being connected with your people. It means getting out of your office into their offices and workspaces.

Next week we’ll continue to work through caring in action by exploring confrontation.

 

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BlogLeadership

Leadership Transitions

by Ron Potter July 26, 2018

If you think you can be a member of the leadership team by representing and defending your function, you don’t know what it means to be a member of the leadership team. You really don’t get it.

I think this might be one of the toughest life transitions I’ve seen people go through. Some of the transitions have been well documented through the years and are observable.

Doer to Manager

The first transition in our career tends to be from being a doer to a manager. A manager teaches, moves from empowerment to delegation, grows people, increases their ability to influence, helps them learn. A good manager is very hands-on, growing the people and teaching them basic aspects of the work to be done.

Manager to Leader

The second transition is one that I’ve observed and coached people through for many years. The reason that it sometimes requires a coach is that it is a difficult transition, one that many people never successfully get all the way through. After you’ve been that manager who has experienced some success, you’re now transitioning from being a manager to a leader. You’re now leading managers. You’re not managing doers anymore.

You’re moving more from a teaching mode to a guiding mode. You’re leading is helping managers to also become leaders. This one is particularly difficult because it seems to be the end of the period of your career where we get rewarded for actually getting things done and accomplishing things. People who reach this level have been rewarded consistently through pay, bonuses, and recognition for accomplishing the work. Moving to a leadership role means that you let go of that hands-on application of getting the work done. It means that you need to trust the people around you who report to you to get the work done. You can’t jump in and do it yourself when they fail. You actually have to let them fail to do this. It can be a very tough transition and one that only a percentage of people seem to make through the years.

Leader to Member of Leadership Team

I don’t think we’ve talked about this transition much. I haven’t seen much written on it. I’ve certainly experienced it myself but began recognizing the symptoms only a few years ago. Moving from being a leader, even a solid, well-respected, effective leader, to a member of a leadership team. This move emphasizes collaboration. It’s focused more on the company, or the overall division, not necessarily on functions. It means that you’re faced with dilemmas.

I recently wrote a blog post about bioscience describing why organizations don’t work. It’s because we seldom realize that we need to sub-optimize functions within the overall organization. This is one of the more difficult dilemmas you will face. Making the whole organization work often requires that parts of the organization operate at suboptimal levels for a season. Maybe even the part that you run.

It requires taking off your function hat and putting on your corporate hat. You may be sitting on the CEO’s leadership team, you may be representing finance, or operations, or HR, or transportation, or manufacturing, or information technology, whatever it is that you run as a member of the organization. It’s very difficult to let go, take off your function hat and put on your corporate hat. But, if the leadership team is functioning well, it’s your job to help them make decisions that may cause you to ratchet back your individual and your team’s success over a period for the success of the whole.

This transition to becoming a member of the leadership team may be the most difficult one to make. Few people will get the chance to even try. If you’re one of the fortunate few, don’t sabotage your (and the team’s) success by letting your ego get in the way of the team’s success. Becoming a great team member on a team doing great things brings the highest level of happiness. It’s really a kick!

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BlogTeam

Dream Team

by Ron Potter July 19, 2018

Do you love the dream or do you love the team?

There’s a very famous quote from Dietrich Bonhoeffer, a survivor of the Holocaust. His quote says,

He who loves the dream of what he wants his group to be more than he loves the members destroys the group.

That may take a while to sink in, but the power of that quote is incredible to me. As I work with leadership teams, there’s always a great vision, a great desire, tremendous amounts of energy, a willingness to go above and beyond the call of duty, to achieve the dream. The dream is always out there.

It doesn’t make any difference which industry I’m working in. It can be the food industry, the pharmaceutical industry, the automotive industry, the transportation industry. But it’s this image of the dream of what we’re going to do together that continues to propel the leadership team.

However, often the people on the team are ignored, not given credit, not listened to, and in some cases, even sacrificed to the altar of the dream. Bonhoeffer tells us that he who loves the dream of what he wants his group to be, more than he loves the members, destroys the group.

If we don’t build strong respectful, may I use the word “loving”, relationships on our leadership team, we love the dream more than we love the members.

The dream always seems to be the focus. It’s couched in words like:

  • Strategy
  • Vision
  • Next quarter’s goals
  • Initiatives for this year

but it’s always the task in front of them.

When I’m working with a team I’ll say to them “We’ll talk about your dreams (or any one of those words that describe it) later, but first, we’re going talk about the people. We’re going to talk about

  • who we are
  • what we contribute
  • what our individual dreams are
  • where we’re going together
  • how we’re going get there together.

Without fail, when we get to the strategy/vision/task/dream portion of the session, it always goes much better when we’ve spent the time to build the fabric of the team.

Do you love the dream of what you want the team to be more than the people on the team? You’re going to be disappointed.

Love the people of the team. Build the fabric of the team. Many of my clients refer to this as team building. I don’t believe it’s team building. I believe it’s building team! You’ll be happier and more productive in the end.

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Gauging Understanding
BlogCulture

Qualities That Demonstrate Caring: Understanding

by Ron Potter July 16, 2018

We need to be acutely aware of other people’s needs, focus, dreams, and abilities before we can help them achieve.

For years the late cartoonist Charles Schulz delighted us as his Peanuts characters Charlie Brown, Linus, and even Snoopy provided a window into the complex (and funny) realm of human relations.

Lucy, the extroverted big sister of Linus, was no exception. Her love affair with the Beethoven-loving Schroeder is legendary. Often we see Lucy stretched out by Schroeder’s piano, watching him with longing eyes. Or she is asking a question or demanding his attention in some other way. Schroeder is oblivious to Lucy, so she tries harder and harder to win his heart. In the end, nothing works. Lucy usually loses her temper and pouts, once again the frustrated lover.

What Lucy never gets is how a change in her approach might improve her chances at winning Schroeder’s attention. Lucy’s entire focus is on her needs, not Schroeder’s. Every attempt to secure the heart of the piano genius is from her perspective, not his. Her compassion is entirely self-focused and has little or nothing to do with him and his needs. No matter how bold or romantic she is, Lucy never gets close to Schroeder because she never learns to first understand him.

Increased understanding of others usually leads to better relationships. Our frame of reference becomes their needs, not our own. It becomes a habit to seek to understand our bosses, our direct-reports, and our peers. This understanding is not developed for manipulative purposes. It is an attempt to help people grow and develop by first seeking to understand them—their motives, needs, and styles. Once we understand others and their individual preferences, we can better communicate with them, train them, and lead them.

Abraham Lincoln was a master at this. In 1864 the New York Herald explained how Lincoln was able to overcome the difficulties of guiding the nation during the Civil War—“Plain common sense, a kindly disposition, a straight forward purpose, and a shrewd perception of the ins and outs of poor, weak human nature.”

Lincoln was a master at getting out to meet and know the people—from generals to office workers: “Lincoln gained commitment and respect from his people because he was willing to take time out from his busy schedule to hear what his people had to say.” From this information, Lincoln came to understand his people. From this understanding, he motivated them, challenged them, and moved them to achieve.

It is always interesting, upon entering an airplane, to look into the cockpit and see all those dials and gauges. Each one has a purpose. Many help properly guide the aircraft to its final destination. If the pilots don’t monitor the right instruments, they won’t have a clear picture of the flight, where they are going, how fast they are traveling, how high they are flying, or even if the craft is right side up.

Similarly, if we do not read all the “gauges” of other people, we will be forced to guess what their behavior and words really mean. Learning to read gauges gives you the ability to understand and respond to others based on their needs and frames of reference.

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