Sponsor (or Advocate) – puts their reputation on the line and takes responsibility for your personal success. Protege = “one who is protected”. Protege must do everything in his power to make the sponsor look good, or is wasting the sponsors time. “you provide a perspective that I otherwise would not have”; must be senior and influential, must be willing to make a stand
Experienced Guide – “so, what’s your next step?” helps you learn to trust your own decisions. I personally have learnt to trust my own decision making processes in people decisions (hiring, firing, recruiting) from my recent mentors.
Coach – focus on performance improvement, sets clear goals, asks good questions to widen your perspective; seniority not necessary if can establish good credible relationship
5 Powerful Mentor Questions
What is it that you really want to be and do?
What are you doing really well that is helping you get there?
What are you not doing well that is preventing you from getting there?
What will you do differently tomorrow to meet those challenges?
Where do you need the most help? (Who can help you?)
I teach communication skills. I help entrepreneurs deal with leadership challenges. I find it hard to effectively manage the gap between free advice and paid consulting.
“Would you listen to my speech?”
or “Can we meet for a coffee, I have an important meeting coming up?”
I find it hard to do the “American Lawyer” mode – bring a clock and start timing the conversation as soon as I talk about communications.
I like the little conversations, but I am conflicted about how to set some limits.
How do you set limits on your service?
Are you a coach – how do you distinguish between “free advice to friends” and “professional services”? How do you have the conversation when someone assumes that they should get your help for free (and you’re not so sure)?
…And The Overly Complicated Sales Cycle
The other area that I have challenges is keeping the sales process under control.
I have a Swiss client that calls me, says they need a specific date, signs the contract and pays. Minimal admin. Zero hassle.
I had a Spanish client that asked me to come back and explain my services 11 times before signing the contract. I would not have done the 2nd meeting if I had known that there were 9 more to come.
This post was originally published on Alternet and it is written by coaching guru Cloe Madanes.
The 14 Habits of Highly Miserable People
Most of us claim we want to be happy—to have meaningful lives, enjoy ourselves, experience fulfillment, and share love and friendship with other people and maybe other species, like dogs, cats, birds, and whatnot. Strangely enough, however, some people act as if they just want to be miserable, and they succeed remarkably at inviting misery into their lives, even though they get little apparent benefit from it, since being miserable doesn’t help them find lovers and friends, get better jobs, make more money, or go on more interesting vacations. Why do they do this? After perusing the output of some of the finest brains in the therapy profession, I’ve come to the conclusion that misery is an art form, and the satisfaction people seem to find in it reflects the creative effort required to cultivate it. In other words, when your living conditions are stable, peaceful, and prosperous—no civil wars raging in your streets, no mass hunger, no epidemic disease, no vexation from poverty—making yourself miserable is a craft all its own, requiring imagination, vision, and ingenuity. It can even give life a distinctive meaning.
So if you aspire to make yourself miserable, what are the best, most proven techniques for doing it? Let’s exclude some obvious ways, like doing drugs, committing crimes, gambling, and beating up your spouse or neighbor. Subtler strategies, ones that won’t lead anyone to suspect that you’re acting deliberately, can be highly effective. But you need to pretend that you want to be happy, like everybody else, or people won’t take your misery seriously. The real art is to behave in ways that’ll bring on misery while allowing you to claim that you’re an innocent victim, ideally of the very people from whom you’re forcibly extracting compassion and pity.
Here, I cover most areas of life, such as family, work, friends, and romantic partners. These areas will overlap nicely, since you can’t ruin your life without ruining your marriage and maybe your relationships with your children and friends. It’s inevitable that as you make yourself miserable, you’ll be making those around you miserable also, at least until they leave you—which will give you another reason to feel miserable. So it’s important to keep in mind the benefits you’re accruing in your misery.
When you’re miserable, people feel sorry for you. Not only that, they often feel obscurely guilty, as if your misery might somehow be their fault. This is good! There’s power in making other people feel guilty. The people who love you and those who depend on you will walk on eggshells to make sure that they don’t say or do anything that will increase your misery.
When you’re miserable, since you have no hopes and expect nothing good to happen, you can’t be disappointed or disillusioned.
Being miserable can give the impression that you’re a wise and worldly person, especially if you’re miserable not just about your life, but about society in general. You can project an aura of someone burdened by a form of profound, tragic, existential knowledge that happy, shallow people can’t possibly appreciate.
Honing Your Misery Skills
Let’s get right to it and take a look at some effective strategies to become miserable. This list is by no means exhaustive, but engaging in four or five of these practices will help refine your talent.
1. Be afraid, be very afraid, of economic loss. In hard economic times, many people are afraid of losing their jobs or savings. The art of messing up your life consists of indulging these fears, even when there’s little risk that you’ll actually suffer such losses. Concentrate on this fear, make it a priority in your life, moan continuously that you could go broke any day now, and complain about how much everything costs, particularly if someone else is buying. Try to initiate quarrels about other people’s feckless, spendthrift ways, and suggest that the recession has resulted from irresponsible fiscal behavior like theirs.
Fearing economic loss has several advantages. First, it’ll keep you working forever at a job you hate. Second, it balances nicely with greed, an obsession with money, and a selfishness that even Ebenezer Scrooge would envy. Third, not only will you alienate your friends and family, but you’ll likely become even more anxious, depressed, and possibly even ill from your money worries. Good job!
Exercise: Sit in a comfortable chair, close your eyes, and, for 15 minutes, meditate on all the things you could lose: your job, your house, your savings, and so forth. Then brood about living in a homeless shelter.
2. Practice sustained boredom. Cultivate the feeling that everything is predictable, that life holds no excitement, no possibility for adventure, that an inherently fascinating person like yourself has been deposited into a completely tedious and pointless life through no fault of your own. Complain a lot about how bored you are. Make it the main subject of conversation with everyone you know so they’ll get the distinct feeling that you think they’re boring. Consider provoking a crisis to relieve your boredom. Have an affair (this works best if you’re already married and even better if you have an affair with someone else who’s married); go on repeated shopping sprees for clothes, cars, fancy appliances, sporting equipment (take several credit cards, in case one maxes out); start pointless fights with your spouse, boss, children, friends, neighbors; have another child; quit your job, clean out your savings account, and move to a state you know nothing about.
A side benefit of being bored is that you inevitably become boring. Friends and relatives will avoid you. You won’t be invited anywhere; nobody will want to call you, much less actually see you. As this happens, you’ll feel lonely and even more bored and miserable.
Exercise: Force yourself to watch hours of mindless reality TV programs every day, and read only nonstimulating tabloids that leave you feeling soulless. Avoid literature, art, and keeping up with current affairs.
3. Give yourself a negative identity. Allow a perceived emotional problem to absorb all other aspects of your self-identification. If you feel depressed, become a Depressed Person; if you suffer from social anxiety or a phobia, assume the identity of a Phobic Person or a Person with Anxiety Disorder. Make your condition the focus of your life. Talk about it to everybody, and make sure to read up on the symptoms so you can speak about them knowledgeably and endlessly. Practice the behaviors most associated with that condition, particularly when it’ll interfere with regular activities and relationships. Focus on how depressed you are and become weepy, if that’s your identity of choice. Refuse to go places or try new things because they make you too anxious. Work yourself into panic attacks in places it’ll cause the most commotion. It’s important to show that you don’t enjoy these states or behaviors, but that there’s nothing you can do to prevent them.
Practice putting yourself in the physiological state that represents your negative identity. For example, if your negative identity is Depressed Person, hunch your shoulders, look at the floor, breathe shallowly. It’s important to condition your body to help you reach your negative peak as quickly as possible.
Exercise: Write down 10 situations that make you anxious, depressed, or distracted. Once a week, pick a single anxiety-provoking situation, and use it to work yourself into a panic for at least 15 minutes.
Cloe Madanes has teamed up with Tony Robbins to launch a coaching certification program. They have released a new series of eye-opening educational videos that will show you how to create profound changes in yourself and others – within a short conversation.
I encourage you to sign up for this training series (affiliate link) – you’re going to be inspired by what is possible. Tony has been an inspiration for me for over 20 years and I love how practical and direct he is in his trainings. His focus is on making a real difference in people’s lives.
4. Pick fights. This is an excellent way of ruining a relationship with a romantic partner. Once in a while, unpredictably, pick a fight or have a crying spell over something trivial and make unwarranted accusations. The interaction should last for at least 15 minutes and ideally occur in public. During the tantrum, expect your partner to be kind and sympathetic, but should he or she mention it later, insist that you never did such a thing and that he or she must have misunderstood what you were trying to say. Act injured and hurt that your partner somehow implied you weren’t behaving well.
Another way of doing this is to say unexpectedly, “We need to talk,” and then to barrage your partner with statements about how disappointed you are with the relationship. Make sure to begin this barrage just as your partner is about to leave for some engagement or activity, and refuse to end it for at least an hour. Another variation is to text or phone your partner at work to express your issues and disappointments. Do the same if your partner is out with friends.
Exercise: Write down 20 annoying text messages you could send to a romantic partner. Keep a grudge list going, and add to it daily.
5. Attribute bad intentions. Whenever you can, attribute the worst possible intentions to your partner, friends, and coworkers. Take any innocent remark and turn it into an insult or attempt to humiliate you. For example, if someone asks, “How did you like such and such movie?” you should immediately think, He’s trying to humiliate me by proving that I didn’t understand the movie, or He’s preparing to tell me that I have poor taste in movies. The idea is to always expect the worst from people. If someone is late to meet you for dinner, while you wait for them, remind yourself of all the other times the person was late, and tell yourself that he or she is doing this deliberately to slight you. Make sure that by the time the person arrives, you’re either seething or so despondent that the evening is ruined. If the person asks what’s wrong, don’t say a word: let him or her suffer.
Exercise: List the names of five relatives or friends. For each, write down something they did or said in the recent past that proves they’re as invested in adding to your misery as you are.
6. Whatever you do, do it only for personal gain. Sometimes you’ll be tempted to help someone, contribute to a charity, or participate in a community activity. Don’t do it, unless there’s something in it for you, like the opportunity to seem like a good person or to get to know somebody you can borrow money from some day. Never fall into the trap of doing something purely because you want to help people. Remember that your primary goal is to take care of Numero Uno, even though you hate yourself.
Exercise: Think of all the things you’ve done for others in the past that haven’t been reciprocated. Think about how everyone around you is trying to take from you. Now list three things you could do that would make you appear altruistic while bringing you personal, social, or professional gain.
7. Avoid gratitude. Research shows that people who express gratitude are happier than those who don’t, so never express gratitude. Counting your blessings is for idiots. What blessings? Life is suffering, and then you die. What’s there to be thankful for?
Well-meaning friends and relatives will try to sabotage your efforts to be thankless. For example, while you’re in the middle of complaining about the project you procrastinated on at work to your spouse during an unhealthy dinner, he or she might try to remind you of how grateful you should be to have a job or food at all. Such attempts to encourage gratitude and cheerfulness are common and easily deflected. Simply point out that the things you should be grateful for aren’t perfect—which frees you to find as much fault with them as you like.
Exercise: Make a list of all the things you could be grateful for. Next to each item, write down why you aren’t. Imagine the worst. When you think of the future, imagine the worst possible scenario. It’s important to be prepared for and preemptively miserable about any possible disaster or tragedy. Think of the possibilities: terrorist attacks, natural disasters, fatal disease, horrible accidents, massive crop failures, your child not getting picked for the varsity softball team.
8. Always be alert and in a state of anxiety. Optimism about the future leads only to disappointment. Therefore, you have to do your best to believe that your marriage will flounder, your children won’t love you, your business will fail, and nothing good will ever work out for you.
Exercise: Do some research on what natural or manmade disasters could occur in your area, such as earthquakes, floods, nuclear plant leaks, rabies outbreaks. Focus on these things for at least an hour a day.
9. Blame your parents. Blaming your parents for your defects, shortcomings, and failures is among the most important steps you can take. After all, your parents made you who you are today; you had nothing to do with it. If you happen to have any good qualities or successes, don’t give your parents credit. Those are flukes.
Extend the blame to other people from your past: the second-grade teacher who yelled at you in the cafeteria, the boy who bullied you when you were 9, the college professor who gave you a D on your paper, your first boyfriend, even the hick town you grew up in—the possibilities are limitless. Blame is essential in the art of being miserable.
Exercise: Call one of your parents and tell her or him that you just remembered something horrible they did when you were a child, and make sure he or she understands how terrible it made you feel and that you’re still suffering from it.
10. Don’t enjoy life’s pleasures. Taking pleasure in things like food, wine, music, and beauty is for flighty, shallow people. Tell yourself that. If you inadvertently find yourself enjoying some flavor, song, or work of art, remind yourself immediately that these are transitory pleasures, which can’t compensate for the miserable state of the world. The same applies to nature. If you accidentally find yourself enjoying a beautiful view, a walk on the beach, or a stroll through a forest, stop! Remind yourself that the world is full of poverty, illness, and devastation. The beauty of nature is a deception.
Exercise: Once a week, engage in an activity that’s supposed to be enjoyable, but do so while thinking about how pointless it is. In other words, concentrate on removing all sense of pleasure from the pleasurable activity.
11. Ruminate. Spend a great deal of time focused on yourself. Worry constantly about the causes of your behavior, analyze your defects, and chew on your problems. This will help you foster a pessimistic view of your life. Don’t allow yourself to become distracted by any positive experience or influence. The point is to ensure that even minor upsets and difficulties appear huge and portentous.
You can ruminate on the problems of others or the world, but make them about you. Your child is sick? Ruminate on what a burden it is for you to take time off from work to care for her. Your spouse is hurt by your behavior? Focus on how terrible it makes you feel when he points out how you make him feel. By ruminating not only on your own problems but also those of others, you’ll come across as a deep, sensitive thinker who holds the weight of the world on your shoulders.
Exercise: Sit in a comfortable chair and seek out negative feelings, like anger, depression, anxiety, boredom, whatever. Concentrate on these feelings for 15 minutes. During the rest of the day, keep them in the back of your mind, no matter what you’re doing.
12. Glorify or vilify the past. Glorifying the past is telling yourself how good, happy, fortunate, and worthwhile life was when you were a child, a young person, or a newly married person—and regretting how it’s all been downhill ever since. When you were young, for example, you were glamorous and danced the samba with handsome men on the beach at twilight; and now you’re in a so-so marriage to an insurance adjuster in Topeka. You should’ve married tall, dark Antonio. You should’ve invested in Microsoft when you had the chance. In short, focus on what you could’ve and should’ve done, instead of what you did. This will surely make you miserable.
Vilifying the past is easy, too. You were born in the wrong place at the wrong time, you never got what you needed, you felt you were discriminated against, you never got to go to summer camp. How can you possibly be happy when you had such a lousy background? It’s important to think that bad memories, serious mistakes, and traumatic events were much more influential in forming you and your future than good memories, successes, and happy events. Focus on bad times. Obsess about them. Treasure them. This will ensure that, no matter what’s happening in the present, you won’t be happy.
Exercise: Make a list of your most important bad memories and keep it where you can review it frequently. Once a week, tell someone about your horrible childhood or how much better your life was 20 years ago.
13. Find a romantic partner to reform. Make sure that you fall in love with someone with a major defect (cat hoarder, gambler, alcoholic, womanizer, sociopath), and set out to reform him or her, regardless of whether he or she wants to be reformed. Believe firmly that you can reform this person, and ignore all evidence to the contrary.
Exercise: Go to online dating sites and see how many bad choices you can find in one afternoon. Make efforts to meet these people. It’s good if the dating site charges a lot of money, since this means you’ll be emotionally starved and poor.
14. Be critical. Make sure to have an endless list of dislikes and voice them often, whether or not your opinion is solicited. For example, don’t hesitate to say, “That’s what you chose to wear this morning?” or “Why is your voice so shrill?” If someone is eating eggs, tell them you don’t like eggs. Your negativity can be applied to almost anything.
It helps if the things you criticize are well liked by most people so that your dislike of them sets you apart. Disliking traffic and mosquitos isn’t creative enough: everyone knows what it’s like to find these things annoying, and they won’t pay much attention if you find them annoying, too. But disliking the new movie that all your friends are praising? You’ll find plenty of opportunities to counter your friends’ glowing reviews with your contrarian opinion.
Exercise: Make a list of 20 things you dislike and see how many times you can insert them into a conversation over the course of the day. For best results, dislike things you’ve never given yourself a chance to like.
I’ve just listed 14 ways to make yourself miserable. You don’t have to nail every one of them, but even if you succeed with just four or five, make sure to berate yourself regularly for not enacting the entire list. If you find yourself in a therapist’s office—because someone who’s still clinging to their love for you has tricked you into going—make sure your misery seems organic. If the therapist enlightens you in any way or teaches you mind-body techniques to quiet your anxious mind, make sure to co-opt the conversation and talk about your misery-filled dreams from the night before. If the therapist is skilled in dream analysis, quickly start complaining about the cost of therapy itself. If the therapist uses your complaints as a launching pad to discuss transference issues, accuse him or her of having countertransference issues. Ultimately, the therapist is your enemy when trying to cultivate misery in your life. So get out as soon as possible. And if you happen upon a therapist who’ll sit quietly while you bring all 14 items on this list to life each week, call me. I’ll want to make an appointment, too.
I am currently reading “The Power of Story” by Jim Loehr.
In the introduction he puts a name on the widespread condition of “presenteeism“:
“Without investing high-quality, focussed energy in the activity before you, whatever it may be, setting time aside simply takes us from absenteeism to presenteeism – a condition increasingly plaguing American business, a vague malady defined as impaired job performance because one is medically or otherwise physically or psychologically compromised. Is a worker who’s too fatigued or mentally not there for eight hours really better than no worker? How about a parent? A spouse? Time has value only in its intersection with energy” Jim Loehr
Disengaged but Present
In what areas are you disengaged right now? These are the areas of life where you are doing the time, but distraction really has a hold on your conscious attention.
There are always good reasons that can explain your distraction:
too much work
challenging family situations
high maintenance team
debt and financial challenges
The Author of Your Life Story
Another lovely paragraph from his introduction:
“Funny: We enjoy the privilege of being the final author of the story we write with our life, yet we possess a marvellous capacity to give ourselves only a supporting role in the “writing” process, while ascribing the premier, dominant, true authorial role to our parents, our spouse, our kids, our boss, fate, chance, genetics, bad weather, or lousy interest rates.”
Are you planning the final story of your life? Or just letting it drift into tragedy or comedy or thriller or farce? Maybe better a romance, a heroic adventure, a dramatic epic tale of exploration, lessons learnt and other’s lives touched for the better?
The most important story is not the one you are explicitly or implicitly telling to those around you via your actions and words, it is the one you tell to yourself.
Here’s a very timely tweet that I came upon last night:
“The stories we tell ourselves can serve as straitjackets for stagnation, or scaffolding for transformation.” @sebpaquet via @skmurphy
Toastmasters is a wonderful organisation for anybody who wishes to improve their ability to speak with impact.
However, there is something that has often challenged me with the “best” toastmaster speeches. They are very clearly the work of someone who has worked very, very, very hard on the words, gestures and voice that they use to deliver the speech. The “best” toastmaster speeches verge on the theatric and sometimes leave behind a sense of a natural conversation. Toastmasters evaluations can focus on bringing attention to symbols of hard work on the art of public speaking – big gestures, long pauses, wide ranges of volume, tone and pace in voice.
Why hide the art? Why would you want to go to the effort to hide the work you have done on being a great speaker?
Sims refers to a number of great political orators of the Athenian state. They knew that if the people saw them as relaxed and natural, they would be more open to listen to their ideas. If the people saw how much they worked on their ability to speak, the people would be worried about being manipulated by them.
It is a paradox – being visibly “too good” makes you less likely to connect and persuade.
Hiding the art does not mean that you intentionally are a poor speaker. It means what Bruce Lee refers to as Natural Un-Naturalness (see final paragraphs of post).
“The natural instinct and control need to be combined in harmony – one to the extreme you become very unscientific, the other you become a mechanical man… no longer a human being – the ideal is unnatural naturalness, or natural unnaturalness… yin yang” Bruce Lee
The swan swims gracefully over the water of the pond – only the fish see how hard her little feet are paddling beneath the surface. This is the art of great speaking. The art is to go through theatrical and get back to looking authentic, human and natural.
Moving people to action requires that you go beyond the level of preparation that allows you to deliver an excellent performance and arrive at an ability to hold a peer-to-peer conversation with the audience.
The path to Natural must pass through Contrived
The path to natural unnaturalness must pass through “contrived unnaturalness” – you have to do the work to move through discomfort and expansion of your natural range as a speaker – and Toastmasters is the absolute best path. However, taking your message beyond toastmasters requires integrating the gestures, voice, words back into yourself so that the audience feels like you have not worked so hard. This way they trust the person and listen to the message, rather than are impressed by the person, but distrustful of the message.
Great artists mastered the basics over many, many years before they found the path back to what we might call “authentic” or natural.
When I worked at Accenture, we were often in the business of identifying the existing business processes and then analysing how we would enable these processes with technology. Sometimes it was putting a mobile phone purchase process onto Siebel CRM, sometimes it was putting insurance sales onto SAP ERP.
A senior partner used to say to me “we are not here to just pave the cow path”.
Don’t Pave the Cow Path
The cow path was the old way of doing things. Sometimes the old way was not a good way. Sometimes the old way was a terrible way.
The Green Book and the Blue Book
My father tells a story of when he was first working as a consultant back in the early 1970’s in a hospital in south west Ireland.
On his first day, he was required to sign in to enter the building. Strangely, he was asked to do this in a blue book, and also in a green book. He asked the girl behind the desk “why the two books?”.
She responded “there have always been two books.”
After a week of this double sign in, my father began to have a curiosity as to why these 2 books were both needed. He would ask managers, he would ask doctors, he would ask others who had worked there for years. Always, the same answer “there have always been two books”.
After months of work my father was coming to the end of his project at the hospital. As part of the final phase of the project, he was to meet with a retired doctor who had been around since the very beginning of the hospital.
At the end of the meeting with this eminent doctor, my father again asked his question “why the two books?”
The doctor laughed and said “Back in the war years, there was rationing of petrol. A lot of our staff were unable to easily get to and from work. The hospital bought bicycles for staff to use to get home quickly. The blue book is for signing bicycles in and out, the green book was the original attendance book. Somewhere along the way, the bicycles were no longer necessary and were sold… but we never were able to get rid of the blue book”.
I have seen so many blue book processes in companies. It is much, much harder to stop something that we are already doing than it is to start a new thing.
In each of our lives there are also many blue book processes. They may have served us well several years ago, but are just busy activity now. They are processes that do not serve.
In productivity, removing the blue book processes is more important than adding efficiency to the green book processes. Removing busy-ness. Stopping using the old cow path when we now have a six lane motorway.
“Koyaanisqatsi” is a Hopi word. It means “life out of balance.” The Hopi are a Native American people who primarily live in the region around Arizona. The name Hopi is a shortened form of Hopituh Shi-nu-mu (“The Peaceful People” or “Peaceful Little Ones”).
What is balance? What is a balanced life? Does such an ideal really exist?
Life out of Balance
The ideal of balance in life is a dangerous belief. There is no balance in life. There is this moment. In this moment, you are enough. There is the next moment, in that moment, you are enough.
When you are running, run. When you are reading, read. When you are talking with your child, be with your child. When you are writing, write. When you are eating, eat.
The lack of balance is a feeling, not a reality. The feeling comes from not being here. It comes from trying to be here and to be there. I am with my daughter but I am thinking about a meeting with my boss tomorrow. I am neither here nor there – this generates that feeling that is described as Koyaanisqatsi, “life out of balance”.
As I grow ever older, staying fit requires ever greater intention. I sometimes wish to myself that it might be a little easier, but then quickly realise that this is my inner saboteur distracting me.
If you are going uphill then you are going towards success. I so often want writing to become easier. I live with the hope that if I really work at my fitness, at my writing: I will find that they become easier. It does not work this way. Eka told me that the better I get at something, the better my inner saboteur becomes. I am wise enough to see through the excuses of 10 years ago, but now I have new, more sophisticated, more subtle, more dangerous excuses.
John Maxwell shares a story of a tree in a garden. He says “if I take up my axe and swing at the tree, will I chop it down?” Not in one blow, unless it is a very small tree. In 5 blows? maybe? If I go out every day and swing the axe at the tree, will the tree fall? Yes. When? eventually. Maybe not today, maybe not tomorrow… but if I keep on chopping, the tree will fall. It could be a Californian Sequoia, it could be a towering British Oak: if I keep on chopping, the tree will fall. It doesn’t matter the quality of the blows, it doesn’t matter the strength in my arms: if I keep on chopping, the tree will fall.
If you want to be successful: do what you have to do to be successful. Not what you want to do, not what you wish you could do, not what you feel like doing… what you have to do.
What are the 5 things you have to do to be successful? You don’t need a PhD to figure these out.
“If you are not growing, you are dying” Jim Rohn
If I don’t have a plan for growth, the natural is not to stay in good fit shape. If you are not moving forward, it is likely that you are being left behind.
I do have a plan for growth. I have a plan for health, a plan for writing, a plan for teaching. However, in the last few weeks I have grown comfortable. I have stopped doing what is hard and only done what is easy. I have allowed my inner saboteur to move me off the uphill path. I was hoping for some automation, some easing of the uphill journey. My friend Florian says “only dead fish swim with the flow”. To be alive, is to swim against the natural flow.
“The only thing automatic in life is death” John Maxwell
Life is simple. We live for a short moment, and then we die. It is easy to be hopeless in the face of this simple equation. It is easy for me to tell myself that anything I do is meaningless. It is easy for me to excuse myself from the hard work. In the face of the equation of life, there is only one heroic response.
The heroic response to challenge: Defiance.
Defiance in the Face of Difficulty
I cannot control the external forces of my life. I cannot control whether people read my writing or like my writing or learn from my writing. I cannot control when I get ill. I cannot control when those that I love suffer, get ill.
I can always control my reaction. To react is to give up the heroic response. To respond in a way that resonates with the best version of myself, to be defiant in the face of difficulty: this is the heroic response.
If you want to grow, you have to be intentional. What’s your plan for growth? What do you do every day to ensure that you are growing?
Most people live their entire life and never plan to intentionally grow.
There are no secrets to success: You don’t have to do it all day. You do have to do it every day. The 20 mile march, daily progress. I don’t get to brush my teeth 7 times on a Sunday to make up for not brushing Monday, Tuesday and Wednesday…
(PS You may have already guessed: the read audience for this post is myself, to make myself go for a run today)
I was teaching a seminar recently and a young film producer told me “I am not a good manager”. I asked him why he believed this. He described a recent series of disasters that he had overseen with his team.
I asked him “who are the people on your team?”.
He said his cousin helped out with finances and his uncle was helping out on sales.
I suggested that his problem had nothing to do with management or leadership skills. It was a HR challenge. This reminded me of this video I recorded on “The 5 Styles of Managing People”:
It’s important to adapt your leading style to each individual and actually it goes more detailed than that it is down to each major task that each individual has so that may be that one person in order to produce the weekly
status report they don’t need any supervision at all you can delegate it fully to them, but in creating a marketing plan for the department its something that they hadn’t done before and they’re going to need a lot more “hands-on” management.
As you think about managing people it comes down to individuals and the tasks assigned to them. With each
task that you assign to an individual: what is important to think about are two things:
the motivation to take on this challenge and,
the experience they have in doing this sort of thing
Motivation: 0, 1 or 2
What i would ask is that you think about for each individual motivation on a scale: zero, one or two
Zero: is they are not motivated. Someone with motivation zero: they really aren’t interested in doing this task perhaps with a particular employee they don’t want to be the one that creates the status report for the weekly team meeting, or you’ve asked them to do a planned visit and write up a report on how things are going and they are really not motivated by that they prefer some other aspect, perhaps the technology is something that turns them on.
So zero is that individual is not motivated by this task. One is there is some motivation there it’s not that they are jumping up and down its not that they are asking you “please please can I do this?” but, there is a desire to grow and two: is that you can see fire in their eyes. They really want to do this, perhaps it’s an area that they really want to develop for their future perhaps its a type of work they really love.
In my case i remember when I first started at Accenture, programming computers was something you didn’t need to manage me to do. I loved doing it. I would do it in my spare time, at the weekends. So, my manager looking at me while he hands me a programming task would see me light up and and be excited almost have to hold me in the room to explain the full project before I could go out and start playing with the computers. Because in my mind it was playing that i was doing when I was programming if that same manager had said “on friday, instead of programming i want you to spend the day with the accounts receivable team drawing a process map of how they conduct the process” – that fire would have gone out of my eyes because it was not something that really motivated me.
So with each task and each employee: it’s important to just think about what level of motivation they have to get this activity done and the same for experience and again we have a zero, one, two scale.
Experience: 0, 1 or 2
Someone who has done many years of this, perhaps someone on your team has been creating the minutes for the team meeting for a couple of years they do it well: their experience is two. They’ve got three or four years of experience doing it, they’ve got the template, they know what goes in there, they know what doesn’t go into there they don’t need to ask for help.
Maybe there’s someone has just started on the team, they’ve never created minutes and they don’t know what it quite looks like: their experience is zero.
Maybe there is someone on your team that for a programming task they really haven’t got a background in this, they don’t know the language or they have not programmed in this particular language before so their experience is zero or one or two. So you need to think through…
What’s what’s this skill level of this person how much experience are they bringing to get to this particular activity and you score for each activity and each person:
where they are on motivation: zero, 1 or 2
where they are on experience: zero, 1 or 2
This will give you some basis, so perhaps you have someone who is zero and zero…
The Leaders Window: Management Matrix
Lets move that onto our our management matrix: so you have taken a particular task and an employee… and and you have done the sums, and you have looked at how their motivation is to do this particular task, how their experience is to do this particular task and maybe the sum of motivation and experience is zero:
You decide this person is not motivated by this particular task. They have got no experience: zero plus zero leads to zero.
Motivation + Experience: Zero
When you are faced with an individual on your team that is not motivated and that does not have previous experience there’s nothing you can do as a manager to get them to do this well. So, a zero is a HR problem
A zero: there is no management that you can do to get good work out of this individual. It’s a waste of time giving this piece of the activity to that individual employee. So your best decision, if this is a very important piece of work for the team, is to give it to someone else and if you don’t have someone else to do it
you need to replace this individual on the team because there’s no short or long term solution under which
someone who is not motivated and doesn’t have a good level of experience is going to be able to contribute anything worthwhile to the team so if it zero for motivation and zero for experience you need to find someone else to do this work.
Motivation + Experience: One
Let’s say they’ve got a little bit of motivation but no previous experience; or the other case
they’re not really motivated but they’ve been doing it for long enough that they can do it fairly simply
the case of producing minutes from a team meeting the individual is not motivated but they know generally what it looks like which case you’ve got a one as the sum.
In the case of “1” we move to micro-management in the case of micromanagement you’re going to have to supervise quite closely you going to have to set the activity weekly set the timing and describe how you want it done and audit and look over it anyone who’s in this “1” level whether it’s because their experiences is zero or their motivation is zero it is going to be hard work.
Micro-Management is not something you have an enormous scope to be able to to do much of. So the only reason you will allow someone to be in this micro management level is because either some things is going to change or you can see a path for them either to be more motivated or to gain the experience to be able to do it unsupervised.
Your objective is to move people away from micro-management and move them to level “2”, so level “2” is perhaps there’s a little bit of motivation, a 1 score in motivation and a little bit of past experience: so
one and one gives you two maybe its someone who is young who hasn’t done this before, but is very, very motivated to learn so their motivation is 2 but their experience is zero or somebody who’s not very motivated but they’ve been doing this for a long time and have a great deal of experience and know how to get it done, in which case your score is 2 and that 2 an activity, and an individual with a score of 2: you can Manage.
Motivation + Experience: Two
In the case of Manage, you are delegating the “how” to them so the individual it’s up to them them to decide how they want to do it but you keep control of the when and the what. So its the status report: “I want it 10 minutes before the team meeting on friday”, “I want it to look more or less like what we have always had”, “It’s up to you when and how do you do it”.
Or marketing plan, you set the when: “its due in two weeks time” the what: its a market plan. I’d like it to look to looks somewhat like the template we did last time but you leave it up to them to come to you with the how. but you are available for helping with the how, but that is delegated to them.
In the case of management you’re still keeping control of what is being done, you’re still keeping control of the deadline but you’re passing over the day-to-day work on the project to the individual and again this with the accountability question needs to be reinforced each time they come to you you’re pushing back the problem to
“what else do we need to do?”
“what other things could be done?”
“what do you need to get it done?”
Anyone that you are managing: you really want to be looking at how you can move them to to level 3. Because level 3 is where you can lead. The key here at the management level, and at the micro-management level; this side of this quadrant you have a scarce amount of energy and time to dedicate here once you move your employees, the people reporting to you over into the style of leadership of “leading” or fully delegating; you can start to have many, many more people on your team because they’re not sucking a scarce resource that you have in terms of energy, in terms of time.
Motivation + Experience: Three
Leading: if you look at a task, and this task + person: they are highly motivated, they are really motivated to learn, and there’s a little bit of experience so you have given them 2 on the motivation, given them 1 in terms of experience: “3”, you’re leading.
In the case of leading, you are handing over even more responsibility, you are delegating the “what”, you are delegating the “when” you are delegating the “how” over to the individual and you are being there just to
to make sure that they are being supported to remove obstacles and help them be successful so, you’re role is no longer manager but moving more to coach and pushing the ownership of all of the task over to the individual
and if you’ve got an activity where someone is fully motivated: motivation level 2 and they’ve got plenty of experience: experience level 2 you start to get to 4.
With 4 you can delegate and ideally you want to move everyone into this phase: into delegation
Motivation + Experience: Four
You are now handing over full control, and you’re trusting, you’re trusting and doing some regular verification.
The important thing in delegation: the difference between an employee, a team member feeling that they’ve received something delegated to them, or the negative, they have received it dumped onto them it is a very different feeling as a team member to have something dumped on to you.
The big difference between dumping and delegation: in delegation you tell the individual:
“I have specifically chosen you”
“I trust you to do it”
“I am here if you need anything”
“I know you could do it better than I can do it”
You need to come back regularly with praise. Let them know you are aware they’re working on it. Let them know that you think they’re doing a good job. Dumping is a very horrible feeling. It feels like someone has just
passed, thrown the work over at them because you don’t want to do it yourself.
Having something dumped on you is a very un-healthy feeling. Having something delegated to you and someone look you in the eyes and say
“I have specifically chosen you”
“you can do this better that I can”
“I trust you to come to me if you hit an obstacle”
“if you need some support to think through the problems”
“I trust you to get it done”
“I am not going to follow up, I am not going to check up”
“This is yours to get done”
When you get your team into leading and delegating as the main styles that your working with them as the team lead you now are freeing up your time to really look ahead you are not stuck in the details of day to day
and you are going to be able to start to look ahead and create time really make those that work for you successful.
Freeing up time for the Future
The real job of a leader, a great leader, is someone that everyone underneath them is even more successful than they are without you as the leader that can only happen when you start to move most of the activity that is being done by your team into these modes of leading and and delegating, and giving you the time and the energy to look up to see the roadblocks, remove the obstacles, praise, and reward and really boost the team into a high performance team so these are some important things to think about as you are giving the work to each member of the team and each activity, and each individual team member will need a different style in terms of how you relate to them how you help them take responsibility for their work.
The objective is always to be moving people out of micro-management into management; out of management into a style of leading and as soon as possible moving them from leading to a style where you can delegate.
Delegation can only happen when the individual team member is motivated and they have enough experience to know more or less how to get the job done so your job as a leader is to make working on their motivation and on working on giving them the skills so that they can be a 2+2 person; giving them a “4”, keeping them in the delegate box
if you can achieve that: you’re going to be really successful as a team leader.
You can’t begin to improve at something until you are “knowingly bad”.
If you are not aware of the lack of something, you haven’t got “taste” yet. If you think you are the best blogger in the world, two things could be true:
You really are the best blogger in the world
You are blind to the real criteria for what makes a great blogger
Taste is the beginning of Knowingly Bad
The development of taste is the beginning of “knowingly bad”.
Taste is the ability to tell what is good. Taste is what you develop as you progress that actually grows your disappointment with your results. As you go through development, your talent grows slowly, but if you are going to be good, your taste grows rapidly.
As taste grows, the disappointment grows.
Ira Glass says “For the first couple years you make stuff, and it’s just not that good. It’s trying to be good, it has potential, but it’s not. But your taste, the thing that got you into the game, is still killer. And your taste is why your work disappoints you. A lot of people never get past this phase. They quit. Most people I know who do interesting, creative work went through years of this.”
Don’t Quit at Disappointment
When you have posted your 8th blog post and you feel it is going downhill, your posts are getting worse, your progress feels like it is backwards… do not be afraid. This is the beginning of “Taste”.
I know 2 types of anxiety-free public speaker. Type 1 has never developed “Taste” and so has no capacity to concern himself that he could do poorly. He is blind. He makes no connection between the audience’s use of email on their phones and the bad-ness of his speech.
Type 2, if you are interested? Type 2 cares so much about the message that the speech is not about him or herself. The message is so important that his own performance doesn’t even enter the equation. The message is so important that he has given the speech 100 times, over coffee, in airport lounges.
If I want taste in writing, I have to read a lot. I have to know why one author is better than another, and specifically what that author does that I am not yet able to do.
If you are writing and and not satisfied with the paragraph you are producing: Great! You have taste.
If you are speaking and are not satisfied with your quality of impact on the audience: Great! You have taste.
If you are leading a team and are not satisfied that you are a good enough leader: Great! You have taste.
If you are a parent, and are not completely satisfied that you are doing it well: Great! You have taste.
The Role of Teachers
Great teachers focus on developing taste as well as developing talent – because with taste, you can grow beyond the teacher. If they don’t help you with taste, you depend on them. I spend more and more time these days helping the participants in my seminars give structured feedback on themselves than I used to. If I tell them what to improve, that’s ok… but if I help them develop that ability in themselves, they are getting “Taste”.
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