Peoplemover

Growing up in Southern California, I have very fond memories of the many summers spent at Disneyland. One of the old school rides, that is still there today, is called the Peoplemover. Its job was to move people on a slow paced journey around the second-floor observation areas of all the rides in Tomorrowland.

These memories remind me that at the end of the day, leaders have much the same responsibility as the Peoplemover at Disneyland. In fact, leaders are peoplemovers and our future is Tomorrowland. We have the responsibility to bring people to higher levels of personal skill-set and introduce them to the future of what they can be, and how their role fits into the big picture of what the organization can be with them as a vital part of the whole.

So let’s make this practical…
There are many ways that a leader must move their people to proficiency, but I want to discuss four of them with you here.

The First: Moving your direct reports from Low Awareness to High Awareness. What is the big picture for your organization? How do they fit into the big picture? How aware are they of the importance of their role. As the leader, you need far more than mindless drones in your organizations and if that is how they are currently operating you’ve no one to blame but yourself.

The Second: Moving your people from Rigidity to Flexibility. As the most valuable assets in your organization, your people need to be flexible. Mid-level managers or direct reports that are inflexible serve as a hard stop for the forward momentum of your organization. Building flexibility allows quick change and retargeting during shifts that would otherwise cripple your momentum.

The Third: You need to move your people from Adequacy to Expertise. Inside many of your best people is a creative monster itching to break free but you allow them to continue in the status quo without challenging them to think or act differently. What new seasons of growth are you missing because the environment that you have created is not conducive to ongoing learning and growth?

And Finally: You need to move your people from Isolation to the Dynamics of Team and the feeling of worth found in an organizational family. Forcing, or even allowing, your people to work isolated from the team is detrimental. Iron sharpens Iron and ideas incubate as organizational relationships are built. Not to mention the attitudes, health, and longevity of your people will be greatly increased. And that, is always a benefit to the organization.

Be a peoplemover.

Oh, and next time you are at Disneyland, make sure you ride the ride, it’s not a roller coaster, but it is a unique way to see Tomorrowland.

Here’s a quick video I shot in the Concierge Lounge at the Renaissance Hotel in Long Beach California.

Learning from Failure

If you are a leader, failure is in your future. Don’t worry about it, embrace it. Trust me, you will look back at your failures and remember fondly how you navigated your way out of them, what you learned from them, and how you grew because of them. Failure has a funny way of shaping you into a remarkable leader.

Whether apocryphal or not I want to share a story with you. It is a difficult story, but it’s one you need to hear. It is the story of a father and son who—for the son’s 16th birthday—decided to experience a right-of-passage type adventure to mark the boys transition to manhood. This special time took them on a difficult hike in the high eastern Sierra’s of California. 

At one point on the hike, the son slipped from the narrow pass onto a large, steep slope of shale. As the son was trying to regain his balance he began to run faster and faster trying not to fall. To his horror, his father could see that at the end of the shale slop was a cliff and the father began to yell at the top of his voice “FALL DOWN!” In his desperation, he was waving his hands in the air, “SPREAD YOU ARMS, SPREAD YOUR LEGS, FALL FALL!!!” 

In his fear of falling, and being incapable of seeing the cliff, as his father looked helplessly the son plummeted to his death.

Tragic.

As a leader, there will be times when you need to spread your arms and legs and hit the ground in failure. In those moments, DO IT QUICKLY. You may actually survive the fall. In other words, you are going to fail. Every good leader does. So, when you do fail, FAIL FAST.

Once you hit the shale, pick yourself up, dust yourself off, review, reflect, and learn from your fall. Then head back on the trail applying what you’ve learned. In the end, you’ll look back at what you survived and you will smile. With some reflection and some time you will be happy that you fell, and best of all, you will be a better leader for it.

Leader Video

Church Planting Video

Wake Up… Shift Happens!

If you are an insurance company or a personal injury lawyer, listen up. Your world is about to change. Your best bet over the next 10 years is to learn from the typewriter because your industries are about to fall even harder unless you make an intentional shift. Yesterday!

What are the ramifications of the next decade you ask? No more small lizard-like creatures telling us how to transform our financial status in fifteen minutes or less. No more phone numbers of all sevens or nines on billboards across America. No more free maps at AAA, and ouch… No more Flo. How shall we live without Flo?

Why?

Because the key to future success is forecasting market shifts well in advance and the automobile industry is about to radically change. Autonomous cars will change everything and the closer an industry is to the auto industry the more urgent the need for introspection. Automakers that fail to have an autonomous vehicle will disappear overnight or be relegated solely to niche markets. And while there is no excuse for an automaker caught unaware, there will be several other industries that will be saying; “I didn’t see that coming!?” Chief among them will be the three I mentioned; insurance, driver support, and legal.

That’s the great thing about entrepreneurship, it makes life better. With the imminent perfection of autonomous vehicles, personal auto insurance will fade away. Accidents will be so uniquely rare that insurances will be bundled with the vehicle akin to today’s extended service plan, that is if they exist at all. Law firms that guarantee customers huge payouts for vehicle injury will slowly fade away and in a third degree of economic impact affect the billboard advertising market outside of Las Vegas Nevada and every other big city littered signs of intense looking lawyers with easy to remember phone numbers. The world is going to change.

What’s the point? Your sector is going to change also. Will you be reactionary or proactive? When was the last time you gathered the team and asked these important questions?

What don’t we know that we need to know?

What trends are in our industry right now that could develop into trouble for us?

What trends in a related industry could adversely affect ours?

What does our organization look like in 5, 10, 20 years? Does it exist at all?

Who are the industry leaders and what are their strategies?

What steps must we immediately take to mitigate the damage?

You need to think about the transformation of the service or product that you provide. Once you forecast what developments and dangers the future has in store, go back and think some more. In our example of the automotive industry we can easily see how the changes mean a radical new reality for related industries. But, what if we take it deeper? What happens after cars are completely autonomous? I think I know. I believe we will probably, eventually, see the end to personal vehicle ownership. You will be able to take any car, to any place, at any time and conduct life along the way. Now, think about the industries will that affect.

Leaders Go First

In today’s unforgiving environment both seasoned leaders and those coming into new leadership roles need to hit the ground running, or at the very least, come up to speed quickly. This is simply a reality.

In previous eras of workplace ethics you could coast for a long time before your lack of leadership proficiency was noticed or harmed the organization. No so any longer. Today’s leader needs to be the forerunner of change. Allow me this personal example.

I am a SCUBA diver. I have been avidly diving since 1986 and I have a special love for the sport. I have yet to be on a dive boat where, once we are over the dive spot, I am not the first diver in the water and the last to come aboard. Why? Because I am passionate about diving. PASSIONATE! I love every moment of it. I suit up long before anyone, sitting on the deck amidst the stares of the others who are in the galley eating. I wait for my chance to take my giant stride off the deck and signal OK to the Divemaster with a tap to my head. On a recent dive at Anacapa island in California, I was in awe as I descended into a school of thousands of fish, I was right in the middle of them. Guess what? I was the only one on the boat that day that was so privileged. Why? I was the first in.

A Hard Reality…

As a “go first” leader, you must be competent. If you are not the first one in (and the last one out) on every new endeavor, you are losing your authority. I am not saying that you cannot delegate, but delegate the lesser things. The important ones are yours. Build the team, inspire them to act, and take the first step. Your passion for the new endeavor will be contagious and you will inspire those behind.

I marvel at the many “leaders” that I speak to on a daily basis, and when I look behind them (figuratively) there is no one there. In fact, I’ve been there myself. However, you know as well as I, you are not a leader if nobody’s following. Today’s leader must not only have the ability to lead followers, he must lead leaders.

If you want to lead leaders, here are some of the things you will need to consider important.

• Time management skills
• Delegation and ownership
• Personal presentation
• The ability to drive values and objectives
• Complex decision making and problem solving
• Effective communication and consensus building
• Performance management and evaluation
• Dealing effectively with difficult conversations
• Ability to make the tough call
• Learning to tap into an individual’s creativity in times of great challenge
• Team building
• Giving and receiving constructive feedback that promotes growth
• Developing others
• Taking ownership of results (accountability)
• Self awareness and self-management

That last one’s a killer…
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Self Leadership

Leadership starts with self.

I woke this morning to two things. First, a notification on my phone of motion on my home security system. It turned out to be a moth buzzing the cameras. Second, news coming out of Milwaukee that riots are taking place because of the escalated national violence and sensitivities that mark the day.

It strikes me that the polarization we are undergoing as a nation is nearing the point of no return. It seems everyone is looking in the wrong place for leadership. Leadership stars with self.

When leadership is looked for through dependence it is never healthy. When we entrust others to define and implement our futures we subjugate ourselves. We must each define the future that we want to see for ourselves and it does not start with blowing up the system, but becoming part of the system.

I am privileged to work with many different associations to help them define their future paths and roles among their members. One thing remains constant, the newer members of the organization see the old guard and define the gap. The elder members see the gap as well, and their approaches to change rarely find common ground. The older members must seek to include the younger and benefit from their input and participation. The younger members must seek to engage and allow their voices to be heard. What typically happens is that the older exclude the younger, and the younger want to blow up the system. This leads to a passive aggressive—or sometimes aggressive—struggle for change. This season of “Storming’” can be detrimental to the organization if not handled well. Each individual in such a situation needs to refrain from being part of a group voice and seek their role as diplomat in that situation. The harmony in an organization is more important than individual need or agenda. But most people are sheep. They seek another’s leadership to get behind. I contend we all need to be leaders starting as leaders of one… self.

Back to our current reality…

While the nation struggles, I wonder how things would change if everyone would take a leadership role in their own life and not subjugate themselves to a group.

Are you waiting for a political party to solve your issues? A movement? A business? A house of faith? Another person? None of those people care for you like you do. They don’t wake up in the morning and think “I need to make sure Rick is well provided for today and feels a deep sense of security!” No, that’s Rick’s job. The world is cruel and doesn’t give a lick about Rick.

Until we are happy with who we are, and refuse to be dependent on a system or another, we will not be free to pursue self fulfillment. Take stock, who do you depend on for your sense of purpose and wellbeing? If it is other than God and family you are not free and you cannot blame that on anyone but yourself. Lead yourself.

Here’s my final thought. What I am watching in Milwaukee today represents the moth in my home. I know that for the rest of the day that moth is going to fly around and activate my alarm system. So today, my alarm system is worthless. I will need to fight the tendency to ignore it because by ignoring it I am vulnerable. But, I will unfortunately ignore the moth.
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Innovate or Die

Innovation continues and that is a very good thing. I love innovation. The only thing I love more is innovation that is Entrepreneurially Disruptive! (think how Uber disrupts the Taxi monopoly). Each and every one of us looks forward to new advances. However, we hate change. This makes little or no sense.

Could it be that we trumpet change as “innovation” when it is change that we like, but strip the word from our vocabulary when it is change that we don’t?

I think so.

Leadership.

You need to ruminate on this fact. As a leader, your direct reports will herald change as innovation as long as it means their routine does not need to change, their comfort isn’t threatened, or their skillsets are not put to the test. As a leader, you will need to mitigate that with full disclosure and instruction, training sufficient to ease the worries, and the full revelation as to why this new change will make things better—not only for you—but for them as well.

I laugh sometimes at the pushback we get as we implement new system changes. Knowing that there are rough waters ahead, but new productivity and efficiency await past the rapids. Change eventually makes everyone’s life more efficient, but there will always be those who chose to stay with the old ways and suffer hours of frustration because they refuse to take the hour or two to learn.

I love the picture above. Many of our direct reports chose to lay in the path of danger to use the current systems… I’ll take the GoPro.

Risky Leadership

TAKE A CHANCE. The riskiest idea may turn out to be the most innovative and transforming. In a culture that despises change, this is a paralyzing thought. True transformation seldom comes without a leader determining something drastic needs to happen. If that “still small voice” is telling you to do it… do it!

DON’T LOOK BACK. There was no crystal ball when you made the decision, and come-what-may you work through your objectives. Be confident. The decision you made was thought out, and if you believed in it’s transforming power (unless the environment has changed), continue to believe. As a person of excellence, you should focus on the forward progression of your decisions.

MOVE FORWARD. Rather that setting the reward at the final objective, allow yourself to reward the team in incremental steps. Too often we lose our drive because we see the final goal as the only victory moment. Celebrate each landing on the staircase to your vision.

STOP WORRYING. If your heart is in it, the consequences of a radical decision are yours to deal with. Besides, worry will affect the outcome. Place your concentration on the future. If you must worry, use it profitably by asking; “What’s the worst that can happen?” We tend to forecast doom and the actual answer to that question will often remove worry entirely.

Remember, THERE ARE NO MISTAKES. The lessons learned through missteps will be instrumental in driving you closer to to your goal and refining your understanding. Mistakes are nothing more than invaluable learning opportunities. True, people will see one mistake and overlook one hundred profitable decisions, but that is their lack of vision and shortcoming, not yours.

STEP OUT. Dynamic leaders move beyond their comfort zone. The more success you experience by risk-taking, the more comfortable you will be outside of the zone. You have to do a new thing and no matter how hard you look, the answer is not inside your box.

RELEASE YOURSELF. Perfectionist tendencies will keep you from attaining success in new areas. Perfection is only reached when you have been at something for some time. This does not apply to new ventures. Shelve the perfectionism and do something new.

RELEASE OTHERS. Build your team, empower them, and let them make mistakes (remember, there are no mistakes). Do not micromanage and allow them the victory celebration at each step. Never rob them of the glory of success. Their glory speaks of you as a leader so let them receive it.

EVALUATE AND MEASURE. Every step of the doing should be evaluated and measured. What are the results we are seeking? Are the results coinciding with the plan in this endeavor? If the results are contrary to the greater vision then stop and reevaluate–humbly with your team–is the best place to start.

DON’T STRESS. The big victory will come. Celebrate the small victories, regroup after the detours, and find camaraderie with the team. Build the relationships and center them on the milestones. Each victory will draw you closer to the final goal. When you reach the final goal…

CELEBRATE. CELEBRATE. CELEBRATE!
Then start the process again…
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Lesson in Tragedy

Why Tragedy Will Reveal True Leadership

Less than two hours ago SpaceShipTwo had a catastrophic failure resulting in the death of at least one of its two pilots. Though these pilots were groundbreaking individuals, and their sacrifice to push the envelope of exploration should not be minimized, their tragic loss is not the subject of this post. This day in the lives of their families—without debate—will not be forgotten.

SpaceShipOne as Bryan and I saw her on June 21, 2004 in the Mojave Desert
SpaceShipOne as Bryan and I saw her on June 21, 2004 in the Mojave Desert

I was there in Mojave California on June 21, 2004, when SpaceShipOne made its historic flight into space. My son Bryan and I sensed the gravity of that day as we watched Burt Rutan and his group of pioneers explore the future. I was… inspired.

Today I am saddened. However, I am also excited for the future. Here is why… Mark my words… This tragedy will prove to the world that the entrepreneurial spirit in the exploration of new frontiers will always trump wasteful bureaucracy in the push of our society into the future.

We must take this moment to watch and learn. Learn how inspired private industry leaders differ from our super-agencies and let it inspire us to be leaders for tomorrow.

SpaceShipOne as Bryan and I saw her on June 21, 2004 in the Mojave Desert

SpaceShipOne as Bryan and I saw her on June 21, 2004 in the Mojave Desert
Allow me to preemptively compare this tragedy with either of the two Space Shuttle tragedies. Here are my predictions:

1. The investigation will be shorter, less costly and far more detailed and efficient.

2. The support of families, the flow of information and the care of loved ones will be far more personal and meaningful.

3. The return to flight will be quick with remarkable solutions to the discovered problems.

4. SpaceShipThree—when it flies—will be remarkably improved through the evaluation of this tragedy and the lessons learned.

5. The acceleration into a space tourism future will not be hindered because of the excellence in which this tragedy will be navigated.

At the end of the day, the world will see that the future belongs to entrepreneurs and not to the politicians, government agencies, and super-companies on contract. The future will prove to be in the small but creative, the uncompromising, the risk-takers, the dreamers. Oh yes, let us not forget that it will also be of, by, and for the people.

One last note: Let’s take this very moment to pray for the families…
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Modeling Accountability

As a leader, you have an obligation to model personal responsibility. I love the old phrase:

Your talk talks and your walk talks, but your walk talks better than your talk talks.

The attitudes we express, the actions and behaviors that we model, all illustrate to our direct reports the type of behavior that we believe in and expect for the organization. The leader that personally commits to transparency in their leadership style will instill confidence and excellence in their team.

One of the hardest things you can do is a leader is to self evaluate. Giving those whom you lead the opportunity to evaluate both the organization and you as their leader. Placing yourself in this situation is both humbling and trying. I have found that a yearly evaluation serves the organization, and me as a leader, in that I learned things about myself, seen from someone else’s perspective, that if addressed make me a better leader.

As I prepare the evaluation, there is one ground rule that I put in place, and it has to do with respect. This ground rule serves to create an environment where communication can happen at the highest level, avoiding hostility and/or hurt feelings. The reality is that there are things that others see in you as their leader that you are unaware that they see. In many cases, you may not even know they have that perception of you. You need to know!

Those things can hinder your effectiveness, or even disqualify you as their leader.

It is your job as a growing leader to explore, unearth, and improve upon those things. The problem is, unless you solicit feedback that enables you to see those things for yourself, you may never know that they exist.

Here is my ground rule

I tell everyone that their evaluation of me, or any individual in the organization will be personally reflected upon, that I will take what they have to say to heart. I promise them that I will act on any constructive information that they give. For that reason, I ask that all responses be respectful, and seeking the best good of the individual. No flaming allowed.

This understanding has led to a lifestyle and organizational culture that allows my direct reports to feel comfortable telling me what I need to know. If it is personal, and they are not comfortable telling me directly during the course of the year, they wait until the yearly evaluation. That is fine with me. I have shown that no comment, respectfully given, is ignored and that I move on every constructive recommendation. In fact, I go public with the evaluation.

It was hard for me to publish one year’s evaluation when I had the following comment: “Rick needs to spend more time on the team building he talks about, and less time personally taking on as much as he does.” OUCH! However, by making these comments public, it serves the organization in multiple ways:

1. It shows that I take comments seriously.

2. It puts accountability to the forefront (they will wait to see if I start building teams).

3. It inspires them as they see the teams being built.

4. It gives me an item of improvement to report upon.

5. It makes me a better leader.

6. It allows me to model how to publicly handle, and implement constructive criticism.

By the way, when you are open and transparent, and your people know that you will take evaluations from them anonymously, and that you will act upon them, they feel that they have a voice.

Rest assured, if you as a leader do not give your directs a voice, they will find their voice elsewhere. Usually it will be laterally, and then the problems really starts…
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Being Great

There are those times in life when you encounter greatness. It takes your breath away. It’s one of those things when everything comes together in perfect harmony and you find yourself in the midst of something that just feels right… and you are inspired.

I had such an experience when I was called to do a business seminar for the leaders in an organization that hires me from time to time. I had worked as a freelance marketing adviser for this company in the late ’80’s but it had been years since I had been there to consult. I remember telling the then-owner (after our first meeting) that I would not advise on their ad campaign. He was shocked, and then I clarified.

It was early in my career and I had left an art director position for a company in Los Angeles to strike out on my own. I knew what it meant to represent the company which I had worked for and was greatly successful in driving campaigns to increase market share and product awareness, however, I knew little of this new company.

Back to the story. He was shocked. This Ad Guy who he had paid travel expenses to come and advise said that he would not. I could see his discomfort. Then I clarified. I would not advise because I knew little about their product. So he suggested that I spend the afternoon in the conference room with his in-house marketing staff and they could show me product, advise me on how it worked, and show me the previous ad campaigns they had run.

I shocked them again. During that meeting I refused to see any earlier campaigns (standard practice for me) because I did not want to be influenced by their previous attempts. Nor did I want to see the trade magazines they placed before me because the reason they were hiring me is that they wanted an outside evaluation of their product. Frustrated, the marketing team asked me; “So, what do you want?” My reply was simple.

“I want to build it!”

I scheduled an appointment (the next Monday morning) to work on the factory floor and actually build the product on the assembly line. I needed to know the nuts and bolts. Shock again!

Hear me. While I worked on that line, I understood the product deeper than most of the executives that had asked me to come. In fact, when it came time to advise on the ad campaign, I also advised on several product enhancements and a very small but beneficial change to the assembly line work flow that would save a small, but not insignificant amount of money every year. But I had to get under the hood to see those potential improvements. Their shock gave way to excitement.

Now I started this piece talking about greatness. I’m not talking about me, I’m talking about that company.

Returning years later to hold a seminar for their leaders, I walked into a completely different environment. The greasy carpet, the smell of a factory, the noise and the unprofessional receptionist had all been replaced. Instead I encountered what amounted to a professionally decorated sanctuary of a waiting room, and an attentive and extremely professional host. Furthermore, the noise and smell of the factory had given way to a gentle classical masterpiece playing during my very short wait. In fact, as I walked in I was surprised to see an LCD screen that welcomed me (and a short list of other scheduled appointments) by name. Something had changed. Someone had gone under the hood. Someone had entered the business with the eyes of a first-timer, and it was the new owner.

Before any employee knew who he was, he scheduled an appointment to meet with the staff, posing as a prospective new client. What he saw and experienced shook the company to its foundation, but also to greatness. He trained, fired and hired employees to mold the organization to his vision of excellence. He modeled it from the top and it showed. From the office of the CEO to the receptionist who offered me a bottle of water during my short wait, everything was a harmony. The corporate culture had changed. It had been defined. Now, they had asked me to come back to train his lead staff. He had heard of my day “on the line” and years later told his key people to get me back.

Today, he leads a company of excellence… And yes, he still calls me to advise from time to time. He did for the company what I had done for the product so many years earlier.
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