Goals – Page 4 – Elisa K. Spain

Is Resistance The Problem?

March 19, 2017March 18, 2017 by Elisa Spain Comment Closed

Leading change in an organization is full of challenges. Most of these challenges are associated with creating a vision, inspiring action, achieving buy-in, and sustaining the change.

And sometimes, we don’t take the simple steps to achieve buy-in. Put simply, everyone hears through their own filter. Therefore the actions we see may not be the actions we expected. Obvious perhaps, and yet when leading change, we sometimes think that things are not happening the way we want because people are resisting.

Sometimes, they simply didn’t hear
Sometimes, they heard, but we haven’t made the effort to help them see the value from their perspective, i.e. the WHY
Or what they heard is different from what I thought I said
Or they need to hear it more than once; 7 times I have been told is the magic number
Or they need to do it more than once, or even twice, to “get it”
Or we simply need to allow time for the change to settle in

So, next time, before calling out a “resister”, first pause and ask them what they heard.

Continuous Improvement

March 12, 2017March 10, 2017 by Elisa Spain Comment Closed

Last week I talked about ratings and how we seem to have lost the purpose. So if ratings have taken on a life of their own, what do we do instead to foster continuous improvement?

In the manufacturing world there is the concept of Kaizen, brought to the U.S. by Edward Deming. It’s a simple concept that goes like this. Intentionally and continuously look for ways to innovate and improve your business processes. Employees, customers and other stakeholders can be a source of those ideas.

So, rather than give up on surveys, what if we turned them into something useful?

Instead of focusing on the ratings, what if we focused on the comments?
Instead of looking for what is wrong, what if we looked for what is right?
Instead of focusing on big initiatives, what if we encouraged our stakeholders to share ideas for continuous improvement?

Once we start collecting these ideas and small innovations, what metrics can we put in place to measure the results of our continuous improvement efforts?

Is Everyone a 5 or a 10?

March 5, 2017March 4, 2017 by Elisa SpainNo Comments

We seem to be in a place where everyone is rated, everything is surveyed and everyone expects a rating of 5 (or when a 10 point scale, a rating of 10).

It began with the car dealer who tells us, “You will be getting a survey and if your rating will be anything less than 10, please let me know now so I can fix it”. They make it sound like they will lose their job if they get anything less than a 10, and perhaps that is so. Then came Uber and Lyft and customer service surveys every time we call anyone for anything. And the message is the same, the results of a rating less than 5 (or 10) will be disastrous for the person being rated. Frankly we have a similar system in Vistage with our resource speakers.

I want to believe the intent of all these surveys is to solicit feedback for continuous improvement. Somehow we moved away from feedback to scoring; and from scoring to ranking; and from ranking to “everyone gets a 5”; kinda like the stereotype we hear about the millennial generation where everyone gets a trophy.

So what to do?

Do we all just play along?
Is it worth it to give a fair rating, and what we believe to be a true rating, knowing that most everyone else is giving a 5 or a 10?
Is it worth it if the person on the receiving end may actually lose their job for a 4 or an 8, or lose their opportunity to get more gigs?
What happens when we encounter that rare person who truly is a 5 or a 10, what then? How do we reward them, communicate to them that they are a star?
Or is finding stars not the point? Is the goal simply to differentiate between acceptable and unacceptable, pass/fail?

What do you do in these situations?

Vertical Silos vs. Multitasking

February 19, 2017February 20, 2017 by Elisa SpainNo Comments

Lots has been written about the downside of multitasking. And research shows that when it comes to tasks, at least amongst pre-millennial generations, it doesn’t work. Working on more than one thing at a time, e.g. talking on the phone and filling out a form or writing a paper, doesn’t work. It actually takes longer to get both tasks done when we multitask because our attention is divided.

And yet as leaders, we must pay attention to both the content, and the context of each situation. Isn’t this a form of multitasking?

I was discussing this with a friend recently and he had the following commentary, “My view is that we don’t really multitask but hold vertical subject or action silos in our heads, and each time we get an update for that silo we mentally log it in, decide if it’s critical or not and then process the next data segment for another silo.”

For me this was an ‘ah-ha’. As leaders, we must do this type of multitasking. Information flows in throughout the day. Vertical silos help us determine how to separate the urgent from the non-urgent and the important from the unimportant. And, if we hold both content and context in a silo, we can remind ourselves when we must pause and address the context before we can make further progress on the content.

An example that comes to mind for me is leading a meeting, something we leaders do frequently and sometimes without thinking. In meetings, there are at least 3 vertical silos we must monitor throughout the session:

Most of us focus primarily on the content silo. We prepare agendas, prepare materials, ask for participation, assign tasks, etc. etc.

But what about the context silo? Is everyone present, fully present? What else may be going on in the lives of the people present that distracts their attention? How are people feeling about the subject matter and the time given for discussion? Are they feeling that they are being heard? I recently led a session where we gave an assignment and when we stopped the work at the end of the allotted time, the participants were visibly angry. Clearly we had not given them enough time. I wish context was so easy to read all the time. Most of the time it is subtle and if we don’t have that silo in mind, we miss the cues.

And what about the environment? Have you created an environment that makes the participants feel comfortable? Are the chairs comfortable; what about the temperature and ventilation? If an all-day meeting, or even a half-day, is there nutritious food so people stay focused? Or are you serving all sugar (e.g. fruit and bread products only) creating highs and lows and inadvertently impacting attention?

So, as you go through each day, I encourage you to think about your silos and ask yourself, are you logging into each of them appropriately?

But, Do They Really Like You?

February 5, 2017January 27, 2017 by Elisa SpainNo Comments

Many years ago, Sally Field famously accepted her Oscar saying, “You like me,” she declared. “You really like me.” With the strong emphasis on the word really. Turns out what she actually said was, “I can’t deny the fact that you like me, right now, you like me.” We probably misremember or misheard the quote, because it isn’t just actors who are primarily motivated by being liked, we all are. Psychologists say this misquote is so sticky because it exemplifies a central human need.

And, whether we are liked, impacts our ability to have long term, lasting, success. Likability is an essential component of EQ. Likability impacts the legacy we leave.

I am fascinated, particularly lately, with how this shows up in politics. Here in Chicago, our mayor nearly lost the last election, despite what he has accomplished, because lots of people, don’t like him. Our previous mayor was extremely popular. As a result, he could do things that people didn’t like (like swoop in and close an airport in the middle of the night, without any authority to do so), because people liked him, even if they didn’t always like what he did. The airport closing, by the way, turned out to be something the citizens of Chicago ended up liking because it became a lovely park and concert venue. And, our parks and the overall beauty of the city is part of Mayor Daley’s legacy.

Working with CEOs and executives, I observe the same phenomenon. The CEOs who, like Sally Field, are really liked, by their teams, get results. They get a pass when they make a mistake, especially when they own it and admit it. And more importantly, they get support when they want something to happen.

As we think about our own leadership, a question worth asking ourselves, perhaps daily:

What can I do today, to hone my EQ skills and increase my likability?

What Does It Mean To Be Present?

January 22, 2017January 16, 2017 by Elisa SpainNo Comments

When we talk about being present in our Vistage meetings, the request is to turn off the outside world and be present with the conversation in the room. Many of our members have similar requests for meetings inside their companies. Some leaders even collect everyone’s mobile devices when they enter the room so that no one is tempted to check messages and check out.

And of course, its easy to check out without a mobile device nearby. We get lost in our thoughts. And, meetings are only one place this can happen; it also happens at home. When our partners, our children, our friends are speaking, are we listening? Or are we waiting to respond, or simply lost in our thoughts?

Perhaps 2017 is the year to begin… finding time each day, or even each week, to shut out the noise, to be in silence or even meditate, all as practice for being present.

Thoughts For The Coming Year

December 18, 2016December 18, 2016 by Elisa SpainNo Comments

As I was pondering what to write as we close 2016, I visited my post from the close of 2015 and discovered, sadly, that the December 2015 blog could have been written today.

With that in mind, I am reposting the same guest blog from my friend and fellow Vistage Chair, Larry Cassidy. For me, Larry’s commentary continues to express the challenge we face as a nation and as leaders.

With that in mind, I am making it visible here once again, offering you some food for thought as you begin the holiday season.

Wishing you peace and opportunity in the New Year.

Larry’s Post from December 2015

My first newsletter was sent on June 27, 2011, some 230 newsletters ago. And for those 4½ years I have stepped carefully around politics. Today I will take edge up to that tricky topic, not so much traditional politics, but rather on who we are, and what price we 322-million folks are willing to pay to be that.

We have undergone many serious gut-shots in the past several years, Paris and San Bernardino being the latest. As I ponder these tragedies, and before releasing this newsletter into the wild, my thoughts go to three big ideas:

becoming the best version of ourselves,
the hard price we are (or are not) willing to pay to get and stay there,
our leadership as a part of all that.

There are many pieces to that, and we each have our own ideas. I will share mine below. You may disagree. But I do so because it is a conversation we cannot avoid, and all voices are required.

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

“Give me your tired, your poor,

Your huddled masses yearning to breathe free,

The wretched refuse of your teeming shore.

Send these, the homeless, tempest-tossed to me,

I lift my lamp beside the golden door.”

The Statue of Liberty, dedicated 10/28/1886

Terrorism is a stark and frightening example of what others can do to us. Paris. San Bernardino. Too much, too often. And leadership is what we choose to do about it, and how we go about doing it.

Once again, we confront events with which we have not contended (remember: Pearl Harbor, the Cuban Missile Crisis, 9/11), and while such moments spawn anger and paranoia, they also summon our better angels. Which is one more good reason we would rather live here than anywhere else in the world, our flaws notwithstanding.

As I now savor almost-eight decades, I wonder if our fears might extinguish the Statue of Liberty’s torch, our shining beacon of freedom. And I question whether my opportunity to be born here, to live here, and to experience this thing called America, could have happened had such fear and paranoia won the early days of our history.

A bit dramatic? Go back a century-or-more, and we Irish were potato-heads, lazy scum. Italians were looked on as not much better. Jews? Forget it. African Americans, which was hardly what they were called? Slaves at best. Nor does that count Japanese-Americans or German-Americans in WWII. Pretty lucky for we shoddy Irish (and me) that we got past much of that.

Yes, we each have a right to feel, to fear, to embrace and to be safe. But before we pounce, look around. Soak it in. The ethnic, religious and nationalistic mess we behold is what has combined to make us great. It is our grand experiment, a palate on which each color and belief and ancestry is a part. It is us. So, what will it be ten, or fifty, or a hundred years from now?

Once again, we are in the process of deciding. In every business, classroom, sanctuary, gathering and discussion. And we are the leaders: the parents, coaches, elders, teachers, business executives. Make no mistake, we are deciding, we are leading and we are teaching.

So what will we do, and how will we go about doing it?
Which parts of what made this country great will we keep, and which will we discard?
Will we mirror or will we reject what those who threaten us espouse?
And once we decide, once we move on, will we have found our way to safety while continuing to lift our lamp beside the golden door?

This is a big deal. And we are all right in the middle of it.

Larry Cassidy

P.S. This is the last post this year, see you back here in January.

In Your Effort To Please, Are You Giving Away The Store?

December 11, 2016December 10, 2016 by Elisa SpainNo Comments

Much has been written about The Ritz Carlton Way. The takeaway I always hear is “empower your front line employees to deliver WOW experiences”. Today many other organizations follow this Ritz Carlton Way.

The intent of this approach is to allow employees to resolve a customer situation and have the customer walk away so pleased that they return and tell others about the experience. As with anything else, the best intentions can sometimes go awry. Here are some examples I have observed recently:

A customer at Whole Foods asks for product A and they don’t have it, so the employee offers a Try Me (aka free) for Product B. All fine and good; I believe this is the intent of Whole Foods management. But what about the employee that offers a Try Me, simply because they have only 1/2 a pound of the product and the customer wants 1 pound? Should the 1/2 pound be offered as a Try Me?
A salesman makes an error in writing up an order for a construction job. The salesman works with the office to ensure the errors are corrected at no charge to the customer. Again, all good. But then that same customer asks for additional changes and the salesman, feeling bad about the earlier mistakes, gives away those additional items at no charge. Is this the Ritz Carlton Way, or is it giving away the store?

It’s a fine line, and of course, judgement is required. I also wonder how many companies that have adopted the Ritz Carlton Way have also adopted the extensive training and monitoring for which Ritz Carlton has become famous. In fact, there is a Ritz Carlton leadership center that offers public courses in delivering what they call memorable customer service.

Even when the design includes training, as with all initiatives, the DIME Method comes into play. We often leave off with Design and Implement and forget to Monitor and Evaluate. With this in mind, I leave you with the question I asked at the beginning,

In their effort to please, are your front line employees giving away the store?

Are You Green & Growing?

December 4, 2016December 4, 2016 by Elisa SpainNo Comments

The further along we get in our careers, the more we know and the more we are challenged to stay curious.

Every now and then I meet a leader that knows it all. They have “the way” they do things that worked for them in the past and as leaders, they are certain it will work today.

They share “the way” with their team, expecting them to accept “the way” and to become successful because of it. They do this with the best of intentions, and yet, the results don’t come. Frustrated, they try again. If only folks would simply execute “the way”, they will be successful and so will our company.

Alas, they discover, it doesn’t work the way it once did. This leader has two choices, s/he can continue to lead as s/he has always done, or… s/he can become curious.

What I have noticed is businesses, like ourselves, are living beings. And, like a plant, if I am not willing, and able, to be green and growing, the result is, I, and my company, become ripe and eventually rotting.

Remember That First Date?

November 20, 2016November 5, 2016 by Elisa SpainNo Comments

In my practice as a Vistage chair, I often find myself noticing the similarities between business and dating. After all, dating is a “deal” of a sort, and there are “rules” and best practices we follow in an effort to get what we want, i.e. more dates, and in that special case, marriage.

Like dating, when we want that new customer, new employee or acquisition deal, there are rules and practices that business people follow to get what they want. And like dating, the “rules” are generally not written and the practices are learned along the way both from our own experience and from others who have done it before.

Here are some dating and business best practices I’ve learned along the way:

Be authentic.
Be respectful.
Be clear on what you are looking for in a partner, a customer, an employee or potential acquisition.
Be clear what it is you bring to the table and be realistic. That high powered CFO may be great in a Fortune 500 company, but is she really what your $30mm company needs?
Put yourself in situations to meet new people that fit. No matter what anyone tells you, it’s not a game of numbers; it’s all about defining and measuring fit.
Be clear about what fits with your culture.Unless your culture is one that fits, that wild guy or gal you wouldn’t bring home to Mom is probably not going to be your SO or your best customer, no matter what you are willing to pay.
As soon as you meet “Mr. or Ms. Right”, go out with someone else (when we get fixated on winning one partner, customer, employee, or acquisition candidate (buyer/seller), we can appear desperate). In short, play like you have nothing to lose.
Go on a date with anyone once (okay, not someone you know is an ax murderer).
Go on a second date, if there was a spark of interest.
When she says she needs some time alone, or the prospect doesn’t get back to us right away, its not the time to call a day later and suggest coffee.
Once you have made a commitment, be committed. Give your customer, employee, buyer/seller a chance to right a wrong.
And… when a relationship fails (or the service is consistently poor), don’t drag out the exit. End it. Learn from your mistakes. Decide what to look for next round and start the cycle again.

Please click on comments and share your additions to this list.