Drive Innovation through a Culture of Trust
Countless management books, seminars and programs offer insights into how leaders can develop trust within their organizations. Their consistent theme—“It begins with you”—is certainly valid, as leaders must model trust and set an example for their people. Success depends on a personal campaign of inner reflection, values assessment and emotional intelligence. Training can be effective and rewarding, but much of the focus, and effectiveness, often stops there.
Leaders develop trust in their team to enable them to rely on others to do the right thing. They do this by observing people’s character and behavior over time and gaining confidence in them. They earn trust by consistently displaying personal integrity, accountability and concern for others.
Trust, in fact, is the most potent tool in a leader’s arsenal, asserts JetBlue Airways Chairman Joel Peterson in The 10 Laws of Trust: Building the Bonds That Make a Business Great. Trusted leaders are more productive, profitable and prosperous. Their people are more engaged, passion and loyalty soar, and the overall work ethic is enviable. The organization sees lower turnover, waste and inefficiency.
Trust is not just for the C suite
While we’re often led to believe that trustworthy behavior will permeate the work environment like ripples in a pond, this trickle-down theory is overly simplistic. As Gallup studies reveal, employees trust their coworkers even less than their leaders. Organizations cannot reach their full potential until leaders establish a culture where employees trust their coworkers. Leaders may require assistance from a professional executive coach to achieve this goal.
When there is distrust throughout an organization, creativity and innovation are greatly diminished. Brain science shows that when people distrust their co-workers, the amygdala – the part of our brain associated with the “fight or flight” response, gets triggered. When the amygdala is triggered, it puts our prefrontal cortex – the “executive” part of the brain associated with rational thinking and creativity, on lock down. From an evolutionary stand point, this response makes sense. When we are out hunting or gathering, and a shadow passes overhead, survival dictates that we respond immediately, without stopping to analyze whether it was a predator or simply a fast moving cloud.
To make matters worse, once our amygdala goes into high gear, it activates the limbic area of the brain – where all those past memories of similar situations are stored. Once that has happened, it dredges up similar threats and weaves them into the movie we are producing about the person in front of us whom we don’t trust. Once that has happened, we go into protection mode, and it’s nearly impossible to have an open, engaging, free flowing conversation about anything, much less be able to come up with new ideas and innovations.
What can we do to begin to re-establish trust?
The first steps are to look at ourselves, and work to increase awareness of when we are experiencing what Judith Glaser, author of Conversational Intelligence calls an amygdala hijack. She suggests the following ideas to help sideline signals from the amygdala:
- Notice how you respond to threats – fight, flight, freeze or appease
- Notice patterns, do we always choose the same response?
- Choose an alternative behavior at the triggering moment (ie; deep breathing..)
- Become more aware of our responses and realize we have choices (journaling helps)
- Recognize the patterns before they happen, and interrupt the pattern.
Ultimately, we want to work to actively transform the fear into trust. Transforming a company culture from one of fear and distrust to one of openness, collaboration and deep trust, has transformative impact on the overall success of the business.
Need help with transforming your company culture into one of trust? Get in touch or take our complimentary assessment.
Personal Responsibility – Your Choice
A sense of personal responsibility seems to be a thing of the past, here and in many other places in the world. We want a label for every behavior and every sniffle. If it’s a ‘thing’ then we don’t have to take responsibility for it.
Its not my fault I’m late for work, I have ‘snooze syndrome’. Its not my fault I get angry in traffic, I’m afflicted with road rage. Its not my fault I can’t grow my business, the economy is bad. Its not my fault I can’t find good people, the economy is good.
“Man must cease attributing his problems to his environment and learn again to exercise . . . personal responsibility” – Albert Schweitzer
What does responsibility mean anyway? We often confuse it with commitment. Lets look at the word itself: ‘response + ability’ = means literally the ability to choose your response. The operative word in that description is “choose”.
According to Stephen Covey, “Highly proactive people recognize that responsibility. They do not blame circumstances, conditions, or conditioning for their behavior. Until a person can say deeply and honestly, ‘I am what I am today because of the choices I made yesterday,’ that person cannot say, ‘I choose otherwise’.”
When we place blame outside of ourselves for our disturbance, our life situation and ultimately our happiness, we become numb and unaware of ourselves. We don’t even have to make the effort to come up with our own disturbance anymore, just go home and turn on any news channel – they’ll tell you what you should be upset about today and who to blame for it.
Anonymous quote: “I never met a man who was just late…”
This lack of responsibility is even rewarded in our court system. I read a news story about a woman who successfully sued a clothing store because it failed to prevent a small child from running around the store, and she tripped over him. Near the end of the article, it casually mentioned that it was her child. Seriously?
So what does it mean to take responsibility, to choose my response? The first step is the simple awareness and acceptance that you are responsible for creating all aspects of your life and your businesses. Accepting this personal responsibility is choosing to accept that we have the “ability” and the choice, to “respond”. Only by first accepting responsibility can we change the outcome, change ourselves, and change the world.
Responsibility – The big 3 – you’re responsible for:
- everything you do;
- everything you don’t do;
- how you respond to everything else
That third one is the challenge for most people. Think of a situation where you last got upset or had an emotional response to something. Go ahead, I’ll wait. Got it? OK good, now imagine that instead of becoming angry, frustrated, sad etc.. you could choose to just accept that the thing had happened, and maintained a neutral or even positive attitude about it? I know, you’re thinking that’s impossible. I’m just asking you to consider the possibility right now that you could chose to have a neutral response, or no response at all, you don’t have to do it, just consider the possibility. How would that feel? Would you feel empowered? What if you carried that possibility and the empowerment with you every day? How would that impact your quality of life? How would it impact your relationships? These are questions for you to consider slowly and thoughtfully.
The empowerment of choices can even be fun, and opens your eyes to new ideas and opportunities you hadn’t even given yourself the space to consider before. Once you can take responsibility for your choices, and react neutrally if they don’t work out, you are free to do anything. If a choice doesn’t work out, great! You can just be free to try another one without any attachment to the one that didn’t work out how you imagined, or have any negative feelings about the result.
What if having true happiness and contentment in your life was simply a choice? What if you didn’t have to make more money, work harder, get a better house, better job, better car, better spouse?
What if we could just choose to be happy and content?
You can. Its not easy, but its possible. The first step is acceptance. Acceptance of what is, and acceptance of your ability to choose your response.
The second step is to begin to separate the things you are reacting to, the things – out there – from your emotional responses which all happen inside you. Recognize that the car, house, job etc.. are all things out there. The reaction you feel is inside of you, not out there.
The third step is to consider that the things – out there – are not what is causing your disturbance. What if it was actually the other way around? What if your inner unresolved issue is what is creating these so called external upsets? What if ownership of the disturbance creates a golden opportunity to heal the true source of the upset that exists only within one’s self? That is a subject for another blog. . . if you can’t wait until then, get in touch.
Ready to Retire & Sell Your Business?
Between 1946 and 1964 Americans created 78 million new people, whom we now call Baby Boomers, or Boomers for short. Those 78 million people believed that the ticket to the American dream was to get a college education and work hard. And they did in record numbers, growing our college educated workforce from 6% to 24%. That created a tidal wave of applicants for corporate America that it just couldn’t absorb. So, Boomers did what Boomers do, continued their endless march for upward mobility by striking out on their own and starting their own businesses.
Today, the first wave of those Boomer business owners are turning 65 and getting ready to retire. They’ve worked hard for 20-30+ years to build their businesses, and they’re ready to have someone younger who wants the same things that they wanted when they started out, to buy their business so they can go enjoy the retirement they’ve always envisioned. Problem is, the next generation, Gen Xers, have very different values than Boomers.
Boomers are workaholics, who grew up as the first generation having a common experience of TV advertising to drive their transformation into consumers of bigger better best of everything. They own 50-60% of small businesses in America, and are consumers for each other’s products and services. Gen Xers on the other hand, grew up using debt for everything they buy, and see work as nothing more than a means to get the lifestyle they want. They are not interested in working long hard hours, and they don’t save so have no capital to buy a business. They see their personal happiness as their number one priority. They don’t equate what they do with who they are like Boomers.
The 48 million Gen Xers will have little interest in a brick & mortar operation that requires them to be on site or on call for most of the hours of the week. Since they have no capital, they will need financing to buy your business, so if your cash flow isn’t enough to support financing, you’ll also have a hard time selling it to a Gen Xer. If they do like your business, and can get financing for it, it’s still a buyer’s market; the market will be short by about 20,000 Gen Xers per year to buy the hundreds of thousands of Boomer businesses to be sold over the next 20 years.
To make things even more challenging, corporate America is catering specifically to the needs of Gen Xers by offering things like flexible hours, job sharing, working remotely, additional paid time off, and flexible benefits. These perks are tough for small businesses to match.
If you’re a Boomer who wants to sell your business in the next 10 years, what do you do? If you want to be one of the few who successfully markets their business, maximizes its value and minimizes taxes, it’s imperative that you have an exit plan.
What’s an exit plan? An exit plan is a strategy developed with the assistance of a team of professional advisors who are experts in their specific area such as wealth managers, attorneys, CPAs, insurance brokers, business brokers, business coaches, and business valuation experts. You’ll look at whether your best option is to sell your business to family members, company employees, or a 3rd party. Then your team of experts will help you create your strategy for what is likely the biggest and most important single transaction of your life. Don’t leave it to chance!
To learn more, attend our next seminar.
How Does Communication Impact Your Business Results?
Leaders and business owners often look at communication as a ‘soft skill’ that they don’t have time to develop. They simply don’t recognize the bottom line cost of poor communication. In a survey of 400 corporations, an estimated $37 billion is lost due to poor communication and misunderstanding. But leaders who DO focus on effective communication strategies in their business have 47% higher returns to shareholders, lower turnover and more highly engaged employees, according to the Holmes Report.
And these are the impacts of simple transactional communication. According to Judith Glaser, author of “Conversational Intelligence” there are three levels of communication. The higher levels of communication are based largely on development of trust. When we trust, and focus on solutions, we feel free to share and develop our ideas. If we don’t create an environment of trust and collaboration, the people with the best ideas will leave and go to companies that do.
“The single biggest illusion about communication, is that it has taken place”
– Judith Glaser
For entrepreneurs, effective communication can be the difference between failure and success. If you want your company to succeed, here are 5 ways to improve:
1. Email is for the exchange of information
There are many great tools for productivity and disseminating information to your team. Don’t confuse these tools with communication. Generating ideas, fast decision-making and team collaboration take real face to face interaction in an environment that supports sharing and trust.
2. Ensure your team knows the company brand purpose & vision
Every single employee at the Ritz Carlton knows the company’s vision, mission, cultural values and credo. Those values are baked into the daily operations of the company, so it is easy for employees to connect their actions to the higher purpose. If your team does not know where you’re going, they can’t follow you. If they don’t see the connection between what they are doing daily, and the overall goals and direction of the company, they become disengaged and unmotivated.
3. Stay flat
In a flat company team members are free to communicate with anyone, without fear of stepping on toes or reprisals. As the business leader, do your best to keep an open door policy. Set aside specific hours to close the door to work on projects or have private conversations. Fluid communications allows for much greater flow and exchange of ideas, delivering better results in less time.
4. Make communication part of your rhythm
Set up regular schedules for meetings and conversations. Have regular weekly or even daily huddle team meetings. Have regular weekly phone calls with the sales team if they are in the field. Even if you don’t think you have much to talk about, once you get the conversation started, you’ll often be surprised at what happens. Even if you are a company of 2 people, regular communication makes a difference.
5. Communication is a two way street
Introduce the WIFLE (What I Feel Like Expressing) process to your team. Your employees need to feel heard. They need to be given permission to express what is on their mind, without interruption, judgment or reprisal. Regular use of the technique can cut meeting time in half and uncover problems and opportunities you didn’t even know existed.
If you need to learn more about how to do a WIFLE, just let me know.
Why Set Goals?
I spent the day yesterday with some of Orange County’s smartest small business owners. Why are they the smartest? Because they took nearly an entire day to step out of their business to work ON their business. They set goals and created their action plan for the next quarter. And because they do this every quarter, they will always beat their competition.
In the process, they also learned how to be better business owners, and that is even more important. As Jim Rohn said, “Work harder on yourself than you do on your business”.
In his book, “What They Don’t Teach You at Harvard Business School,” Mark McCormak made an interesting discovery about a graduating MBA class. Within the group, 3% had written goals, 13% had thought of some goals and the balance were just thrilled to be out of school (I am sure you remember those feelings).
The interesting part was what happened ten years later. The group that had non-written goals were making TWICE in the field compared to the 84% of those who had none. The group with written goals was making TEN TIMES what the other 97% were making on average.
Writing your goals down is critical to achieving them. It does several things. First, it makes them real. When you can visually see something, and keep it visual (not locked away inside your computer) it becomes more real and you’re that much closer to making it a reality.
Second, it tells your brain that your goals are important to you through your Reticular Activating System (RAS). Your RAS is the filter through which nearly all information enters your brain, it controls your attention. For survival purposes, it responds to your name and anything that looks like a threat. It also alerts you to anything new or out of the ordinary. The great thing about it is that it works automatically – but you do have to tell it about your goals, by writing them down, and reading them regularly. Detail out the steps necessary to accomplish them. Then your RAS will recognize them as important, and it will go to work for you, allowing through anything that looks like it could help you achieve your goals.
Write down ALL your goals you have for the next year. Then, find someone to share them with and have them check up on you monthly to see if you are making progress. Have them hold you accountable, and give yourself rewards for completion.
TIP: Make milestones and chip away at each goal a little everyday so the overall picture doesn’t seem so overwhelming, and you get positive rewards more frequently.
Follow these simple steps, and it won’t be long before you are making TEN TIMES more than your competition.
Don’t miss the next opportunity to step out of your business for a day to set goals for your business!
What are KPIs and why do I need them?
Key Performance Indicators (KPIs) are the scoreboard for your business. They’ll tell you where you are winning and where you need to improve. Imagine going to a basketball game where there was no scoreboard. Just two teams playing basketball. You’d be outraged and demand the score be displayed. Yet, like many other business owners, you run your business, your livelihood, your retirement strategy, without a scoreboard.
Why are KPIs Used
As a Business Owner, you sometimes feel overwhelmed and distracted with all of the daily activities and tasks. Yet you must make important decisions, quickly, with great consequences, and often with limited information on hand. Without the right KPIs to guide you, you tend to focus too much on the tactical daily issues and neglect the strategic decisions that have critical impact on your success. You can’t manage or grow what you don’t measure.
What KPIs Should be Used For
KPIs will communicate and inform – your team, suppliers, and customers, about the business situation. They act as a diagnostic to tell you the health of your business in many different areas. They are a source of learning – which marketing, which programs are working or not working. And they guide your decisions and help you define what action to take next.
What they should NOT be used for is controlling. It’s tempting to try to control employees and others using KPIs. I’m not saying don’t use them with employees, but use the right ones, and use them for continual learning and improvement, not to control how many times a day they use the restroom.
How To Implement KPI’s
Step 1: Define your strategy
- Strategy reflects the company Vision, Mission and Values – do you have yours well-defined?
- Set goals
- What are your most important business objectives?
- What “drivers” are critical to success?
- What impacts driver results?
- Which can align team members on strategic issues?
- Which can identify barriers to growth?
Step 2: Audit Existing Measures
- Assess strategic fit of your existing KPIs
- Identify what data is available
- Review measurement processes
- Review Accuracy
- Review Timeliness
- Identify gaps
Step 3: Develop New Measures
- Bridge the gaps identified in Step 2
- Measures must reflect performance and progress of business
- They are quantifiable
- They are actionable
- They are comparable with another number
- Last year
What are the trends? Look at your KPIs over time to see more deeply what they’re trying to tell you. A measurement by itself with no comparison is not as revealing.
Step 4: Analyze and Report
- Make it easy to read
- Create a one page summary
- Include visuals & graphs
Step 5: Continuous Improvements
- Set priorities based on strategy
- Ensure your goals are SMART
- Assign accountability!
- Track improvement
- Set new goals!
Start today by listing the key drivers in your business. If you’re not sure, start measuring the 5 Ways numbers: 1) Lead generation – where are your leads coming from; 2) Conversion – how many do you turn into customers; 3) Average dollar sale of each transaction; 4) Number of transactions – how many times does a customer buy; and 5) profit margin, gross and net. Sign up for a workshop to learn more.
This article provides an overview of the five steps of setting KPIs. Look for more details on each step coming up in the next posts.