One Easy Way to Encourage Your Team

I took my bike to the cycling shop for a quick repair before heading out for a beautiful Saturday afternoon ride in Breckenridge. Recognizing me from the last time, the manager asked where I’d been riding so far this summer. I shared, “Oh you know Swan Mountain Road toward Keystone? It’s gorgeous, but yikes, that’s quite a hill.”

He laughed. “Karin, it’s okay to call a mountain a mountain. And that ride is definitely a mountain. If you can do that, you can ride just about anything around here.”

I thanked him for the encouragement and headed out on my ride. About 10 minutes in I had a choice…to head straight up the steep incline or take an easier route. “Hmmm…” I thought. “This is a mountain. But I do mountains.” And up I went.

It’s Okay to Call a Mountain a Mountain

When we do keynotes for companies, we always like to talk to a few of the Senior leaders as part of the preparation. Consistently one of the insights they share is, “Our team’s job is so hard! We’re asking them to do a great deal with limited resources, in a rapidly changing environment.” Or, “They’re working so hard, this is one of the toughest times our industry has ever seen.” Or “I’m so proud of this team. What we’ve asked them to do is nearly impossible, and somehow they’re making it happen.”

So then we’ll ask, “Have you told them you know how hard it is?”

Most frequent answer, “Oh, no! I don’t want to discourage them.” Or, “If I admit it’s hard, then they may think it’s okay to not accomplish it.”

And then we’ll inquire: “Is it okay if I let them know you know? Here’s why _______.”

And then from the stage we share, “We talked with ‘John’ in preparing for our time together. And here’s what we learned. Your job is hard! You have to do ___ and ____ without ___ and ___ in the context of _____.”

And a sense of relief falls over the room. There are always big smiles and sometimes applause. Not for us, but because “John” gets it.

Don’t be afraid to call a mountain a mountain.

If your team is facing a steep climb, recognize it. And then remind them of the mountains they’ve scaled before and why you know they’ll be successful.

Mind the MIT Let's Grow Leaders

Four Questions to Keep Your Team Focused and Working on What Matters Most

When I look back on my career at Verizon at the times my teams truly knocked it out the park–the times we increased results exponentially and led the Nation in results or had a major turnaround pulling a team out of the abyss, there is one common characteristic. We had the team laser-focused on the one or two critical behaviors that mattered most at the frontline– and they were doing them consistently.

Seems so basic and easy? Right? And yet it’s so easy to get distracted–focusing on the 27 other “critical” metrics on your scorecard, or the merger, or some special project, or…

4 Questions to Keep Your Team Focused on What Matters Most #MindTheMIT

If you’re looking to get your team FOCUSED on what matters most… it starts by IDENTIFYING what matters most. And then, consistently reinforcing those behaviors (as my teams would descirbe “Like a maniac”) through every means possible.

What Matters most?

  • What do our customers really need from us–consistently? (Not 37 things. Pick one or two.)
  • What values have we committed to?
  • When we walk away from our work, what will we be proud to have accomplished?
  • Win or lose, how will we know we’ve done our very best?

Which actions have the most Impact?

  • What are the critical behaviors that drive your results?
  • If we could only do one thing, which behavior would have the greatest impact?
  • What invisible behaviors might we forget? (eg: sleep, time with others, fun)

Where Do I / we need to say No?

  • What are we choosing to do instead of our MIT?
  • How can we make a different choice?
  • What are silly, creative, impossible ways to do things differently?
  • Where do we need to have tough conversations?

How Will I/we stay Disciplined?

  • What are my/our biggest distractions?
  • How can we ensure they don’t derail us?
  • How will we keep the MIT in front of us all the time?
  • How will we hold ourselves accountable for maintaining focus on the MIT?

To make it easier for you to use this tool, you can download it for free here. 

Managing Your Boss: Get the Support You Need in 10 Minutes a Week (Includes Free Tool)

When’s the last time you had a really great one-on-one with your boss? If your answer is anything but “in the last 2 weeks,” you’re not alone. A great cadence of good one-on-one meetings is unusual. Why? Well first,  everybody’s busy. It’s easier to cancel a meeting with a direct report than with your boss. Or perhaps, your one-on-ones drag on, lack preparation, or generally feel like a waste of time.

Whether you’re the manager, the one being managed, or both, one the easiest ways to take your performance to the next level is through great one-on-one meetings.

How to Hold a 10 Minute (MIT- Most Important Thing) Huddle

Of course, you need more than 10 minutes a week to build a great relationship with your manager. You need time to get to know one another as human beings and to focus on long-term goals and career development. What I’m about to share here is not a substitute for those vital sessions. This tool is for the in-between times: to help you stay focused each week to clarify expectations, to ensure the MIT stays the MIT, and to get the support you need.

It works like this. You schedule 10 minutes a week with your boss and come prepared to discuss the following:

  • What’s the Most Important Thing you accomplished last week? (This gives you an opportunity to ensure you boss is aware of the good work you are doing)
  • What’s the Most Important Thing you’re working on this week? (This helps clarify expectations and ensure alignment)
  • What support do you need? This gives you a structured time to ask for help AND also makes it easier on your boss if you keep a running list of anything that’s not urgent and can wait.

Our Winning Well clients who are using this approach tell us it’s done wonders to streamline their communications, clarify expectations, and eliminate wasteful work.

You can download the free MIT Huddle Planner here

employee engagement

What the Best Managers Know About Disengaged Employees

According to Gallup’s recent 2017 study, 70% of employees are not engaged at work. And countless studies have shown that the number one predictor of employee engagement and satisfaction is the relationship they have with their supervisor. So what do the best managers know about disengaged employees? Today I share a story from one of the most disengaged times in my life, and how my leader helped me get through.

The Secret to Overcoming Disengagement

I have a confession.

I was arguably the most disengaged freshman sorority pledge at Wake Forest University.

I’ve always been more of the madrigal singing, academic type, not much into the party scene–which I had assumed was what being in a sorority was all about. I’d ONLY joined because the Insiders Guide to Colleges had warned that it was my only chance of having a social life, and I was 18 and wanted a boyfriend.

Two months into pledging, I realized I was in real danger of failing my advanced biology class. And since I was there on an academic scholarship that required me to keep a B+ average, I was screwed.

I began to freak out in the kind of downward spiral you may be familiar if you’ve ever been (or been around) a teenage girl.

“OMG I can’t fail biology! I’m going to lose this scholarship! My Dad is going to kill me. Crap, I don’t even think I can stay here without that money. If I fail Bio, I’m going to have to live at home WITH MY PARENTS!–and then what? Work at the Renaissance Festival as a madrigal singer? Nope– that won’t even work, that Festival’s only open August through October.”

I began skipping “mandatory” sorority events. I ignored requirements like interviewing every sister about her major,  favorite foods and secret fantasies.

One day I ran into Brig, the sorority President, while walking to class on the quad. Brig had short, dark curly hair, sparkling eyes, an a personality so big everyone was shocked when they found out she was a math major.

“Karin, Do you have a minute?”

“Ahh,” I thought, “I’m not going to have to quit, I’m going to get kicked out. That’s a relief.”

I wasn’t expecting what Brig said next. “You seem athletic. Do you roller skate?”

“Actually, I do,” I confessed.

“Great, we need someone to do the roller skate leg of the relay around the quad for the Greek games.”

“Oh, I’d love to, but I didn’t bring my skates to school.”

“Oh, I’ll find you some skates.”

“Well, I’d have to try them out and I’m so busy studying for this biology exam,” (even I knew how ridiculous that sounded as the words spewed out. Clearly I was still trying to get voted off the island.)

Brig persisted, “What time are you done studying tonight?”

“Midnight.” (Yeah, I really was being that big of a jerk.)

“Great, meet me on the quad at midnight. I’ll bring the skates.”

That night, as I walked up to the steps of the moonlit quad there was Brig standing there with two sets of roller skates.

As we strapped on our skates and began rolling around the quad she asked,

“What made you decide to join Tau Phi Delta?”

“I wanted a social life.”

“How’s that working out for you?”

I began to cry and let it all out.

Brig listened intently. Then she stopped skating. She looked me straight in the eyes and said softly:

“It strikes me that what you have here is not so much a sorority problem as a biology problem. If you had done those interviews we had asked you to do, you would know that five of our sisters are pre-med majors. They will help you study if you just ask.

How about this?  We postpone all your pledge requirements until next semester and we spend the next three weeks helping get you through biology. You can graduate with your pledge class and make up the rest next semester.

Because one of two things is going to happen here. You’re either going to quit right here on this quad tonight, or you’re going to stick with it and become President of the Sorority some day.

My vote is for President.”

When she returned for homecoming a few years later I asked her if she remembered that night. “Of course I do,” she smiled. And I’ve heard you’ve done a great job as President.”

Brig knew a secret many managers don’t. When dealing with a disengaged employee, sometimes the best approach is to strap on your skates.

A Fresh, Fast, and Fun Way to Focus Your Team

If you’re like most managers, you’re neck deep in performance agreements, stretch goals, and the dance between managing your boss’s expectations and warning your team not to sandbag. How you spend January can make the difference between a breakthrough and mediocre 2017.

Too many managers take the goals handed to them, wring their hands for a day or so, and then pull the team together to figure out how the heck they’re going to accomplish all THAT and still “Do their day job.” That approach will get the job done, but it’s unlikely to unleash breakthrough innovation or a head-turning year.

A Fresh, Fast, and Fun Way to Focus Your Team (or Yourself)

One of the most important questions you can ask your team (or yourself) is “What will it take to make 2017 the very best year of your career?” In my exec role at Verizon, this was always one of my favorite questions. It’s amazing how few people start their year thinking that way.

We now build that question into the strategic planning work we do with teams. Here’s one easy DIY exercise you can do to help focus your team (or yourself).

The End of Year Letter

Ask each member of your team to write you a letter, as if it were January 2018.  This can be done in email, or the old fashioned way. Just be sure you save it, so you can review at midyear and again this time next year.

It’s helpful to give them a few prompts. Here are some to get you started.

Dear __________ (insert your name here, if they report to you; if you are doing this for yourself use your bosses’ name).

2017 was the very best year of my career.

From there, pick some sentence starters as prompts for them to complete.

We totally changed the game by ____________.

The most important thing we accomplished was ___________.

Everyone is looking to us to understand how we ___________

I (we) got so much better at ______________.

Our customers are delighted because_______________.

I really improved my working relationships with __________ by___________.

Feel free to make up your own. You don’t need to pick many. The point is to ask your team members to reflect individually about what an extraordinary year would look like and then to identify specific behaviors and actions to help them get there.

I encourage you to proactively write a similar letter to your boss, and to ask them to pull it out mid year. It’s amazing how motivating this can be.

Let Us Help You Jump Start Your Team in the New Year

In our strategic Winning Well workshops and off-sites we always include exercises to get past the “Ugh, how can we get all this done?” mindset to identifying what matters most, isolating key priorities and behaviors.

what if my team is having conflict?

5 Questions to Help You Resolve Your Conflict

We’d both been looking forward to it–our first Thanksgiving together. We’d each been the primary holiday cooks in our previous marriage, which can feel lonely and overwhelming at times. But not this year. Now we had each other. We’d planned the perfect menu the week before while eating sushi over candlelight. We’d had fun shopping. We were all set.

I was full of anticipation of a snuggly time of gravy tasting, stolen kisses, the warm glow of the fireplace in the next room, and the happy ruckus of the parade marching in the background.

Apparently David had a vision for the morning too, which included precise execution, a clutter-free work space– and not so much noise.

So when I started peeling potatoes while still neck deep in the residue of pumpkin pancakes and bacon grease from breakfast, and he pulled out his spreadsheet to do some “backward mapping…”

We decided to take a time out and go for a walk in the woods.

“I just want this to be a romantic time of cooking together. I’m so glad to be with you and want share the experience.” I shared, a bit choked up.

“You’ve told your Dad I’m a great cook, and your Dad IS a great cook. I’ve got to live up to expectations.  It’s important for me to make a good impression on your family.” David explained.

And there we were neck deep in the frustration of miscommunication and unmet expectations.

Ever happen to you?

5 Questions to Ask When Trying to Resolve a Conflict

1. What am I trying to achieve?

What do I really want the outcome of this situation to be? Have I shared that? What does the other person want? And how do I know?  Have we shared our objectives with one another?

2. What is this conflict really about?

Conflicts are almost never about what you’re talking about. At least at first. Despite the obvious dialogue, we were not really talking about whether the apple pie needs an egg white wash before the apples. We were defining how we were going to roll as a couple, in real life. It’s amazing how we can write a book, share many stages, negotiate the financial aspects of the business, and then get worked up about how to mash a potato.

3. What am I expecting?

What are my expectations? Have I said them out loud? Not once did I say, “Hey what I really want here is for you to pay more attention to me than the Brussels sprouts.” Nor did he say, “It makes me feel better to start with a tidy work space.” As it turns out, all that was a nontroversy. I’m always happy for him to clean the kitchen 😉

4. What’s the best way to communicate about this?

Clearly, we needed a time out. A walk in the woods reconnected us to what mattered most– we were together at Thanksgiving and delighted to be a team. We then laughed and pulled out our Winning Well techniques of clarifying expectations and talking about our MIT (most important things).

Another great tool is to consider the range of style-options you have for resolving the conflict and picking one that may come less naturally for you. The TKI indicator is the best tool I’ve found for working with teams on this.

5. How can we achieve the results we want AND enhance the relationship?

Winning Well teams have conflict. Conflict is valuable and often inevitable whenever two or more people are passionate about creating something remarkable. It’s important to keep both the results and the relationships in mind as you’re working through the conversation.

In our case, relationships won on this one. The walk was productive, but the potatoes cooked too long. My nephew ran out to get a box of instant spuds to save the day. I’ll take it.

5 Conversations Your Millennial Employees Are Longing To Have

Morgan (a family friend who also happens to be a millennial) was practically screaming in frustration as we began our mentoring session, “Arghhh, Karin, I’m just so frustrated. They want me to do all this crap… none of it seems important, and it’s getting in the way of my real work.”

It would have been tempting to just take Morgan’s word for it– that the “crap” she was being asked to do made no sense.

After all, I suppose I should be on Morgan’s “side,” but as I dug below the “crap,” I could see a logical explanation for almost everything she was being asked to do.

K- “Has your boss explained why these things are important?”

M- “Nope.”

K- “Do you think your boss has your best interest at heart?”

M-“Sometimes.”

K-“Well let me try to explain why I think they’re asking for all this.”

She let out a palpable sigh as I went through the possible explanations. (Keep in mind that I have no idea if these were the real reasons… but just connecting her dots with my experience.)

Imagine how much better that would have been coming from her boss.

I stand by my view that millennials are just human beings doing the best they can, like the rest of us. The more I work with this generation, however, I realize that it’s not that they their needs are that different, it’s that they are more vocal when things don’t make sense.

Thank goodness.

Asking more “whys” can be powerful, positive disruptive force
in our organizations, communities and world.

And of course, the flip side of this conversation is that there often is a very good “why” worth listening to. We need to all get better at explaining and listening, even if we don’t like what we hear.

Five Conversations Your Millennial Employees Are Longing To have

If you’re running into frustration with your millennials questioning everything and not “getting with the program,” consider tackling one of these five conversations.

  1. How can I show up authentically (be true to myself) and still be effective? (Help me navigate the politics.)
  2. Why do we have to do it this way? (Explain the why behind all these policies and processes that seem to be wasting my time)
  3. Why does my work matter? (Help me find the greater meaning in the work I do.)
  4. When you say “I’m not ready” for a promotion, can you be more specific? (And how do I get ready beyond just putting in my time?)
  5. I’ve got some ideas for how we can do this better. (Please listen to me and take me seriously).

The best way to bridge the generational gap is open dialogue. Let’s have more.

Who Leads Next? What Every Employer Needs to Know To Develop Your Millennial Employees

As David Dye and I prepare for our Winning Well Asia Tour this Spring, we continue our dialogue on with Michael Teoh, author of the Potential Matrix and founder of Thriving Talents. To hear more, you can listen to this recorded webinar in which we discuss:

  1. How to Build a Culture that Develops Leaders before they have Titled Responsibility
  2. Ways to Talk with your Younger Talent to keep them Engaged and bought into the Development Process
  3. Key Mistakes to Avoid – Don’t Push Your Leaders Out The Door!
  4. A Process to Identify and Draw Out the Best from Your Emerging Leaders

 

Teachable Moments: Learning to Win Well the Hard Way

When I told “John” what I did for a living, he chuckled. “Oh, I learned how to be a good leader the hard way.” 

Don’t we all. 

It’s often our most klutsy moves that teach us how to Win Well.

John’s Story

Here is “John’s” story. I hope you’ll share yours with our LGL community in the comments below.

I was the VP of well-known hotel chain. We’d been preparing for a month for Bob, our COO’s,  annual visit to our region.  This was our moment to shine. 

I’d staffed that day with our top-notch managers who were all on point to be sure every guest was getting white glove treatment. I’d personally done the rounds to ensure we were prepared. I checked everything from the lightbulbs to the kitchen inventory.  I even had the staff practicing their elevator pitches for any skip level meetings, to ensure they could discuss their results in just the right way.

 I’d left nothing to chance. Or so I thought.

The day of the visit, he asked to walk around unescorted. I wasn’t worried, my staff was ready to show him all our best practices.

You can imagine how shocked I was when he pulled out his Moleskin on the way back to the airport with a long list of problems he’d uncovered. The brakes were squeaking in one of the shuttle vans.  One hotel was consistently running out of shampoo. One manager was having terrible trouble recruiting maid staff. The list went on and on.

Embarrassed, I looked at Bob and asked how he’d possibly uncovered so many issues in such a short period of time.

Bob said matter of factly, “I just asked every employee I met if there was anything they needed to create a better customer experience.  And they told me. Simple as that.”

“When’s the last time YOU asked?”

That was a critical turning point in my leadership journey. 

I’d been so busy working to tell people what needed to be done, I’d completely overlooked the obvious point. They were the ones with the answers. I needed to ask, not tell.

I’ve found that’s the answer to almost every real management challenge. Ask more questions. Listen. And respond. 

Ask Don't Tell: 3 Questions That Will Make You a Better Leader

You know that asking the right questions will make you a stronger leader. But it’s hard. Not all questions have the same impact. And it’s risky. You never know what the response will be–which means you need to stay fully present to be helpful.

“When you ask a question you’re giving up some of your power. It means you’re willing to sit in that discomfort for the good of another person’s growth.” -Michael Bungay Stanier

In my continued quest to surround myself and learn from others aligned with the Winning Well philosophy, I had an opportunity to interview Michale Bungay Stanier, author of The Coaching Habit: Say Less, Ask More, & Change the Way You Lead Forever.

3 Questions That Will Make You A Better Leader

1. “What’s On Your Mind?”

Have you ever noticed that’s the prompt that Facebook asks as the invitation to post? It’s so simple. Asking “What’s on your mind?” And then staying quiet and really listening to the answer can be a tremendous gift. Michael shares: “Because it’s open, it invites people to get to the heart of the matter and share what’s really important to them. You’re not telling or guiding them. You’re showing them the trust and granting them the autonomy to make the choice for themselves.”

2. AWE – “And What Else?”

Michael shared that in many circumstances the easy-follow-up, “And what else?” can open the door to deeper conversation. “There are three reasons it has the impact it does: more options can lead to better decisions; you rein yourself in; and you buy yourself time. ” It helps you to stay curious and not jump right into offering advice. The deeper understanding you have of the situation, the more you can discuss viable options.

Let’s play this out.

“What’s on your mind?”
“My boss is such a jerk, he keeps freaking out.”
“Oh, that sounds just terrible. That must be really hard.”
“Yeah.”
“And what else is going on?”
“Well, he’s extra mad this week because I screwed up the spreadsheet.”
“Oh boy, what happened there? (a slightly different version of ‘and what else’).”
“I don’t really know how to do pivot tables.”
“And what else?”
“And I’m not really comfortable with all the formulas.”

And BINGO… you’re down to a solvable problem

3. The Foundation Question– What do you want?

the coaching habitI must say this is my favorite question in his book. Michael shares:

“I sometimes call it the Goldfish Question because it often elicits that response: slightly bugged eyes, and a mouth opening and closing with no sound coming out. Here’s why the question is so difficult to answer. We often don’t know what we actually want. Even if there’s a first fast answer, the question, ‘But what do you really want?’ will often stop people in their tracks.”

Being able to know what we want, articulate it respectfully, and then be willing to accept an answer– know that sometimes it will be “no–is a vital component for having healthy conversation and productive relationships. As a leader, being able to help others identify what they want is a good place to start.

You can learn more about The Coaching Habit and download some additional free tools at thecoachinghabit.com.

Why Have We Stopped Talking About Diversity At Work?

I’ll never forget attending a leadership development program at a fancy hotel in the early 1990s. The main topic was diversity. John, my well-dressed, articulate, black peer, came back from the coffee break with tears in his eyes, saying he was standing outside getting some fresh air, when some guy handed him his keys thinking he was the valet.

He looked right at me, and said, “Karin there is no way on God’s earth this will ever happen to you.”

It’s 20 years later. I’ve gotten a lot of fresh air just outside of hotel lobbies.

It hasn’t.

We clearly needed that diversity program. John’s experience was raw and real. Talking about unconscious bias wasn’t comfortable, but I know it shaped my perspective as a leader and as a human being.

Perhaps you remember the “diversity” era.

If I were running LGL in the 1990s, I’m quite sure “diversity” would be all over my website.

I just did a search. “Diversity” is nowhere to be found.

Is diversity handled?

Sure, we have the occasional debate about where our transgender colleague should go to the bathroom, but diversity has stopped being top on our list of people issues.

“Our lives begin to end the day we become silent about things that matter.” -Martin Luther King, Jr.

Of course, it’s better.  Thank goodness. Many companies turned those strategies into polices. Blatant discrimination is less rampant. Ratios continue to improve. It’s better, no doubt.

At the same time, in Baltimore where I live, the city imploded this year with racial riots over injustice. That can’t be happening on the outside of our businesses without impacting our insides. These issues are touching humans inside all of our organizations.

No one forgets their concern about how black lives matter just because they’re driving to work… and yet sometimes this conversation gets stifled when folks pull into your parking lot.

Am I advocating for a return to the Diversity strategy rhetoric? No. Do I want you to hire me to help you build your diversity strategy? No.

Do I think we need to continue to have real dialogue about diversity, inclusion, and the mess we’re still in as a Nation? Yes. At work? Yes. Even if it’s uncomfortable? Yes, yes. Uncomfortable leads to progress.

“In the end, we will remember not the words of our enemies, but the silence of our friends.” – Martin Luther King, Jr.

I encourage each one of us to consider how we can best re-open the conversation.

“All progress is precarious, and the solution of one problem brings us face to face with another problem.” -Martin Luther King, Jr.

So here we are. It’s up to us. How will we continue the conversation?

Is Your Team Prepared for a Safety Emergency?

I was about to start my presentation, and was told that we couldn’t begin until we had “the safety briefing.” I was intrigued. The team went into a well-orchestrated checklist delegating contingency emergency assignments and ensuring that everyone knew where the nearest exits and fire extinguishers were.

  • “Okay, if anyone has a medical condition that could need attention, please write that down and put it into your right pocket.”
  • “Raise your hand if you are CPR certified. Okay John you are on CPR.”
  • “Who will be our runner?” Meaning doing whatever it took to deliver information.
  • “Who will call 911?”

Now I had taught in that room for three semesters before this executive retreat. Not once had I given a thought to the location of the fire extinguisher. I looked to the right of the podium–they had brought their own defibrillator.

Now this may seem extreme, but this company’s number one mission is safety. And if I told you who they were, you would be darn glad that was their priority. Their safety impacts ours.

Making a Safety Plan

A month later I was visiting their corporate headquarters for some follow-up consulting. I entered the conference room and noticed the safety cards you see pictured above in the center of the table. I asked, “Are these part of the visual aids for your action learning project presentation?” Nope. Every single conference room has them. Whenever two or more people are gathered in a conference room, they are required to make their safety plan before they begin their work.

Wow.

No one expects to come to work and face a 911 emergency.  But turn on the news, and the need for a contingency plan feels a bit more pressing.

We prepare for what-ifs in our strategic planning, and if you work in a big company you likely have a formalized disaster recover plan, with an annual drill. When I worked at Verizon, I was listed as mission critical in the safety execution plan, but the truth is if a bomb went off, I’m not sure I would have had the wits to remember to grab that binder. Yes, yes, plan for the big stuff. I would encourage you to also consider having more regular discussions to keep safety top-of-mind and making a plan to keep your team safe in case of emergencies.

A Thanksgiving Challenge

I cried as I read his note.

I’ve been wrestling with how to share this with you ever since. I thought about writing about it generically but that fell flat. I couldn’t write it in a way that kept the impact. So here’s my pre-apology. This is not a “look what I did, follow my lead” post.

It’s a “Look what HE did, and OMG do we need more of that in this world!” post.

If even half of the LGL readers would just thank one person who didn’t expect it, we’d have a powerful force field of positive reinforcement for the behaviors that matter most.

A Thanksgiving Story

It had been 7 years since this store visit. I was his bosses’ boss driving seven hours to visit his store for a first meeting after he joined my team through a merger.

Neither of us work at Verizon now. There was no follow-up note asking for something. It was a genuine note of sincere gratitude.

I never got to tell you this or express my genuine thanks for something you did when I started my Store Manager journey when I was with Verizon. I got the store ready, changed every light bulb and dusted every fixture. You came in and had genuine enthusiasm, only to meet me at the time in a time of hurt. My grandfather was close to dying that day you visited. I remember standing in the showroom floor and Ryan informing you of what was going on personally with me and not only your look of sadness–actually you had tears in your eyes–and you looked at me and said “Why are you here?  Go home, go where you are supposed to be right now.” I never told anyone about that car ride home and how much I cried, not only tears of sadness but tears of thanks. So with that said, although the strongest most courageous man in my life passed away that day, you gave me happiness that day. Thank you is putting it lightly.

I had no idea.

My tears as I read his note where for the courage and effort he took, and for the lack of courage and effort I’ve made over the years to go back and say, “Thank you. What you did in that moment made an impact.”

So my Thanksgiving Challenge to each of us, is to pick one person in our career for whom we are truly grateful… perhaps for a simple moment of human kindness… or perhaps for just a bit more and TELL THEM.

If that feels too far out of the blue, blame me;-)

I’m going to write to Ray. I’m pretty sure that he has no idea of the impact he made on this growing leader.