3 Communication Mistakes Screwing Up Teamwork

“Oh she didn’t copy me on purpose.” “He’s withholding information to make my life harder.” “Making us guess what he’s thinking is just a big power play.” “Why would she put something that important in email?” “What’s that supposed to mean anyway?” “Why did she copy my boss?”

Some teams spend more time second guessing the intent behind poor communication than working to improve it.

3 Communication Mistakes Screwing Up Teamwork

 

“The single biggest problem with communication is the illusion that it has taken place.”
-George Bernard Shaw

1. Assuming mal-intent

Sure people play games… but not most of us, most of the time.  Don’t let an innocent oversight like being left off an email or out of a meeting degrade trust.

I’ll never forget the time a peer executive left me off a meeting invite. Our departments had some competing priorities, and I was sure it was intentional. I stewed on it for weeks. Finally after I’d let the fuel from my fabricated fable of his intentions combust into full-on stupidity, I blew a gasket when he asked me to move one of my meetings around so he could attend. As the drama unravelled, it became obvious that the original oversight was just that, an oversight.

We cleared the air and it never happened again. I could have saved both of us a lot of angst by just picking up the phone and asking to be included.

2. Hiding behind email

Email is fast and easy, but rarely effective for important communication. Never assume “they got the memo,” and your work is done. Don’t use email as a way to communicate bad news, or as a way to escalate over a peer’s head by copying their boss.

The best communication happens five times, five different ways. Email’s a great supporting tool, but rarely plays well as the lead medium.

3. Failure to write down decisions

I’ve seen great teams with excellent communication skills break down because they miss this simple step. High-trust teams will often raise a lot of creative ideas, debate pros and cons, and then challenge the decisions some more. All healthy. Once the debate has concluded be sure to summarize the final decisions, along with next steps and timeline.

With all that discussion, I often find team members each leave with their own memory of what was decided, which may or may not match the recall of other team members.

Writing down and reading back key decisions and next steps is an important way to keep the team all moving in the same direction.

Communicating well builds the most important ingredient of any successful team–trust. Take the time to establish clear expectations around how your team is communicating, and to discuss where it’s working best and how it’s breaking down.

talkingteams-02-3DFor specific exercises to get your team talking, download my FREE ebook, Talking Teams: 9 Easy to Implement Exercises to Inspire Confident Humility and Achieve Breakthrough Results. 

3 Ways Thinking Small Will Improve Employee Engagement

Great entrepreneural companies have a passionate spirit that feels like a gust of warm wind sweeping you off your feet as you walk through their door. It may be a bit hectic, but you want to tighten your shoelaces and run along. I’ve been working with some of these guys on strategy and growth, and it’s an exhilarating journey.

There are challenges of course, but I’m not finding them in the employee engagement arena. Employees are volunteering to help with the enthusiasm of Horshack in Welcome Back Kotter. 

I’ve also seen companies rush to get (or stay) big, and lose their edge. Vision turns into secret plans for the inner circle, lawyers cautioning against transparency, building a diversity “strategy” that translates into babble and ratios, leaders turning to HR for employee engagement, and somewhere along the line, someone deciding it’s time to start “stack ranking” performance.

As you become bigger, never forget the joy and freedom of being small.

3 Ways Thinking Small Will Improve Engagement

“From a small seed, a mighty trunk may grow.” -Aescuylus

1. Be Real, Fun, Involved, and Empowering

An entrepreneurial CEO recently brought me in to help build leadership bench strength. Rather than “train,”  we built a vision, identified priorities and then a business case for a program with a significant spend but a massive ROI.

The CEO stayed out of the room until the team presented their “case” along with theme music and dramatic visuals at the end of the day. His eyes glistened, and his comments were brief, “If this works, this will be gold.” Then he laughed and said. “Hold on, I’ll be right back.”

He then came back with a large, professionally printed version of a previous plan to tackle the same issue that had failed. He said one word. “Execution.”

After his eight word caution, he funded the project.

They executed flawlessly.

A well-mannered, “I believe in you, don’t screw this up,” goes a long way.

2. Keep the Vision Visible

Despite the obvious common sense nature of this statement, I’m always surprised at how rare this is. Sure you’ve got to hold some stuff close to the vest, but if you’re having employees sign “non-disclosures” right and left or are keeping your true strategy confined to a small inner circle, know there are a lot of dots not getting connected and a lot of brains thinking small because they don’t have the perspective to think bigger.

Folks feel the secrecy, which leads to a fast growing feeling of “If you don’t trust me, why should I bother?” Bothered and included leads to brilliance. Share enough information to stir positive, proactive angst.

3. Stay Humble

Small companies have the common sense to know they can’t know it all, and are not afraid to learn, read, and bring in extra support. I’ve only heard, “I really need to get smarter in this arena” from the small guys.

When you think you already know, you don’t learn.

In a fast-changing world, the confident and humble will outsmart and out run “I’ve got this.” Every time.

Be real, open and humble. Think smaller to think bigger.

employee engagementToday’s image is a word cloud based on your awesome comments (and emails) on Friday’s post, defining “employee engagement.” If you missed the chance to add your definition click here 

 

The Real Definition of Employee Engagement

Ever since Gallup revealed their findings that 70% of workers are either disengaged or actively disengaged in their work, “employee engagement” has been all the buzz. Quite frankly, none of this is new, and anyone reading this blog knows that and is working hard to change the game.

Tonight, I started to write a different post (which I’ll save for Monday), but got sidetracked when for grins, I looked up Employee Engagement in the Urban Dictionary, searching for a pithy opener. I was shocked by the search results:

urban-dictionary

employee engagement isn’t defined.

Can you define it?

Game on.

Let’s do this!  Please leave your best definitions in the comment section here, and I’ll upload your responses (or just go for it and upload your own to Urban Dictionary). What an opportunity to tell the truth. Of course consider the medium–you’ll want to be “hip.”

P.S. my son Sebastian (9) reminded me the other day (after I commented on how “hip” he looked) that neither of us would know “hip” if it bit us in the butt… but “the way we looked now, was about as good as it gets.”

With that said, I’m quite sure our hip crowd is up to the challenge.

5 Ways to Strengthen Trust With Weak Ties

I would describe our meeting as a roll of the dice. Perhaps someday we will upgrade our relationship to “weak ties,” but yesterday we were just 2/850 at the Great Ideas Conference chatting through our freebie Hyatt sunglasses over lunchtime brisket and gluten-free potato salad. “Joe,” the CEO (named substituted for anonymity and rhyme), seemed genuinely intrigued by our LGL mission. He works with significant innovators (with a capital I– think people who will invent the next product you must have and will be willing to spend too much for.)

“Karin, what I’d be most interested to hear from you is how you build trust with weak ties. We depend on that. Getting true innovators to connect with and trust one another online and around the globe is a vital ingredient of real progress.”

Game on. I’ve got perspective (as Granovetter’s strength of weak ties theory is arguably my favorite communcation theory of all time), but I’m sure our LGL tribe is up to the challenge. Let’s go help Joe (and others ready to go) make positive change in our world.

5 Ways to Strengthen Trust With Weak Ties

All the components of the Green’s trust equation still apply (credibility + reliability + intimacy/ self orientation)

1. Share expertise (Credibility)

Share your good stuff. Showing up with real expertise will attract other curious and innovative souls. The more people are talking about your ideas, the higher the probability of being introduced to other experts with complementary or challenging views.

2. Respect Others Consistently (Reliability)

I’m always amazed at the stupidity of those who check out credentials before helping. Or treat folks differently based on letters behind their name or klout scores. Discriminatory respect ignores the strength of weak ties theory. Treat everyone with deep respect and you’ll be known as the “really great guy (or gal)” others “just have to meet.” The brother of the intern you met in the forum may turn out to be just who you need on your next project.

3. Do What You Say (Reliability)

It’s certainly easier to blow off a commitment to a weak tie than a colleague. You don’t have to help everyone, but if you say you will, do.

4. Be Real (Intimacy)

Don’t be a snob or tell us how wonderful you are, just show us through your ideas and engagement. Share a bit about yourself as a person. Be honest about where you’re stuck. Whether you’re around the world or sitting in the cube next door, human beings want to work with other human beings.

5. Give generously without expectation (Self-Orientation)

If you’re just out for yourself, people will smell it and tell their weak ties. Social media makes it easy folks, to warn the world. In my own collaborations, I’m consistently being warned of when to steer clear. “Trust checks” are often only a DM (Twitter Direct Message) away. (See also:  7 Reasons Collaboration Breaks Down.)

People trust people who know what they’re doing, who show up consistently with a generous heart. Be that guy, and your weak ties will quickly tighten into trusted bonds of true collaboration.

Other LGL Fun

Karin Hurt, CEO

I’ve had some fun with media interviews this week. A Fortune article on the hottest job trends, and Blogging and Marketing Tips by Experts on FirstSiteGuide and a round-up of most vital leaderhip characteristics. Tip: Blogging is a great way to give generously. Check out Matt Banner’s updated guide to starting a blog here.

5 Mistakes to Avoid During a Restructure

Times of downsizing and restucture require every ounce of confident humility you can muster. Your team is starving for information, reassurance, guidance and support. And quite frankly, I’m amazed at how many leaders totally screw this up. In part I blame lawyers that scare the humanity and common sense out of otherwise sensible human beings. But mostly, it’s layers of people not thinking through what it means to be at the other end of the conversation. Every one of these mistakes comes from real stories I’ve heard or witnessed in the last year.

1. Communicating Prematurely

“We’ve got some exciting changes next year which will include an important restructure to streamline efficiencies and operations. More to come after the holidays.” Seriously? Queue the massive energy drain, distraction, resume writing, sleepless nights, worried conversations, LinkedIn surfing, and butt kissing. Don’t communicate until you’ve got tangible information about structure and process. I’m all for transparency, but vague vision without information does nothing to inspire trust or engagement. Wait to say something until you know what you’re doing.

2. Restructuring in Waves

Common in large companies, “the planning team” thinks it make sense to go one department at a time. I get it from a workload point of view, but consider the ripple effect. The stress and rumors circle the company like a wave of hands moving across the stadium. “Where are they headed next?” “How many people got laid off?” “What process did they use?” “Did the good guys land?” You’ve taken what could have been a month’s worth of restructuring and spread the pain and suffering out across nine months to a year.

3. Sloppy Administration

“My direct report just found out his job was eliminated by an email, before I even knew it.” Even I couldn’t believe this stupidity. As it turned out it was a glitch in an HR system that got the proverbial cart ahead of the horse. I’ve experienced it directly too. I once received the entire restructuring plan, including all impacted names, intended for another “Karin.” I deleted it immediately and told the sender. A disgruntled employee could easily have sent it to the Wall Street Journal.

4. Not Thinking Through the Details

“I’ve got 60 days to find a job.”

“And what happens if you don’t?”

“I get a package.”

“What does the package include?”

“They haven’t decided yet.”

Before you tell someone there job is impacted, image the next five questions you would ask if you were in their shoes. If you don’t have the answers, get them first.

5. Underestimating the Angst

“And it’s important that no one miss a beat during this time, we’ve got work to do.” Of course that’s true, but if people are worried about their livelihood, they’ll put first things first. Pretending a big deal is no big deal will just reduce your credibility. Be available for support and as a sounding board. Give them the time they need to process, and they’ll likely go back to work more focused.

Restructuring is often a necessary, bold leadership move. Be sure your execution is as solid as your plan.

 

Why Can't I Fix Him?

My heart sunk as I heard all Kathy had done attempting to fix the scene. Actually, despite the reason for her call, the “scene” was progressing remarkably. They’d come so far in such a short time: a clear vision for 2015; a strong action plan on the biggest rock; a shared leadership model for execution; and Kathy had stepped up to lead her peers in coordinating the action plan. When they presented the plan to the CEO he remarked that the plan was “gold,” all they need now was execution.

She had tasted the beautiful, supported cocktail of pressure coupled with opportunity, and was ready to change the game.

But the call wasn’t about all that. It was about her stuckness.

“Everyone’s on board. But one of my peers hates it.”

She went through everything she had tried to get him engaged.

Connection. Listening. Disclosure. Listening. Questions. Vulnerability. Inclusion. Sharing Credit.

Nothing worked.

Her conclusion.

“This means I’m failing as a leader.”

EDITORIAL TIMEOUT: How many times have you drawn that same conclusion? P.S. Yes, start with humility and do everything you can. But sometimes, it’s not about you. Ironically, being sure it’s about you, is not humility.

Careful to be sure I hadn’t missed anything, I asked her to repeat exactly what she’d said. This time she added, “I know I’m not always like this, but I this time, I’m sure. I was really nice. I promise.”

EDITORIAL TIMEOUT: This could be part of the issue. Folks have memory of our past behavior, even as we’re looking to grow. 

She shared the connection she’d made with others. The engagement. The helping people get past “I’m not sure.”

She was nailing it.

EDITORIAL TIMEOUT: Yikes, maybe I was failing. I was out of provocative questions, and even worse, advice.

And then I went where I usually don’t.

“Can you succeed without him?”

“Yes,” she replied, “But it won’t be as much fun.”

That’s the spirit. She had the big picture.

“I understand. Does the business need this? Is everyone else all in? ”

Reinforcing the obvious.

“Yes. Yes. Yes.”

Sadly, my best advice, “Do everything you can to keep trying. Stay confident in your vision, humble in your approach. But at the end of the day. Keep moving the project forward.”

“Oh yeah, and be sure your boss is in the loop.”

Why Can’t I Fix Him?

My heart sunk as I heard all Kathy had done attempting to fix the scene. Actually, despite the reason for her call, the “scene” was progressing remarkably. They’d come so far in such a short time: a clear vision for 2015; a strong action plan on the biggest rock; a shared leadership model for execution; and Kathy had stepped up to lead her peers in coordinating the action plan. When they presented the plan to the CEO he remarked that the plan was “gold,” all they need now was execution.

She had tasted the beautiful, supported cocktail of pressure coupled with opportunity, and was ready to change the game.

But the call wasn’t about all that. It was about her stuckness.

“Everyone’s on board. But one of my peers hates it.”

She went through everything she had tried to get him engaged.

Connection. Listening. Disclosure. Listening. Questions. Vulnerability. Inclusion. Sharing Credit.

Nothing worked.

Her conclusion.

“This means I’m failing as a leader.”

EDITORIAL TIMEOUT: How many times have you drawn that same conclusion? P.S. Yes, start with humility and do everything you can. But sometimes, it’s not about you. Ironically, being sure it’s about you, is not humility.

Careful to be sure I hadn’t missed anything, I asked her to repeat exactly what she’d said. This time she added, “I know I’m not always like this, but I this time, I’m sure. I was really nice. I promise.”

EDITORIAL TIMEOUT: This could be part of the issue. Folks have memory of our past behavior, even as we’re looking to grow. 

She shared the connection she’d made with others. The engagement. The helping people get past “I’m not sure.”

She was nailing it.

EDITORIAL TIMEOUT: Yikes, maybe I was failing. I was out of provocative questions, and even worse, advice.

And then I went where I usually don’t.

“Can you succeed without him?”

“Yes,” she replied, “But it won’t be as much fun.”

That’s the spirit. She had the big picture.

“I understand. Does the business need this? Is everyone else all in? ”

Reinforcing the obvious.

“Yes. Yes. Yes.”

Sadly, my best advice, “Do everything you can to keep trying. Stay confident in your vision, humble in your approach. But at the end of the day. Keep moving the project forward.”

“Oh yeah, and be sure your boss is in the loop.”

The Turnaround Factor: Digging Deeper

One of the most important leadership lessons of my life happened five minutes after I stepped off that stage. I’d been giving out recognition awards on my massive “road trip,” a 27 states in 45 days kind of tour of motivational kick off meetings in Verizon Wireless’ outsourced call centers.

I was the “client”–read that “scary exec”–who was doing everything in my capacity to have my team viewed as developers, not auditors.

As I made my way to the back of the room from the makeshift stage, I felt a gentle tap on my shoulder. I turned around to find a small, gray-haired women with eyes gleeming with pride. It was Lisa, the service rep who had swept the recognition awards. Lisa was one of the heroines in this call center’s turnaround story, I was delighted to talk to her to understand the secret to her success.

“Lisa, congratulations! You’ve got to tell me, what’s the secret?”

What she said next was so utterly simple and yet totally profound.

“Last year I was almost fired.  My metrics were a disaster.

Everyone kept telling me that I needed to be more confident, to be the expert for our customers. But the problem was I just wasn’t FEELING confident. And I didn’t THINK of myself as an expert.

And then one day, my team leader gave me an opportunity to re-record my opening greeting. I decided this was my big chance to sound absolutely energetic, confident, and convey my expertise. I recorded it again and again until it sounded just right.

And then a miraculous thing happened. The customers heard that greeting. They began to greet me with comments like, “Wow, you sure sound cheerful for so early in the morning.” Or, “I am glad that I got the expert, I should be in good hands.” Well, after that I just had to stay cheerful, and began feeling more confident. And you know what, I had to be an expert. Turns out, I am one.

After thousands of calls, only once have I had a customer respond to this in a negative way. My customers are getting a great experience because I know I can deliver it.

And now, here I am.”

That’s what we SHOULD have been celebrating… her story… that’s what the others needed to hear. Why hadn’t I heard the back story BEFORE I’d taken the stage? Why had I wasted that recognition moment?

I vowed to no longer be the executive hand-shaker without getting the details. (See also:  why your recognition is backfiring).

Full of confident-humility, she was poised to teach me what mattered most.

You Can Too

Even if it seems impossible to go that deep, it’s worth it.

Take time to understand the turnarounds. Hear the whole story. Ensure others know it too. Know matter how many layers fall between, as a leader, it’s always your job to know the good stuff.

I promise. It’s worth it.

5 Ways Social Media Can Accelerate Your Old School Sales Strategy

I was talking to a very successful sales executive friend of mine. “Oh, I don’t need any of that social media crap. I’m old school. You know, like building relationships, having a real conversation, solving problems…”

I laughed, “Sounds like the perfect way to use social media to me!”

Whenever someone spouts off about how “The rules of selling have changed,” I raise a skeptical eyebrow. The tools have changed, but not the rules that matter most.

5 Ways to Use Social Media to Improve Your Sales

1. Understand your competition

This used to be so much harder: mystery shopping stores, lurking at conferences, stealing talent from the competition. Now you can go onto Twitter and find out not only what companies are saying about themselves, but also what their customers are saying about the brand, AND how the company is responding in return. Not only that, you can reach out to your competitor’s dissatisfied customer and offer support to save the day. What old school ninja wouldn’t like to have a list of their competitor’s most disgruntled (and vocal) customers?

2. Identify key stakeholders

Whenever what appears to be a done deal turns into a dead lead with no real explanation, it’s typically the result of an unknown stakeholder weighing in. The best old school sales folks know that you’ve got to build relationships wide and deep with your customers and prospects. Whereas we once had to rely on prospects telling us who’s who, LinkedIn maps it for you, along with backgrounds, interests, and where they’re hanging out.

3. Show up where they’re hanging out

Of course not everyone in  your prospective company will be hanging out in forums, Tweet chats, or in LinkedIn groups, but someone likely is. And the old school chaps know all about the strength of loose ties. Begin making connections by inviting yourself to where they like to “party.”

4. Solve a problem

The old school handbook says, “People don’t buy products, they buy solutions.” Social media provides endless opportunities to be helpful, share expertise and save the day from the privacy of your office. 20 minutes a day offering value will open doors.

5. Know before you go

An old school teacher would tell you to scan a customer’s office to look for points of connection: children’s pics, sport paraphernalia, diplomas. Now a Google search can give you more than you’ll ever want. Want to know their birthday? If you’re even connected through one of the most benign platforms, Google+, you can get your connections birthdays all automatically imported to your calendar. Want to talk sports? There are lots of places to look for chatter. Know they’re running a marathon? Google their race time and call them to congratulate them. The possibilities are endless.

Don’t think of social media and relationship selling as competing strategies, but as a beautiful opportunity to leverage all you know, with tools to build your business faster.

I can help you think about your business differently. Call me on 443-750-1249 for a free consultation.

10 Ways to Be Easy to Follow

Are you easy to follow? Before you say “Of course!” please know that every where I go these days, I ask this question. “Is your boss easy to follow?” The #1 response is just a belly ache laugh. The #2 usually contains some expletive. I’ve also heard some great metaphors, like how understanding what their boss thinks is like putting together Ikea furniture. It looks easy when you leave the store (meeting), but when you get back there a lot more screws than you need and the directions are in another language.

Most leaders make following harder than necessary.

10 Ways to Be a Leader Who’s Easy to Follow

1. Be crystal clear

Be sure your team knows the number one mission so well they can say it in their sleep. Sure you’ve got competing goals, but be crystal clear on how your team can change the game, and what you need them to do to make that happen. I recently ran into a guy who once worked on my sales team at Verizon Wireless. He was now working at a small company where I was consulting. He heard I was there, so he walked into a leadership program I was doing to say “Hi.”  We had just finished talking about being crystal clear, so I took a chance. “Eric, back when we worked together, what was the most import goal?” He didn’t miss a beat. “Winning in the SMB space. Everyone needs to get ‘All Aboard’ (which meant every one needed to sell at least five lines a month)” 6 years and another company later, he remembered.

Be that clear and you will be successful.

2. Be approachable

You want them to understand what needs to be done. If they don’t, they’ll spend a lot of time guessing. Be über approachable.

3. Be a teacher

Get in there and show them what to do. You’ll be seen as credible and helpful. Don’t do it for them. Be a teacher.

4. Be forgiving

People want to follow human beings who understand they’re human too. Be forgiving.

5. Be human

Show a little vulnerability. Be clear you don’t have all the answers. People find it easy to emulate people, not rock stars.

6. Be knowledgable

For goodness sake, know what you’re doing. And if you don’t, do everything you can to get smarter on the subject matter quickly. It’s hard to follow a bozo.

7. Be connected

The easiest to follow leaders are those who remove roadblocks by phoning a friend. Have lots of genuine connections to call when your team is need.

8. Be trustworthy

Do what you say. Every time.

9. Be a role model

10. ?

Number 10 is up to you. What would you add?

If you haven’t done this recently ask your team. “What could I do to be easier to follow?” And then be open when she tells about the “damn spreadsheet” that’s making them crazy, or the meetings that suck the life out of them.

Great leaders are easy to follow. Be that guy or gal.

P.S. I’m here to help. Please call 443-750-1249 for a free consultation on how we can make this your team’s best year ever.

This is number five in the series on 7 Ways to Beat the Competition. If you’re just tuning in…

1. Get there early

2. Be an explainer

3. Pay attention to your own game.

4. Help your team get smarter

3 Ways to Help Your Team Get 10% Smarter

Your team is smarter than they look. I promise. If they’re not learning as fast as they you would like, stop and consider. What if it’s not them– but you? Here are three ways to make your team 10% smarter.

1. Stop Interrupting

I didn’t get this right away in my growth as an executive. I figured these were seasoned leaders. If they were busy when I called, they’d tell me. But I soon learned that despite my best intentions, I was considered “the boss.” Yeah, you’ve got it– The “imperfect” kind. When I called, they answered–dropping everything to get me what I needed.

Of course every now and then that’s EXACTLY what you need. The sky is falling, the customer’s really ticked off, or your bosses’ hair is on fire. Got it.

Just remember, creative work and breakthroughs require concentration. No one does their best thinking in a constant barrage of interruption.

If it can wait, give back some mental energy by making ongoing lists for each person and setting a time to run through what you need. They’ll be in a better space to think and respond, and in the meantime they got on with their other priorites. Resist the urge to just pick up the phone and disrupt their flow.

2. Give Permission to Do

I recently met with the founder and CEO of a medium size company who had brought me in to do some leadership development work with the frontline team.  I shared the laundry list of amazing business improvement ideas that had surfaced as we talked leadership– literally side effects of deeper conversation. These were solid ways to improve revenue and customer service. His response, “Karin, what CEO in their right mind would be upset with them just doing these things? If they’re good ideas, why didn’t they just do them?”

His entrepreneurial spirit couldn’t imagine a mindset of waiting for permission, but he’d not said that out loud. Be sure if your team is busting with ideas they feel encouraged to share and try them.

3. Expose Them to More

In almost every company I’m working with one of the big asks is to help the team think more strategically. As I dig in the number one issue is almost always lack of exposure to the bigger context of the vision, the financial strategy, or how their work connects with other departments. It’s impossible to connect the dots if you only see half of them. The more your team knows, the deeper their thinking will become. If you want to grow big picture thinkers, give them something to think about beyond their current role.

The Rest of the Story

This is part four in a seven part series of how to outsmart the competition. If you’re just tuning in, here’s the rest of the story.

1. Get there early

2. Be an explainer

3. Pay attention to your own game.

 Looking for someone to help your team get a bit smarter? Please call me at 443- 750-1249 for a free consultation.

Are You Letting Your Team Outgrow Their Past?

Most leaders mature (and yes, that’s me on the right). And yet, often when someone has been with the company for a long time, it’s their old image that sticks. Be sure you’re helping your team outgrow their past.

I’ve seen too many companies go “in search of” the ideal candidate, hire them, and then find they had the right guy all along (after the first one didn’t work out). In fact, I’ve been that guy.

This post was inspired by a recent post by Dan Rockwell encouraging his readers to overcome their past. Brilliant insights. As I was reading it, my heart felt heavy for all the leaders I know who are desperately trying to escape their past and can’t grow beyond their early reputations.

“The past is a weight that grows heavier with the passage of time. Little mistakes grow larger. Offenses get heavier. Failures persecute.” -Dan Rockwell

Most leaders mature. And yet, often when someone has been with the company for a long time it’s their old image that sticks.

Be brave enough to see who’s really showing up.

Anticipate maturity and watch it florish.

Don’t miss out on the most fun part of being a leader– watching others grow.

Be an advocate.

Don’t overlook the game changers who were once young, naive and a little overly _________(brash, politically inept, unconfident, overconfident).

You were too.

Who do you need to give a second chance to?

What are you going to do this year to take your leadership development program to the next level? Call me at 443-750-1249 for a free consultation.