What No One Tells You About Leadership

Posted on July 24, 2018July 16, 2018 by David Dye | 4 Comments

Welcome to the Hope Business

If I could give a one-page orientation manual to every person who takes a management or leadership position, at the top of the page it would say:

You may have taken this job for the money (it’s not going to be enough),

for the power (you don’t actually have power – it’s an illusion),

or for the prestige (no job will make you feel good about yourself).

Maybe you took this job because you care about the people you serve and results your can achieve together. If so, you’re off to a great start.

Welcome to the hope business.

When your team has hope, you have a chance. Hope means they believe in you. They trust you and one another. You are credible and you have a strategy they believe can succeed.

Everything you do from now on will build or erode hope.

I know you can do this.

Welcome to the hope business.

Welcome to leadership!

If you’re like most leaders, no one has ever told you’re in the hope business. That this is the most important thing you can give your team. That without it, you are finished before you ever get going.

Hope is your most important leadership responsibility.

Why Try?

Leadership is the belief that if we work together we can have a better tomorrow.

That’s hope. But if you’re like most leaders, no one’s ever told you that you’re in the hope business.

But every day you ask your team to try, to think, to solve problems. Why? Why should they try?

The only answer is hope.

Hope isn’t a strategy – but it’s a damn good fuel. [Tweet This]

Because when we work together we can make things better – better for our customer, better for one another, better for our families.

When It’s Tough

You might be wondering how to lead with hope when circumstances are challenging. Perhaps a market shift means you have to close some elements of the business that aren’t relevant and regroup to face a changing environment. What does hope look like in that scenario?

Hope is the message that together you’ll get through it. Hope is the gracefulness with which you make the changes. Hope is the way you call your team to their personal best. The belief and practice that no matter what happens, each of you will be better for the way you choose to lead through it.

Your Turn

One of the reasons we wrote Glowstone Peak was to inspire children (and the adults who love them) with the power of hope. As Selvia realized, “Nothing gets better if I stay here. So she started walking.” That’s hope – and the courage to try.

We hope you’ll share the story with the children in your life.

Now, we’d love to hear from you: What role does hope play in your leadership? How do you lead with hope – especially when times are challenging?

Forced Ratings – Awful Problems and What Leaders Do Instead

Posted on June 28, 2018August 27, 2018 by David Dye | 4 Comments

Forced Ratings Cause More Problems Than They Fix

Recently we were working with senior leaders in a global company who faced a challenging morale problem. They hired talented capable people who were producing good work – but their talent was leaving. Leaders at every level were frustrated at the forced ratings performance management system.

Tracie, the Senior Vice President of Product Management, summarized the problem: “We’re wasting time and energy competing against each other. I’ve got good people on my team and I’d keep every one of them, but I have to rate everyone on a bell curve – so someone gets told they’re not doing a good job even when they are. No wonder they leave.”

It goes by many names: forced rating, stack ranking, and bell curves. You rate people’s performance by comparing them to one another. Those who finish lowest in the ratings are put on performance improvement plans, aren’t recognized for their performance or are even told to leave.

These systems are appealing because it seems like the formula (keep your top performers, replace the low) will ratchet up performance as everyone competes to be at the top of the ratings.

Problems That Prevent Performance

In practice, however, these forced ratings systems run into real-world challenges. There are several problems with stack ranks and bell curve rating systems:

You create contradictions as you hire great employees, but then tell a segment of them that they’re not great after all.
You create internal competition rather than outward competition.
You create strong incentives to game the score rather than play the real game of serving your customer.
You’re asking people for their least-best effort (what they have to do to stay alive) rather than their true best.
Leaders don’t learn how to lead and manage for sustainable results.
Managers aren’t allowed to reward genuine performance when talented performers end up on the low end of the rank.

Forced rating systems are helpful when a leader needs to jumpstart a large organization that’s caught in a morass of sloth, no accountability, and poor execution at every level. A quick ranking to identify truly poor performance and remove it from the organization sends a message that things are changing.

In essence, forced rankings are used to compensate for poor leadership. Successful frontline and middle-level leaders frequently succeed despite, not because of, forced ranking systems. These systems become another barrier they have to overcome on the way to sustained results.

Forced ratings are an attempt to compensate for poor leadership.

For the long-term, however, the answer to sustained transformational results isn’t forced rankings. If the problem is poor leadership, it should be fairly obvious: fix the problem.

Motivate Your Team: The Alternative to Forced Ratings

If you’re struggling to reboot the leadership in your organization, or if you’re a team leader who wants to transform and sustain breakthrough results, start here:

Hire fantastic people. Identify the competencies your top performers share in common and interview for those traits.
Cultivate and create systems that help top performers to excel. What is the number one frustration that prevents your team from excelling? What can you do to remove it or lessen its disruptive impact?
Align compensation with what you really want. If you need a team to perform at an objective level of excellence, compensate them for that performance. Don’t turn the team against itself with artificial comparisons that don’t benefit the work that’s done for your customers.
Invest in your leaders and managers – formally or informally, with budget or without the budget. No excuses. Give your managers and leaders the tools they need to succeed. If you need a place to begin, check out the free Let’s Grow Leaders Facilitator’s Guide that accompanies Winning Well: A Manager’s Guide to Getting Results Without Losing Your Soul.
At a minimum, equip and expect yourself and your managers and leaders to:
- Set clear, shared, mutually understood expectations that include purpose & meaning and the MIT behaviors that lead to success.
- Train and equip their people to perform well.
- Hold themselves and their people accountable.
- Help team members to grow with training, coaching, encouragement, and challenge for high performers.
- Celebrate success.
- Hold leaders accountable for their results and how they achieve them. I often see senior leaders talk about how they expect their team leaders to perform, but they never actually reinforce the behaviors or hold their direct reports accountable.

Your Turn

Remember, you can’t replace the work of a human leader with a formula. Invest in your leaders and hold them accountable for leading.

Leave us a comment and share your thoughts about forced ranking systems or your #1 tip to make them unnecessary.

How to Motivate Your Team When You Don’t Set the Goals

Posted on February 20, 2018February 26, 2018 by David Dye | No Comments

Wondering How to Motivate Your Team When You Don’t Set the Goals? Hint: Don’t Motivate, Cultivate

Have you ever been given a goal by your supervisors and thought, “Ugh! What are they thinking? My team’s gonna hate this!” If so, you’re not alone. Every manager has to figure how to motivate your team in situations like these.

People don’t like it when they feel goals are ‘shoved down their throats’ – goals that might have been set by people who may not have all the facts and didn’t ask for input.

The good news is that you and your team can still thrive in these situations – there are ways to motivate your team even when you didn’t set the goals.

How to Motivate Your Team When You Don’t Set the Goals

Understand that you don’t actually motivate anyone.
A person’s motivation always comes from inside them. Your responsibility is to help release that motivation. The first step when you’re wondering how to motivate your team is to remember that you can’t actually motivate anyone. Don’t motivate, cultivate.
Take Responsibility.
In these situations, the very worst thing you can possibly do is walk into your team meeting and say, “Those clueless jerks gave us these goals and I guess we’re stuck with them.” These kind of statements are leadership suicide. They kill your credibility, disempower you and your team, and make your team wonder who they should be talking to, if not you. Do not shirk this responsibility. Own it.
Be Transparent.
While you don’t want to act like a victim nor encourage victim-thinking in your team, it is also okay to acknowledge the situation. If the goals are difficult, say so. Remember, the most important currency you have with your team is their trust. If the team is clearly feeling that the situation is unfair or challenging, it is okay to voice those feelings for the team. Eg: “You may be feeling that this is tough or even a little unfair, and I get that.”
Believe In Them.
Your team needs to hear you voice your belief in what is possible. This is the “vision” work of leadership – picture your team succeeding and let them know their own potential.” Yes, these are difficult goals and I know you haven’t done anything like this before, and I also believe we are up to the challenge. In fact, this will be the most significant achievement we do together.”
Help Them.
Rather than, “These are your goals, go figure it out and stop your complaining…” Try, “This will be our greatest achievement…and, you won’t be alone. I will be with you each step of the way. I’m committed to helping all of us succeed together.” Note: you MUST back this offer of help with real action or you won’t be asking how to motivate your team, but how to reclaim your lost credibility.
Own the Problem.
Top-down goals are difficult because people feel disempowered. Motivation drops when they don’t feel they have control over their own fate.Your job as a leader is to restore some of that power. You may not have had input into the goals, but as a team, you can have full ownership over how you will accomplish them. Ask: “How can we solve this problem?”As you settle on specific strategies and tactics, make sure to get people working out of their natural talents and energy wherever possible.When you help the team own the solution, you will have restored some of their power (and their motivation!)
Advocate for Your Team.
Part of your responsibility as a leader is to advocate for your team, department, or organization. Actively manage up and get as much information about why goals were set the way they were. The more information you can share with your team, the better. Also, take the opportunity to share any facts the decision-makers may not be aware of – be sure to share it in a way that will help them with their needs and goals. Note: you will not always succeed in changing the decision-making, but your credibility with your team and the organization will grow. Your team knows you have their back and, over time, you will gain more opportunity to speak into the goal-setting process.
Do It.
Whatever strategy your team developed – do it! Become its biggest champion. Remind everyone of their potential, the process, and their input into the decision. Hold yourself and the team accountable for results.
Celebrate.
When you get it done – make it a big deal! Thank individuals for their efforts. Celebrate the team effort. Fly the flag and let your own supervisors know what the team did and how they did it.

Your Turn

When you’re wondering how to motivate your team, remember that you don’t actually motivate anyone. Cultivate an environment where you honor them and bring out their best.

Leave us a comment and share your thoughts on how to motivate your team – especially when you don’t set the goals?

One Surprising Reason Your Nonprofit Struggles to Grow

Posted on February 9, 2018February 12, 2018 by David Dye | No Comments

I regularly speak with nonprofit leaders who wonder why their nonprofit struggles to grow. They have a great theory of change, clear intended impact, enthusiastic donors, but … something is wrong.

Here are a few quotes from some of these leaders. I’ve disguised their identities. Let’s see if you can spot the problem:

“We didn’t hire our staff to be leaders, we hired them because they’re good with clients.” –Human Service Nonprofit Founder

“We’re a family. We don’t want to become corporate with managers and all that.” –Healthcare Nonprofit President

“The last time we did leadership development? Oh, I should do some of that, shouldn’t I? Anyhow, I’m frustrated that people aren’t committed to our work. What do you think is wrong with them?” –Education Nonprofit CEO

It’s a little obvious, isn’t it?

In my experience, the number one reason an otherwise healthy nonprofit struggles to grow is the failure to develop leaders.

Insidious Consequences

Would you be surprised to learn that employee engagement in nonprofit organizations is among the lowest in any sector?

At first, this might seem like a contradiction. After all, we know that connection of work to meaning and purpose is one of the big drivers of energized, motivated employees. Shouldn’t there be a lot of meaning and purpose in charitable organizations?

Of course, there is. But when that passion for the cause is used to justify poor leadership or governance, it creates dangerous pitfalls for culture, leadership, employee retention, and financial resources.

With healthy leadership at every level, your charitable nonprofit can be some of the most fulfilling, productive work you’ll ever do. Without that leadership, however, it can feel like a treadmill of futility and growth is all but impossible.

How to Build Leaders and Get Ready to Grow

Your mission matters. Your people are working hard. Your donors deserve the best impact for every dollar they contribute. Build the leaders you need at every level of your nonprofit to be the best steward of the time, talent, and money you received.

“Every person that gives their life for a cause deserves a competent, diligent leader who invests in their development. It’s time for nonprofits to step up to the challenge of developing healthy organizational cultures. Real human lives are in the balance.” – John Oliver, Chief Program Officer, National Education Nonprofit

If you’ve got a clear mission, an articulate theory of change, and motivated donors, but your nonprofit struggles to grow, here are five steps you can take to build the leadership you need to get to the next level.

Train Every Leader. No Excuses. No Exceptions.

Don’t give anyone responsibility for people without fundamental leadership and management training.

You would never entrust your life to an untrained surgeon – why would you entrust your most important resources, your people, time and money, to an untrained manager? (Tweet This)

No excuses.

If you’re a smaller organization, you can start internally. Create a leadership development circle (you can download the free Winning Well Facilitator’s Guide to get you started). If you’re a growing organization, consider bringing in experts to help you create a common leadership language, use consistent, practical management skills, and create a performance-oriented, people-centered culture in your organization.

Expect Performance.

As you invest in leaders and equip them with the skills they need to be effective with people, expect them to excel in their leadership responsibilities. Clarify the MITs (Most Important Thing) and ensure you’re both on the same page about what successful performance looks like. Celebrate success and hold one another accountable when performance drops.

I’ve watched too many nonprofit take a few hours with a volunteer trainer to share some leadership tools and then never mention the tools and training again. Don’t undermine your training. Evaluate your leaders based on how well they’re achieving results and building healthy relationships. (Use our Winning Well MIT Huddle Planner to help you and your leaders stay focused.)

Measure What Matters.

Don’t lose yourself in the metrics maze and focus on meaningless measurements. If this year’s 75% functional program expense allows you to double your impact next year, great! Help your Board and donors understand how they’ll have more to celebrate.

Rigorous performance evaluation is a hallmark of effective nonprofits. Every investment you make should have a clear path to increased mission impact. As you invest in your leaders, demonstrate the value: reduced attrition, improved talent recruiting, improved efficiency with donor dollars, greater impact on your clients and cause, and a “next-one-up” succession plan that guarantees effective work long into the future.

Boards, Get Serious.

Boards have an important role to play by setting clear expectations regarding leadership development and regularly reviewing these processes to ensure it is happening. Hold your executive staff accountable for developing their talent and ensuring the organization’s current and future success.

Donors Make a Difference.

Educate your donors about why they should invest their money in organizations that build leaders at every level rather than with those who don’t.

As a donor, when you contribute to charitable organizations, look at their management team and leadership development. Ask questions about how the organization trains leaders at every level to be effective at achieving results and building relationships.

Your Turn

My favorite leadership development is with people who commit to making the world a better place. Whether you’re a part of a for-profit, nonprofit, or public organization, there is an energy, joy, and passion for performance in those teams that’s infectious.

If that’s not your team; if your mission and people are as important as you say they are; if you have the fundamentals covered but your nonprofit struggles to grow, then it’s time to invest in your leaders.

I’ve built these teams as a nonprofit leader and consulted with many leaders who have done the same – even with limited budgets. It’s not about money; it’s about mindset.

How do you ensure leaders at every level receive the training and skills they need to succeed?

One Obvious Secret to Retaining High Performers

Posted on February 6, 2018February 1, 2018 by David Dye | No Comments

Recently, I received an incredibly strong message about retaining high performers.

The message came from Jennifer, a former store manager at a national women’s clothing chain. Jennifer is outgoing, incredibly gifted at making customers feel comfortable, and was considered a “high-potential” by her district and regional managers. Within a year, however, she had quit.

A few months later, she ran into her district manager at a coffee shop. As they talked, the district manager expressed surprise that Jennifer had left. “You were one of the most talented, capable, managers we had. You had so much to offer and you left. Do you mind if I ask why?”

Jennifer told me, “It took me a few moments to recover from the shock … the district manager had never shared any of those positives with me. I got a weekly, sometimes daily, breakdown of where I wasn’t good enough – and that was it.”

Jennifer told her former district manager, “I thought I was failing. I’m shocked to hear that I was doing anything right. I wish you had told me I was talented or capable at the time.”

A “Secret” to Retaining High Performers

This shouldn’t be that much of a secret. Sadly, however, it’s not as common as it should be:

Tell them.

Tell them they’re doing well. Be specific about what they’re doing well and why it matters. Build on that foundation with a path forward. How can they continue to grow? What future roles are available for them and what skills will they need to master to thrive in those roles?

Unfortunately, we still run into managers who ask (with a completely straight face) “Why should I have to encourage people for just doing their job?”

That depends … how important is retaining high performers? How much lost talent, energy, and productivity will a lack of encouragement cost you?

Human beings need encouragement. It’s a fact of life. You get more of what you encourage or celebrate and less of what you criticize or ignore. If you want a team that doesn’t need to be encouraged, get a cat. Otherwise, if you’re working with people, they need encouragement.

If you want a team that doesn’t need to be encouraged, get a cat. Otherwise, if you’re working with people, they need encouragement. (Tweet This)

If you’re married, imagine what would happen if, after your wedding, you never said “I love you” or never held hands or kissed the other person. You couldn’t expect your relationship to last very long.

That’s the equivalent of never saying “thank you” or encouraging your team members. Yes, it’s their job in that they’ve made a commitment to your company – just like spouses make a promise to commit to one another. That doesn’t mean you should take that commitment or your team’s work for granted.

3 Keys to Effective Encouragement

Recently, when I shared Jennifer’s story, an audience member asked, “How do I encourage people? I understand the concept, but struggle to do it well.” Effective encouragement requires three things. Try these:

Avoid saying “Great job!” Instead, try something like: “I really appreciate the extra effort you put in on that project last Tuesday. The client loved the work and renewed their account.”
Encourage people in ways that are meaningful to them. The easiest way to find out, is to ask. When you onboard people into your team, ask them, “How do you like to receive recognition for a job well done?”
Make sure your encouragement is related to the work and business outcomes. It demoralizes everyone when you encourage someone for something that actually detracts from the team.

Consistent encouragement doesn’t need to take hours of your time. I often work with managers to create ‘micro-encouragement’ with their team members – small moments where you are specific, meaningful, and relevant in a sentence or two. These consistent micro-encouragements add up to massive influence, productivity, and yes, retaining high performers.

Your Turn

Remember, when it comes to retaining higher performers, you get more of what you encourage and celebrate. Start with encouragement. Everyone needs it in ways that are meaningful to them. (On that note: Thank YOU for investing in your leadership. You’re making a difference for the people you work with.)

Leave us a comment and share: How you make sure to give people the encouragement they need?

5 Ways Leaders Can Focus When Everything Is Important

Posted on January 4, 2018January 26, 2018 by David Dye | 7 Comments

How do leaders stay focused when everything feels so important?

“Mark, What’s your M.I.T.?”

Mark pushed back from his desk. “That’s a great question. I’ve so much flying at me…” He sighed. “I don’t have a clue.”

Mark’s calendar might look familiar: wall-to-wall meetings, often with two or three appointments competing for the same window of time.

Management means an unending stream of information, problems to solve, decisions to make, fires to put out, constant interruptions from email, texts, phone calls, messaging apps, and that’s not to mention the projects you want to work on to build a better future.

It can seem like you’ll never get ahead.

The first step to address this overwhelm is to accept the reality that you cannot do everything. I often refer to this as “Infinite need, finite me.” You can’t succeed by doing everything – only by doing what matters most.

Once you’ve made peace with the reality of infinite need, finite me, it’s time to get crystal clear about your M.I.T. or Most Important Thing. In your work, what are the one to three most important strategic objectives you and your team can achieve?

Your ability to Mind the M.I.T. is critical to your success, but what if you don’t know what’s most important?

It’s not always as straightforward as we might hope. In fact, we’ve seen many frontline leaders and middle-level managers in organizations we work with struggle to identify their M.I.T.s.

Five Ways Leaders Can Focus When Everything Is Important

Here are five ways to figure out what’s most important and where you and your team can have the most impact:

1. Ask Your Boss.

When you feel swamped with competing priorities and initiatives, start by asking your supervisor: “What is the most important thing my team can accomplish this year?”

We’ve often sat with befuddled leaders and invited their manager to the conversation. We’ll ask the manager to identify the MITs and they rattle off the top one, two, or three priorities for the next year. They may not have communicated them well, but they knew what they were.

2. Think Two-Levels Above.

If your boss isn’t clear about the MITs, trying thinking up a level. What keeps your boss’s boss awake at night? What are the goals they’ve got to achieve? How does what your team does contribute to these outcomes? You might even try initiating a skip-level meeting in order to align your team with strategic goals. If your boss is amenable, invite them to join you.

3. Ask What Matters Most to Your Customers.

If you can’t get clarity from your managers, the next place to look is at the value you add for your customers. Whether you provide a product or service and whether you do that for external or internal customers, they don’t care about your scorecard. What do they care about? What are the one or two things your customers most need from you? Focus on doing that exceptionally well.

4. Ask What Matters Most to You and Your Team.

If you’re still struggling for clarity, imagine a day six months or a year into the future where you and your team are congratulating one another for having done your very best. What did you achieve? What made you most proud? How do you know you did your very best?

5. Look for the Leverage.

Often, there is one action you can take or one result you can produce that will have a profound effect on everything else. What is that one point of leverage that, if you did it successfully, would change the game for you, your team, and your organization?

Your Turn

When everything’s important, you blunt your impact. When you take time to figure out your one, two, or three strategic M.I.T.s, then relentlessly focus on them every day you’ll energize your team and results can soar.

Today, Mark has his three M.I.T.s written on a whiteboard in his office. He reviews them every day and discusses them with everyone he talks to. The team focuses on the specific behaviors that will help them achieve their M.I.T.s.

Leave us a comment and let us know: When everything feels important, how do you choose what is actually the Most Important Thing?

One Awful (but Common) Leadership Practice and What To Do Instead

Posted on November 9, 2017February 5, 2018 by David Dye | 4 Comments

“Don’t bring me a problem without a solution.”

It’s nearly a leadership cliché:

You’ve probably been on the receiving end of a harried manager barking these words at you. You may even have said them yourself.

I’ve delivered many keynote programs and workshops where frontline leaders in the audience approach me afterward and proudly announce how they are in the habit of telling their people not to bring a problem without a solution.

Some of them even mean well. They believe that they’re helping their people. Others just want people and their problems to go away. They’re usually surprised at my response:

Please stop.

Unintended Consequences

Here’s the thing, if you’re in a leadership role, yes, your executives can fairly expect you to think things through and bring solutions (particularly when you’ve got bad news – see the D.A.R.N. Method). You’ve got the experience and responsibility to be able to own your problems and look for answers.

However, your employees are a different audience. Telling employees not to bring a problem without a solution is careless and lazy.

They may not know how to problem solve. They may lack critical thinking skills. They may not have the training or information they need to arrive at reasonable solutions.

The problem with telling people “Don’t bring me a problem without a solution” is that when they don’t know how to come up with solutions, you’ve essentially just told them, “Don’t bring me a problem.”

Now you’ve got people mucking about with problems they can’t solve and that they won’t bring to you. The problems fester, productivity and service decline, and everyone is frustrated.

There’s a better way.

Help Employees Learn to Think Critically and Solve Problems

The answer is definitely not to play the hero and jump in with answers, nor is it the old-school “Don’t bring me a problem without a solution!” The immediate problems might get solved and work continues, but next time an issue comes up, your team still can’t figure it out for themselves and, worse, you’ve now taught them that if things get difficult, you’ll just figure it out for them.

Yes, you’re the hero, but say goodbye to your own productivity!

What they really need from you in these moments are your questions: the kind of questions that focus on learning and the future. Questions that generate ideas and solutions.

Examples include:

What is your goal?
What did you try?
What happened?
Do you need a specific skill or tool to be able to solve this?
What would you do next time?
What do you think will happen when you try that?
What will you do?
Super-bonus question – keep reading to learn this powerful tool!

Assuming that your staff have the basic skills, training, and materials they need to do their jobs, this conversation doesn’t have to take more than a few minutes. For a complex project, it might take the time required to drink a cup of coffee, but it shouldn’t take much longer than that.

Now, you might be wondering what to do if the person replies to one of your questions with, “I don’t know.”

Don’t despair – it’s time to use the super-bonus question. When a team member says, “I don’t know,” most managers will then jump in and supply the answer, but not you. There’s a better way.

“I don’t know” can mean many things. Rarely does it mean the person has zero thoughts about the issue.

More often, “I don’t know” translates to:

“I’m uncertain.”
“I don’t want to commit before I know where you stand.”
“I haven’t thought about it yet.”
“I don’t want to think about it.”
“Will you please just tell me what to do?”
“I’m scared about getting it wrong.”

Your job as a leader is to continue the dialogue – to ease the person through their anxiety and train their brain to engage. This is where the super-bonus question comes in.

With one question you can re-engage them in the conversation and move through “I don’t know” to productivity.

When someone says, “I don’t know,” your super-bonus question is: “What might you do if you did know?”

Before you judge this tool, try it.

Try it with your children, with your co-workers, or with the person next to you in a coffee shop. In any conversation where someone says, “I don’t know,” respond with a gentle, “What might you do if you did know?” and watch what happens.

It’s like magic.

The person who was stymied two seconds ago will start to share ideas (often good ones) brainstorm solutions, and move on as if they were never stuck. It’s amazing and hard to believe until you try it.

The super-bonus question works because it addresses the source of the person’s “I don’t know.” If they were anxious or fearful, it takes the pressure off by creating a hypothetical situation: “If you did know…” Now they don’t have to be certain or look for your approval and they become free to share whatever they might have been thinking.

If they hadn’t thought about the issue or didn’t want to think about it, you’ve lowered the perceived amount of thought-energy they must expend. You’re not asking for a thesis on the subject, just a conversational “What might you do…”

Our brains can do amazing work when we remove the emotional blocks. When you do this for your team, you train their brain to engage, to push through their ordinary blocks, and increase their performance. Ultimately, they will be able to have these conversations with themselves and will only need to bring the very serious issues to you.

You’ll know you’re succeeding in asking healthy questions when a team member tells you: “I had a problem. I was going to come and talk it over with you, but then I thought, you’re just going to ask me all these questions. So I asked myself all the questions instead and I figured it out.”

Celebrate those moments and encourage them to start asking those questions of the people around them. You’ve just increased your team’s capacity for problem-solving, freed up time to focus on your work, and…you’ve built a leader!

Your Turn

Before you bark “Don’t bring me a problem without a solution,” remember that when a team member has trouble thinking through a problem, good questions are your best solution.

Leave us a comment and share: How do you develop critical thinking and problem-solving skills in your team?

One Easy Way to Encourage Your Team

Posted on September 12, 2017January 27, 2018 by Karin Hurt | 8 Comments

What is one best practice you would recommend to encourage your team?

One Great 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.

5 Sentences to Energize and Support Your Volunteers (and everyone is a volunteer)

Posted on August 22, 2017January 28, 2018 by Karin Hurt | 5 Comments

How do you energize and support your volunteers?

A Quick Story

I was cycling from Breckenridge, Colorado up Vail Pass on a recent Sunday afternoon. What I hadn’t anticipated was that the Copper Triangle, a major cycling event, was happening at the same time, and I soon found myself slowly climbing up the steep mountain while hundreds of cyclists were racing down. A mile and a quarter before the summit, one of those speeding cyclists clipped the wheel of another rider and was thrown from his bike about 10 yards in front of me landing on his head.

Several of us watched helplessly as he flew through the air, and then raced to the scene of his limp and lifeless body, while blood streamed from his head onto the steep asphalt trail. Fortunately, one cyclist was a nurse and she immediately jumped in to help; another rider called 911; another retrieved the number from his helmet to contact the race officials; and I rode fifty yards up the mountain, placed my bike perpendicular to the trail and worked to slow down speeding racers so they didn’t ride into the accident or into one another as they were forced to brake suddenly.

Watching me struggle with the volume of riders coming at me at a fast speed, another cyclist approached me. “How can I help you? I want to be of assistance, but the scene down there is just too sad for me to watch.” We decided he would take my spot and I would position myself another 25 yards up, just before the blind curve.

Most of the riders were appreciative, slowed down immediately, thanked us, inquired as to how serious things were and followed our directions immediately. But we were shocked by the 5% who not only didn’t help but actually made matters worse.

Within the first five minutes of the accident, one rider refused to stop and rode her bike directly through the spilled blood and headed down the hill. Other riders shouted rude remarks to us as we directed them to slow down. “I see there’s an accident, sh_t happens.” “Don’t tell me what to do!” “This IS SLOW (for me),” which was decidedly beside the point.

Every time a rude remark was thrown our way, my fellow-rider-turned-traffic-cop and I looked at each other in disbelief. This was not the tour de France. How in the world could people be so self-centered? Why would anyone treat folks just trying to help in such a rude manner?

Just as my mind flashed back to the dozens of times my mother had come home in tears over her 50 years of volunteering due to a lack of couth, common sense or appreciation of some jerk, another rider slowed down and said: “What you are doing here is valuable. Thank you.”

I was shocked at how important that stranger’s quick sentence of encouragement felt during that stressful moment.

I haven’t been able to find out what happened to our fellow fallen cyclist. I pray that he’s recovering well.

And I’m left with a vivid memory of how quickly a team of volunteers can come together to do the best they can, and of the outliers who made their job more difficult.

5 Sentences to Energize and Support Your Volunteers

Here are 5 sentences that can help you better support your volunteers.

1. What can I do to help?

Sometimes the best we can do is follow. The nurse was in charge, but she needed help from the rest of us. It’s easy to assume we don’t have what it takes to be useful in a time of crises… but it’s so important to stop and think. What must be done here and how can I help?

2. What you are doing here is valuable.

Sure volunteering comes with its own intrinsic rewards, but it also comes with a lot of crap. You can’t go wrong by reminding a volunteer that their work is making a difference.

3. Thank you.

So simple, yet so often underused. I try to quadruple my “thank yous” when working with volunteers–and remember everyone is essentially a volunteer–discretionary effort can’t be bought.

4. Let’s have some fun!

Okay, clearly not appropriate in this context, but many times that’s exactly what your volunteers need. I loved it when Sean Glaze suggested this in his Frontline Festival Post 12 Exalting Phrases Good Leaders Share With Their Team

5. What do you think we should do?

Have you ever volunteered for something you know you’re good at, only to be micro-managed? Your volunteers have great ideas and different perspectives. Tap into their hearts and minds as well as their lending hands.

I think one of the reasons that we sometimes forget to support volunteers is because we’re volunteering too– there’s a sense that we’re all in this together because we believe in the mission and the cause. A little extra effort to say the right thing at the right time can still make a remarkable difference.

Your turn. What are your favorites questions to support your volunteers?

Are you a leader in an association or other non-profit? One of our most popular keynotes for associations is 7 Ways to Turn Your Volunteers into Brand Ambassadors

How to Motivate Yourself When You’re Exhausted

Posted on July 11, 2017August 26, 2017 by Karin Hurt | 2 Comments

You’ve been working long hours, fighting the political and logistical battles to do what’s right for the business–and just as you think everything’s on track, the landscape changes… a merger, a reorganization, reduced funding… and you feel like you’re starting all over again.

Most of the time when people come to me feeling burned out and exhausted–or even feel like they’re “losing their soul” (it’s not that they no longer care)–it’s that they care so deeply and the lack of progress has made them weary.

Have you ever felt this way? Both gung ho AND exhausted?

When the going gets tougher, it’s easy to stare at the mountain of problems and work left to do and wonder if it’s worth the climb.

The Benefits of Looking Down the Mountain

This summer we’ve convinced Sebastian (age 11) to join us in hiking his first Colorado 14er. We began training last week to help him acclimate to exertion at elevations with 35% less oxygen.

On Saturday, we were nearing 12,000 feet on his first serious training hike and I look over and Seb is gasping for air and visibly frustrated. David’s arms were around him so I smiled and waited for the (oh so familiar) words I knew were coming next.

He turned Seb around and pointed him down the mountain. “Seb, do you see that lake way down there? Do you remember when we passed that and were looking for moose?” Seb’s eyes got wide. “Look how far you’ve come.”

And then David turns him to face up the mountain… “Okay, now look up at what’s left. You’ve got this!”

I can’t tell you how many times that line has worked on me. I promise it’s worth a try.

If you’re feeling exhausted and discouraged by the mountain ahead I encourage you to gather your team and reflect on what’s better now than 6 months ago?

How has the customer experience improved?
What processes are more streamlined?
How is your team stronger (leadership, hiring, skills?)
What do you know now that you didn’t know then?
How are you showing up as a better human being?
What accomplishments are you most proud of?

Yes, yes, look up, and plan. But never underestimate the power of a good pause to look down the mountain.

Try This Surprisingly Simple Way to Raise the Bar

Posted on February 7, 2017March 31, 2018 by Karin Hurt | 5 Comments

Are you looking for ways to raise the bar for your team? Are you trying to motivate your team to the next level? Here’s one surprising way to raise the bar.

A Surprising Simple Way to Raise the Bar

She looked right at me and yelled across the gym floor with conviction, “You are a dancer!”

Now there are a lot of labels I’m ready to buy: “You are a leader!” I hope so.

“You are a Mom!” Well, that one could go both ways, couldn’t it? Anything from “Good job, Mom” to “Is this your kid? What was he thinking?”

“You are a keynoter!” I’m working hard every day on my craft, so yes, I’ll take that.

But “You are a dancer?” Seriously? Not me.

But there I was in Barre class at my gym, trying to tone away the Christmas cookies, and the instructor, who clearly IS a dancer, once again looks at me.

“Dancers look at the audience not the floor.” I straightened up. I quickly glanced around the studio, everyone else was standing taller too. Hmmm… maybe she wasn’t just speaking to me.

“Dancers present their legs with a little more attitude in this move. And “YOU are a dancer. A little more attitude please.”

I watched as this entire room of stressed out moms of toddlers, athletes, executives, and folks clearly in it for their January resolution all brought a little more positive “attitude” to the dance.

A Simple Way to Raise the Bar

Want to raise the bar? Help your team get beyond the just.

“I’m just a keynoter looking to tone and be more graceful on the stage.” True. But how much faster will I get there, if I also embrace my lurking dancer?

“Oh, I’m just a tech guy without an eye for design. Just tell me exactly what you want on your website and I’ll do it, but don’t ask me to think about the way it looks.” Or, “You are a website genius. What do you think is most compelling?”

“Oh I’m just a ticket agent, I don’t make the rules.” Or, “You are creative travel steward.”

“I’m just _____, ” is a self-limiting cop-out which squashes potential and lowers the bar for all of us. Just because you’re this, doesn’t mean you can’t serve the world more effectively by also being a little of that.

How will you raise the bar for yourself and your team in 2017?

The Power of a Good Pause

Posted on December 22, 2016December 22, 2016 by Karin Hurt | 3 Comments

To me the most remarkable part of Christmas is how everything goes from ridiculously busy to a full-on stop.

The Winning Well workshops, the keynotes, the 2017 planning, the filming, the travelling (well not that), the rehearsals, the concerts, the shopping, the cooking, the visits, and then the pause.

When I walk into a candle lit church, all the chaos seems to melt away. We stop, we remember, we give thanks, we hope.

I love to take a run through our town, usually bustling with people shopping or meeting over coffee and feel the peace of the empty village.

I wonder what others are doing and thinking in their stopping. What do those closed doors offer? What inspirations are brewing? What hopes are catching spark?

The Power of a Good Pause

What’s about to start after the stopping?

I recognize that for many there is pain in the stopping. Quiet time does not always equate to peace. My thoughts and prayers are with you. In our family we also have concerns that weigh heavy. Stopping can sometimes be too quiet.

I am also so grateful to all who cannot stop this holiday. Police, firefighters, military, call centers, convenience stores. There are many people “going” to empower our stopping. Thank you.

May this holiday season give you the peace of pause, today or in the year to come. Enjoy the quiet along with the joy.

What will you become in your holiday pause?

In Peace, Hope and Joy,

Karin