Whether affected by the pandemic or some other unforeseen and monumental setback, to lead, you have to find a way to move beyond anger, guilt, emptiness or pain. It’s not only possible to overcome adversity, but it’s imperative. In this episode, retired Navy Seal and severely Wounded Warrior Jason Redman will give you the tools to adopt an overcoming mindset to learn acceptance, choose action over inaction, and triumph over adversity.
What do you do when everyone gets an “A” for effort, but the results are disappointing? How do you encourage your team while building a recovery plan?
It’s easy to lead when your team is on fire with fantastic results. You’re happy. Your boss is happy. Your team is happy. But even the best leaders face tricky circumstances when, despite great plans, long hours, and hard work, the results aren’t there.
Today we share six ways to encourage your team while you work on your recovery strategy.
If you’ve got people who really care, failure means big-time stress. Sometimes what your team needs first is a bit of empathy.
Karin remembers one black Friday when she was leading a large retail sales team. She’d been up since 4:00 AM and was driving to as many of her hundred-plus stores as possible to ensure everyone was implementing the plan. They needed a huge day to make their numbers for the quarter. As the hourly text messages came in from their automated reporting system, she could see that despite all the planning and execution they weren’t even close to hitting their forecast.
When the Regional President’s number popped up on her phone (he also was getting the automated texts), she was prepared for an angry rant. Instead, he said,
Karin, pull over the car. I need to talk with you. I know how stressed you are right now. The results are disappointing. But we had a great plan, and I’m out in the stores too and people are doing the right things. After today is over, we’ll figure out if there’s anything we can do differently next time. But for now, stay safe. And bring only positive energy into those stores.”
It’s like this reminder from Stell Efti, “Stress just means you give a ____(insert F-bomb here).” If your people do, acknowledge that passion.
When results are disappointing, it’s tempting to look for someone else to blame.
Finger-pointing just wastes emotional energy. Own what you can, and focus on what you can control in the situation.
When Karin’s sales team complained that they needed a different product mix, her favorite response was, “sell the bananas on the truck.” If you have bananas, find the people who need bananas, and meet their needs. Drive to where the banana eaters live. Stop wishing you had mangos. Align your team around what IS in their control, and ask “How can we?” questions.
When your results are disappointing, it’s tempting to make the conversation about the numbers. But talking about numbers doesn’t change them, behaviors do.
Help your team reflect on the wins. What behaviors ARE working? What best practices move the needle? How can you adapt those best practices to work in other contexts?
Work to identify the critical few behaviors that will have the biggest impact—and have those behaviors at the center of every conversation.
One of our favorite techniques for getting underneath disappointing results is our Own the U.G.L.Y. exercise. Ask 4 simple questions.
U-What are we underestimating?
G-What’s got to go?
L-Where are we losing?
Y-Where are we missing the yes?
When you’re so far away from your goal, it can feel silly to celebrate anything, but that may be exactly what your team needs to regain their mojo. Setting milestone goals and incremental wins can inspire renewed confidence.
Resilience research shows that people are more likely to recover from a setback if they understand that this problem is just one aspect of their life, not “pervasive.” Meaning, just because you didn’t make your goal doesn’t mean your whole life is a wreck. Help your team keep perspective on what matters most in their lives.
What would you add? What’s your best advice for encouraging your team when results are disappointing?
A Winning Well post with David Dye
In a recent Winning Well interview, Bob Morris asked “You talk about Winning Well, but what does it mean to lose well? David and I both laughed the kind of half-hearted chuckle that comes only after enough distance from the pain.
And as timing would have it, I’ve recently been helping both of my children process through disappointing losses on the college political front and the baseball field.
The truth is, you can’t win well, without losing well–repeatedly. If you’re not losing some of the time, you’re not winning.
Getting good at resilience and recovery is all part of the Winning Well game.
As we answered his questions, we began sharing stories of times we’d lost, and had to rally our teams in the midst of severe disappointment.
“I never thought of losing, but now that it’ s happened, the only thing is to do it right. That’s my obligation to all the people who believe in me. We all have to take defeats in life.” -Muhammad Ali
As with most leadership challenges, there’s hardly a better strategy for helping your team lose well than asking great questions. Here are a few questions to get you started.
When you’re the most frustrated, chances are, so is your team. Most situations get better with conversation.
The planners of the 2015 National Speaker’s Association Influence conference had every reason to believe he was up to the challenge. After all “Sam” had just received the coveted CSP (certified speaking professional) certification (proving he was a seasoned speaking master). But as Sam took the stage in front of 1700 of his speaking peers for his five minutes of NSA fame, he went blank. After a few stumbles and restarts, he uttered the words that drew an audible gasp from the supportive crowd, “I knew this would happen.”
He’d just committed professional speaking sin #37 “When you screw up, for God’s sake don’t draw attention to it and make it worse. Keep going.” We all were watching our worst speaking nightmare play out before our eyes. Nothing worse than bombing in front of your professional community.
By Tuesday morning so much was going on, our brains were full, and “Sam’s” five minutes of angst had faded for most of us. What happened next sent tears down my face (I looked around it… wasn’t just me).
The music blared and large screens spread the message, “Welcome to Redemption Island.” The screens then REPLAYED that horrible moment where “Sam” had let his inside voice out, “I knew this would happen.” The MC announced, and “We are here to give him another shot.”
The crowd went wild.
He gave the speech. Flawlessly. He ended with thanking his peer who had encouraged him to give it another go, in fact he said “I love you.” (There’s nothing more powerful at work than peers who truly love you-with a little “l” and no sex.)
First some context.
In yesterday’s keynote, Mel Robbins described the NSA like this “It’s like you’re going camping by yourself and stumble upon a huge party down by the river with all kinds of people just like you who invite you to come play” (I may be paraphrasing, but that’s close… please don’t quote me, quoting her). So what’s surprising is not that they got to this answer, but how few other organizations I’ve been a part of would have handled it this way.
1. No one judged
Okay, okay. Who knows, there might have been someone. But I watched the hush come over the crowd like a wave at a large stadium. I’d be willing to bet my next keynote fee that 98% were in his court. I’d venture to guess there were at least 100 prayers lifted up in his direction. There was no scolding. No, “We trusted you with a coveted spot” speeches. No, “Don’t ever do that again pep talks.” Or stories of “a long recovery.” It was more of “Well, that happened. It sucked. Let’s figure out how to move on.”
2. They let him try again.
Risky. If he had blown it again, it would have been a nightmare for him, and sent questions about the certification process. The meeting planners knew the risk. They went there anyway.
3. He was willing to.
It would have been easier to have a few drinks, call his wife, and obsess over this for the next two decades. He took the risk of getting back on the stage, and trying again.
4. He worked hard.
I don’t know how many times he practiced, but I’d be willing to bet my NEXT keynote fee, that he left nothing to chance. A humbling experience makes us stronger.
5. They acknowledged success.
A standing ovation.
What could have devastated his confidence, became a career highlight. I’ll bet somehow the moment of 1700 peers saying “I understand” will be in his “best of” highlights reel.
Failure feels like an island. Can you imagine what would happen if we started with finding opportunities for redemption?
There’s awesome power in winning well.
Let it be so. #winningwell
When I heard his story, I wanted to scream with him and for him. But screaming at water under the bridge just brings more rapids. I paused for what was an uncomfortably long time. Then, I whispered, “I know this hurts. But you have to stop. Kick and scream and get it all out, and then take a deep breath and take off on the high road.”
It’s true that John didn’t deserve this. Passionately devoted to the company mission, he’d invested years of hard work and extra hours. His team teased that he bled the company colors. There’s no other way to say this. He’d been screwed. The details don’t matter. You can fill them in with your own history or imagination. What matters now is what he does next.
The truth is everyone is watching your reaction. Chances are most folks know that what just happened wasn’t fair. Handling this disappointment elegantly will foster deep respect.
Not to everybody–but chose your words and your audiences carefully. Your angry words will travel faster and farther than you ever thought possible.
Accusations make terrible leadership apparel.
If you fold your tent, the bad guys really win. Stay committed to the cause and to your career.
You’re fired up. Use that powerful emotional energy to fuel your creativity and your next stand-out move.
When the time is right, step back and assess what really happened here. Make a vow to yourself to never screw over anyone in the way you’ve been screwed.
This is more than lemons and lemonade. Your team is watching. Your brand is at stake. Respond as the leader you are.
