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10 Steps to Save You and Your Team from Structure Damage

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We All Have Expectations We’ve Not Even Thought About

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I’m not a person who likes to over plan. Still, when I get up in the morning I check in on my calendar and my obligations to have a certain idea of what needs to happen that day. After a little reflection — a few minutes of imagining, sorting, prioritizing, and ordering, I sketch together a loose picture of what, where, when, making sure to leave a couple of hours for the amazing fun surprise or the unexpected hitch in the giddy-up that might enter in.

And if other people weren’t involved this simple way of setting up a day would always win.

But alas, sometimes another person will shift the wind and the fine vision of a smooth sail will sink.
It doesn’t have to be an irritation, a devastation, or a break in a relationship.
It might be a good shift from one way to an even better way that is actually a win.
Still, I sometimes get difficult when the structure of my day caves in.

10 Steps to Save You and Your Team from Structure Damage

It’s a subtle effect, but I see it cause problems almost daily. One person sets up a situation that damages the structure of another person’s vision of how something was going to happen and that other person responds in a negative way. We call it drama, over-reaction, or being touchy, but really it’s a situation that can be avoid with just a little forward thinking.

This happens most often when we gather a new team. Everyone brings their old work ideas, interpersonal rules, and process structures to the new group and seldom do we all have the same clear vision of what we’re going to do. Here are some ways to manage expectations to save yourself (and others) from structure damage when planning your next meeting, event, or project:

  • Define the meeting, event, or project goal / outcome clearly.. Know why you’re doing what you’re doing.
  • Set meaningful priorities based on your values. Describe how you will recognize a great version of the meeting, event, or project.
  • Enlist the right participants. Identify, enlist, and invite the people who share the same values and priorities.
  • Determine roles and process that builds from the strengths of the participants. Explain the purpose and the value behind the activity. Take time to invite participants to suggest what their role should include more of and what it should include less of for optimal performance.
  • Review the objectives, the process, and the necessary resources with the participants. Ask them to help determine the time and materials needed to achieve the best version of success. While you work out the process also work out the vocabulary — agreeing from the beginning on what we call things will avoid semantic miscommunications that could explode!
  • Provide the resources and the time agreed upon to execute the meeting, event, or project.
  • Decide on a standard way of alerting the group to things that aren’t working.
  • Track and communicate progress.
  • Discuss outcomes and compare them to the original goal definitions.
  • Celebrate successes and change that exceeded expectations!

Planning a project, meeting, or event is a exercise in change. The act of forming a new team or adding a new event is an alteration of past events. Every person brings slightly different expectations to how and why we do things. Investing time to manage those expectations before we start can minimize the drama and the structure damage caused by those different visions of how the whole thing should work.

Depending on the size and scope of a meeting or project and the team gathering to make it happen, you may not need every step. But with an eye to the commonality of values, goals, vocabulary, process, and standards, you’ll know which need the most attention. Spend your time re-aligning places where people may have different expectations and the chances of structure damage will decrease exponentially despite a high rate of change.

The key to change is to manage expectations.

How do you minimize the stress of change when a new team gathers to work?

Be irresistible.

–ME “Liz” Strauss
Work with Liz on your business!!

7 Steps Get the Best Leadership Thinking from Your Team

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10-Point Plan: Teaching Leaders to Think

“I Don’t Pay You Think” Doesn’t Work Anymore

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For years we marketed one-size-fits-all solutions, it worked to grow the numbers higher and higher by allowing companies and corporations to focus on how to give us more for less. We had access to more products at lower prices because of it.

And in that one-size-fits-all environment, it’s fairly certain that at least once in your career you heard a manager say the famous words, “I don’t pay you to think.” In fact the system relied upon carefully controlled decisions … only a few people were allowed “to think.”

Rogue thinking upset the carefully constructed system of industrial production that made the whole thing work. Even customer conversations were perfected down to scripts so that no maverick thought could undermine the “perfected” process of handling relationships.

Except customers never did find those scripts the making of a perfect relationship and now as customers have ways of connecting with each other, they’re letting us know that they’re spending their attention, time, and money with companies and corporations who build one-of-a-kind things, offer customized and personalized service, and develop true and loyal relationships.

What 20th century company or corporation was designed to manage that?

7 Steps Get the Best Leadership Thinking from Your Team

It’s been decades of businesses that have preached the mantra “I don’t teach you to think.” Leadership reaches out to build together what can’t be build alone. Ironically, it gets stronger when everyone thinks.

How does a leader build a team that leaves behind black-and-white safety of scripted relationships to the gray decision making that actually serves customers and the company? Without the right environment, support, and commitment in place it’s likely to be a mess of good intentions that foul up things.

Here are 7 steps to building a thinking, influential leadership team.

  1. Trust your team. It goes without saying that if you picked the right team, they’ll do the right job. If after reflection, you find that trust isn’t going to come. It’s time to change your own thinking about the people you want on your team.
  2. Start with a small crew. A change in management style cannot be made via a toggle switch or a pendulum swing. Rather than announcing new “rules of behavior.” Enlist a small crew who has already shown they understand both customers and what drives the business.
  3. Agree on the definition of a good result. Strategy always begins with knowing where we want to go. Set a goal. Define what a successful completion of that goal would be.
  4. Let the crew plan how to get from here to success on that one thing. You’ve agreed on the outcome and you’ve chosen the right crew. Let them show you their most efficient process for achieving it. Let them work out the details without you.
  5. Review the plan by asking questions. Have a short meeting for the crew to show you what they’re going to do. Limit yourself to questions rather than advice. You now have the benefit of being outside the thinking and so you can test it for holes and hidden assumptions — something you couldn’t do when you were part of building the plan. You can learn from the new ideas they bring to it.
  6. Stay out of their way as they execute. Ask them to keep you apprised via status updates and meetings, but stay in question so that you can be tester of the thinking rather than the only thinker in the room. When people look to you for an answer, answer with, “You have more information, than I, what seems the most appropriate action to you? Why do you think so?”
  7. Celebrate Success and Value What You Learn Every status meeting take a moment to celebrate successes. Invite the crew to do the same with you. Also take time to highlight and value new things, surprises, and misfires that teach what not to do.

The days of “i don’t pay you to think” are thankfully long over. True leaders are people who don’t want to do all of the thinking. Leaders are people who want to build something innovative, elegant, and useful that they can’t build alone.

Care-filled thinking, well-thought action, and thoughtful response has become the gold standard of business growth, innovation, and loyalty relationships. When everyone is thinking, the customer and the company become a community and the business thrives. Thinking is the new ROI.

The way and the level at which we value our teams’ thinking is directly proportional to the value of the thinking they return.

How do you get the best thinking from your team?

–ME “Liz” Strauss
Work with Liz on your business!!

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11.5 Rajesh Setty — About the Book: How It Got Published

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How It All Came Together

Last week and this, Raj Setty has shared thoughts and insights that expand what he wrote in Beyond Code.. He shared his personal story, how team loyalty and individual goals can work together, “The Inner Game” of attitudes and philosophy about career, life, and ambition, and “The Outer Game” of learning leadership.

Today we talk about Raj’s book, Beyond Code: Learn to Distinguish Yourself in 9 Simple Steps! how it came to be published, what he learned in that process, and advice he has for others who might want to follow his lead.

Raj, how did an IT consultant convince a publisher that he was qualified and able to write a book on how people might distiguish themselves to lead a fuller more successful life? What did you learn from the exprience? What advice for future writers do you have to share?
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11.4: Rajesh Setty — The Outer Game

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Life as a Contact Sport

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On Wednesday, Raj discussed The Inner Game and the Five Ls. He explained how attitude and philosophy toward life, career, and ambition can lead a professional to focus and improve personally. He calls the topics for self-improvement the “Inner Game” and characterizes it with the Five Ls — Learn, Laugh, Look, Leave a Lasting Impression, and Love.

Today, Raj speaks to how positive interaction with others contributes to professional and personal success. In his book, Beyond Code: Learn to Distinguish Yourself in 9 Simple Steps! Raj calls that “The Outer Game.”

Some folks might argue that the Outer Game — Leverage, Likeability, Listen, Lead — can’t be learned, that what you’ll get is manipulation. How would you answer them?

Life is a contact sport and no man is an island. Outer Game covers those practices where there are some external dependencies. For example, you have to learn to be likeable by someone ELSE. Here is the basic premise for each chapter of the Outer Game.

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11.3: Rajesh Setty — The Inner Game

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The Five Ls

Yesterday, Raj discussed participation and differentiation. He explained that team loyalty and individual goals are not mutally exclusive. He pointed out that to be a strong team member, a person needs to be self-aware and to participate as an individual as well as a team player.

Today, Raj talks about how a professional looks inward to start with a solid foundation of personal skills. In his book, Beyond Code: Learn to Distinguish Yourself in 9 Simple Steps! Raj calls that the Inner Game.

Raj, in Beyond Code, you talk about the Inner Game — Learn, Laugh, Look, Leave a lasting Impression, Love — how might you mentor someone who takes life too seriously, who has too much negative “self talk” getting in the way?

In the “Inner Game” section of the book, I cover some topics or areas where a professional can focus and improve with limited external dependencies. There are five of them. Most of them are related to the person’s attitude and philosophy towards life, career and ambition.

Here is the basic premise of each of the five chapters:

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