My son is playing basketball this year (previously he played football and soccer), and recently we went shopping for new shoes. Each store had pictures of Michael Jordan. I used to love watching MJ play with the Chicago Bulls. He was the epitome of skill and professionalism. To this day he inspires me.
Some people are just naturally talented, but even they need to work hard to achieve their full potential. Hard work is an important aspect of being the best of anything, but it takes more than that. It takes doing things in a manner that allows you to continuously improve, as well as a positive mindset and a commitment to success. Once people reach that level of high performance their job begin to look easy, and they may even appear to be “naturals” – just like Mike. But that is just the tip of the iceberg.
Most of my career changes have been unplanned. Opportunities presented themselves, the job seemed interesting, and before I knew it I was fully immersed in something related but different. The potential reward outweighed the real risk.
Many of these things have not come naturally to me. Each time I have focused on understanding the requirements for doing the job well, then looked for examples of exceptional performance, and finally created a systematic approach that allowed me to measure performance and identify areas of improvement on an ongoing basis. From then on it was analyzing my results, thinking daily about even the smallest improvements, and then trying to do even better the next day.
Good enough was never good enough. Introspection can challenging so one thing that I have done is to take time to celebrate wins and intentionally focus on remembering how that feels. In times of stress or frustration those memories can be motivational and help you back on track quickly.
Sales has been a large part of my consulting management jobs since the mid-1990’s, but it wasn’t until I owned my own company that this became a true priority. I ran across a good book, The Accidental Salesperson by Chris Lytle. Back then Chris Lytle had “MAX Training,” and a large part of their focus was increasing your “level” with regard to Prospect and Client relationships. The training was good, and was complementary to systems like Miller Heiman.
What each of these systems do is help you prepare, plan, and then execute to the best of your ability. And just like basketball, it takes practice to master. But, with mastery comes success and the illusion that something is easy (or that you happen to be very lucky). The Seneca quote, “Luck is what happens when preparation meets opportunity” is so true.
Regardless of the system used, what is most important is that you are trying to be the best at is to look at both positive and negative examples to see what you can learn from them. There are lessons to be learned everywhere! Understanding what makes it good or bad helps you improve as part of an ongoing process of improving.
Incorporating new tools and techniques into what has already been proven to work will help you improve your game. Going back to the sports analogy, this could be part of what made Michael Jordon so good. He would see something interesting, improve it, and then make it his own.
For example, I get a lot of really horrible sales calls and email. The people have obviously not done any preparation, do not know anything about me or the company I work for, and often remind me of why I stopped listening to them by referring to the number of times they have tried contacting me. On the other hand, there are some really talented sales professionals who have done their homework, understand their products and the competition, and have an understanding about why what they are selling should matter to me – and are able to articulate that quickly and confidently. I speak with them and occasionally buy from them. And in either case I provide my team with real life examples of both good and bad sales techniques.
So, think of the best example of whatever it is you do, and see what you can do to become more like them. This isn’t about imitation, but rather about uncovering the secrets of their success and learning from them. And, have some fun doing it!
During a very candid review years ago, my boss at the time (the CEO of the company) made a surprising comment to me. He said, “Good ideas can be like diamonds – drop them once in a while and they have a lot of value. But, sprinkle the everywhere you go and they just become a bunch of shiny rocks.” This was not the type of feedback that I was expecting, but it turned out to be both insightful and very valuable.
For a long time I have held the belief that there are four types of people at any company: 1) People who want to make things better; 2) People who are interested in improvement, but only in a supporting role; 3) People who are mainly interested in themselves (they can do great things, but often at the expense of others); and 4) People that that are just there and don’t care much about anything. This opinion is based on a working and consulting at many companies over a few decades.
A recent Gallup Poll stated Worldwide only 13% of Employees are “engaged at work” (the rest are “not engaged” or “actively disengaged”). This is a sad reflection of employees and work environments if it is true. Since it is a worldwide survey it may be highly skewed by region or industry, and therefore not indicative of what is typical across the board. Those results were not completely aligned with my thinking, but was interesting nonetheless.
So, back to the story…
Prior to working at this company I had run my own business for nearly a decade, and was a consultant for 15 years working at both large corporations and startups. I am used to taking the best practices learned from other companies and engagements, and then incorporating them into our own business practices to improve and foster growth.
I tend to take a systemic view of business and see the importance of having all components of “the business machine” optimized and working in harmony. Improvements in one area ultimately have a positive impact in other areas of the business.
While I was trying to be helpful, I was being insensitive to the fact that my “friendly suggestions based on past success” stepped on other people’s toes, and that was creating frustration for the people that I was intending to help. By providing simple solutions to their problems it reflected poorly on my peers. In hindsight this should have led to increased collaboration among the executive team.
Suggestions and examples that were intended to be helpful had the opposite effect. Even worse, it was probably just as frustrating to me to be ignored as it was to others to have me infringe on their aspect of the business. The resulting friction was very noticeable to my boss.
Had I been an external consultant, those same ideas (“diamonds”) may have been considered. But as part of the leadership team I was coming across as one of those people who were just interested in themselves (leaving “shiny rocks” laying around for people to ignore or possibly trip over).
Perception is reality, and my attempts to help were hurting me. Luckily, I received this honest and helpful feedback early in this position and was able to turn those perceptions around.
What are the morals of this story?
First, people who are engaged have the greatest potential to make a difference. Part of being a business leader is making sure that you have the best possible team, and are creating an environment that challenges, motivates, and fosters growth and accountability.
Disengaged employees or people who are unwilling or unable to work with/collaborate with others may not be your best choices regardless of how talented they may be. They could actually be detrimental to the overall team dynamics.
Second, doing what you believe to be the right thing isn’t necessarily the best or right way to approach something. Being sensitive of the big picture and testing whether or your input is being viewed as constructive was a big lesson learned for me. If you are not being effective then consider that your execution could be flawed. Self-awareness is very important.
And third, use your own examples as stories to help others understand potential solutions to problems in a non-threatening way. Let them make the connection to their own problems, thereby helping them become more effective and allowing them to save face. It is not a competition. And, if someone else has good ideas, help support them through collaboration. In the end it should be more about effectiveness, growth, and achievement of business goals than who gets the most credit.
While this seems like common sense to me now, my background and personal biases blinded me to that perspective.
My biggest lesson learned was about adaptation. There are many ways to be effective and make a difference. Focus on understanding the situation and its dynamics in order to employ the best techniques, as that is ultimately critical to the success of the team or organization.