Let's Start the "Generosity Revolution"

We think that when we show generosity, the person that gets the benefit is the person whose need we are meeting. Someone moves forward because we give them our money, time or words of encouragement.  But generosity works as much (if not more) in the heart of the giver as it does in the life of the receiver. It shares this unique capability to take the momentum of good and then flip that momentum back at the originating person with other expressions of love. For example, when we forgive someone else, we think we are letting them off the hook, but what happens when we forgive another person is that our own hands are removed from our own throats. When we show generosity, we think we are providing resources to a life of scarcity, but what really happens is that our own hearts broaden and grow in abundance.

Recently I shared 12 thoughts on generosity in a talk entitled, "Let's Start the Generosity Revolution." The goal of that talk was to radicalize the audience towards generous lives. Don't listen to this talk unless you want to be radicalized yourself.

But I wonder, who would you become if you became your most fully generous self?

Here are the bullet points from that talk, some that might surprise you.

• Generosity cannot be crammed onto your To Do List.  The opportunity to show generosity lies within every item on your To Do List.
• Generosity implies heart-spaciousness or soul-bandwidth.
• Generosity is attention.
• Generosity is inconvenient.
• Generosity is going to pinch your rock and roll lifestyle. 
• Generosity is not a doing, but a way of being. 
• Generosity is not a doing BUT, it is ridiculous to say you ARE something if you are not doing it.
• Generosity is surprisingly intentional.  
• You don’t do generosity, generosity does you. 
• Generosity is subversive.
• When done as a crowd, the impact of generosity is unfathomable. 
• To become most fully generous, you must first receive it fully yourself. 

Let’s start a generosity revolution. 

Right here. Right now. With you. With me. 

At work and everywhere else.

If You Wait To Address A Need Until You Have The Need, You've Likely Waited Too Late

"Nobody has to tell the ant what to do.

    All summer it stores up food;
    at harvest it stockpiles provisions.
So how long are you going to laze around doing nothing?"
 - Proverbs 6

Over Memorial Day Weekend of this year I had a routine appendectomy performed. That routine appendectomy ended-up being anything but routine and led to a series of infections. Ultimately in September I had a MRSA-laden abscess the size of two softballs removed from my chest cavity. The illness cost me a lot of hours, emotions and dollars and was a tremendous drain on several relationships. 

The surgery to remove the abscess from the chest, what is called a "thoracotomy/decortication," is a major surgery, with plenty of subsequent pain, surgical risks and a long recovery period. Yet in the first hours after my surgery, doctors were clear that I had an advantage. I was not going to be the run-of-the-mill patient because years of physical condition and a solid diet would greatly improve my outcome compared to my peers. Additionally, the discipline I've learned as a CrossFit athlete and marathoner had taught me how to suffer and endure and still maintain a positive and realistic outlook during difficult moments, something you need to have in place before your chest is opened-up.

In a recent video I posted on YouTube, I covered some of my insights. A main insight is this: If we wait until we have a need to address the need, then we have waited too late.  The best time to prepare for difficulties is in times of abundance. 

• The time to get a loan for your business is when your business is operating profitably, not during a downturn.
• The time to right size and close unprofitable activities is when an organization as a whole is profiting.
• The time to align your activities to your life's values is when you are flourishing and not when you are struggling.
• The time to invest in your marriage is when it is going well.
• The time to tell and show your kids your love is often and early and not when they get into tight straights.
• The time to change your diet is before you are diagnosed with conditions and illnesses that could sideline for long periods of time.
• The time to start a new exercise program is likely right now and not later.

You get the idea.

So, pretend you are an ant. Where is the area of your life where you can begin storing up your provisions you'll need in the future?

Here is my YouTube Video

Write Your Own Obituary

“Begin with the end in mind.” – Steven Covey.

This exercise is the ultimate expression of that mindset.

Real personal significance and achievement is unlocked when we envision a desired future and then move forward. Priorities take hold. We learn to stop giving time to what is urgent and focus on what is important. How will you be remembered? What do you really want to achieve? What relationships will you invest in with the limited time you have in this life?

Without further ado then, complete this “self-written obituary” exercise below. Your focus should be aspirational...how do you want your obituary to be written when you die? 

Take 30 minutes to answer the questions, then read your obituary from end-to-end and ask yourself, “Is this really how I want my life summarized?”  Make the changes based on your review. Next, share the document with someone you trust and who is close to you and let them ask you questions about it. 

Don’t be surprised if the exercise rearranges your priorities and becomes a driving force to align your daily activities with your ultimate goals!

________________________________________________________________________________________

___________________________________________(your full name)

OBITUARY

_________________ (your full name) was born in _________________ (town/city) on ___________________ (date of birth), the child of _________________ (Mother’s full name) and _________________ (Father’s full name).  

Those friends and family closest to _________________ (your first name), described her/him as______________________________________________________________________________________________________________________________________________

 (describe or list here the most important personal characteristics for which you want to be remembered).

_________________ (your first name) was proudest of several significant achievements in their life________________________________________________________________

______________________________________________________________________

 (list here whatever you consider to be significant: college degrees, military service, contributions made to community, businesses you founded, children, grandchildren, etc.).

_________________ (your first name), enjoyed spending time ________________________________________________________________________

________________________________________________________________________

(describe here how you want to use your time, not how you are using your time presently).

The one thing that they always wanted to do, but never found time or energy to do was ________________________________________________________________________

________________________________________________________________________

 (describe here something that you would love to experience in life, but have been delaying to do).

_________________ (your first name), loved to ___________________________________

________________________________________________________________________

(list here things you love  or would love to do, things that bring you to life such as hobbies, leisure activities like travel, visiting the mountains, raising kids, serving others, etc.)

_________________ (your first name) leaves behind many family and friends who loved them. They are survived by________________________________________________________

________________________________________________________________________

________________________________________________________________________ (list who would survive and miss you today, their names and their relationship to you, eg “wife” or “daughter.”

_________________ (your first name) In lieu of flowers, the family requests that you consider a donation to _____________________________________________________________

(the charitable organization that most resonates with your life purpose).

What Do I Want at The End of This Day?

Recently life has dealt me a difficult hand to play. A simple and routine appendectomy back over Memorial Day weekend took a lot of odd twists and turns, resulting  months later in a large MRSA abscess in my right lung cavity. Major surgery, IV antibiotics and lots of rest and down time are required to restore my health.

My confession: I am not good at "Down Time."

There are many things that are frustrating about illness, but a major frustration for me is the sense of anxiety I have that 'nothing will get done while I am sick.' What does not get done is not just business or making a dollar, other things suffer: Relationships suffer because I am isolated, my sense of satisfaction that I get from doing work-worthily is lost because I am not working, the exhaustion that accompanies acute pain dulls my critical thinking and leaves me confused. Early in my illness, I found myself very frustrated at night, having not accomplished near enough, swearing to do better the next day and then failing the next day because my basic capability to work was unchanged. It was a very bad loop down with no real sense of how to get out, except by working harder, something I could not do.

Asking myself a question relieved me of a lot of anxiety and also has helped me to be much more effective in the midst of this difficulty.  I ask myself at the beginning of every day, "What do I want at the end of this day?"   

This question is so powerful that Kathi, my wife, has started asking me this in the morning too.  As I answer her out loud, I find my thinking about what is important to me. I think about what will really make me happy, what will get me closer to my big goals and what is enough. My thinking gets clearer and a lot of unnecessary daily activities that would normally be assumed as needing to be done, simply get ruled out of the day.

Thought Experiment: Ask yourself the question: "What do I want at the end of this day?" Now as you ponder the question, consider what your priorities should be, what activities should you drop, what are you doing that is unnecessary, what are you really capable of doing in terms of time and energy?

In my own case, I found that when I first asked the question, I had 11 hours of priorities and activities. However, as a person who was fighting with a serious health issue, I had only 3 hours of energy to work in a day. So then I would ask myself, "What does a '3 Hour Kurt' do in order to get what he wants at the end of the day?" More often than not, I have found that I can achieve many of my goals with much less work than I previously imagined and the sense of accomplishing the most important things lets me put my head down on the pillow at night content, which incidentally is going to speed my recovery.

Don't wait for a serious illness to start asking this enlightening question every morning.

What do you want at the end of this day?

• A conversation with someone close to you about something important?
• To get the shopping and laundry done? 
• To make a decision that you have been procrastinating on?

Forget doing everything on your list of daily "To Do's." Forget doing all the stuff you dutifully believe you must do.  Tomorrow, just do the few things that are going to bring you the most satisfaction at the end of the day. What do you want at the end of the day?

All The People Matter

My contention is that "All The People Matter" in an organization and I will argue long and hard for that position.  But a picture may be "worth a thousand words." An old rock fortress of dry-stacked, unhewn stones I saw along the Incan Trail in Atacama, Chile is my metaphor for two insights into WorkWorthy workplaces:

• Nothing is more important for managers to do than to select the right people every time / all the time.
• Each person in the workplace needs to realize the importance of their position to every other stone.

Whoever built the fortress considered the unique shape of each stone to perfect the fit with the other stones in the wall. All the stones matter in this fortress because all of them depend on every other individual stone for their strength and durability. If one stone fails, the entire structure is compromised. The Incan fortress challenges leaders to select the right people for their workplace every time, all the time. Selecting the right person for a job is the most important thing managers do; if you plan to build something that is going to last, you need to select people that can last.  This week I saw a statistic that said that 40% of executives fail in new companies within 18 months. Get real. That is abysmal performance. Get even more real, is your percentage better than that?  Get still more real. That number does not even include the number of execs that stay in their new jobs that are sub-performing. 

When I first saw the fortress, I asked my guide, "Wow, where is the fence to keep people away that would pull out one of those stones at the bottom and send the entire thing tumbling?"  He answered, more or less, "What sort of person would do that?" Honestly, I thought of myself as an 8 year-old boy and could imagine someone who could do something like that. Are you an employee that jumps from job to job, because the problem is with your bosses and not with the person you see in the mirror? Don't think that your job-hopping doesn't damage a lot of other people that are depending on you, because likely it does.

Probably the most challenging thing the fortress has to say about workplaces is our individual responsibility to the community in which we are set. I have heard people say that in battle, soldiers do not fight for their country, that they fight for the person on their left and right. For sure a lot of workplaces are sub-par, soul-killing places, but what kind of stone are you in that workplace? How are you showing up in the workplace? Are you a person upon which every other person can depend? When the people to your left and right think of you, are they glad it is you who is there?

"All the people matter." Go out and make that real today!

How to Succeed: Kryptonite, Games Standard & Perseverance

Seeing the world from an inverted position in Patagonia!

I am a lifelong devotee to athletics and physical fitness. For the last 2 years, I have been a "CrossFit Athlete." (What is CrossFit?). CrossFit aims to improve people's ability to live life to the full, by providing a regimen for developing 10 general physical skills (Endurance, Stamina, Strength, Flexibility, Agility, Balance, Accuracy, Coordination, Power and Speed). The CrossFit program has been a challenging one for me, even though I have been a successful lifelong competitor in distance running.

Like anyone that is beginning CrossFit, 2 years ago there were few things in the program that I could do well.  And to this day there are many elements of the program that I am no where near mastering.

Today I did a workout that included 30 Handstand Push-Ups.  The beauty of CrossFit is that it allows for "scaling" movements, so that elite athletes and new athletes alike can capture the essence of a movement and benefit from the effort while accommodating the differences in abilities. For 2 years I have been unable to complete a workout that included "Games Standard" Handstand Push-Ups and have instead needed to scale the movements. "Games Standard" requires strict adherence of the movement without any mercy. This morning, I completed the workout, but only moments before time ran out to complete the workout.  But for me, it was a real breakthrough and now I have a real sense of accomplishment!

In order to achieve my seemingly silly personal accomplishment I had to do three things and these three things are metaphors for the journey to success:

1. I am one of just a few "old-timers" in a gym that is full of strong, vibrant 20 and 30-somethings. Sometimes us old-timers jokingly say things like, "Just wait until they get to be our age, then they will know how tough this is!" But the truth is, early on I rejected that kind of thinking as "excuse making." No one becomes a better athlete by making excuses. I had to give up on excuses early in my CrossFit start-up and embrace who I was and work with the raw material that I was: an arthritic joint, tight hips and shoulders, various weaknesses and still I was a potentially very powerful and strong person.  No excuses, just hug your kryptonite instead of making excuses about it.
2. I had to decide with just 6 repetitions completed in my workout today if I would continue the effort to do the movements according to Games Standard or go back to scaling.  I actually began the process of scaling the movement, then caught myself giving up and said to myself, "No way." Those 30 Handstand Push-Ups took me 17 minutes to complete. By comparison it would take someone that has mastered that movement just a few minutes to do the same. My point here is that there was a moment of real doubt, and it took only one other moment of decision to overcome that self-limiting thinking.
3. The other way to see this is to say, "It did not take me 17 minutes to do 30 Handstand Push-ups.  It took me 2 years of training to achieve 30 Games Standard Handstand Push-Ups."  It was perseverance and consistency that brought me to the moment of doubt, decision AND accomplishment.

The Metaphor to Work:

• What excuses are you using that are keeping you from getting started on some challenging, but necessary work? What part of the issue you face has your name on it? Are you ready to admit how flawed you are?  Are you ready to see how much greater is your potential power than the flaws you carry? Hug your kryptonite today instead of leaning on your strengths, covering your doubts and guarding your vulnerabilities.
• What uncomfortable thing will you do today that will give you real doubt? The kind of doubt that in the past has made you into a "quitter."  No one wants to be a quitter.  Is it a phone call you have to make to an unhappy customer?  A conversation that is needed with a non-performing employee?  Is it a boss that needs to be confronted about their arrogance? Do you start to work on a critical long-term project, but become anxious and instead work on your email? Decide before you start to do something hard that when the moment of doubt comes, you will be prepared to make the decision to continue according to "Games Standard." 
• Consistently Persevere.  There is no substitute for hard work done regularly and done as well as you can possibly do it. The idea of an "overnight success" is ludicrous; a lie with which we anesthetize ourselves. Have nothing to do with such nonsense and weak thinking. Without persistence and consistency you have no hope of making large impacts in your company's profits or in your desire to lead a life of significance. With them you will flourish during the journey and arrive with joy in a place of success.  

Hug your kryptonite.

Decide to perform Games Standard when the moment of doubt arrives (and it will arrive).

Consistently persevere.

Taking Responsibility

“What piece of this issue or opportunity has your name written on it.”  -  Susan Long, author of 'Fierce Conversations'

Here is a thought experiment.  Consider the common situations below, for which people very often think they have no responsibility :

1. One of your employees is performing well below expectations...
2. A new customer onboarding process was botched...
3. You don't have time for a quarterly strategic summit with your key leaders...
4. 15 minutes after scheduling a golf game this Saturday you learned that your kid has a baseball game at that same time..
5. It is 5:15PM. Everyone else has left the office, but you'll be there until 8:30PM (and this is nothing new)...
6. Your largest customer ran a promotion on your best-selling product and just wiped-out your entire inventory...

Now consider the completion of the scenarios above:

1. ...and you have not completed a performance review in 2 years for any of your direct reports.
2. ...and you have known for some time that there is no regular interdepartmental coordination meeting for this process.
3. ...because your calendar is full of 'urgent' fires that have to be fought day-to-day.
4. ...but you never share your calendar with your spouse or significant other because you don't like being 'checked-on.'
5. ...you've never asked yourself, "why am I so busy and the people that work for me are not?"
6. ...and your operational staff does not interact with customers

It's easy to chalk up shoddy performance  and missed opportunities to 'things that just happen in life', but the truth is that we have more control over those things than we are comfortable admitting. 

Consider writing down 2 or 3 things that went wrong in the last couple of weeks and ask yourself Susan Scott's question, "What piece of this issue/opportunity has my name on it?"

You can access Susan Scott's blog here. Take the time to do so, you'll be glad you did.

Act Like A Horse. Be Dumb. Just Run.

“Act like a horse.  Be dumb.  Just run.”  - Jumbo Elliott, Hall of Fame, Villanova Track and Field Coach

Finishing kick, with Dad watching on.

While you are overthinking your next move, your competitor is getting stronger, faster and smarter.  While you are putting together more rationale for a plan you are late to launch, your boss is losing confidence in you. While you are procrastinating on a decision, your employees are losing passion for their jobs.

Learning requires three activities:  Insight -> Decision -> Action.  And it has been said that the most critical phase of learning takes place in the “Action” stage, where you can tell who has learned the most by counting who has the most bumps on their foreheads from running into walls.

So tomorrow do something radical:

• Start your day with a decision.
• Take a substantial action before your second cup of coffee.
•  Announce your intention to launch a pilot on that idea you’ve been toying with for a month.
• Assemble your team and ask them where they think you’ve been a wimp on a decision and then make the decision on the top 3 items before they leave your office.

People love being part of an organization that is moving forward, even if it means bumping into some walls. You’ll love leading one too!

Embrace Disappointment, Embrace Silence

“There are insights and emotions that can find you in no other way than through silence and within silence.”  - Susan Scott, “Fierce Conversations”

Atacama, Chile.  A place of solitude where I have embraced that fierce,
internal conversation in life's disappointments.

If you take risks, you will endure disappointment.  Perhaps you will fail yourself or fail someone else. Maybe someone will fail to keep a commitment to you. The timing of your new venture will be wrong. Your new product launch won't catch fire.

When disappointment comes, you won’t like what you feel. When it comes, you likely will be more than a bit inconsolable. When it arrives, you likely won’t be proud of your behavior. You may sulk.  You may withdraw initially.  You may play the role of a victim.

Is there a way to avoid disappointment? Absolutely not. Not if you intend to make an impact or achieve some work that is really worthwhile.

So buck it up. When disappointment comes, take Susan Scott’s advice and move into what feels like an even more dangerous place than disappointment – silence. Sit with your questions. Refuse to self-medicate your unease. Allow for a pause. 

Why?

Because in silence will come a new way of accepting your part in your failures. In quiet you will gain clarity and find new direction. In the pause of life you will find a recommitment to your vision, purpose and desire to make an impact.

What choice is there for you anyway?  You won’t settle for failure and you won’t settle for no impact in life.  At your very core, you sense you must make a significant, positive impact in life. So embrace disappointment and move on with renewed knowledge and intensity!

Antidote: Living Robustly In Transition

My faith community is presently in a time of transition. The Lead Pastor has left and the next one hasn’t yet arrived.  Typically such times of transition last between 1 and 2 years. And while this type of transition may be common for churches, it is also a long time for any organization to be without a top leader.  Common organizational wisdom in the business world would tell you that such a long time of being “leaderless” is perilous. So why isn’t my community panicking?

I heard someone say recently, “There are only 3 kinds of people; those that are going into transition, those that are currently in transition and those that are coming out of transition.” The question then is how to make life in transitional times as profound and robust as the times when expansion is more visible. 

Faith communities navigate transition successfully, sometimes more so than businesses, because they embrace transition readily. They understand inherently that there are times of “going out” and times of “coming in” and they embrace both equally. During times of “coming in,” businesses tend to focus on things like cost reductions, improved processes and finding new markets.  Churches and synagogues however, focus first on the tending of souls (their people) during such times. You see, it’s a simple matter of understanding and prioritizing: If you focus on people first, you may also get the desired results in reductions, processes and new markets.  But if you focus most intently on reductions, processes and new markets, particularly while excluding attention to souls, you may end up with nothing. Why? Because people (souls) do everything.

An example of this is happening right now at Warehouse 242, where the Teaching Team is focusing its weekly Sunday service teaching on the concept of “Antidote.” Steve Whitby, Pastor of Creativity there, puts it this way, “The term “Antidote” ultimately derives fromthe Greek word “antididonal,” which means “given against.” It’s not just a cure, it is the implementation of something created to act against our darkest enemies.” During times of transition, people and communities experience all kinds of negative emotions and behaviors, these being the “darkest enemies.” This community chose to first normalize those enemies by identifying the most likely and destructive ones. Then secondly, to grow strengths into the community by building the natural antidote to those soul sicknesses, so when the community emerges from their transition they will have expanded profoundly and robustly and will be prepared for a new stage of visible growth that they were not ready to handle before the transition.

What are some of the Enemies / Antidotes that are common in transition? Here’s a starting list:

• Navel Gazing / Opening Up
• Gossip / Contentedness
• Despair / Faith
• Impatience / Humility
• Disengagement / Remembrance
• Unhealthy Conflict / Fellowship of the Team
• Anxiety / Meditation & Prayer
• Anger / Gratitude

Now, why don’t you make your own list?

Over the next few weeks, I'll blog through some of these couplets in hopes of learning more myself.  Why don’t you email me and give me your own insights so that they can be shared? Together we’ll make transitions in the workplace ensouling.

Private Huntsman & General Eisenhower, A D-Day Reflection on Work

Private Ken Huntsman upon graduation from basic  training. 

68 years ago my father-in-law, Ken Huntsman, landed on a hostile beach in Normandy along with 150,000 other members of the Allied Forces. Their mission was to establish multiple beach heads on the French coast from which the eventual march to Germany and the ultimate freedom of Europe would be secured. Planners of the assault expected deaths, casualties and captures amongst the landing force to exceed 50%, but the potential outcome was deemed to be workworthy. 

General Eisenhower, Supreme Commander of the Allied Expeditionary Forces transmitted a message to all members of the force just prior to the invasion, “You are about to embark upon the great crusade, toward which we have striven these many months.” What no one knew then was that General “Ike” carried another note in his pocket, to be used if the outcome were disastrous and it read, “Our landings have failed and I have withdrawn the troops. My decision to attack at this time and place was based on the best information available. The troops, the air and the Navy, did all that bravery could do.  If any blame or fault attaches to the attempt, it is mine alone.”

It is impossible to know who showed greater valor on D-Day; the men who went ashore under heavy machine gun fire and bombardment, scrambling around obstacles and barb wire or General Eisenhower who sent the soldiers ashore knowing that many of those men were going to a certain personal  apocalypse. Privates and Generals all did their parts to secure a single success at great hazard to themselves.

And while the freedom of Europe does not hang on the outcome of the work you do today, the same lessons are true; work is ensouling and creates dignity when:

• Our contribution is critical.
• Our contribution is appreciated.
• We must muster our bravery to storm our "work beach head."
• You believe you are fighting for the benefit of the person on your right and on your left.
• You understand how your contribution fits into the very big, epic picture.
• No person is deemed to be unimportant, based on their rank. Every person counts.

Ken marched from Normandy to Germany. When he returned to the US, to his young bride Lucille and toddler son Ron in Missouri, he bore scars on his soul from his sacrificial service. They were not physical, but they were substantial and they were lifelong.

My wife Kathi likes to share this favorite childhood memory: One afternoon she walked through the bedroom where her father was taking a nap.  He was obviously fast asleep when he spoke these words loudly and clearly, “Hi, I’m Ken Huntsman, Man of the Year!” 

Indeed he was. Oh that we could all awake proclaiming the same of ourselves!

What Mickey Drexler Could Have Taught General Lee

On the third day of the Battle of Gettysburg, after Confederate attacks on the two previous days had failed, General Lee ordered a strike at the center of the Union troops’ lines.  In order to make that strike, troops under the command of Major General George Pickett and two other commanders had to cross an open field at a quick walking pace for nearly one mile, all of it unprotected from enemy fire.  That march is now infamously known as “Pickett’s Charge.” The soldiers and their commanders knew from their first steps that they were likely going to their graves.

Pickett’s Charge is a good metaphor for what I recently heard from a friend about her workplace.  Her company had rushed a promising new product to market, but in the opening deliveries it became clear there were problems with the product’s performance.  The company dutifully promised to credit customers for any losses incurred, began addressing the manufacturing issues and continued to put pressure on the sales team to reach the quarterly sales objective.  The company succeeded in the first and third goals, but failed in the second.  So now they have a mess.

With thousands of defective widgets sold and delivered, the company will get to write lots and lots of credit memos, but some of the company’s managers will still collect their quarterly compensation because they made their revenue figures. 

What won’t show up on the income statement are the pieces of sales people’s back ends that have been chewed-off by unhappy customers. Or the sense of betrayal some sales reps feel, knowing none of the company’s senior managers actually visited customers during the crisis to see the situation for themselves.  Sales people will be well aware long into the future that they work for managers who will send them into certain doom when there is money to be made by their leaders.

A story like that one is completely unnecessary, because mistakes are going to be made.  Mistakes don’t have to lead to soul-killing work experiences.  They should lead to future success.

Recently I watched the bio of CEO Mickey Drexler on CNBC’s “J. Crew: The Man Who Dressed America.”  In one scene they showed how Drexler on occasion personally responds to customer complaints.  Showing real wisdom, the point was made that Drexler attempts to learn from even the smallest errors and often makesadjustments to the next season’s fashion lines based on information he gathers at the battle line.

J Crew window at a store near my home.
The brand features great quality, modern versions of classic fashion in terrific colors.  

Drexler’s doing two things well: He’s willing to take a bullet himself for the bad decisions he or his company makes; and he makes mid-game corrections based on complaints he receives, turning them into success.

What’s the lesson here?  It’s okay to make mistakes, but when a big one occurs, be willing to take the heat yourself, learn on the fly and make corrections quickly.  

What's keeping you from running to the battle lines (and a potential success) right now?

Gratitude Always Looks Good On You

What did you wear to work today? A uniform? Business casual? A suit and tie? Jeans and a t-shirt? A blouse and skirt? 

Whatever you wear, wear gratitude. Gratitude always looks good on you! 

Gratefulness is one of the most subtle yet infectious-for-good attitudes we can possess. It can change our own outlook of challenges we face, giving us courage to embrace them. It can infect our co-workers as well, becoming appreciation and respect for others. Gratitude transforms our perceptions of most everything, providing peace and new ways of seeing old tired situations and problems. 

Start showing and saying "Thanks" to the people around you right now. Folks are going to find you more attractive. 

When you meet today to talk about some seemingly intractable issue today with your team, start by saying, "I'm glad I'm not alone in this. I'm glad we face it together!". You will instantly be a more effective manager. 

Wear gratitude. Gratitude always looks good on you.

Work Like Today Is The Worst Day of Your Life

If you lived along the coastline of Louisiana the day Katrina roared ashore back in August of 2005, you could easily have called it the worst day of your life. But it can also be said that the events that followed proved we are often at our best when the climate is at its worst.

Orchid Ceramics had a small facility in New Orleans when Katrina hit and all of the employees there suffered personal trauma and huge personal losses. All of them faced unimaginable emotional shock in the first days after the storm and then ongoing stress set in later as the days went by, when they realized that the landscape of their lives had been changed forever. All of them suffered loss of property and faced months of restoring, repairing or rebuilding their homes. Some had lost everything.

In the aftermath, Maurizio Francescon, the manager of the New Orleans facility, chose to do something surprising and ensouling. He chose to reopen his retail store just days after Katrina hit, even though there was no power, no air conditioning, no lights and no customers. He set a required “return to work” date that was well out in the future. But employees could also opt to return to work on an earlier date, if they chose to do so.

How many employees do you think returned to work before the mandatory “return to work” date?

All of them.

In the days after Katrina, the team members found work ensouling. Work was a place to go and engage head and heart, a place to forget some of their personal drama, a place to draw support from others who were facing common challenges, and a place to rebuild a business together.

Manager of New Orleans, Maurizio Francescon (L) rebuilds a business and the lives of his employees.

Other employees around the globe immediately joined in with offers to help in any way possible. In the end, it was decided the best thing they could do was to pass the hat and offer to cover the property losses of their fellow employees. And they did just that. Their fellow employees raised enough money to “make whole” all of the property losses of the individuals in New Orleans, some of whom had lost literally everything.

The worst day in the lives of the team in New Orleans brought out the very best of each person in that company: both in those that were directly impacted by the storm and those that had the opportunity to come alongside to help.

Work can bring out so many good things in us. Don’t wait until a Katrina-size storm hits your business to learn that lesson. Use the challenges you face today to unite your employees and ensoul your workplace!

Work like today is the worst day of your life and you will be ensouled.

A Singular, Yet Personal View of Reality

"Come together, right now!" - John Lennon

Alignment is more than just corporate speak. It is at the core of credibility and, therefore, a big part of workplace ensoulment.

Some years ago, the company I worked for at that time took our key customers to visit our manufacturing and logistics facilities in South America. During the visit our customers got the opportunity to do more than hear “dog-and-pony scripted presentations.” They got to meet people in our organization at all levels of the company and shoot from the hip in real conversations: equipment operators, customer service staff, logistics managers, our CEO, members of our Board of Directors and some of our key shareholders. We didn’t script any of the meetings, we simply told our employees to use the opportunity with customers to learn something for themselves and to candidly answer whatever questions our customers might have.

Cartegena de Indias, Colombia

On the last night of the trip during an informal gathering, our customers surrounded one of our board members and peppered him with questions. Anything went and the questions were direct and often tough; the kind that are meant to show cracks and rattle the best salespeople. He handled it with great aplomb.  And then when he had finished listening carefully to their questions and answering them in as much detail as they needed, he began to ask his own of questions; all of them incisive and all of them strangely similar to what they had heard from other team members that week.

At the end of the give and take one of our customers remarked to our director, “Wow, here’s the thing: YOU are saying exactly what our sales manager from your company tells us, which is the same thing we heard in your factory, which is the same thing we hear from the logistics and customer service teams, which is the same thing we heard from your CEO. You are ALL sending the same message.” All the other customers standing with him nodded in satisfied agreement.

When everyone in your organization shares just one view of reality, it does two wonderful things:  

· It creates astounding credibility with your customers. Customers can smell a “pat answer” or “corporate speak” from a mile away. They regard true alignment as credibility because it is authentic, personal (every person can tell it as part of their own story), and it’s not orchestrated. Something like this can’t be purchased for any amount of money. 

·  It builds confidence within your team. I watched another group of people that night as the final conversation went down.  I watched my sales and service managers stand a little taller and saw smiles break out across their faces as our board member engaged their customers.  These are the folks that are at the front of the battle lines every day and they take the biggest bruising in the execution of strategy. When they realize the alignment of the forces behind them, they’ll tackle their jobs with renewed vigor!

Do you want to start working to create a singular, personal reality in your organization? Try some small things first. Pay close attention to what is being said about your business in every single conversation. Be ready to ask penetrating questions and challenge inaccuracies. Quiz your top management every time you get the chance, to tell you in their own words what is going well and what needs repair. Embed some part of the company's goals into every individual's development plan. Be ruthlessly honest yourself about your organization's challenges.

Before long, everyone will possess a singular, but personal, view of reality.  Now THAT’s ensouling!

Mistaking Busy-ness For Purpose

I remarked recently to my friend Tom Lane about how many of my newly retired friends struggle to find direction in their lives. Tom is a guy that is something of an expert in helping people find direction, he is a partner and is one of the primary consultants at The Center For Intentional Leadership.  I told Tom my observation; how for 30 or 40 years people run the “hamster wheel” in the workplace or at home; making decisions, porting kids from one activity to another, rushing from meeting to meeting, fielding complaints from customers, making sure that orders got out the door on time; and then suddenly, it was over. One day they pass magically into the ranks of the “retired” and emails stop arriving, the phone stops ringing, kids leave the nest and now nobody looks to them for any decisions, big or small.

I heard a story years ago about a recent retiree that began micro-managing his wife’s every decision, treating her as he had treated his direct reports in the workplace. After about a month of this behavior, it became insufferable for her and as he was giving her a tip on how to do some job she had done daily for their entire marriage she broke and exclaimed, “You know we did just fine without you here for 40 years! Don’t you have something better to do?”

Recently I became aware of the fact that many retirees unwittingly fall into alcohol addiction. A 2004 article in the New York Times quoted one recent retiree as saying, “There was nothing to do except read and drink and gradually the drinking took precedence over the reading. I got completely out of control.”

I was relating all of this to Tom and told him I thought this pointed-up how important it was to live with purpose in life. “All these people had purpose when they were working, but when they left the workplace or when the kids left the home, they lost their purpose.”

With insight, Tom corrected me. Wagging an index finger in a knowing and friendly way he said, “Nah, they never had purpose. They were just busy. They were just busy from the time they were in their 20’s and 30’s and they mistook busy-ness for purpose.”

When someone makes a stunning observation like Tom did, there is only one rational thing you can do: let it sink deeply into the cracks of your own life by asking a few tough questions of yourself.  Here are a few you can ask, but also take time to think of your own:

• Am I masking a lack of purpose in my life with busy-ness?
• Why am I busy? Does it provide a false sense of security? Does it make me feel important?
• What lessons am I teaching my children by scheduling every minute of their young lives and then serving as a frantic porter who moves them from activity to activity?
•  If I removed 60% of the activities in my life, would I experience a sense of loss or confusion? With what would I most likely anesthetize that sense of loss or confusion? 
• What will I leave and who will truly be grieved when I am gone? How much of my time is given to that legacy and to those people in my calendar this week?

Lose some busy-ness and find some purpose in your life!

“Being successful and fulfilling your life’s purpose are not necessarily the same thing. You can reach all your personal goals, become a raving success by the world’s standard and still miss your purpose in this life.” – Rick Warren