What an Iron Chef and a Potato Teaches Us About Inclusion and Team Success

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Team Success Depends on Everyone

Chef cooking over a fire. A good chef knows how to use each ingredient for the best dish. team success. WARNING! DON’T READ THIS WHILE YOU ARE HUNGRY! There are going to be a lot of food references here but they all have a point. It leads to what it can teach us about team success.

You ever watch any of the cooking competition shows on television, like Iron Chef America? In that particular show, chef contestants are given the same set of ingredients and asked to make a meal. Not just a dish – a meal. Oftentimes, the ingredients they are given to use will seem totally mismatched with one another. Yet they are required to use each and every ingredient. They can add but they can’t subtract. A judging panel evaluates them on taste and how they incorporate everything.

Sometimes the chefs find it challenging incorporating all the ingredients into the meal. They may barely use one item and overuse another. And when that happens, they are marked down for it in the final result. The winners are usually the ones who effectively utilize each ingredient for optimum taste and contrast.

The Leader As Chef

In much the same way, as leaders we know that our greatest team success comes when we utilize everyone on the team. If we are lucky, we had a say in who exactly is on our team. We were able to hand pick them and choose them for the special talents and skills they can lend to the effort. It’s a beautiful thing when that happens.

On the other hand, more often than not we are like the Iron Chefs. We are given the team members and told to make something out of it. We might be able to add but we can’t subtract. So we have to figure out how each team member can best contribute to team goals. Our success depends on finding the right combination.

And it’s important that your team members understand that as well. The more they understand the importance of inclusion and the value of each team member, the better they can appreciate what each person brings to the table.

Potatoes and People

Here’s a cool exercise you can use with your team or with a group of leaders to help them understand inclusion. I learned this with leader training we use for teaching Boy Scoutsto be effective leaders. Try this sometime as a lead-in to a meeting or as an exercise in a training session.

You are going to buy a bag of potatoes (or gather rocks) and call your team or company together.
Hand each of them a potato (make a very solemn occasion of it. adds to the fun!)
Send everyone off by themselves for a couple of minutes and tell them to get to know their potato. They want to examine their potato and notice all of its unique characteristics. Give it a name if they wish.
When they gather back, you are going to ask each of them to introduce their potato to rest of the group. They can have a lot of fun with this – that’s all part of it. But they need to describe their potato as completely as they can, including its uniqueness.
After everyone has introduced their potato to the group, collect all the potatoes back in a bag and then randomly redistribute them. Then challenge everyone to find their unique potato.

It will be a lot of fun, but they will also learn something about Inclusion.

Using Both Diversity and Inclusion

We hear a lot about Diversity and Inclusion these days but they don’t naturally go together in most organizations.

Leaders learn to use diversity and inclusion for team success.

Diversity is all about recognizing and celebrating the differences in each of us. No two potatoes are exactly alike; they have different shapes, different sizes, different textures and skin colors, and even the placement of the eyes. Yet each one is still a potato and still useful.

Inclusion means I can bring two or more potatoes together and even though each is a different size and shape and color; when I put them together they make a tasty meal. With inclusion in the workplace, we take the differences in each of us; the different skills sets and strengths, different backgrounds and attitudes, and we learn how we combine them together to be most productive for the team or the organization.

Many organizations practice diversity (mostly as a public relations mandate) but don’t practice inclusion. That’s a waste. It’s a waste of human resources, financial resources, and time.

Why spend the money hiring and training someone you aren’t going to make an integral part of the whole? When we practice both diversity AND inclusion, then we have produced a team that is productive, effective, and profitable.

four ways to create your inclusive and productive team

CONNECT WITH YOUR TEAM MEMBERS – As a leader, it’s very important that you connect with each person and get to know them well enough to understand their goals and their dreams. What do they see as their strengths? What do they like to do? What do they don’t like to do? Where do they see themselves fitting into the whole? Listen carefully! A lot of times they may very well be right. For this part, it is more important to listen than to talk.
IDENTIFY STRENGTHS – Start with an assessment. There are lots of great ones out there, free and fee-based. If you’re not sure, give me a call and I’ll help. The important thing is you want to identify those strengths because that’s what we are looking to use. You don’t want to worry about weaknesses except in terms of how we can complement that.
BUILD A STRENGTHS-BASED TEAM – Build your team based on the strengths of each person complementing the weaknesses of other team members. This is where the real Iron Chef leader comes out of you. You may find you need additional strengths you don’t have on your team. You may find you have too much of a particular strength. Still, you have to find a way to utilize all of it for optimum team success.
FOSTER CONTINUOUS GROWTH – You want to build a mindset in your team for continuous growth and improvement of their strengths. Continuous personal growth allows them to take the strengths that they have and making them stronger. As a result, they will be more effective for the organization and happier. Your teams are going to be more cohesive, more productive, and you are going to see the results in your bottom-line.

Trying to get started as your own Iron Chef team builder? Are you frustrated with the challenges to being a leader? Looking to move you and your team up to the next level? Schedule a free Discovery Strategy Sessionwith me TODAY!

Why Nurturing Employees is a Critical Factor in Engagement

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nurturing employees Involves more than a paycheck

Is your organization living from paycheck to paycheck? I’m not asking how your financial ledgers are; I’m asking how your employee ledgers are. When the primary relationship with our employees is transactional we are shorting the ledger. Demand 40 (or often more) hours of work a week in exchange for a piece of paper with numbers on it or a direct deposit to the bank account. If we are not nurturing employees we are living paycheck to paycheck as surely as most of our employees are.

The Animal Nature of Nurture

trainer and killer whale. the relationship is similar to how we can be nurturing employees One of the benefits of living in Central Florida is all the attractions around here. One of the attractions, of course, is Sea World.

Sherry and I love to watch the animal trainers work with the animals at Sea World. It’s really interesting how they can do so well with it. There seems to be a very special relationship with the animal and many an animal trainer will tell you exactly that.

I discovered how they are able to work with them so effectively. I had the benefit of attending a special session with the some of the animal trainers at Sea World, including one of the whale trainers. They shared how they are able to create a level of predictability in performance when animal behavior can be so unpredictable.

When an animal trainer is going to work extensively with an animal, it is critical during a developmental time that the trainer spend one-on-one time with the animal.

They will feed the animal
They make physical contact
They talk to the animal and encourage it.

This nurturing, one-on-one time allows the animal and the trainer to build reciprocal trust. The reciprocal trust and the nurturing that allow the trainer and animal to be able to work together effectively and safely.

Nurturing Employees as a Leader

If you want an engaged and productive workforce, you must include nurturing employees as a part of the relationship. It transforms the relationship from merely transactional to one of collaborative. It provides meaning and purpose to their job and not just a check. Without taking an employee beyond that transactional level, you will NEVER help them reach their fuller potential, when means they will never be as productive as they could be for you.

The Human Nature of Nurture

As humans we like to think we are different from the animals. We are more advanced, more sophisticated, more intellectual. And in many ways we are. However, in matters of emotions and needs, there are ways where we aren’t any different from the animals. We need nurturing ourselves. Our desire for relationship supersedes all else and creates desires for more.

Our need to trust others and be trusted.
We are desperate for people to recognize that we are significant
For others to recognize that we have an impact.
We crave for them to encourage us
Our deep need for them to guide us.

As I have often said before, it’s all personal and it’s all emotional. If you keep it transactional your organization is living paycheck to paycheck. You can survive that way but it’s hard to really thrive.

Giving Nurture

The flip side is that we all have the ability to nurture other people, it doesn’t come out naturally. It has to be intentional and it has to be developed over time.

Why would I want to bother to do that in a business environment or as a leader?

When you are able to nurture people, you are able to connect with people. When you can connect with people, you can build influence with them. When you can build your influence, then you can help them get the most out of themselves. That’s what great leaders do. It’s the very nature of leadership: to get the most out of others.

“People don’t care how much you know until they know how much you care.” -John Maxwell

Here’s some things you can do to build those nurturing relationships:

COMMIT TO PEOPLE – you have to be committed to their development. It doesn’t mean you are an enabler, it doesn’t mean that you take over their lives; it simply means that you provide the circumstances and that you are committed to helping them help themselves if they are willing to take the steps to go in the right direction.
BELIEVE IN PEOPLE – If you don’t believe that they can become better or that they can achieve greater things, then you are not going to be able to get anything out of them because that belief will show through. Whether you believe they are worthless or believe they are worthwhile, it will show through in everything you do.
GIVE WITH NO CONDITIONS – Pour yourself into them and do it without setting any conditions. A lot of people thing that giving is a reciprocal thing; I do something for you and you do something for me. No conditions here. Go in and pour yourself into them simply because you want to see them get the best out of themselves. You will benefit in the long-run but you can’t go into it with the expectation of a tradeoff because there isn’t necessarily going to be one.

Build your relationship power! Develop the leader in you and see the profit in moving beyond the transactional relationship. Let’s work together to move you beyond paycheck to paycheck. Contact me today for a free Discovery Strategy Session.

Why What Many People Think About Leadership is Wrong

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05Managers or Leaders

comparing management and leadership shows the differences If you listen to how many people talk about leadership, one thing becomes clear. They don’t really know what leadership is. You may hear them talk about someone being promoted or hired into a position of leadership.

That also tells us that many people put management and leadership in the same bundle. When people say that the leader should be finding new opportunities for the team and focus more on improving process, they are really saying that these are behaviors they would like to see in their managers that obviously they aren’t seeing. But it’s not leadership.

Remember the simple formula:

managers are about process, leaders are about people.

So seeking new opportunities and improving process, making life easier for employees; those are the job of the manager. Equipping, empowering, encouraging, motivating, and growing are the roles of the leader.

That said, to be a truly effective manager you must also be an effective leader. In fact, perhaps what employees are really telling us is that they would like to see their managers both be more proactive in their management roles but also would like to see them be better leaders than they are.

Leaders are Grown

I mentioned earlier that leaders have a responsibility to grow their followers. It’s an enormous responsibility. But for a leader to grow others, they must first grow themselves. You cannot give what you don’t have to give. I think leaders are recognizing this more and more. A Pew Research survey asked people what they think they need the most in order to be better equipped for the jobs. What were the top answers?

Interpersonal skills. Communication skills. In other words,

Leadership SKILLS

The challenge is that we can’t just throw a band aid on it. Offering one training course won’t do it. Sending someone to a conference isn’t enough. Giving them a book to read will not make them any more of an effective leader than sitting in a boat makes you a good sailor.

Leaders Sail the Waters Daily

leadership is about growing daily While sitting in the boat you are surrounded by the tools you need to sail, but you must first gain knowledge about sailing. You must spend time developing and applying the skills to sail. Knowing how to gauge the wind. Navigating the water. Determining course. Bringing all elements in line with moving in the desired direction on the water. You must know how to trim the sails and handle the helm. How to coordinate the crew and change direction as the sea and wind changes to keep the ship on course. You must be mentored by a more experienced sailor. You also must learn from your mistakes on the water. And you must do all of this day in and day out to become the sailor you need to be. The sailor you are meant to be.

If you are not engaged DAILY in developing your leadership skills, the growth necessary to become an excellent leader will simply not occur. At best it will be haphazard and slow.

For optimal leadership growth, it needs to be

Daily – you must do something every day to develop your skills
Intentional – you must have a plan for the skills you need to develop and how you will develop them
Scheduled – you must set aside time on your calendar for it; otherwise any excuse will help you avoid it
Guided – Someone needs to help you see and navigate the process; like a coach or mentor
Progressive – build on a skill one by one; don’t attempt to master anything in a day

Spend as much (if not more) time on developing yourself and your people as you do your business. When you do, you will be surprised to find how many of the other process-oriented problems will take care of themselves.

Not sure how to start on your intentional leadership journey? Call me Today for a FREE discovery Strategy session at 321-355-2442 or email me.

Here’s some ways to get started

Identify three skills you need to develop further. Remember to work from a position of strength and not weakness; in other words, identify your three strongest skills and seek to make them better. I can help you with this.
Pick the one you want to start on. Locate resources to help you develop that skill and secure them.
Set aside time on your calendar DAILY to work on it. It should be the same time every day. Guard it ruthlessly; let nothing short of a client need or spurting blood interrupt it.
Keep me posted on how you’re doing. I want to hear your success stories and your challenges.

Creating High Performing Teams: Why Empowerment Means Engagement

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Empowerment is a Win-Win

What would your life be like if all of your employees were a high-producing sales force and an outstanding customer service staff rolled into one?

What if you could take a day off, confident that effective work would be done. Problems would be solved without you having to step in?

It’s not just a dream, it’s what happens when you practice empowerment.

It Starts with Hiring Smart

Years ago, I started a career counseling business. One of my bragging points I used to say was that I hired people smarter than me.

Call it karma or whatever, I later took a job with a company called Sherikon that specialized in government service contracts; in fact it was their lifeblood. It was a private company and the owner/president, Ed Fernandez, was a great presence and leader. He used to constantly brag that the success of his company was that he hired people smarter than him and then got out of their way and let them do their job!

It’s Also What You Do AFTER You Hire Smart

That’s not the complete story, however. Not only did he hire people smarter than him (or so he says) but he also equipped them and empowered them to do their jobs for the welfare of the organization. And that’s important.

Here’s how he did it. They lived and breathed on government contracts. Therefore I and every other new hire attended a multi-day training course on how to seek out, pursue, bid, and secure government contracts.

I found out that every single employee in the company was put through that training. Line workers, administrative assistants, all the way up (and down) the ladder. EVERYONE.

Equip and Send

Not only that, but after we completed the training we were told that we were AUTHORIZED to go out and get contracts. If we did, then we would be placed on the work for that contract and if possible trained to be the project manager. So there was not only benefits for the organization but the individual employee as well.

That’s what we want as well: every single employee working for the welfare of the organization. Whether through increased sales, outstanding customer service, or top-level efficiency. And all without us having to put our fingers in.

Empowerment Starts with Building Believers

Zig Ziglar used to say you need the mindset that the Sales Department is not our whole company, but our whole company is the sales department. Every employee from the janitor to the CEO emulates the values and speaks the gospel of the organization. They represent that in the way to they speak to EVERY SINGLE CALLER and customer.

Here’s the catch.

Your employees can only effectively represent the organization IF they understand it’s values and have bought into it. IF they are provided with the tools they need to communicate the message. Only IF they KNOW they are given the authority to set the stage for sales, provide over the top service, and solve problems. No one can represent effectively and consistently what they don’t understand and don’t believe.

How Successful Leaders Empower Their Team

Model Expected Behavior – Demonstrate the behavior you desire. Do as I say and not as I do did not work when you were a kid and it won’t work with your team. You must daily model whatever behaviors you expect from them.
Set Expectations – This is critical. You must let them know exactly what you expect from them. Without this, it is almost impossible for them to measure up and you will be disappointed. So will they and they won’t try again.
Equip Them to Do It – Provide them with what they need to do the job. You can’t just say, “yeah, go out and get government contracts” and not train them on how to find them, bid on them, and secure them.
Go Hands Free – If you are the person who has to have their fingers in every pie or have total control then you are not really empowering people. In addition, you are not going to get the results you want. You have to be able to let go of things. This is the hardest thing for entrepreneurs to do. They spend so much time being involved in everything out of necessity, it’s hard to let go when it’s no longer practical or desirable. Remember the objective here is not just benefit the organization or the employee but you as well.

Empowerment is always a win-win situation. Employees who are empowered are more engaged. Therefore they are more productive. The organization wins, they win, and the customer wins.

And you get a more peace of mind and perhaps even a little more time on your schedule.

I would love to hear how you or your organization empowers their employees. Leave your comments here or drop me a line at psimkins(at)BoldlyLead.com.

And HEY, why not get a copy of my e-Book 15 Innovative Ways to Show Employees You Care! It’s my gift to you. Get it now!

Ties That Bind – The Loyalty of Leaders

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The Critical Mass of Loyalty

We all desire to be surrounded by loyalty. Knowing that the people with whom we share time and share lives have our backs. We value the quality in family, employees, and customers. Yet we spend so little time considering the catalyst that encourages this – the loyalty of leaders. Without it, encouraging loyalty in others is not sustainable. Admiral Grace Hopper once said,

Loyalty is a two-way street – loyalty out leads to loyalty in.

Loyalty Interwoven

Some form of loyalty factors into every level of our lives:

business or career success
leadership
personal relationships
spiritual growth

Often loyalty is the missing factor that helps lead us to success in many endeavors. Without loyalty

We cannot gather and lead effective teams and success eludes us.
Leading or being lead becomes problematic. Loyalty is what creates the dependent bonds that allow us to follow or care enough to lead.
All personal relationships fail because they drop to the level of simple transactional relationships instead of the caring and devoted connections that become permanent.
We cannot devote ourselves to enlightenment and growth because we will never to open to having our heart touched or our soul fulfilled.

So critical is loyalty as a factor that the author of Think and Grow Rich and many other self-improvement tomes Napoleon Hill once said,

“Lack of loyalty is one of the major causes of failure in every walk of life.”

The Loyalty of Leaders is the Critical Key

The best way to garner loyalty is to give loyalty freely. By freely I mean that you build relationships and award loyalty without reservation once trust has entered in. And often that’s the missing factor.

Loyalty was Once a One-Way Street

Go back a few generations and one-way loyalty was the expectation. A company demanded loyalty of you but there was little loyalty in return. In fact, often your loyalty was taken advantage of.

For many years in the Japanese business culture that same level of loyalty was the standard. People would gladly sacrifice themselves for the good of the organization. Lower level executives would take the hit for the mistakes made by upper level executives.

The New Landscape of Loyalty

Over time, as younger generations watched their elders being tossed away again and again, a little cynicism developed. People were not longer willing to give unfettered loyalty and get nothing in return. You can call it selfishness if you want. Yet I believe it has more to do with our innate desire for loyalty from the people around us. Therefore, what we were once willing to set aside we cannot ignore any longer.

You want loyalty. What makes you think no one else does?

The Qualities That Demonstrate the Loyalty of Leaders

What are some qualities that demonstrate loyalty? Use the word LOYALTY to remember to practice these qualities in your life.

Love others before they deserve it or earn it. Care enough to want to add value to them.

Open your mind to the positive attributes of others. Too often, we look for reasons to not enter a relationship instead of the reasons to enter. If you are looking for a reason to be unhappy or dissatisfied, you will always find it. EVERYONE has positive qualities, the question is how do you bring them out.

Yield to the needs of the other over your own. It’s hard to be loyal to others when you are too busy putting yourself first. A loyal person always puts others first.

Accept others as they are, warts and all. Realize that YOU can’t change them. Be prepared to take them as they are or not at all; and in most cases not at all is a choice that causes you miss out on anything positive that could come from the relationship.

Live to serve others. Seek to add value in every encounter, with no expectation of receiving value in return. Relationships, whether business or otherwise, are not always transactional; it’s not always a trade. Be prepared to accept value when it is offered to you, but don’t expect it.

Trust others. This is critical. You cannot give loyalty unless you trust and you cannot receive loyalty unless you are trusted. In an interesting twist, people who don’t trust are generally not trusted. Think about it, how many people do you trust who quite clearly do not trust anyone else?

Yearn to spend time with others. In a busy world, we too often have a tendency especially with business relationships to want to go in, conduct our business, and go out. Big mistake. Take the time to build. Get personal. Ask questions beyond the sale. Build friendships, not just business partners.