ACCOMPLISH MORE BY LEADING (RATHER THAN CONTROLLING) OTHERS

Great leaders develop practices and communicate expectations that allow them to manage fairly and consistently as they motivate people to contribute their proportionate share towards the success of the team or the stability of relationships.  Unfortunately, there are many insecure and unprepared leaders seeking to claim all of the “gain” while accepting none of the “blame.”  The road to success is not a highway built by a single individual – rather it is a precarious path paved with the sacrifice and hard work of a team allowing individuals to share both setbacks and successes as they grow together towards the accomplishment of a goal.

We maximize the potential for success when a group develops and discusses mutually beneficial objectives then takes the actions necessary to bring them to fruition (leveraging their strengths while compensating for their individual deficiencies).  Poorly thought-out initiatives, reactions without consideration of repercussions and a general misdirection of otherwise worthwhile effort will result in failure.  A successful leader determines a direction, communicates a potential course of action then monitors progress – stepping in to redirect effort only when necessary.  In order to accomplish much with others, a leader must:

• BE ACTIVELY ENGAGED IN BUILDING APPROPRIATE RELATIONSHIPS.  Successful leaders are actively involved in making the decisions that affect themselves, those around them and/or their families.  Poor leaders often allow others to direct their actions (then complain when things do not progress as they might have wished).  Good leaders make decisions then move forward while monitoring progress so a detour does not become a dead end.  Poor leaders lose track of the “big picture” while making isolated decisions – tending to live within silos rather than on an operational farm.  While a stated objective becomes our final destination, the relationships and decisions we make build the path upon which we will travel.  How you lead (or relate to others) ultimately determines whom you lead (or are in relationship with).
• DELEGATE RESPONSIBILITY AND AUTHORITY TO THOSE AROUND YOU.  Good leaders analyze strengths when assigning projects to maximize the potential for successful resolution – they recognize what others can (and cannot) do, then work within those parameters to optimize the chances of success.  If an individual has the ability to perform a task, knows when it must be completed, and is not overloaded with interfering assignments, much will be accomplished IF the leader avoids micro-managing activities while remaining available for questions and monitoring progress.  Individuals must have the desire and feel the need to contribute – must feel empowered to identify alternative actions and enabled to act independently – before they will risk failure (or taste success).
• ACCEPT THAT FAILURE IS AN EXCELLENT TEACHING TOOL.  Far too many leaders feel that “winning at any cost” is the only way to be successful.  While winning more often than not is desirable, if an individual never makes a mistake he or she will not know how to deal with adversity.  Repeated failure should never be tolerated but if an individual can learn from a mistake – which is not dangerous, destructive or damaging to the organization’s (or the individual’s) reputation or ability to perform – embrace the shortcoming (rather than hiding it) and move beyond it (rather than dwelling within it).
• DEAL WITH ISSUES PROMPTLY AND APPROPRIATELY.  If something needs correcting and discipline is required, administer it specifically and immediately.  If an individual does something exceptionally well, celebrate as soon as possible.  It is important to stop (or clone) the behavior rather than avoiding or ignoring it.  Address and discuss issues that bother you BEFORE they become insurmountable.  One will not create mutually beneficial relationships if “everything is always wrong” and “nothing is ever right” in the actions, attitudes or behaviors of others.  Focus on modifying the behavior to achieve different results rather than addressing the individual and expecting personality change. 

Good leaders publicly celebrate success loudly while privately whispering (specifically and directly) about

failure.  They analyze themselves to identify their strengths (which they leverage towards a common good) and their weaknesses (which they work hard to strengthen OR minimize by leveraging another’s gifts).  A good leader may or may not be “a friend,” but must ALWAYS be seen as fair and consistent.  We must establish decision-making skills that allow us to act in a predictable and reasonable manner if we wish to become effective – which, if done by example rather than through edict – will allow us to accomplish great things with others.

RECOGNIZING AND REALIZING SUCCESS

Some would define success as “having arrived” at a final destination. Others measure success through the progress they make while working towards the accomplishment of a challenge.  Whether you consider “success” to be a destination or the journey towards a conclusion, it entails inspiration (to identify what could be), deliberation (to consider the benefits AND the ramifications of change) and transformation (intentional action to initiate change) to be realized.

Success is not defined by what (or how much) we do nor by where we end up in comparison with where we began.  Success measures both what we accomplish AND what we have been able to learn from our experiences along the way.  Simply being busy – or doing things – does not guarantee success.  We must perform with purpose – moving towards defined objectives – to experience success.

Success is not a measure of what (or how much) one has but rather of what (or how much) one has invested to attain it.  Success is not something that can be granted, bestowed or declared by others – it is an accomplishment or series of planned activities that, when internalized by an individual as being significant to him- or herself, results in the proclamation of achievement through words, actions or attitudes.

Does a child hurt (and cry) less if falling when nobody is watching than if someone rushes to provide comfort

and care?  Is their crying more the result of an action (a fall) OR an action seeking results (comfort to counteract the fall)?  Do we learn more from the fall or from the comfort received from another because we fell? If a tree falls in the forest with nobody near to hear it, is there sound?  Is noise a consequence of waves received or the result of waves generated – a process or a product?  Is success achieved because a series of actions culminates in the accomplishment of a goal OR is the growth experienced as we initiate and work through the actions themselves a better barometer of success?

Rather than striving to achieve success, perhaps it would be better if we invested our talents and abilities to seek achievement, allowing our actions to create success.  Rather than seeking recognition, praise or notoriety we should recognize (and accept) that we will become “significant” when our efforts are recognized by others, attracting the attention they deserve.
 

In life, success typically breeds more success (NEVER being content to rest upon its laurels) while uncorrected or unresolved failure perpetuates continued failings (unless or until something happens to break the pattern of non-achievement).  Celebrate the successes you achieve but do not rest upon (or within) the past or your achievements will become your ceiling rather than your floor.  Success follows our opening up new chapters in life rather than from our closing old ones – from our initiating new beginnings rather than from resting within old ends.  ONLY when we reach for the stars – stretching beyond what can be easily attained – we will experience success.  Only when we EXPERIENCE success will it become real.

EXPERIENCE UNLIMITED POSSIBILITIES BY AVOIDING THE BLAME GAME

Leadership emerges during times of trouble, turmoil and strife.  It had been said that anyone can manage during good times – that even a “blind squirrel can find a nut once in a while” – but what do YOU do when the going gets tough?  While there should be very little difference in your leadership style (whether at work or at home) when you face unexpected hurdles, far too many “competent” individuals excuse their own actions by blaming or deferring to others.  Seeking short term-gain (popularity, acceptance, being “liked” by others) often damages long-term credibility when “it was not my fault” is the immediate response to every issue, problem or concern that faces us.  In that we are all human, however, we are bound to fall into the “credibility exchange” trap.

Examples of “decision deferral” and “blame game mastery” exist everywhere we look.  The Government tends to shift blame rather than assuming ownership of most situations – and (sadly) the American People tend to accept that transfer as being acceptable.  The current Administration blames our past President for creating the crisis in care within the Veteran’s Administration because when we began the war in Iraq during the past presidency we did not anticipate the increased need for care so “it is not our fault” that there are more veterans in need than there are providers to care for them. Our past State administration blamed the previous governing body for our financial woes – then took credit for any gains by claiming that the turnaround was a result of implementing initiatives started during their time in office.  Rare is the politician who will say, “It does not matter who caused the situation – we must work together to identify the root cause of the problem so we can concentrate on its resolution rather than focusing on fault.”

On a personal level, individuals within failing (or suffering) relationships often blame others on their “position in life,” think “if only something else had happened differently, I would be in a different place,” or simply walk away rather than assuming part of the blame.  Many people feel vulnerable when they accepting blame rather than shift it to others.  “It is not MY fault!” is far easier to say than “I am sorry – I was wrong.”  An apology should be the beginning of a new direction rather than the end of a poor choice.  It is not a conclusion – it is a fresh start.  Too many people feel they need to avoid all appearance of being “human” (making mistakes, expressing doubt, changing a direction should the conditions change) if they want to be respected –that “being right” trumps “being real” when it comes to relationships.

At work, many examples of responsibility shift exist.  Seemingly competent managers sometimes tell staff to
“look busy” because “top management” is out to cut staff and “we don’t want that to happen to us” when orders begin to drop.  By building a bond of mutual fear with staff, these managers avoid the “blame bullet” but will never become leaders.  Rather than becoming part of the solution their deferral of responsibility has made them an unexpected part of the problem. A leader will “take the bull by the horns” and face reality by confirming that things are tough (staff probably already knows this), telling them that something must happen to change the current situation (insanity is doing things the same way expecting different results), and painting a realistic picture of what might happen unless an alternative is identified.  It does not really matter WHO is to blame or WHY the situation currently exists (if, indeed, it was the fault of another).  What DOES matter is what will (or can) be done to move from where we are (regardless of why we are there) to where we want to be.

Life is not a paved highway that provides us one clear path to a known destination – it is a winding road offering many alternatives. Unless (and until) we move forward, we will fall back (or be run over by others as they rush ahead).  When we wait for (and ultimately accept) the solution of others we give away our ability to define our own destiny.  We forfeit the right to share any of “the fame” (but often hold onto the desire to isolate and transfer “the blame”).  Blame is situational – life is transactional.  Avoiding (or accepting) the obvious does not create change – it fosters complacency. Assigning fault excuses our condition – accepting responsibility and seeking resolution initiates change.   If we wait for things to happen to us (or expect someone else to lead us from where we are), our choices become obvious and our results limited to a narrow set of defined (and predictable) outcomes.  If, however, we react and respond to situations rather than planning and anticipating (or blaming and excusing) – we will find our lives full of unpredictable moments that reveal to us unlimited potential leading to undefined (and unexpected) possibilities.

INFLUENCE WITHOUT AUTHORITY

While much guidance is available to strengthen our ability to lead from a position of authority and control, the individuals whom they lead often become a “silent majority,”  being given little attention, recognition or opportunity to contribute to the “greater good” because they are not allowed (or encouraged) to influence “from the bottom up.”  It is relatively easy to tell someone what to do (and expect it to be done) when one assigns the work AND controls the consequences should the work be done poorly.  It is a different challenge to ASK another (out of the goodness of his or her heart) to do something when the person requesting the work has not authority over the person doing the assigned task.

We all work with (and sometimes around or through) others.  We all have thoughts and ideas that could improve a situation or streamline a process – could enhance a relationship or include others within a solution – but not everyone is in a position to impose their will upon others through a management directive.  In order to effectively influence others – to make a difference in how we contribute to solutions and interact with people WITHOUT the benefit of being in charge:

• Recognize that it is your responsibility to SELL an idea, NOT someone else’s responsibility to BUY the concept.  Good salespeople identify and relate to the needs of the buyer rather than focusing on their own needs.  While making a sale will obviously benefit the seller, the buyer must recognize why he or she will benefit from making a “buying decision” before a sale will be finalized.  To close the sale – be it of a product, a process or an idea - remain positive and upbeat, focusing on what you can do to “make things right” rather than on what others would have to do to make the conclusion possible.  Until you truly “sell” change, you will be but an implementer of other’s directives rather than an initiator or innovator of ideas. 
• Consider how change will affect “the whole” rather than focusing on how it might achieve your personal objectives.  Most people are hesitant to abandon the status quo.  If you want something done differently than it is currently being done you must convince others that the results of change are better than the comforts of staying the same.  It is difficult to impose change.  We can move mountains, however, if every individual involved is able to take responsibility for a part or portion of the transition.  If you wish to influence another’s actions, you must clearly demonstrate how the resultant change will positively affect that individual, the organization, their environment, and their future RATHER THAN how it will elevate you or improve your position.
• Present a realistic cost-benefit analysis of your idea.  Whether it is a major corporate decision or
  
  a family vacation, be prepared to have a realistic discussion on the cost of change (and of not changing) and the benefits of change (or of remaining the same).  Acknowledge that implementing your idea means someone else’s was overlooked (someone will be opposed to your suggestion because their idea was not used) so it is critical that an objective analysis be clearly communicated to all involved.  Whenever anything has changed in history, the benefits of change have outweighed the costs BUT nothing happens unless (or until) that value proposition has been made.  Nothing is impossible – it is your responsibility to convince all involved that an idea is fiscally viable if it is to become a practical reality.
• Rather than focusing on what went wrong or did not happened, focus on what DID occur AND what has yet to be accomplished.  Far too many individuals focus on what may have gone wrong (and how to correct it) – losing sight of what went right (and how to build upon it) – as they struggle to bring ideas to fruition.  They think about what was done rather than what has yet to be done.  When we tie ourselves to the possibility of failure (focusing on things that actually went wrong or simply trying to avoid pitfalls rather than implementing change), we cannot possibly realize success.  When we focus on “what did not happen” it is difficult to implement what could still be done differently to alter results.  When we are comfortable with what we do and with whom we associate, we will rarely seek to expand our circle of friends or alter our sphere of influence.   When we accept “what is” we cannot realize “what could be” unless (and until) we acknowledge the possibility of something different – something better – that has yet to be discovered.

We invest tremendously in the acquisition of knowledge in an effort to make a difference – to matter – but until we learn to sell our ideas so that others WANT to “buy” them, we might as well pour our thoughts down an open drain.  We must leverage the power of opinion without assuming the position of power in order to influence effectively.  We must look forward as we move towards new objectives – identifying obstacles that might stand in our way (rather than focusing on the troubled path we have already traveled). We must convince others to travel with us (rather than expecting them to follow without hesitation) if we expect to influence change.  Making yourself matter begins (and ends) with making others feel they matter more!

MEASURING THE TRUE VALUE OF YOUR TIME

Though time is seemingly in abundance when we have nothing to do, it passes far too quickly when we would prefer it to stand still.  We seem to worry more about how quickly we can finish the race than we do about the joy found along the way – or even the satisfaction derived from simply crossing the finish line so we can rest before beginning a new race.  People tend to worry about things they cannot control rather than identifying the things over which they do have influence.  They fear there is too little time to slow down because there is so much to be done – effectively eliminating their ability to appreciate the things they might find or see if they around them had they simply shifted focus from their destination to the road upon which they were travelling.   We often find ourselves slaves to the clock we so desperately seek to master when we keep ourselves busy to the point of exhaustion (without realizing or recognizing that “being busy” does not always mean we are efficient or productive).

I have heard many people complaining about their lemons rather than celebrating the opportunity to make lemonade.  Rather than finding satisfaction in their PROGRESS, some see only what has not been finished due to a lack of time – or what they wish they had rather than what they actually possess.  Rather than saying “good job” when someone finishes a task, they are quick to point out “what else” has yet to be accomplished.  We have become a nation of complainers – bringing others down in order to make ourselves look better RATHER THAN elevating ourselves in order to pull others up with us.  We take so much time making ourselves look better than others that we lose track of the time we could be using to fulfill our own individual potential.

Before we rush to judge, criticize or question others – minimizing the results of their efforts – take time to ask WHY someone may have chosen the path they took or acted as they did.  If doing something differently might produce a far superior result with less effort and/or time being invested (and it is not too late to “undo what has been done”), offer advice and counsel rather than critically dismissing another’s action as being worthless, wrong or misguided (either implicitly or explicitly).  Providing fish gives someone a meal – teaching them to fish feeds them for a lifetime.  Take the time to foster and create autonomy in others rather than encouraging their dependency upon you – any “short term strokes” sacrificed will return HUGE dividends in the future through the quality and quantity of work produced independently by others – ensuring a better utilization of the limited time we are all provided.

Some measure life by counting the number of breaths they take.  Might a better measure of life be tracking the number of moments that take our breath away?  Some worry so much about what must yet to be done that they lose track of what has been accomplished.  Some focus more on the destination than they do on beginning their journey – or on what they might see along the way.  We far too often forget that a new beginning NEVER occurs until an end has been realized – that we cannot arrive at a new place (or accomplish a new experience) until we leave our “present” as we journey towards our “future” (and that once a “future” has been achieved, it becomes a new “present” from which to embark).
 
Too many individuals live in the memory of their past, seeking the comfort of what once was rather than opportunities not yet realized (or possibly, not yet even considered).  They tend to hold on to what they have, refusing to make room in their lives for what they long to have.  Time is not stagnant – it does not wait for anyone – so we must manage our lives to maximize the opportunities we have during the precious little time we have been provided.  Unless we remember and consider our past just long enough to leverage our experiences so we can enjoy our present just long enough to be fulfilled, we will never be able to anticipate and plan for a future of “not yet realized” opportunities that will allow us to bring our dreams to fruition as we fully utilize our time.

Spend time this summer immersing yourself in the beauty of your surroundings.  Seek solace in the cry of a gull or find joy in the laughter of a child. Value every moment as you travel this earth – for the moments become years (which pass much too quickly) as we pass through this life.  Our time is far too short to dwell in one place for too long – rather we should seek all that might be possible and act to attain what we can by accomplishing those things within our control. We must take the time to appreciate not only that we will arrive but also how we choose to travel and what we might find along the way if we are to master our time rather than be mastered by it.  Though we cannot alter the seasons, we can stop chasing blindly the hands of time as they race relentlessly around the clock.  We must recognize that each morning reveals a new day and each evening closes but a chapter within our book of life – a continuum having no clear beginning and, as long as we are living, no definitive end.

THE ALPHA PROTOCOL

Why is it that people think starting over means repeating everything they originally did, expecting different results than those that initiated the “re-do?”  Some have labeled such senseless (and meaningless) action as being the definition of insanity.  Rather than focusing upon what DOES NOT (or did not) work, I would prefer to focus on WHAT HAS NOT YET BEEN ATTEMPTED OR CONSIDERED when starting over after an original effort either failed OR produced less than acceptable results.  I think of this new beginning – the fresh perspective from which any journey should originate – as being my “Alpha Protocol.”

Alpha represents the beginning – Omega the end (which lends itself to another article in the near future – that being that every new beginning MUST NECESSARILY reach an end before one can move on to another course of action – a final intentional step I think of as the “omega principle”).  Before we can “undo” what has been “done” we must identify what (specifically) do we not like about the “end” of our journey. Before we can start over, we must identify WHY we do not like where we are (even if we have not yet figured out what we must do differently to alter the direction of our travels) and WHAT we are willing to do to change it.  How invested were you in working towards a logical and fulfilling conclusion that could be “owned” when the journey began?  Did you begin your journey at the request of another – moving in the direction you were pointed using the tools, concepts and preconceived beliefs someone else provided – or did you consider where YOU wanted to go before walking down a path upon which (perhaps) nobody had ever wandered?  If we are truly comfortable with our “omega” there is no amount of discussion, collusion or convincing that will force us to invest our energies in a creation of a new “alpha.”

In order to arrive at a logical conclusion – an answer in which you can believe and feel comfortable – you must first consider where you wish to go and how you hope to get there AFTER defining what you are moving from and why you wish to leave.  In order to initiate the Alpha Protocol you must recognize that every opportunity – every new path upon which you walk – begins at a place from which you must move to accomplish an objective.  You must also realize (and internalize) there are many paths leading from a beginning to an end – and that each end is truly just the beginning of another opportunity not yet revealed rather than an “omega” that will stand the test of time.

We should never initiate the Alpha Protocol lightly.  Once a course of action has been chosen – following much study, review, discussion and debate – it should be allowed to reach a conclusion (even if the “end” is but a detour on the road to a final destination).  There may be many “alpha moments” during the accomplishment of each objective – new beginnings from which opportunity blossoms.  There are few “omega principles” in our daily lives, though, as each “end” is truly but a new beginning to another temporary end (there are very few “finalities” in life – death and taxes being two – while each day dawns with a new beginning before concluding with a resting point that allows us to prepare for another fresh start).  Unless we choose to conduct our lives as they have always been conducted expecting to receive that which has always been provided, everything we do begins at a place which must be left behind if we hope to move towards an end (which is often not determined until it has been achieved).

Those who truly accomplish much in life tend to invoke the Alpha Protocol more frequently than they

succumb to the Omega Principle.  They see life as a series of new beginnings rather than ends – of fresh starts rather than conclusions.  While accomplishing much, they feel much has yet to be accomplished.  They find peace in their discovering moments rather than discovering peace in their moments of discovery.  While each of us should acknowledge that our omega moments often serve as resting points from which we can recharge, refocus and redirect our efforts before seeking another destination, we should also recognize them as but beginnings to another end rather than as ends to each new beginning.

ARE YOU LOOKING AT LIFE THROUGH A TUNNEL OR A FUNNEL?

Life presents many opportunities, challenges and unique possibilities but what we gain depends almost entirely upon our perspective.

Many individuals seek to order their lives – to prioritize their activities in order to accomplish their self-imposed assignments one at a time, completing one before moving on to the next, until all the tasks on their list have been finished.  “Multi-tasking” is a process foreign to them – “focus” is the operative condition in which they live.  You can probably identify them in the workplace by their spotless desks, their appropriately labeled files, their orderly “in-basket” and their “out-basket” that is emptied on a daily basis.  At one time, they may have advocated the use of “Day Timers.”  They have now advanced to the “notes” section within their calendar (which is probably linked to every electronic device they “sync” with their office system).  They will probably list their activities each morning then track their progress each night – re-prioritizing their expectations as they head into a day and marking off their accomplishments as the day ends.  Some might say these focused (structured and ordered) individuals go through life wearing blinders – keeping their eyes focused upon the task immediately in front of them so they are not distracted as they accomplish each task before beginning another.  Perhaps these individuals simply see life through a tunnel – a contained and defined passage in which they can operate moving ahead or behind but never taking a wrong turn or ending up somewhere they did not intend to travel.


 Some live their lives as if they used a funnel to make every decision.  They feed all facts, factors, possibilities and choices in their lives into the top of the funnel – the most significant flowing to the bottom while all others trickle more slowly behind.  “Funnel-thinkers” ask many questions before beginning a task – often defining their choices and narrowing their direction by eliminating the “larger things” that flow more slowly so they can accomplish the “smaller things” first.  As with tunnel-thinkers, their actions and decisions are often focused as they accomplish one thing at a time BUT they often start with more opportunities (rather than simply following one to its conclusion) and may allow an activity to spin around in the funnel if an alternative task moves ahead of it on the way to the bottom.  These individuals acknowledge a variety of activities that must be accomplished then spin them through their “funnel-vision processes” so that tasks can be assigned to others (based on priority) and tracked to ensure the timely completion of all (rather than each singular activity being done before moving on).


A rare few choose to look through the wrong end of the funnel – to see only the exit of a tunnel rather than its entrance.  They expand their possibilities as they move forward in life, taking an initial limitation and blowing it into a world of opportunity by the time it leaves the large end of a funnel.  They see a tunnel as a launch pad (running through its walls in search of an exit) rather than a containment vessel – a place from which they constantly emerge rather than ever simply enter.  Their workplaces are identifiable by the stacks of paper on their desks and the piles of projects that are in some stage of accomplishment.  They do not “defer or delay,” they simply “set-aside” if they need a change throughout the day, always moving forward towards accomplishment but possibly focused more on progress and process than immediate accomplishment.  These individuals would die within a tunnel and drown within a funnel – they need a pool of many opportunities in which to swim and a field of many dreams in which they can wander.  Using the wrong end of their funnel as a telescope, they can often see the “big picture” which helps to guide their decisions and order their activities.  Lists, to these individuals, are a measure of what will be accomplished rather than a history of what has been done or a timetable in which it must be finished.

The world needs all types of people – those comfortable within their tunnels, others seeking satisfaction as they accomplish things in an orderly fashion as they progress through a funnel, and some that see the big picture while looking through the bottom of a funnel or peering out the exit of a tunnel.  Recognizing who YOU are is only half the battle.  Understanding that everyone does not think and act like you while learning to accept the strengths of others who think, act and accomplish things differently allows us to thrive within a world that provides (and demands) a plethora of individual differences.