LOOK BEYOND WHAT YOU SEE TO REALIZE WHAT MAY BE…

First impressions influence our attitudes as we work with others – sometimes positively but far too often in a negative manner.  Until (and unless) we allow ourselves to view people with an open mind – seeking the value they could bring rather than limiting their contributions by pre-evaluating their abilities based on our initial thoughts and feelings – we will never be able to realize how much of an impact they might be able to make.  We must dig deeper when we work with others – continually seeking to identify the “method to their madness” as we deliberately limit the “madness our own methods” can sometimes create.  While being a good judge of character is a leadership strength, following ONLY the paths that our tunnel vision allows us to easily identify can create much distraction and confusion along our road to success.

Unfounded perceptions can negatively influence our thinking and our actions – potentially undermining another’s ability to contribute and the possibility of enhanced organizational success.  The owner of a small machine shop once stated that he “would like to have a whole shop full of employees like the 76-year old who had retired then come back to work.  He noted his perceived loyalty and leadership ability that was seemingly inspirational to other employees.  Employees revealed that they were always looking for other opportunities – not so much because they did not like the work but rather because they did not want to end up working until they died because they “could not afford to retire” like the 76-year old “role model” that still had to work.  The “individual in question” stated that he was aware of both the owner’s and his fellow worker’s thoughts but that the REAL reason he worked was that it gave him something to do on a regular basis AND that “if I ever met his wife I would know why he still came to work!”  Often our perceptions can taint our thinking – many times creating false perceptions or huge misconceptions.  When working with others we should ALWAYS take time to question, listen and learn before leaping to judgment.

  

When we act on available information (without first validating our position and/or asking for clarification) we often initiate disaster.  Many years ago, my wife and son were engaged in a heated discussion when I arrived home from work.  It seems that he had been sent to the principal’s office for “hitting a kid with leaves” on his very first day of kindergarten.  She could not understand why “throwing leaves at someone” was an offense worthy of a principal’s attention.  He could not understand why she kept asking him about the situation after he had clearly and concisely answered her question about hitting a fellow student with a bunch of leaves – agreeing that he should not have been punished for such a trivial infraction.  I looked at my tearful son and asked, “How big of a stick were the leaves attached to?”  Upon hearing the “right” question he brightened and made an inch wide circle with his fingers and said, “Oh, about this big – nobody asked me that!”  We often lose sight of where we are going because we are so focused on what we think we know as determined by where we have been, what we have heard and what we have experienced.  Never form an opinion without first thinking about all the things that COULD BE rather than simply focusing upon what we think IS or HAS TRANSPIRED.  Always take the next step to learn “the rest of the story” before committing to a course of action or changing what has always worked (and is still working) to something that has not been tested, tried or thought about.

In order to maximize our own potential (AND encourage others to reach theirs) we must recognize that others truly do matter in life.  We can lift each other up (or weigh each other down) depending on how we view the relationships we might be able to establish.  If we verify our perceptions before we pass judgment we can often avoid making assumptions that could lead us down the wrong path.  If we ask for help and opinions from others before acting on our own – particularly when they may have already “been there and done that” – our journey can become much easier (for we may not have to “reinvent the wheel” before rolling down the road).  If we truly seek what others can contribute and listen to their words when we see their mouths moving (rather than using their “talk time” as an opportunity to catch our breath before continuing to “have our way” or “impose our will” upon others) we may find support and affirmation coming from unexpected sources all around us. 

People tend to act and respond in the manner they are treated.  If we respect others and help them to elevate their ideas to the next level they will contribute in surprising ways.  If we assume that others are but pawns within the chessboard of life – foot soldiers whose only purpose is to “march into battle” as ordered without questioning the “why” of their actions or the “where” of their going – we will never come to appreciate the “hidden good” that others have within them – good that will bubble to the top making their NEXT employer or relationship great.  Look beyond the obvious to make sure you pay enough attention to what others say and do (and sometimes what they may NOT say or do because of fear or intimidation) that you can enjoy the difference their input makes in your life (AND you in theirs).

ACHIEVEMENT

Individuals often succeed by “being in the right place at the right time,” making a mistake that turns out to be revolutionary (post-it notes, as an example) or “carrying on” a legacy handed down by someone else.  More often, however, much planning, analyzing, forecasting, modeling, and “sweat equity” go into bringing dreams to fruition.  We must selflessly invest our time, money and effort to realize the returns that inevitably come when sacrificing short-term leisure time for long-term opportunity.  While the creation of jobs and the return of wealth to a community may be offshoots of successful business, they are simply the byproducts of dreams, the results of hope and the culmination of focused (and intentional) effort.  In order to realize great accomplishment, individuals AND organizations must imagine the future, consider alternative options as to how it might be realized, then steadfastly advancing towards its ultimate accomplishment – recognizing that effort without goals are often fruitless and actions without intent regularly fall short of hoped for results. 

Once set, one must closely monitor progress and constantly identify obstacles that could hinder the accomplishment of goals – minimizing disruptions to the successful actualization of intended consequences – to help ensure success.  Changes to established plans and procedures should be considered carefully before initiating new processes or practices because intentional actions that foster anticipated results are more predictable and prone to replication than are reactive responses that resolve temporary conditions or situations.  A business will never reach its full potential should a leader focus too intently upon the path (particularly if the path is well traveled by others or often frequented by its competition) rather than the prize at its conclusion (recognizing that even “the prize” is but a resting point upon the continuum of time) NOR will an individual reach his or her full potential until the “ends” become the intended reason for the “means” (rather than a functional by-product of effort put forth to accomplish the assigned dreams of another).

Business success can be directly linked to Management’s ability to motivate and encourage employees to freely and creatively contribute to organizational growth (without fear of failure).  In order to leverage the power of people, an organization must foster and encourage personal development equipping individuals to contribute (rather than simply trained to listen and do what they are told).  An organization should continually challenge and encourage employees to imagine the future and consider where he or she may wish to fit.  Questions that should be asked should include what does one WANT to be, WANT to accomplish, or can realistically EXPECT to achieve (with AND without additional training)?  To taste success one must start with a conclusion - a goal or set of expectations – before starting down the path towards accomplishment.  Without an end point, one will never know when one chapter has concluded so that another can begin.  Life without purpose can be eventful but is rarely satisfying.  It may be full of new beginnings but is strangely at a loss for “ends.”  Taking stock of what has been done, what is in progress and what is but a thought should become a part of everyone’s daily routine IF he or she truly wishes to achieve success – for without a roadmap, how can we hope to move from where we are to where we wish to be?

After establishing a goal – organizationally or individually – we must determine how it can be best accomplished.  Must additional knowledge be attained or abilities be enhanced to achieve the goal?  Who must be brought into the solution to make it happen (and who should be excluded from its execution to minimize disruption)?  Must the power of a team be brought into play or is the goal more individualistic?  Too often, training is an afterthought to the accomplishment of a dream – our hopes taking us places where our abilities fear to tread.  When we start “doing” without thinking we may taste limited success but it will be realized in spite of ourselves rather than because of anything that was intentionally done or could be repeated.  Organizations can play an active role in this process by providing the time for employees to think, the environment in which they can experiment, the tools they may need to become accomplished, and the climate in which they can succeed.

To achieve greatness, people MUST steadfastly advance towards the realization of their dreams – recognizing that detours will arise (but are simply temporary disruptions rather than insurmountable obstacles) and that reaching a destination may require one to occasionally step back in order to move forward.  In order to enact meaningful change, however, with any degree of efficiency and urgency we must develop and utilize systems that allow us to anticipate and avoid obstacles that could hinder progress whenever possible while justifying the initiation of warranted changes when necessary (EVEN IF the change forces us to abandon tried and true activities that provide trusted and consistent results).  An individual will never reach their full potential should he or she focus too intently upon the path rather than the potential at the path’s conclusion.  An organization will NEVER leverage the power of its people if they are kept in the dark (expected to “do” rather than to question “why”), stifled through fear of reprisal (rather than being allowed to grow through healthy experimentation) and rewarded for doing things as they have always been done (rather than for challenging the status quo and being recognized for creating new alternative processes that produce better results).

Potential achievement is not measured by what someone has done or an accounting of where they have been but rather by what they are capable of doing and an anticipation of where they are going.  While some may hold onto the dreams of their past, reveling in the memories of what was or has been accomplished, if we are to achieve our full potential we must transform our thinking to consider things that never were (or have yet to be realized) – asking “Why not?” rather than questioning “Why?”

TRICK OR TREAT – Do YOU Hide Behind a Mask of Mediocrity?

People are sometimes “marginally competent” when their benchmark is the work and results of others rather than the goals and expectations they establish for themselves.  People living a life of “good enough” or “better than another” usually meet their minimum expectations but do not excel in what they do – often disappointing themselves as much as they do those depending upon them.  Unfortunately, many individuals hide behind a mask of mediocrity by trying to be better than others (or have more than someone else, or do something faster than another) because our society has come to rewards efforts rather than results – to praise “beginnings” rather than recognizing successful  “ends.”  In order to realize our full potential we must discard the masks we wear to hide our insecurities, apprehensions and fears of being “different” so that others can accept us for who we are (rather than for what we think they might wish us to become).
 
People are often identified as being capable of “growing into” something they have not yet become, accepting the recognition of potential as being the end of a journey rather than the beginning of a new adventure.  Unless an individual is given time to develop (and tools to help them succeed), they are often incapable of transforming their current reality into a potential future state.  Until we recognize what we wish to become (through our own individual efforts) we will be nothing more than an empty vessel hiding behind the mask of another’s expectations.  When we cover-up our deficiencies by adding others into a “performance mix” for comparative purposes, our justifications mask our role of “pretender.”   We shift the responsibility for results onto the overburdened shoulders of achievers – competent individuals who WILL seek recognition elsewhere for their contributions if is not fully and freely provided within their current world.
 
Whenever we avoid competency issues rather than resolving them, we “mask” our problems without eliminating them.  We reward effort and intent but compromise our expectations for positive results each time
we accept a “mask of good intentions” rather than looking behind it to see what talent (and desire) truly exists.  We may accept children hiding behind masks and costumes knocking on our doors calling out “Trick or Treat” but should not allow ourselves to live within a world that encourages and rewards similar efforts without accomplishments or results.  When we portray ourselves to be something we are not, we may be able to fool those freely distributing meaningless rewards but will not be able to transform our lives into what they could be until we learn our lessons from failure – until we leap forward after falling back.  When we accept others at “face value” without investing anything into them, we can expect to receive back what we have invested – nothing of value.
 
Children hide behind a variety of masks at Halloween while seeking treats in an effort to camouflage their identities from those around them.  Acceptable child-like behavior, however, should not set the course we find ourselves following.  If we consciously and intentionally seek to become something not yet realized or achieved – to become what we WISH to be rather than being what others might accept as being acceptable – we will celebrate true success.  Unlimited possibilities abound when reality is set free as extraordinary investment ALWAYS provides an exceptional return.
 

Do not give yourself the choice to accept mediocrity in life – expect “treats” rather than “tricks” by seeking the tools and support necessary for them to become a reality.  Acknowledge, accept and reveal yourself to those around you – refusing to accept anything less than your all or reaching lower than the sky.  You can achieve your full potential ONLY when you remove the mask (that is so tempting to hide behind) and quit pretending to be something you are not.  Then, and only then, will you be able to bring to fruition all that you could be – to realize the dream of an unrestricted, uninhibited and unmasked future as you move from “pretender” to “contender” within this race we call life.

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.