Creating a Life of Opportunity

Life without opportunities is dull and unfulfilling. Lost opportunities discourage; lack of opportunities defeat.

We’ve all heard people wishing they had more opportunities. This happens for two reasons.

1. Comparing our opportunities with others makes us want what others have. Envy and greed are, however, partners with emptiness and frustration.
2. Wrong-headed thinking about opportunities. Opportunities are not primarily about getting.

Getting is the result of opportunity
not the opportunity itself.

Definition:

Opportunities are your chance to add value before receiving benefit.

You have more opportunities than you can imagine because opportunities are about giving. The more value you add, the greater the opportunity.

Confession:

Dark, greedy selfishness lurks in my heart, alongside generosity. I worry about giving too much and what I’ll get in return. I have two responses to my darkness.

1. Be generous anyway. I call it acting otherwise.
2. Experience shows the richness of adding value exceeds the narrowness of greed and envy.

Bottom Line:

The simple act of giving results in richness.

Adding value creates opportunity.

2012 Challenge:

Create a life of opportunity by thinking first of what you give rather than what you get. Worry less about getting and more about adding value.

Be generous and see what happens.

Resources:

Books that will help you build a life of opportunity.

Go Givers by Bob Burg

Leadership is Dead by Jeremie Kubicek

QBQ! The Question Behind the Question by John G. Miller

All Hands on Deck by Joe Tye

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How can individuals create a life of opportunity?

What resources or support can you add to my short list?

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How John Maxwell Navigates Leadership

I sent a note to John Maxwell. This is part 2 of his reply.

What do you do to navigate the changes your leadership journey brings to you? 

First, I think everyone navigates according to their pain file. When you don’t succeed at something, then it should prompt you to want to grow. For example, one year after I left my first church, I found out that the church had shrunk. I realized that it was because I hadn’t trained or equipped anyone.

I was the problem.

Out of that failure, I learned that I needed to learn to train other leaders so that progress and growth could be sustained whether I was there or not.

The second way I’ve navigated was according to opportunities. With new levels of leadership come new challenges. I’ve tried to see those as an opportunity to grow. The needs of the season dictate how a leader needs to change and grow.

I focused on becoming the person I needed to be to overcome the challenges in front of me.

The third way I navigated was through prayer.

In my experience, there are certain things that I learned only by seeking God.

It was a moment with God in 1976, when I felt called to teach leaders. Through that I started to teach leadership. Over the years, I’ve had many times when God gave me insight into how to overcome an obstacle or solve a problem.

Summary:

Pain, opportunities, and prayer are guiding factors for John Maxwell on his leadership journey.

What guides you on your leadership journey?

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Part 1 of John’s reply: How Leading Changed John Maxwell

John’s latest book: “The Five Levels of Leadership: Proven Steps to Maximize Your Potential,” is written in John’s typical style. You’ll find it easy to read, practical, and actionable.

How to Push Past Fairy Tale Decisions

Remember the last time you sat around a table making a big decision? Did you walk away breathing a sigh of relief. Relief indicates you were in the land of fairy dust and unicorns.

Decisions are dangerous because they give the illusion of action where there is none.

The bigger the decision the grander the potential illusion.

6 Components of a decision

1. Decisions provide clarity. The feeling of vitality surrounding a decision is the result of clarity. Good decisions point the way and energize participants.
2. Decisions define achievement.
3. Decisions create responsibility. Decisions without champions are fantasies without legs. If you’re breathing a sigh of relief after making a decision, you’ve missed the point.
4. Decisions show both the goal and the next few steps. Midrange and end step become clear later. Provide room to adapt as you go.
5. Decisions have deadlines. Decisions without deadlines are comfort for sluggards.
6. Decisions are communicated and reported. If no one needs to know, you just wasted your time.

5 Ways to lighten up:

1. Complex situations have more than one solution. Answers aren’t moral imperatives. Make the best decision with the information available.
2. Choose paths that best align with your strengths. Good decisions inspire confidence not insecurity.
3. Trust your ability to adapt. Turbulent situations require agility.
4. The need to be perfectly right at the beginning guarantees you’ll be wrong at the end.
5. Own it, learn, and move on when you’re wrong.

How to go with your gut:

I was surprised that hard hitting Jack Welch espouses going with your gut. He said whenever he went against his gut, he ended up wrong. Go with your gut when:

1. You have experience.
2. You’ve gathered information.
3. It warns you.
4. There are several options and one feels right.

New Years is decision making time. How can leaders make good decisions that result in action?

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The Vision All Leaders Always Need

We say leadership is all about others and then hypocritically say, follow me!

Leader-centric vision casting captures and dominates current leadership thought. From Moses to Martin Luther King Jr., stories of leaders with captivating dreams fill leadership literature. I love it and hate it.

We’ve made the exception the rule.

How many Moses’ are there? I’m betting you and I aren’t the next Martin Luther King Jr. Sorry to burst your bubble.

Self centered dreams last as long as you last. Vision centered on others, however, has legs.

Universal vision:

Here’s a universal vision every leader must embrace: Passionately helping others find and execute their passion.

Stop convincing others to follow your dream;
call them to follow theirs.

Get real:

Limited time and resources demand selection. You can’t help everyone. Additionally, you have organizational concerns and responsibilities.

1. Focus on those who share your values.
2. Walk alongside those who share your destination.
3. Enable those who embrace organizational mission. The more fully aligned they are the more you give. Send the rest elsewhere.
4. Go with high potentials. Remember, however, that flashy personalities and high intelligence may not indicate potential.
5. Alignment, character, passion and initiative are key high potential identifiers.

Yes, but:

Vision centered on your passion not theirs is essential in several situations. Someone must boldly point the way during:

1. Start-ups and in entrepreneurial situations.
2. Innovative transformation.
3. Social movements.
4. Crisis.

Finally:

Every organization needs a mission and vision point-person; someone who embodies the heart of who you are and hope to be – that’s you. Organizational leaders can’t go around randomly saying, “Follow your dream,” regardless of the circumstances.

All successful leaders, however, enhance and enable others. Great leaders fuel the passion of others. This is the universal vision for all leaders all the time.

I’d love your feedback concerning this idea. Is there a universal leadership vision that lays alongside organizational mission and vision?  Do you have exceptions, modifications, or concerns?

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Five Ways to Find Your Future

The past is the future for most of us.

We cling to misguided notions that persistence, endurance, and more of the same will result in a new future. It won’t.

99% of the conversations I have about the future are actually about the past. People try to create a future by cling to or modifying the past.

Frequently, the future is turning back to distant “glory days.” It’s futile.

Memories without dreams are anchors.

The future is made by those who face forward, not backward. Stand on your glory days, don’t repeat them.

Finding your future:

1. Stop defining yourself by past methods, accomplishments, and behaviors. In a turbulent world, methods that are moral imperatives destroy the future.
2. Your future is about people not projects or accomplishments. Current relationships tend to maintain stability; new relationships disrupt. Treasure both.
3. Get into social media; meet people succeeding where you want to succeed. (Becky Robinson thinks it can be done 12 minutes at a time)
4. Face timidity with small steps. 70% certainty is enough.
5. Systematically build your new future alongside your old present. Once your future is strong enough, fully embrace it.

Point of stability:

Focus on your values. Creating a new future is disruptive and disorienting. Determine three or four guiding ideals. Without them, you’re adrift.

Values guide-as-you-go without determining destinations.

Questions:

1. Who do you want to be?
2. What is your current legacy? What do you wish it was?
3. How can you step toward your preferred future, today?
4. How are you most useful to others?
5. What will you let go?
6. How must you develop?

Challenge:

While creating your new future you’ll be tempted to blame others for your disappointing present. That thinking destroys your future. Stop blaming others for the choices you’ve made. Your future begins when you own it.

With 2012 peeking at us, how can leaders take steps to create the future?

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If you like this post, I think you’ll love: “Five Ways to Fill Others with Courage“

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Christmas, Goals, and Deadlines

Deadlines don’t motivate until goals have meaning. People must personally own goals before deadlines create urgency, focus, decisiveness, and action.

Today is Christmas Eve. It’s the motivating deadline for millions of procrastinators. The goal of giving gifts to loved ones makes this deadline matter.

Application:

Throwing a timeline with deadlines at team members is a powerful tool but doesn’t always work.

Goal-ownership makes deadlines meaningful and useful. Spend more time discussing, clarifying, and if necessary, selling goals. Explain goals in terms that matter to them rather than you.

The people on your team who miss deadlines may not own the goals.

10 more reasons people miss deadlines:

1. Goals seem unattainable.
2. Deliverables aren’t challenging.
3. Poor time management skills.
4. Leaders who don’t follow through. Missing deadlines didn’t matter in the past.
5. Lack of emotional connection.
6. No compelling “why.” Goals are not tied to mission or vision.
7. Discouragement.
8. Lack of confidence to act. Fear of failure.
9. Perfectionism. If it can’t be done perfectly it won’t get done at all.
10. Deadlines are put off because they are too distant to matter today.

What strategies do you use to motivate people who miss deadlines?

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Don’t miss a single issue of Leadership Freak, subscribe today. It’s free. It’s private. It’s always practical and brief.

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How to Stop Gift Giving at Work

Giving gifts is one of my favorite things. When our children were young, Christmas gift giving was magic. Some year’s money was tight and we added homemade gifts to store-bought. During prosperous years we probably over did it.

Generosity invigorates and delights everyone. However…

Alternative:

I’m against gift giving at work. If your office doesn’t do it, don’t start it. If you currently give gifts at work, be a scrooge and end the practice. Find an authentic alternative for spreading holiday cheer. For example, adopt a poor family and buy gifts for them rather than each other.

Awkward obligation:

Office gift giving is an awkward obligation where gifts are usually not gifts. They are obligatory strokes and butt-kisses. Sometimes you give gifts to people you don’t like.

If you are personal friends with co-workers, bosses, or support staff, give them gifts outside the office. Make it personal and private.

5 rules for giving gifts in the office:

1. Never give personal gifts in the office.
2. If you don’t have authority, follow the current gift giving protocols. Rocking the boat isn’t worth it.
3. Gift giving in small offices makes sense.
4. If you must give gifts, give the same one to everyone.
5. Office parties are the best alternative to gift giving.

Point of Clarity:

Let’s be clear. I’m all about generosity. I love giving and continue learning the joy of receiving.

Additionally, many of you are reaching out to help me during these difficult days, since my nearly fatal accident. As of last night over $5,000.00 has been donated. Your incredible generosity lifts me. Thank you!

My opinion is, however, office gift giving usually isn’t gift giving because it’s obligatory.

What are your thoughts on giving gifts in the office?

How can organizations spread holiday cheer within the office?

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Yesterday, I asked folks on my Facebook page about office gift giving. Read their comments: Leadership Freak Coffee Shop

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Don’t miss a single issue of Leadership Freak, subscribe today. It’s free. It’s private. It’s always practical and brief.

Go to the main page of Leadership Freak by clicking the banner at the top of this page, look in the right-hand navigation bar, enter your email and click subscribe.  Your email address is always kept private.  Note:  if it doesn’t arrive, check your spam filter for a confirmation email.

What Do You Pay Attention To?

I’ve asked some friends to bring their insights to the Leadership Freak community. Please give a warm welcome to today’s guest writer, S. Chris Edmonds.

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If you’re like most leaders, you pay attention to what’s right in front of you.

One key question I ask senior leaders is “what do you pay attention to?” Most say they focus on performance indicators.

Monitoring performance metrics is good. And, sometimes systems present metrics that are easy to monitor but aren’t the right things to monitor.

Here’s an example. A printing plant installed a new press that could deliver 50,000 impressions an hour. A software “dashboard” kept careful track of that metric. However, if the color scheme were off by just 2%, the printed matter would not meet customer standards. The press’ dashboard didn’t monitor color requirements perfectly; only a human could do that. It was vital to monitor both impressions per hour and adherence to the customer’s color palette.

I suggest that leaders pay attention to:

1. Strategic Clarity – How well is your organization’s strategy understood across the company? Communicate and reinforce your declared strategy regularly.
2. Goal Alignment – Once strategic clarity is reached, leaders need to regularly assess the degree to which projects, goals, tasks are aligned to that declared strategy.
3. Expectations Clarity – Next, leaders must ensure that everyone in the organization understands and commits to goals for both performance and values (defined in behavioral terms).
4. Consistent Accountability – Finally, leaders must hold themselves and staff accountable for meeting performance expectations and values expectations. Accountability means the prompt application of POSITIVE consequences (when folks do the right things the right way) and NEGATIVE consequences (when they don’t).

Am I missing any other key elements leaders should focus upon? Let me know in the comments section below.

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S. Chris Edmonds is a speaker, author, and senior consultant with the Ken Blanchard Companies. He blogs at http://drivingresultsthroughculture.com and tweets at http://twitter.com/scedmonds.

Five Ways to Fill Others with Courage

I wanted to make a difference when I was a teenager but lacked courage.

Encourage means to fill with courage. You have the power to give courage to others. You also have the power to drain people’s courage, to discourage.

The hardest thing about my nearly fatal accident isn’t the pain and recovery. It’s the anguish I caused others. You never want to put your spouse, family, and friends through what I put mine through. You want to lighten the load others carry, not add to it.

The dance of courage:

Since my accident, many are encouraged by my reentry into social media and blogging. The power to give begins with receiving; it’s sustained when we give back.

We learn to love by being loved. We learn to serve by being served. Someone pours from their cup into ours and the dance of courageous action begins.

Last night, friends brought dinner over. Thankfully, they ate with us. There’s been a parade of people like them. They pour from their cup into ours. They give us courage.

Lolly Daskal, Becky Robinson, and Jesse Lyn Stoner are pouring into my cup. They wanted to encourage and decided to help meet the financial need that exceeds our insurance coverage. They give us courage.

Easy:

Encouraging others is incredibly easy.

1. Understand the dreams of others. Leadership begins with understanding and accepting the dreams of others.
2. See the strengths in others rather than persistently working to improve weaknesses. Inordinate desire to improve things may create negativity. Spend more time focused on strengths.
3. Speak hopefully. All great leaders are always realistically optimistic. If you don’t think others can rise up to meet challenges, get out of leadership.
4. Serve others by helping them reach their dreams.
5. When possible, meet a need.

Discouraging others is incredibly easy.

1. Do nothing.
2. Say nothing.
3. Be negative.

How can you fill others with courage, today?

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Getting Foot-Draggers On Board

I received an email question, “Some people in our organization aren’t interested in personal development. What can we do?”

Priority:

Personal development is the top priority for everyone passionate to maximize their opportunities. It’s not selfish to develop yourself so that you can expand your service.

Never be a martyr. Put the oxygen mask on yourself before helping others. Everyone wins.

Along with personal development, commit to develop your team. “The team with the best players wins,” Jack Welch.

Honor:

Enhance your work culture by honoring team members who value and embrace personal development.

1. Provide free books, training, and other resources.
2. Honor buy-in with high opportunity, high profile jobs.
3. Begin meetings with short discussions regarding principles team members are learning and applying.
4. Ask a team member to begin a meeting by reading a paragraph from a book they found useful.
5. Publically recognize and reward those who complete personal development opportunities.
6. Have a monthly pizza party to celebrate personal development and share lessons learned.
7. Adopt a weekly leadership behavior that all team members focus on, try listening, positive affirmations, or candor.

Warning:

Some team members are stuck or stagnant due to fear. Give them time to embrace a personal development culture. Encourage them.

You may need to “manage out” the dead weight, eventually. Send them to your competitors. Do so carefully and in the best interest of all parties.

Avoid:

Reject the “leadership principle of the day” approach. This happens when leader haphazardly jump from one leadership principle to another without following through on any. You look weak and foolish when you do this.

Focus:

Choose leadership principles, resources, and behaviors that align with your values, current projects, or greatest opportunities.

How can leaders create a culture where team-member-development is a priority?

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Don’t miss a single issue of Leadership Freak, subscribe today. It’s free.  It’s private.  It’s always practical and brief.

Go to the main page of Leadership Freak by clicking the banner at the top of this page, look in the right-hand navigation bar, enter your email and click subscribe.  Your email address is always kept private.  Note:  if it doesn’t arrive, check your spam filter for a confirmation email.