Search Results for: Not for me

“I was born to create the unexpected!” declared Willy Wonka.

After seeing the musical Charlie and the Chocolate Factory this week, I have a renewed fascination with the ethereal chocolatier.

As Roald Dahl’s story goes, the greatest candy maker ever awards five children the opportunity to tour his magnificent chocolate factory.

But before they enter, he warns, you have to believe to see.

Interestingly, on my way to the theater, I noticed a billboard asserting, “You have to see it to believe it.” When did cynicism become our default? We steadfastly disbelieve until provided hard evidence. We watch magic tricks searching for ancient secrets. We question people’s motives.

And when we reign with such cynicism, we encourage cynicism in those around us.

As Charlie’s story progresses, four children succumb to their greed, gluttony, addictions, and entitlement. But Mr. Wonka finds a kindred spirit in gracious Charlie who believes in the power of imagination to make a difference.

I want to lead like Willy Wonka.

• I want to be less cynical.
• I want to unapologetically create the unexpected.
• I want to believe to see.

By leading like Willy Wonka, I can rouse the remarkable (the “Charlie”) in the people around me.

I just completed a 783-mile bike ride from Crater Lake to Yosemite.

In previous years, I’ve cycled from SF to NJ, from Key West to Maine, and from Seattle to San Diego.

I love the adventure. I love being outside. I love experiencing the country. I love the challenge. And I love how strong I feel pedaling across the map.

At the core, however, I ride to get uncomfortable.

I’ve learned that when I’m not paying attention, my life tends to drift toward convenient, habitual, and comfortable.

But my world only expands when I’m uncomfortable.

To get uncomfortable, we have to intentionally create it. For me, training every morning, rearranging work, leaving my family, and traversing unknown roads, hills, countless cars, and strangers while sitting on a less-than-cozy bike saddle for hours, day after day, through weather extremes is physically, emotionally, and mentally uncomfortable.

Remarkably, each time I get uncomfortable, my confidence, my courage, and my self-awe surges. And I discover a renewed appreciation for and trust in my team, my family, and myself. That’s always worth a few saddle sores!

What do you do to get uncomfortable and bolster your self-awe?
(Post a comment here and let me know so I can be in awe of you too!)

Our daily tasks are like splashing in the ocean, but our impact is like riding waves.

Mired in emails and meetings, it’s easy to fixate on the splashes and overlook the waves – the significance and meaning of our jobs.

Research shows that reminding people of the importance of their job increases their intrinsic motivation and productivity. That makes sense – the more critical we feel, the more effort we exert, the more we persevere.

As leaders, it’s essential to remind our people (and ourselves!) of the significance and the meaning of their work.

How? By connecting the splashes to the waves.

1. Visit customers (internal colleagues/departments and external purchasers) to discover how they use a product or service
2. Ask clients to share the positive benefits (the impact!) of using that product or service
3. Have people collect and read customer testimonials at each team meeting
4. Invite clients to share with the team (in person or via video) their success stories from using a product or service
5. Save and post customer thank you emails and cards

Our splashes are necessary, but we cannot neglect the waves we make. Our perseverance depends on it!

Dorothy sang it, “…because of the wonderful things he does!”

Kids demand it, “…but why?”

We all want it: a good rationale.

Research shows that people are significantly influenced by reason. They are more willing to accept a request when we tell them why.

But typically when we make a request, we assume the other person already knows why, so we don’t bother offering a reason. And that’s a missed opportunity.

• “I need that report immediately.”
• “I need to cancel the meeting.”
• “I need to cut in front of you in line.”

The pace of our communications often causes us to neglect the why. Inadvertently, we rely on, “if we’re asking, they must know it’s for a good reason.”

But “because I said so” doesn’t satisfy children, and “because I’m the boss” doesn’t ignite enthusiasm or action in adults.

People want to feel part of the process.

By simply sharing the reason for our request, we include them in the process, while demonstrating that we are partners, not their parents.

This not only elevates the execution of our requests, but fuels trust and accelerates engagement. Why? Because we finally said so!

Problems are like new toys – they need figuring out.

People bring us their problems like they’re bringing us a Rubik’s cube, a Lego set, or a new video game – insisting that we play too.

Why do they bring us their new toys?

Because they know we can figure them out. We always have solutions, ideas, or key information.

So they drop their toys on our desk, eager to let us play.

And they’re right! We can figure them out and quite often we love to. But we already have enough toys to play with.

When people bring us new toys, there are 5 things we can offer to help them move forward:

1. Perspective
2. Information
3. Resources
4. Mentoring
5. Encouragement

Before anyone starts sharing new toys, ask them first which of these they need from you.  Then make them take their toys with them when they leave.

Our job is not to collect the most toys but to help our people learn how to play better with their own.