“I really want the promotion. I’d love to take on that manager position,” Fred says enthusiastically. Fred has been on your team for several years now and he knows your business well. He’s proven himself to be reliable and professional. But why does he want the position? His enthusiasm reminds you of a kid in a candy store repeating I want it, I want it! But just like that kid in the candy store, does he actually want it? Is he about to bite off more than he can chew?
The best basketball players in the league get it. The original Dream Team’s Michael Jordan, Magic Johnson and Larry Bird come to mind. They understand the game so intuitively, it’s second nature to them. They make playing seem effortless.
In my article on building your business dream team, I stated that you must have players who passionately share your vision and have the skills to help your business win consistently. Your players must get it, want it, and have the capacity (GWC™ in Traction terms) to consistently deliver what their position on the team requires.
So what does “get it” really mean?
Imagine the scene: you enter the packed press room and immediately sense the energy from the crowd of reporters. You take a seat at the long table amidst what seems like a sea of cameras, microphones, tangled wires, and bright lights. A reporter from Entrepreneur Magazine stands to ask the first question, and a hush falls over the room. “How confident are you that your team can take you all the way to the championships this year?”
How would you answer? Are you confident in your current business team? If you were struck with fear at the thought of answering that question honestly in front of reporters and cameras, or anyone for that matter, keep reading.
When I first started my company, I thought it would be all rainbows and unicorns. I had a lot of fantasies about how much better my lifestyle would be when I didn’t work for “the man,” which is probably why I spent most of my time depressed and anxious when reality finally set in. The financial roller coaster, the feast-or-famine nature of project work, and the loneliness of being a solo-entrepreneur was not what I had in mind.
Our current reality is that we all share the experience of cancer impacting someone we know. We understand the language of cancer: early detection and treatment, advanced stages, prognosis and survival rates. It is a serious and ominous topic for too many of us.
Does this gardening incident sound familiar? “My son ran over my rosebush with the lawn mower. I thought for sure it was dead! But to my amazement, it came back stronger and more vibrant than ever.” It seems like most of us have a gardening incident somewhere in our past. Aside from teaching your son to spare the shrubbery, there is a business lesson in this gardening incident, too. It’s about pruning for growth.
I concluded my prior blog article, How many Meetings Do I Need With Whom?, urging you to do highly focused meetings with the fewest, right people participating. This article will give you some practical guidelines for using meeting time to share information.
Two years ago I wrote a blog article contrasting team players and team leaders. Why? Because there’s a stark difference between the two and it matters greatly who you have on your leadership team.
It is common for individuals in a business not to trust each other. That lack of trust causes teammates to be less open and honest and more guarded in their interaction with each other. As Patrick Lencioni details in The Five Dysfunctions of a Team, low trust ultimately leads to poor results, so building a high trust team must be a priority for any business.
One of our free downloadable tools, The Trust Builders, provides 10 ways to help increase trust in your team. Each Trust Builder helps teammates to open up to and have a deeper understanding of each other, ultimately leading to higher trust. However, in the process of getting to know each other better, if teammates become aware of any of these three characteristics in a teammate, trust will be destroyed.
Most of us have probably heard the statement, “Speak now or forever hold your peace” in the context of a marriage ceremony. The directive presumes that wedding participants will have to live with the future consequences of failure to communicate an objection in that brief moment.