Serving or Pleasing?

If you are high in complying strategies on The Leadership Circle Profile or spend a lot of time trying to please your boss, your colleagues or your customers to no avail, check out this 20 minute audio program http://www.box.com/shared/v08xbcyrsq by Steve Chandler, He distinguishes between serving (making a difference) and pleasing (winning people over).

Many think being of service means pleasing and so become martyrs or victims.

Mr. Chandler provides a great example of 2 types of vacuum salesmen from the good old days. One salesman shares all the features and benefits of a vacuum, has beautiful brochures and a soothing voice. He tries to be a friend and win people over. The other salesman dumps dirt on the carpet and cleans it up with the vacuum. He shows what the vacuum can do instead of promoting it. Guess who sells more vacuum cleaners?

Service is about focusing on others more than yourself (but not at the expense of yourself). Whether you are selling products, services or ideas it's a worthy distinction.

Thanks Danielle for the resource!

20 Seconds of Courage

Check out this brief clip called "20 Seconds of Courage" from the movie We Bought a Zoo. http://www.youtube.com/watch?v=ZmMFIganRQY

We all can relate to teenage angst but how can you apply this axiom in your work today? Where and with whom would 20 seconds of courage make a huge difference?

Where is potential embarrassment holding you up? Where is fear keeping you from what is best for all? Can you psych yourself up for 20 seconds to:

• Ask for a raise?
• Hold a colleague accountable to a team agreement?
• Follow your intuition?
• Have that difficult conversation?
• Say what is unsaid?
• Make a request?

"I promise you something great will come of it."

Make Presentations Zoom

If you are tired of boring, linear powerpoint presentations and want to explore new ways to present ideas, check out Prezi. This sample also has some creative ways to leverage Linked In. http://prezi.com/qilhbxt-xry3/using-linkedin-as-a-tool/

Are you a Multiplier or Diminisher?

Leadership effectiveness is directly correlated to business performance. It's no surprise that Liz Wiseman, author of "Multipliers: How the best leaders make everyone smarter" found that extracting people's full capability has twice the positive and profitable effect on organizations. 

Multipliers "are genius makers and bring out the intelligence in others. They build collective, viral intelligence in their organizations." The five skills of leaders who bring out the creative best in people are being a talent magnet, liberator, challenger, debate maker and investor.

Diminishers "are absorbed in their own intelligence, stifle others and deplete the organization of crucial intelligence and capability." The five practices of leaders who drain intelligence are being an empire builder, tyrant, know-it-all, decision maker or micro manager.

Check out her site for more assessments, tips and research at http://multipliersbook.com/

DISC and Crucial Cues

DISC is a great tool to understand communication, problem-solving, decision-making and work style preferences on teams. It's also incredibly helpful to increase awareness of how team members deal with tough conversations. When we are centered and neutral it's easier to have courageous dialogue in service to team goals. When we are not, our DISC preference can block the very conversation that is needed.

In "Crucial Conversations" by Patterson, Greeny, McMillan and Swtizler, the authors suggest that when stakes are high, opinions vary and emotions are strong, we have different coping mechanisms to stay safe. Here are some cues to look for as their research relates to DISC:

• D's (Driver/Dominance) may become more autocratic by controlling or masking as they fear loss of control. 
• I's (Influencer/Expressive) may push back by attacking or labeling as they fear rejection.
• S's (Steadiness/Amiable) may acquiesce by avoiding or withdrawing as they fear loss of stability. 
• C's (Conscientious/Analytical) may avoid by withdrawing or masking as they fear criticism.

Extroverted styles tend to be more assertive, louder or violent in their response to stress while introverted styles tend to be more passive, quiet or silent. Strive to understand your own preferences and those you work with to minimize self-protection and maximize performance!

For more on crucial conversations check out http://www.vitalsmarts.com/

Barriers to High Performance on Teams

While it's important to understand and apply the factors of team success it's just as important to anticipate and illuminate obstacles. The very diversity that engenders innovation, problem solving and synergy can interfere in optimal team work if it's not valued or respected.

Patrick Lencioni in his book "The Five Dysfunctions of a Team" identifies absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results as the things that impede team performance.

Here are a few other ideas to explore if you are struggling to flow through interpersonal challenges that are a natural part of team work. How are you:

• Giving voice to varying perceptions, assumptions and mindsets without making anyone wrong? 
• Recognizing and minimizing team toxins (blame, defensiveness, stonewalling and contempt)?
• Understanding and honoring different work, leadership and communication styles?
• Distinguishing between barriers (which can be overcome) and limitations (which are constraints that can't)?
• Establishing meaningful and relevant direction?
• Aligning individual and team needs?
• Leveraging talents and fueling passions?

High performing teams expect obstacles because they inform and can change the course of any valuable endeavor for the better!

Balance or Congruence?

Work-life balance seems to be a constant challenge for those doing more with less. While the intent of this competency is for us to be healthy, happy and fulfilled the verbiage can actually create stress.

Career is one aspect of life. It not the opposite of home/family. Balance is not static. It requires subtle movement. Who you are is ever present regardless of the role you are playing.

What if work-life balance isn't about the hours you spend in one place or another, but about congruence. The more aligned and awake you are in all areas of life the less energy you'll spend trying to balance something that inherently can't be. Here are a few questions to get you started:

• Do your personal values and the organizations align? 
• Are you different at home and at work? How so? What do you gain? lose?
• Does your inhale equal your exhale?
• Do your four intelligences (physical, emotional, intellectual, intuitive) work together?
• How do you show up in different roles (mother, boss, soccer player, team member, sister, customer, board member, volunteer, etc.)?
• Where are your authentic and egoic selves at odds?
• What supports your capacity to do and be?
• How much unnecessary tension do you hold in your body? (Try standing straight using only 10% muscle)
• Do your thoughts, words and actions match?