The Do's and Don'ts of LinkedIn Introductions

LinkedIn is an excellent social networking platform. As its 'join now' internet page states, you can "connect, find, be found; power your career; and learn and share". I can't think of anyone I know through business who hasn't joined and created his or her own LinkedIn profile.

One way to connect is through the introduction feature that allows you to introduce two people in your network who could benefit from knowing each other. It can be an excellent way to support your connections. 

This week, I caught up with someone through LinkedIn who I had met while organizing a speaking engagement. She said, "I take pride in my LinkedIn network and want to ensure that people like you don't get solicited as a result of the connections I have." My considerate acquaintance raised an important watch-out: introductions can be unwanted and become burdensome commitments.

To be effective and appropriate, LinkedIn introductions need to have a specific purpose, such as connecting someone who is looking for information with a person who has it. Recently, I introduced someone who was considering making a career change with a person who had made the same move. The specific purpose of the introduction was to share experience, perspective and insights. It was a great match. 

General introductions typically aren't effective and can be viewed as impositions. Since there is no purpose other than to meet, they lack a catalyst for conversation and relationship building. Also, they can be seen as inappropriate by the party who isn't interested in making a new connection. Many people are overloaded and don't have time in their busy days (and nights) to chat when there is no concrete reason to do so. 

Here are my do's and don'ts of making LinkedIn introductions: 

• Do make introductions between people who needs specific information with those who have it 
• Do realize that you are asking a favour of the knowledge provider
• Do ask yourself if you would welcome a similar request from one of your connections before making it
• Do send a note to the information provider asking permission to make the introduction – this is the only way to be sure that the connection is welcome
• Do state the purpose of the connection in your introductory note
• Do provide an overview of each person's background to help kick-start the initial conversation
• Do end your note by saying you hope the connection will be of mutual benefit
• Do follow up to see how the exchange went – this will help you assess future connections
• Do keep a record of your introductions so you have templates for future ones – it will also help you build your skill in introduction writing

• Don't assume people have time to meet new people
• Don't make general connections just because someone wants to meet a person in your network – most will come across as prospecting requests that will damage trust and harm your relationships
• Don't make connections where the person requesting it only wants a favour from someone in your network (a job, an introduction into his or her network, etc.) 
• Don't make multiple connections with the same person in your network without confirming he or she has the time and interest for them – if not, it is an imposition 
• Don't make introductions to people in your network that you don't know – your introduction will not be seen as authentic if you can't recall how you know them

Your LinkedIn network is a professional community that you build, support and benefit from over time. Making connections between people who you know is one of the best features LinkedIn offers. Treating your community with respect by how you do so will make it and your relationships grow even stronger.  

Phil

If at First You Don't Succeed, Focus on Your Thinking

A priority this week has been helping our son Charlie practice driving. This was his second attempt, just like his dad and mom had done when he was his age (it's genetic).

As we were returning home from a practice session, I asked Charlie a question I ask all leaders who are repeating an unsuccessful change initiative: what will be different this time? Charlie's answer was one I have never heard before. He said, "I am going to approach the test differently. Last time, my mind was focused on getting through the test instead of completing the activities that would have resulted in a pass. I was reactive, waiting for the instructor to direct me versus observing the road conditions and driving the car. 

Charlie's different attitude changed how he practiced, from repeating specific tasks around the test area to driving in different locations under new conditions. He was increasing his breadth of experience and skill.

Most leaders focus on activities or tasks when leading changes that haven't been successful in the past. They try to 'fix' past mistakes (actions and tactics) instead of rethinking the change (mindset). This results in minor tweaks when different approaches are needed to gain the outcomes. 

Successful change requires leaders to align mindsets, actions and behaviours to achieve challenging goals. The hardest to influence is mindsets because beliefs and viewpoints are deep-rooted in people's minds and organizational cultures. Pronouncements such as 'This is my leadership style' or 'this is how we do things around here' are typical and signs of inflexible thinking that lead to marginal change and repeat misses.  

Here are a few questions to consider when attempting a change for the second time:

- What didn't work the first time?
- What has to be true this time to be successful?
- How can I look at the change differently (to avoid what didn't work and do what is required to be successful)?
- What actions and behaviours will deliver my new approach?


Charlie passed his driving test with flying colours. The instructor even asked him to honk the horn at onlookers who were standing in his designated parking spot. He was now a certified motorist!

During our family celebration, Charlie reflected that his new approach worked well. He focused on his immediate environment -- would he have an advanced green light, would the traffic be too heavy to turn at the first parking lot entrance, etc. -- and completed each task as requested. He didn't feel rushed and was less nervous than he had been during his first test. 

Based on Charlie's lead, I am now going to ask a different question of leaders: How are you thinking differently about the change this time around? The answers will be a good predictor of success.

Phil

15 Ways to Get Your Peers to Support Your Projects

A friend told me about someone who just got a big promotion. Two areas were being combined and he was asked to lead both of them. Priority one was to create his mandate for change, one that he believes will transform the whole company. 

Ambitious leaders like this one usually pour all of their passion, thinking and resources into building their agenda and a plan to deliver it. It's good work that is quickly completed by their team. The output is positively reviewed by their boss and the team that created it, which communicates that change is coming and creates a sense of progress and feeling of momentum. 

From a change perspective, what's wrong with this picture? This approach, although positive, lacks an important element required for success: the support and buy-in of peers. Agendas are made up of projects that impact departments or groups outside of the leader's domain, especially the ones that will transform the whole company. If peers in other areas aren't supportive of the projects, the initiative is likely to be ignored, paid lip service to or blocked. All of the passion, thinking and resources invested in the projects fail to produce the promised results.

A better approach is to gain peer support when starting to plan the agenda. This provides the opportunity to gain input, secure buy-in and avoid people feeling like the projects (and change) is being done to versus with them.

An important truism of change is that people support the work they create. They gladly advocate for and implement their own good work. The goal then is to invite peers to shape your agenda so that it becomes a co-owned initiative. Not doing so can trigger another change truism: people resist things they didn't create, often referred to as the 'not invented here' syndrome.

Here are fifteen ways to gain support from your peers:

• Explain why the project or agenda is needed – for the department and the entire organization
• Meet with each peer to discuss how the project could further his or her agenda – record the answers, measure and provide updates on them (both rational and emotional benefits)
• Establish goals that all peers will benefit from
• Include peers in launch articles or videos articulating why the project is important to them and the organization
• Align project timing so that it doesn't conflict with other major project launches – if there is a conflict colleagues' focus will be diffused and support will be less than needed
• Ask peers for advice on how to build the plan and how to measure success – people ignore metrics they do not value
• Be clear on how they can help the project be successful – e.g. endorse the initiative to their teams, participate on a steering committee, take part in a panel discussion, share resources, etc.
• Thank peers for their support before it is given – they will be more likely to honour them
• Invite peers to assign a representatives to the project to ensure their needs are met
• Secure time on regular cross-area meetings to provide updates on progress
• Personally brief peers face-to-face on changes to the plan that will affect them before they are announced – this is time consuming, but essential; people can handle the truth, but they can't handle surprise

• Communicate successes gained by peer teams as much, if not more, than your own – success breeds engagement
• Attribute successes, in part, to the support provided by peers – it wouldn't have been possible without them, which is true
• Send notes of appreciation to the peer representatives thanking them for their contributions (cced to their managers and area leader)
• Include peers in lessons learned reviews at the end of the project – this will set up support for future projects

Most agendas and projects require cross-functional peer support to be successful. Sharing the design, ownership and success of them with peers will ensure that everyone wins. 

Phil

Creating a Vision for Change: Fight the Good Fight

I've been a music fan all my life. It's the hobby I spent most of my money on growing up. Audiophiles would call me a 'completest,' buying obscure tracks to own everything that my favourite bands created. In my teens, I bought a 'Cheap Thrills' concert ticket subscription for Maple Leaf Gardens, the hockey arena that most big acts played. Music was a foundation of my life.
As a teen in the 70s, I listened to rock, progressive rock, funk, disco, punk and new wave, depending on the year. One band I completely missed was Triumph.In the late 70s and early 80s, they had a few rock hits on Top 40 radio and a solid FM following. They were often compared with another Canadian trio Rush.



Last week, I heard their song, "Fight the Good Fight", one of their biggest hits.

It struck me that the lyrics include many key messages that a leader needs to make when launching a compelling vision for change.

The best visions are 'lived' by leaders who believe in their teams' ability to create a better future. They appeal to the hearts and minds of their colleagues. Winning over hearts ensures personal investment and engagement; winning over minds ensures agreement with the need for change.

Here are the key leadership messages included in Triumph's 'Fight the Good Fight':

1. There is a danger we must address
2. The signs are clear if you look for them
3. We are up for the challenge
4. It will be worth our efforts
5. I am completely (and personally) committed to our goal
6. I am passionate about it too
7. Believe in the vision like I do
8. I need your help
9. I am confident in your abilities
10. This is the chance you have been looking for to be your best
11. This is your role in our success
12. It's your choice to commit
13. Give it your best
14. It won't be easy
15. I am here to help you be successful
16. You will know what to do
17. Join me
18. Let's show them what we can do

This comparison reveals an interesting insight: a successful vision for change needs to align with people's personal visions. Tapping into their needs, wants and desires is the best way to align their mindset, actions and behaviours with successfully making the change. 

Perhaps that's what makes good song lyrics too.

Phil

What is better: depth or breadth?

Two years ago, I attended an exhilarating networking session initiated by Kevin O'Leary at Optimum Talent. Twelve people from diverse industries and backgrounds were invited to share their thoughts on three questions:

• How are you making a difference in the universe?
• What is your passion?
• What is your personal formula for success?

It was a powerful experience and I was blown away by people's stories and ambitions. One-on-one coffee meetings afterwards extended my feelings of inspiration and good fortune. 

Last week, I attended a two-year check-up session again hosted by Kevin. Most original members attended, with a few sending regrets due to schedule conflicts. 

Hearing people's updates was just as stimulating as the first session. Everyone had progressed and were working on new opportunities or challenges—progress always brings change.

I shared a question I have recently been asking myself: how do I maximize the number of people I can benefit from my change experience? It is inspired by a quote from John Baker, founder and CEO of D2L: "My eureka moment was recognizing that education was the best way to multiply my impact on the world." What was my best way?

I explained that I now share my knowledge through consulting assignments, my book, course and speaking engagements. For the next 10 or 15 years I could continue doing so and not maximize my potential to help others.

Someone suggested that I flip my goal on its head: Why not go deep instead of going broad? I could make a greater impact by helping fewer people in more meaningful ways. Another person supportively added that this approach reminded him of the 1,000 true fans theory where the goal was to cultivate ongoing relationships with 1,000 people who highly value your 'art'. After a speaking engagement, instead of having brief conversations with many people, why not have deeper conversations over time with a few of them?

This healthy perspective wasn't what I was expecting and sent me back to the drawing board. I have been discussing the benefits of depth and breadth all week. One friend said that breadth is less risky while another opined that depth has more possibilities.

Perhaps the best approach is to do both as opportunities arise. There will be times when broad communication is most helpful and others when in-depth, one-on-one discussions have greater value. If so, then spotting the opportunities is a skill I need to sharpen.

I wonder if most people have a version of the depth and breadth choice to make. It might define how they make a difference in the universe.

Phil

How to Make a Case for Change Management

This week, a colleague and I were asked to provide an hour overview of change management including what it is and how it can create value for an organization. Here's how we structured our presentation:

What is Change Management?
Change Management is a term that has many definitions and is used in many ways. Simply, it's how you enable people to move from how they work now to how they need to work to achieve better results. Prosci's definition says it best.

How does Change Management Enable Business Results?
There are three main ways that change support increases the success of an organizational change:

• Speed of adoption: How quickly people take on new approaches (minimizing resistance)
• Utilization: The percentage of people using them (40 percent is the tipping point)
• Productivity: Performance created by using them (and not reverting back to old ways of working)

There is a lot of evidence supporting change management's value to an organization. Two studies are cited the most: A Towers Watson Change and Communication ROI study concluded that companies highly effective at change management are three-and-a-half times more likely to financially outperform their industry peers and a McKinsey study estimated the return on investment of a big change project is 143 percent when an excellent change program was used and 35 percent when there was a poor or no program.

Comparing Unsupported and Supported Change Projects
Ehraman's comment about Murphy's Law holds true for organizational change: "Things get worse before they get better." As soon as change is announced, instability and risk are introduced. As people speculate about what the change means for them, distraction increases and productivity decreases. "Maybe we shouldn't continue this initiative if everything will soon change," I have heard many employees say. If not proactively managed, people become confused, fearful, competitive and lose focus.

When the change is implemented, productivity dips as people get accustomed to new roles, processes and behaviours. The objective of Change Management is to minimize the duration and depth of the productivity dip during the transition period and accelerate performance through communication, ownership and support.

Why Change Initiatives Fail
Most change initiatives do not fully deliver their promised benefits, nor do they meet their timelines and budget. Multiple studies—McKinsey, Bain, IBM, Towers Watson, Panorama—have estimated that between 65 to 75 percent of projects are not successful. 

Understanding why these projects fail is a key input into creating an effective change management plan. The top two reasons are:

• Lack of visible and active executive sponsorship
• Failure to anticipate and effectively manage cultural change

Engaged leaders is a must for a change project to be successful. I have never seen a change be successfully implemented without leadership commitment. Also, every change has cultural implications. The leader who thinks that a change is "no big deal" to employees is in for a surprise.

How to Manage Change so it is Successfully Adopted
The last topic is how to manage change successfully. This includes how to plan, manage and reinforce the change. Although every change has its circumstances, there are approaches, practices and tools that work on all of them. Developing the plan involves selecting the ones that best enable people to move from how they work now to how they need to work to achieve better results.

Throughout the presentation we shared stories about projects we had worked on. Interestingly, everyone had experienced similar situations. It struck me that most people are well-experienced in change—they have seen both good and bad examples of how to adopt change. Harvesting that knowledge through active participation in the change is another way of demonstrating how change management can create value for an organization.

Phil

Earned Awards are Better than the Ones You Buy

This week, our sons, Sam and Charlie, and I went to the Canadian National Exhibition, known locally as the CNE or the EX.

This annual three-week event is an explosion of rides, entertainment, games, food, agricultural fair and bazaar. For many, it is the last hurrah before school begins and summer ends. For many families, it is a tradition.

Like most of our family traditions, there are things we do every year: the kids magic show (even though the kid years are long gone), sand castle competition and food building.

Another must-do activity that ends our day is the balloon dart game. This is the one where you throw darts at inflated balloons, trying to pop them to win prizes. 

This year I noticed that the game's focus had changed. Instead of it being about the required level of skill to win different prizes, it was about the required amount of money to buy different prizes. The carnie running the game explained:

• 2 darts for $5 gives you 1 small prize
• 4 darts for $10 gives you 1 medium prize
• 8 darts for $20 gives you 1 big prize

But what about the number of balloons we needed to pop to earn the prize, I wondered? As we discussed the options, the woman said she would give us 9 darts for $20. Each of us would throw 3 darts and both Sam and Charlie would get medium prizes. Sold.

We had fun throwing the darts and every one popped a balloon. Definitely prize worthy! The downside, however, was that it didn't matter. If we missed all of our shots we would still have received our prizes. I wondered how that would have felt.  

We spotted other examples of 'prize buying' at the EX. If you bought a hot tub you got a free cruise. The best, and saddest example, was at the Guess Your Weight or Age game; the biggest prize had a $40 price tag on it. It implied that if you were in a rush, you could skip the game and buy the prize. What fun is that?

Other industries can operate this way too. For example, 'pay-to-win' video games, like Farmville, sell prizes that you could earn through hard work and skill. In the professional development industry, some firms sell certification without demonstrated proof of knowledge or skill --"Our three-day program gives you a Change Management Specialist certificate". Bought awards are of little value.

Sam and Charlie had fun picking their prizes. It was a perfect way to end a day at the fair. When their friends came over that night, I didn't hear them say, "Look at what I won." I am glad they have the wisdom to make the distinction.

Phil

What Your Reaction to Amazon's Culture Says About You

The New York Times' exposé on Amazon's company culture has sparked many responses including Chief Executive, Jeff Bezos', who sent a rebuttal email to all Amazon employees. 

There are three types of responses to the article: supporter, critic and neutral.

The supporters say that extraordinary results require extraordinary efforts. Amazon's excellent results are admirable and a product of hard work driven by its culture. As one writer said, you step back from the stock and say, "Boy. Whatever these folks are doing is working." This is a minority view.

The critics condemn the cultural norms described by ex-employees in the NYT article. For example, a blog post by Michael Hyatt outlines how these practices lead to poor team relations, sub-optimal performance and compromised lives. A burnout culture is bad for business and bad for employees. This is the majority view.

The neutral commentators state that people who chose to work for Amazon are fully aware of its challenging culture. They do so because the rewards are worth the 'survival of the fittest' work environment: working on groundbreaking projects, associating with smart people, building skills, increasing personal market value and benefiting from lucrative stock options. Working at Amazon is a 'fair warning' contract between two parties aware of what they are getting and giving.

The position you agree with says more about your work preferences than about Amazon's culture. Since your view is shaped by your past work experiences, it provides a window to how you view employment environments.

If you are a supporter, high performance ('results orientation' in HR speak) is what work is about—the "what" of work is the focus. Cultural behaviours, the "how," are followed because they aid efficient and effective interactions across the company.

If you are behind on your plan or off target, you must do whatever it takes to get back on track. If the cultural behaviours aren't working, taking on new ones is justified as long as they improve performance—the end justifies the means.

If you are a critic, high performance is only half of what work is about, the "what". The "how" of work is equally important. Cultural behaviours are followed because they are based on company values and beliefs, which are mandatory. High performance gained by contrary behaviours is seen as a partial success. 

If you are behind on your plan or off target, you must do whatever it takes within the cultural parametres to get back on track. If the cultural behaviours aren't working, better alignment of people to them is required.   

If you are neutral, achieving goals is what work is about—the "what" of work, like the supporter, is the focus. Cultural behaviours aren't necessarily followed; they are inputs for consideration that may lead to achieving your goals.

If you are behind on your plan or off target, you must do whatever it takes to achieve your goals. If the cultural behaviours aren't working, taking on new ones is a given.

Company culture is important to most people. Your views on Amazon's culture might help you better understand what type of culture is important for you.

Phil

What does magic have to do with change management?

Last Monday, I went on a five-hour hike with my brother-in-law, three of his high school teacher colleagues, and my son, Sam. Our goal was to retrace a path that Samuel de Champlain (a founding father of Canada) had walked 400 years ago to the day.

As you might expect, my teacher comrades were passionate about learning and eager to exchange ideas on how to become better educators. Throughout the day, there were many exchanges about curriculum being taught in the fall, resources being used and learning techniques being employed.

Tim shared his interest in using magic as a learning aid. He told a story of going to a magic shop to learn how he could integrate magic into his lesson plans. An anticipated 15-minute visit turned into a 5-hour conversation with magicians about the parallels between their professions.

The similarities between learning and magic are compelling: they require engagement and attention to work; demonstration creates interest in how to do something; and mystery promotes debate and learning. Teachers and magicians have similar roles with one focusing on learning and the other on entertainment.

As we continued down our 400 year old path, I thought about extending the learning/magic comparison to change management. Since learning new mindsets, actions and behaviours is how people adopt change, there must also be connections between change management and magic. 

Here are the ones I identified:

Magicians and Change Leaders create wonder
Magicians create wonder about the illusions they create. Change leaders create wonder about the better future they describe. Both may seem impossible without the belief and skill of the creators. Wonder is created through showmanship, the ability to capture attention and create the desire to hear more.

Magicians and Change Leaders know their audiences
Magicians are highly observant of where people focus their attention. Change leaders know what people care about and the concerns they may have with a change. Magicians use their knowledge to guide their audience to experience the benefits of their illusion. Change Leaders use their knowledge to guide their audience to experience the benefits of the change.

Magicians and Change Leaders use a step-by-step approach
Magicians follow a sequenced set of steps that sets up and executes their trick. Change Leaders use a stepped approach to plan and implement their change. Both consistently follow appropriate steps to be successful.

Magicians and Change Leaders are confident in their ability to deliver outcomes
I have never seen an effective Magician or Change Leader who is self-conscious and uncertain about his or her ability to deliver on desired outcomes. If they don't have confidence in themselves then people won't either. Lack of confidence directs people to their weaknesses instead of their strengths.

Magic has a lot to do with change management. I asked Tim about his biggest insight from his conversation in the magic shop. One magician said, "Whether you are a teacher or a magician, you are the magic." The performance of the role delivers the outcome. I think the same is true about Change Leaders.

Phil

How to Change Something You Like: Lessons from Updating My Website

A common change management challenge is people's dislike of trying new things. Even though the new ways of working could lead to benefits, they hold onto the familiar and comfortable ways that have led to past success. Sydney J. Harris wisely observed, "Our dilemma is that we hate change and love it at the same time; what we really want is for things to remain the same but get better."

I knew it was time to update my website after I reviewed a free video assessment of it called Peak by a company called User Testing. A reviewer navigates your site and provides real-time comments on what he or she experience.  

My feedback was painful (video here). One comment was, "I would like to see something that tells me what this is. What type of change is it--is it corporate change, is it individual personality change? What type of change are we talking about?" Ouch. 

It was clear that my website needed to change. Even though the reviewer wasn't someone looking for my services, he was someone having difficulty navigating my information. 

My personal challenge was that I really liked my site. Each section was a collection of decisions I had made with the best intentions; they were my best solutions. To realize the benefits of change I had to change what I liked.

Here's how I approached my website redesign that allowed me to move past my "I love this site" bias.

Be clear on purpose
My site objectives are to:

• Create awareness of what we do and how we do it
• Build relationships with people who may need our help in the future

All content had to support one of these objects. The new site has 40 percent fewer pages and the remaining ones have been rewritten based on my objectives.

I was surprised to see that a lot of the content was out of date: our client list was missing three new clients, biographies needed updating and our approach to change did not reflect our latest learnings. We will also be updating the "Our Story" video to reflect latest developments.

Begin with the customer in mind

Information on the site needs to answer questions that potential customers would have. The three main questions are:

• What do they offer?
• Why should I hire them?
• How do I contact them?

Now all content answers one of these questions.

Partner with experts in the field

I worked with Krishan Jayatunge who is an excellent webmaster and media professional. He is creative, collaborative and comfortable with giving me honest feedback. I knew that my enthusiasm for a particular idea would not bias his expert perspective. 

Strive for simplicity

The reviewer also commented that the site was confusing. This is understandable, since it had four layers of navigation. My desire to cram as much information onto the site as possible led to complexity and difficult navigation. I was expecting someone to click or scroll up to four times to find what you they looking for. Although the three-click rule of web navigation has been around for years, there is evidence that suggests people want to click only two times to find what they are looking for. Reducing content was the easiest way to reduce complexity.

Adopt a continuous improvement mindset
To avoid similar change challenges in the future, I have taken on a mindset of continuous improvement. Continuous testing and feedback will help me avoid holding onto my preferences. I am committed to and am scheduling regular 'test, learn and update' reviews. 

Today, changewithconfidence.com was relaunched. I think the changes have addressed the feedback I received. It felt good to click through the new pages. My site can always be better though, so please send me a note if you have any feedback. I would appreciate hearing about your preferences.

Phil

How to Inspire People to Achieve Your Goals

The title of a YouTube video caught my eye: "Dave Grohl's Response to the 1,000-Person Cover of Learn to Fly". 

Dave Grohl is the founder, songwriter, rhythm guitarist and singer of the long-standing band Foo Fighters. He is also the former drummer of the famed early 90's 'grunge' band Nirvana.

A 1,000-person rendition of a song seemed interesting, but even more so was this famous musician's response to his fans.

Dave's thank-you video was short and sweet, thanking people for their awesome show of appreciation. He spoke in broken Italian, which was a nice touch given that the song was recorded in Cesena, Italy. The simple message, recorded on a smart phone had an impromptu and sincere feel to it, befitting of a personal thank-you.  

I became curious about the music video that prompted Dave's warm response. How did 1,000 people perform a song at the same time, and why?

A year ago, Fabio Zaffagnini, the founder of a virtual guided tour startup, had a dream of the Foo Fighters playing his hometown of Cesena, a Northern Italian town of 112,000 people.

He came up with the idea of creating a tribute video to help bring attention to his request. Fabio took action by enlisting his friends and building a crowdsourced budget of $50,000. 

A year later, at sunset on July 26 2015, 1,000 musicians (traveling at their own expense), 100 volunteers and a 30-camera crew created the video (take a look). Within days of being posted, it had been watched 18.6 million times including members of the band.

Zaffagnini said that his project worked "because he had a huge amount of people working for free, helping us for nothing." How did he convince so many people to support his goal in a world where only 13 percent of employees are engaged with their employer's businesses? What was it that spoke to so many hearts and minds to accomplish something so big?

Here are some possible reasons why people signed up for Fabio's dream:

• He (the leader) was clear on what he wanted to achieve (Foo Fighters concert in Cesena) 
• The goal meant a lot to him personally
• People (musicians) could relate to the goal (hold a concert)
• It had never been done before
• He created a solid plan
• The plan was well-financed
• Everyone had a clear role 
• Skilled people were enlisted to manage the logistics (e.g. a conductor coached the musician on how to synchronize their performances)
• It felt like it would be fun
• The project was a once-in-a-lifetime experience with bragging rights ("I was there.")
• Everyone could see how their part contributed to the project's success
• People were recognized for their efforts (check out the end credits)

Fabio's project holds many lessons for other leaders. Business leaders can definitely gain insights on how to inspire and motivate their teams. All they need to do is watch the video and be inspired by the looks on everyone's faces.

Phil

Abundance Versus Scarcity? Your Choice will Shape Your Opportunities

One of my favourite management concepts is the 'abundance versus scarcity' mindset dichotomy popularized by Stephen Covey.

Someone with an abundance mindset believes there are many opportunities in the world and win-win options secure the greatest rewards; someone with a scarcity mindset believes there are limited opportunities and win-lose options secure the greatest rewards (before others take them).

I experienced an abundance mindset a couple of weeks ago when I received an email from someone I had worked with 10 years ago. He was interested in partnering his consulting firm with mine on a technological change project. 
  
We set up a call for the following week with someone from his firm and a partner I thought might also be interested in this type of work. 

It was a good call. After introducing ourselves, we discussed the high-level parameters of the assignment. It felt like an abundance mentality moment, one that was inspiring, productive and fun. Everyone was looking for ways to win the contract for our mutual benefit. 

That evening, my friend and I reviewed the detailed 'request for proposal' provided by the company and initial timelines our new partners had made.

The next day we sent our analysis and recommendations back for review. Although the project was not a good fit for my technical qualifications, my partner was an excellent match. It felt good to develop and share my analysis even though I wouldn't be on the team.

Today, I shared this story with another friend. She said she has decided to only take on assignments involving people who are positive, collaborative and interested in everyone's success. Anything else would be a waste of time. A light went on in my head.

Stephen Covey said "I have an abundance mentality: When people are genuinely happy at the successes of others, the pie gets larger." I know my next opportunity isn't far off when working with this type of mindset. It won't be hard to identify.

Phil

10 Must-do's When Ending a Project

Last Friday, I completed an assignment I have been working on for a year. 

It felt strange to leave an initiative that has monopolized my waking and sleeping hours for so long. One minute I'm attending meetings and completing tasks and the next I'm not.  

The ending of an assignment is my least favourite phase of a project because:

• Any end date seems premature; there is always more to do to embed a change
• The pace moves from fast and dynamic to slow and methodical 
• There's a sense of loss just before saying goodbye to a team and goal you care about

Transition planning is important for success. As someone once advised me, "people only remember beginnings and endings; everything else is grey". Unless something has gone very wrong in the middle, the beginning and end define the perceived success of an initiative. 

Not everyone follows this advice. I have observed leaders who have quickly exited a project, motivated by the prospects of a new role. Invariably, this impacts people's views on the level of success and how the project was managed. 

So here are 10 ways to end a project well:

• Ensure everything has a new home—tasks without an owner won't get done
• Create a list of future actions that will increase the project's success—what would you do if you were still on the project?
• Offer your availability for quick calls or emails to give advice or answer questions—it only takes a few minutes to share your knowledge and add value
• Document lessons learned—what worked well and what didn't, what insights did you gain from the project, what will you do differently next time?
• Create an archive of the project—include business case, outcomes, plan, implementation modifications, results and key documents
• Say goodbye to your team members—sharing your appreciation of them and their support is a must
• Say thank you to the leader who brought you onto the assignment—showing appreciation for the opportunity is also a must.
• Delete any future assignment meetings on your calendar—if not, you will continue to be mentally engaged
• Take a moment to celebrate the successes you contributed to—it helps reinforce your learning and acknowledge your hard work
• Plan to do something completely different the week after you exit—a vacation, different project work or personal or business commitments break your routine and focus your thoughts on other things

How you end a project has significant impact on its and your success. Doing so with the same commitment and rigour as you had at the beginning (and middle) phases ensures that you will transition well. It also prepares you for a new beginning.

Phil

Maximize Your Team’s Performance by “Leading Inside the Box”

Have you noticed that many leaders manage their teams on the fly, investing little thought to where and how they allocate their time among their team members? They do so without prioritization, either allocating time equally across each team member or giving as much time to each individual as they demand. Their leadership role in performance management is neither strategic nor well-planned.

Lead Inside the Box, How Smart Leaders Guide Their Teams to Exceptional Results provides a simple and effective approach to assess and manage your team’s effectiveness. Victor Prince and Mike Figliuolo have created an assessment framework called the Leadership Matrix. The matrix lays out four distinct employee profiles based on behavioral characteristics individuals demonstrate. Each profile is defined by the level of output the employee produces in relation to the input required from the leader to achieve productivity.

The Leadership Matrix gives you a picture of your team’s collective and individual strengths and opportunities for improvement. It also provides the foundation for a plan to realign how you spend your “leadership capacity” to maximize individual and team performance. 

After clearly explaining the assessment process, the authors provide advice on how to allocate your time across behavioral types to maximize performance. Strategies and tactics are outlined for each type that easily translate into a development plan.  

The book also offers guidance on leader scenarios including taking on a new team, leading a team you were a member of, a reorganization and a reduction in team size.

What I find fascinating is that shortly after learning the four employee types, I have been compelled to begin assessing the teams of leaders I work with. I first identified a High Cost Producer, Squeaky Wheel mid-manager who produces results, but monopolizes the leader’s time. Most of this time would have been better spent with another team member, an Exemplar, Rising Star, who is an effective, self-starter destined for senior roles in the company. And then there is the Passenger, Stowaway, a low producer who lacks drive and only appears to do the bare minimum in his role. The leader needs to “Lead Inside the Box.”

The team assessment is easy to complete based on the behaviors displayed either in one-on-one or team meetings. Each Leadership Matrix reveals the pattern of where people are concentrated across the four profile types. This picture is helpful to see where your team is skewed.  Opportunities for performance improvement are also easy to spot based on the guidance provided throughout the book.

Lead Inside the Box is a great read for any leader (or developer of leaders) who wants a simple and effective way of maximizing their team’s performance. It provides a framework, assessment process and development advice that are relevant, practical and effective. It is the perfect guidance to elevate a leader and his or her team to the next level.

Phil