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No Really.

Earlier in my career I spent 5 years consulting with one of the fastest most successful credit card companies in our country. Growth was staggering. They went from 1,800 employees to 20,000 in just over 5 years. Their stock had the same type of growth. Even though all this was going on there was and continues to be a large amount of suffering in their corporate structure. They are not alone.

One of the best leadership, managerial, employee tools to pull out of the toolbox is the ability (and we believe necessity) to say ‘no’. To decline is a powerful move that is often over looked while trying to navigate through a given day or to the next level. What we’ve found is that more often than not people create much of the stress and pressure they are living/working with each day. They do this by saying ‘yes’, ‘sure I can’, ‘I’d be happy to’, ‘you bet, ‘no problem’, and many other forms of…. YES – I will do it just as you asked and in the time you asked…and maybe hint or promise to have it done earlier.

Too often the YES is given out of fear. You see everyone around saying yes. If you’re the first/only one to say no then your job could be in jeopardy, you could lose the promotion, or be thought less than by the person making the request etc. etc. So you say YES and your 45-hour workweek turns to 60 and the stress/pressure shows up in areas only you may know.

If it was safe enough… you’d say No, Decline, Make a Counter Offer, Negotiate etc. but it’s not deemed safe enough by you and you say YES. While consulting with the credit card company I kept lobbying for the CEO to say “Ok everyone, starting on Monday you are all requested to say ‘no’ to at least one request each day. If not, it will be noted on your performance review.” Their business culture, quality, trust level, mood, and results would improve immensely. So would yours.

Too often when we say YES and then don’t fulfill on the promise, one or more of the following happen.
1. The work is done on time but not to the standards of the company – result = rework, injury, etc.
2. The work isn’t done by the time you promised (because you were in overwhelm from all of the other ‘YES’s” you agreed to) – result= you’re deemed unreliable, trust is lowered
3. The work is done to satisfaction – result= resentment from you towards the other person for them making such an ‘uninformed request’-don’t they know what your world is like?
4. The work is done to satisfaction – result= your mood, health, wellbeing is at risk, again.
5. You have perpetuated and ingrained saying ‘yes’ in your culture.
To say No, Decline, Make a Counter Offer, or Negotiate can be viewed as powerful.
• It shows that you are considering your other commitments to the company in your decision.
• It may highlight your commitment to safety and quality.
• Internal/external customers will be grateful that you are fulfilling your current promises to them.
• It will model for others a more accountable way of operating in the workplace.

Say yes to possibilities, opportunities, etc…and step outside your comfort zone and say ‘no’ …when you know you should.

Todd Demorest,
Lead Trainer, Odyssey Teams, Inc.

Philanthropic Team Building: Good for Your Head, Hands, and Heart

There is a new paradigm in the concept of Team Building, and it’s called Philanthropic Team Building. In days gone by, it was sufficient to be selfish, even decadent, about getting to know each other outside the work setting. When it was done well, it involved heads and hands in experiential exercises and simulations. Now it’s about incorporating the heart through give back events or Philanthropic Team Building. The response from participants has been overwhelmingly positive – all over the world.

Events like Life Cycles, the original Build a Bike workshop (Odyssey Teams has built and donated over 13,000 bikes alone), Helping Hands, the building of prosthetic hands for amputees in developing countries (over 17,000 delivered to 75 countries), and The Playhouse Challenge have revolutionized the Team Building industry. And it’s good for more than just your team. It’s good for your heads, hands, and hearts. And that means it’s good for the world.

>Bill John

Philanthropic Charitable Team Building

In more than fifteen years around the globe, we have not met a group yet where the individuals were not able to articulate the values and behaviors that create great teams, great leaders and great organizations.

The last time I checked Amazon.com, it listed a staggering 224,196 books on the subject of leadership. It seems that anyone can write the book. Everyone knows how to say or speak the words.

In spite of this, common sense seems to be decreasingly common as the pressures of business and life increase.
Emotion – that most basic of human experiences – is hard to measure, and culture depends on it. So, we try to explain it scientifically. A lot of time and money is spent attempting to understand the science behind corporate culture, effective teams and successful leaders. And the results? They consistently point toward the obvious answer, the one we already know: Common sense is the best guide to harness the energy of emotion and to channel it into positive results, strong teams and innovation.

“It is unwise to try quantifying things that don’t lend themselves well to proper quantification.”
-Norman Glojck

Is it possible that the process that makes building teams, leaders and powerful cultures is this simple? Or, does it need to be more complex? If we charged per hour to ‘fix’ you, we certainly would gain by making it more complex. However, we are motivated by something much more human.

S.I.M.P.L.E.

Safe – Employers AND employees MUST cultivate a safe culture for risk-taking. Does the culture smell like low tide? Are people hesitant, resistant or detached? Don’t worry about extensive or expensive ‘low-tide’ measuring devices. Just get out there and get a ‘sense’ of your environment – look, listen, feel. Is it safe for people to bring and to be their best?

Intentions – You must clarify your intentions…together. Corporate goals and visions by themselves are passé. The standard ‘kick-off’ or ‘goal-setting event’ offsite will not inspire the average employee beyond a few days or deals. Read this: It’s not their fault! A plaque on the wall or a banner listing professional goals might be motivation for you personally if you created it. But if it’s a hand-me-down from your boss, forget it. You’ve got to get their heads and hearts around it. See ‘Love’ below to turn great intentions into great results. Are you willing and capable of doing this?

Morph-readiness – Employees need to adapt, change hats, and do what’s necessary to WIN. People are people. We cannot adapt our biology nearly as fast as our sociology and technology. A passive look at morph-readiness is discussed in Chapter 11 by your 5th circuit judge. The awareness of this bio-socio-techno gap is something you may want to consider. Do you think you can just tell them to adapt? Or that they have to?…wha, wha, wha, wha, wha!

Perspectives – Creativity is born out of seeing old problems in new ways. Massive improvements only come from massive changes to how we see ourselves, each other and the problems and challenges we face. Paradigms – Pair-a-dimes – that’s only twenty cents, but you’ll spend a fortune on your current paradigm if it’s not buying you what you want or what your company needs.

A coach’s job is to see what the players cannot. You’ve got to help your ‘players’ see what they have forgotten in themselves. The challenge with matrixed and cross-functional teams is they’ve got to be able to coach each other. To do this requires ‘perspective,’ one that encourages a strong commitment to and awareness of the other five principles: S-Safe, I-Intention, M-morph-Readiness, L-love and E-energy.

Love – When the pressure is on, the honeymoon is over. People forget why they were so excited when they first got ‘the job’. We are married to our work, and the ‘professional’ divorce rate is making it easier to have ten or more jobs. Find/Choose love again. Don’t throw in the towel just because your ‘default’ response to pressure is not getting you the results you seek. There is no better way to change your default settings than to ‘change your default settings.’ Hard? Probably! Can you do it? Choose one, YES or NO. Whatever choice you made, you’re right!

Love comes from a sense of purpose and relation to the things that matter to us…together. Work should matter to us because we spend so much time there. Further, it gives us the ultimate human responsibility to our social existence and the natural law of commerce. That is, to help others…and profit. We forget that if we don’t help others, we don’t profit. The farther we are removed from the satisfied/grateful customer experience, the less chance we have of feeling their gratitude and our own sense of external purpose.

If you manage a product or service and you want to see growth, you have to continually figure out how your product or service benefits the consumer. This conversation is not just about external customers; it is also about the people you manage or lead. Help them help others, and you all profit. Neglect that, and people will lose the love that initially led them to their job. Seemingly trivial complaints (the cap left off the toothpaste, for example) then become enough to trigger a ‘divorce’ when people lose their connection to collective purpose and their ‘love’ of contribution.

Energy/Endurance – Synergy comes from energy that is aligned, and endurance comes from deep-rooted purpose. Burnout, rust-out and the “I’m-out-of-here” attitude result from a lack of focused energy and endurance. To find energy and create endurance, see the preceding SIMPL principles above.

If you need help in any of these areas, everything under the sun is available to you. Just be sure not to hire copycats of well-thought-out programs or processes. They don’t have it in their bones. And don’t confuse drinking at a Red Sox game with team building. If you’ve got a culture that smells like low tide going into this approach, you’ll come out with even more stench than when you started. A dissatisfied culture with alcohol only emerges as a more dissatisfied culture with a hangover.

It’s fascinating how EVERYONE knows the ingredients to effective teamwork, but when we throw them into simulations and turn up the pressure, the usual suspects emerge and talk becomes cheap. The basics are discarded, and we find our less-than-great selves emerging. Are we just not getting it? You can probably think of ten people right now that you know need help getting back on the cutting edge of common sense. But you? Of course not!

Bill John
President
Odyssey Teams, Inc.
www.odysseyteams.com
800-342-1650
The S.I.M.P.L.E. name and process are protected under copyright law. All rights reserved.