Head Tilt #60: Walt, Leadership, and the Soup Scene

Do you remember that scene in Snow White and the Seven Dwarfs where they all sit around the table and slurp soup?

Neither do I. 

It never made it to the big screen.

Ward Kimball (one of Disney's original animators who was part of the famed Nine Old Men) spent eight months working on that scene. 

Fellow animators loved it!

Walt thought it was good!

Walt also cut it from the film. 

He said that the picture was simply too long and something had to go.

It was 1937, and since Snow White would be the first full-length cartoon feature film, Walt knew that he had to keep the story tight.

Regarding the soup scene he said, "Even though we liked the sequence, it was not essential to the telling of the story."

Ward was disappointed. He'd worked so hard.

But Walt came back quickly with a new character he wanted Ward to sketch for an upcoming project. 

From the recorded interview played at the Walt Disney Family Museum, Ward happily recalled the next conversation he had with Walt after the Snow White soup scene had been edited from Snow White:

"He was a salesman and he changed the soup sequence to the enjoyment I'd have with Jiminy Cricket."

And Ward went on to animate everyone's favorite conscience. 

Two leadership essentials stand out to me in this story: 

1. Alignment

Walt knew the goal of his first feature film, Snow White and the Seven Dwarfs. He aligned all decisions toward that goal, even when he knew others would be disappointed.

2. Engagement

Walt also knew that to keep top talent he needed to drive, not decrease, engagement. He did this by giving Ward an even bigger, better creative project. 

If you are a leader:

• Do you have a crystal-clear image of your goals? 
• Are you able to evaluate which actions, processes, and efforts are in alignment or out of alignment with these goals? 
• Do you have the courage to make tough decisions? 
• When necessary, are you able to reignite employee engagement by directing talent to other projects? 

And if you are a Disney fan like me:

• Don't you want to see the soup sequence? My son found it here! Enjoy!

Yes! There is so much more to say about goals and engagement. This is just a real-life story that illustrates the power of each. Keep the conversation going with your teams.

Head Tilt #52: Memento Amare = Remember to Love

My personal, permanent reminder 

Leaders are accustomed to using these words in the workplace:

Engagement

Humility

Transparency

 Trust

But what about love?

Does love belong in the workplace?  

(I'm talking about compassionate love, not romantic love.)

I've heard many say that the people they work with are like "extended family." Isn't that love? The US military and firefighters, alike, pride themselves on the trust and interdependence of brotherhood/sisterhood. Isn't that love?

This year, in response to the challenges of 2020, PG&E rolled out their "Lead with Love" campaign. They are committing to 2,021 acts of good and they're inviting consumers to join. (Check out their fantastic one-minute video about emotions.)

Southwest Airlines has love as their anchor, noted by their heart logo and their NYSE ticker code of LUV. 

Whole Foods leads the charge by committing to love. Love guides their food selections and how they show up in the community. 

Leadership gurus Barry Posner and James Kouzes (The Leadership Challenge) say that love is the "best kept secret" of great leadership. 

Data company Integrate.ai lists "Love People" as their number one value.

"Love as a Business Strategy" is a compelling newly-published book that I am reading about a company, Softway Solutions, that was transformed by their leadership commitment to love. (M. Anwar, F. Danna, J. Ma., C. Pitre, 2021).

Extensive research reviewed in the Harvard Business Review concludes that "a culture of love corresponded to increased levels of job satisfaction, teamwork and improved customer outcomes' (Coombe, 2016). Studies also show that people in loving work environments are more committed, satisfied, and accountable (S. Barasde and O. O'Neill, 2014).

The examples and research have a strong, steady heartbeat. 

But what does love look like at work?

Love looks like compassion.

Love looks like extending trust.

Love looks like assuming positive intent.

Love looks like respect. 

Love looks like listening fully. 

Love looks like addressing conflict effectively.

Love looks like having difficult conversations.

Love looks like appreciating differences.

Love looks like nurturing a positive culture where cooperation wins over competition every single time.

Love looks like going above and beyond for internal and external customers.

Love means seeing the entirety of your employees and co-workers.

What's that? You say you are already doing these things?

Then you are leading with love, even without announcing it. 

Whether you say the L-word or not, Memento Amare. In Latin that translates to remember to love. Today more than ever, it is not just recommended, it's required. ❤️

 

Head Tilt #48: Ch-ch-ch-changes

We often get more change than we'd like.

Continually

Having

A

New

Growth

Experience

That's C.H.A.N.G.E. 

At least that's how one of my fellow acronym-loving friends sees it. She's such an optimist and I love that. 

Full disclosure: I don't love change. 

Nonetheless, I've studied it extensively and, much like the gym teacher who eats donuts on the sidelines while telling students to run laps, I teach others about it often. 

Here's some of what I know about change:

1. We are hard-wired to resist change. Thank you, reptilian brain, for always looking out for danger. We appreciate you. 🦖  🙏

2. We only resist change we didn't choose, don't want, or can't understand. Think about it: You get the promotion you always wanted- BIG CHANGE! Do you resist it? Heck no. All in!

3. We can navigate any change a bit better when we stop and take a good look at it. We fear the unknown. Invite change in, pour some tea, and get to know it. 🫖

Last week I helped leaders from my favorite municipality (you know who you are!) navigate their own resistance to change, as well as empathize with their team members' push-back. Here are the questions I asked them to consider. 

• RATE: How fast is the change? Do you (or your team) have time to ramp-up gradually, or is immediate compliance expected? 
• DESIRABILITY: Do you and/or your team desire the change? Can you see the positive impact? If so, can you champion that to others who might not see it?
• DEGREE: Is this a big change or a minor one? This matters! Bigger changes (like a new software system) are often more stressful than little ones (like a notice that proclaims food left longer than three days in the company fridge will be thrown out).
• CONTROL: How much control (or input) do you have regarding this change? Were you consulted? Regardless, do you have any autonomy for implementation? 
• JUGGLE: Is this a singular change, one of many, or does it affect a series of changes?

To be clear, a few of the leaders in my class were dealing with huge changes. They represented the Fire, Police and Water departments in my  oops, I mean, their community. 😉  

The changes they've dealt with over the past year are monumental!These are frontline workers who were required to show up. Fires tore through the mountains-- over 86,000 acres were scorched. Justified protests popped up all over the community. Oh, and water —our lifeblood—is ALWAYS an issue in California. 

The first step to handling change is having a framework for understanding change. Stay tuned for how to help your team manage change. 

Photo by Stephanie Bayer https://pixabay.com/users/stephenbayer-17941/

Head Tilt #45: Model the way?

Leaders are often told to "model the way." I've coached them to do so, too. 

Modeling the way means:

setting the example,

leading the charge, and

navigating the path.

Those are solid leadership fundamentals.

But here's what model the way does NOT mean:

 

Model the way: make a team of your clones

 

The best leaders set the goals, parameters and metrics, and, whenever possible, provide their teams enough autonomy to get the work done their way. 

And when a team member comes to the leader for direction, a leader empowers them and says:

"I have some ideas,  but I want to hear your ideas, first."

That ↑↑ models the way of:

• humility (you don't know it all), 
• innovation (you encourage new approaches) and 
• coaching (you enable others to do great things). 

Similar to the "who are you wearing" question heard on the red carpet, 

"Hey leaders! What are you modeling for your teams?" 

Fabulous Lego stormtrooper mini-figures image by Andrew Martin from Pixabay 

 

Head Tilt #29: Two little words

Hey there coaches, leaders, and kindful (kind + mindful) communicators!  

Today I'm putting two of my favorite empowering phrases in the spotlight:

Not Yet and What's possible. 

1. Not Yet! 

I once visited the home of a well-traveled British neighbor who possesses an unyielding zeal for life, along with a fabulous accent. She took me from room to room, happily answering my queries regarding artifacts that silently served as witnesses to her adventures. Her home was and still is a showcase of a life well-lived. As we passed a framed print from Africa, she asked if I’d been there. 

"No." I said, slightly embarrassed about my lack of world travel. 

“Not Yet!” she enthusiastically added to my reply. I hadn’t been to Africa...yet. 

“Not yet”-- two little words that opened the door of possibility. My neighbor's response of “not yet” added a hopeful dot dot dot to my "no." 

See it in action:

After a few tries my son gets frustrated with his newest archery bow. He sets it aside, discouraged. He can't string it correctly. Not yet! 

My client says she’s not a good speaker. "Not yet!" I counter, letting her know I’ll show her the way.

Every so often I review my bucket list. Sometimes my heart sinks when I see how many places I’ve not visited, how many classes I’ve not taken, how many languages I've not learned, and how many adventures I’ve not experienced. There’s a lot on that list I haven’t done. 

Not yet, that is. With two little words I open the door to possibility while locking out disappointment.

Another favorite phrase of mine is:

2. What’s Possible?

Once while visiting San Francisco years ago, my daughter and her friend explored the Salon Shoe department at Nordstorm while we were waiting for a table in the cafe. 

Knowing I can’t afford to put my big toe in any of those shoes (“not yet!”), it’s a place I usually avoid, but on this day I felt like playing. 

I challenged the girls to find the most expensive pair of shoes they could. 

Much to the sales person’s dismay, the girls giggled as they (carefully) flipped over shoe after shoe, competitively calling out the prices. “$575!” “$750!” 

“Nope, you can do better than that!” I goaded. 

And then they found the Jimmy Choo table. 

It didn’t take them long to work their way up to the top of the display where a silver jewel-encrusted shoe perched above all others. My daughter, Macy, scooped it up and proclaimed, “$1995.00!” 

Really?! She won. We went to check on our table. 

The girls were in awe that people would spend almost $2000.00 on a pair of shoes (which, they concluded, weren’t all that spectacular!). 

I explained that while the three of us might not ever covet a pair of shoes in that price range, they exist to show us what’s possible. Those shoes expand preconceived boundaries and, in their own designer way, proclaim the power of possibility.

For a while after that visit to the City, whenever Macy was discouraged by her own limitations I playfully asked, “Hey, Mac, what’s possible?” 

“Two-thousand dollar shoes!” she'd answer. 

That's my girl! 😉

COACHES

Take this power-question to your clients. Unleash innovation by asking what's possible. I think I actually first heard this phrase when going through coaching training eons ago. 

• Is your client trying to sort out their career? Ask them what's possible. 
• Are they trying to hone their circle of influence? Ask them what's possible.

LEADERS

Bring this to brainstorming sessions. Don't get caught up in the reality of whether or not the ideas are feasible; you can judge them later. Start off the session by stoking creativity and asking your team what's possible. Capture the ridiculous and the realistic. Don't censor the ideas, just let them build upon each other. 

Suppose you are brainstorming ideas for how to adapt employee recognition during the pandemic. Ask what's possible and let the ideas fly! For example, 

• A Doordash subscription and monthly allowance? Sure! Capture that idea! 
• A personal letter from the CEO? Put it on the list! 
• A paid day off for the team? Go for it! 
• A puppy? Why not? 

Remember- brainstorming is about idea generation- there is no commitment needed at this stage. 

KINDFUL COMMUNICATORS

You can use these phrases with friends, family or yourself!

• Do you have a friend who is stuck? Encourage them to do some blue-sky thinking; ask them what's possible.
• Is someone trying to figure out how to spend their bonus? Ask them what's possible.
• Are you trying to decide between two important choices? Consider what's possible with each.

What are some of your favorite power phrases that provide possibility and a positive shift in mindset?

(Please know that the three categories of coaches, leaders, and kindful communicators are not mutually exclusive!)

Jimmy Choo Image by Lubov Lisitsa from Pixabay

Head Tilt #10: It ain't what you do, it's the way that you do it

"Trust is like the air we breathe. When it's present, no one really notices.  

When it's absent, everyone notices."   

Warren Buffett 

Last week I was the tour guide (my preferred title- hah!) for a virtual leadership training on trust. 

I've been certified to teach Stephen M.R. Covey's Speed of Trust, so I had a lot to say. 

But as everyone is experiencing Zoom Fatigue, I wanted to keep it sharp, short, and audience-centered. 

(Who needs to listen to me blah-blah-blah for three hours? NO ONE! EVER!)

First, we built a case for trust in today's workplace. 

A few years ago, research posted in the Harvard Business Review concluded that virtual teammates are 2.5 times more likely to perceive MISTRUST, INCOMPETENCE, and BROKEN COMMITMENTS with remote teammates (vs. in-office).* 

Worse yet: It takes them 5 to 10 times longer to address their concerns!

Can you imagine how these numbers have escalated since the pandemic?

Building trust in the workplace is more important now than ever.

Next, we talked about being both trusting and trustworthy, two sides of the same leader's coin.

And then we applied Covey's framework.

Specifically, trust is a combination of two things:

WHAT YOU DO

    People want to know their leaders are competent (You are capable and you get results) and

WHO YOU ARE

    People want to know their leaders have a strong character (You have integrity and positive intent).

One without the other just doesn't fit the bill. To be our best, we need both. 

Imagine a leader who knows everything there is to know about blockchain, for example, but is self-serving and exclusive. 

Or how about a leader who is kind and humble but doesn't have a shred of professional expertise?

Neither has the sum of what it takes to be an excellent leader, let alone a teammate. 

There is a lot more to say (read Covey's The Speed of Trust!) but for now, here are some reflection questions:

How's your competence?  Do you know your job/craft well? Are you a trusted expert? Do you follow procedures and policies? Do you strive to get better?

How's your character?  Do you declare your (positive) intention in conversation? Do you do what you say you will do? Do you exhibit your company's (and your own) values? 

Building, maintaining, and restoring trust is a process that merits our full attention.

Let's commit to showing up with the utmost competence and stellar character!

mw

Oh, and if that song in this post's title is going through your mind now, you're welcome! Enjoy the 1982 cover video from Fun Boy Three and Bananarama. :)

Photo by Alexandr Podvalny from Pexels

*Joseph Grenny. How to Raise Sensitive Issues During a Remote Meeting. https://hbr.org/2017/03/how-to-raise-sensitive-issues-during-a-virtual-meeting

Head Tilt #6: Apple pie, Pumpkin pie, Job pie?

I can't help myself-- I had to post about pie on Pi Day (3.14). And if you've never tried a job pie, I highly recommend it! This team activity is perfect for alignment, time management, clarity, and engagement.

I adapted this from consultants at Korn Ferry. Leaders at my favorite berry company, Driscoll's, have been doing this activity with their global teams for years-- with great results!

So simple. So valuable.

So, how are you spending your time?

1. On a pie chart, map your day-to-day work activities and responsibilities. To begin, look at your calendar from the past month for a record of activities. Next, draw a circle (or open up Excel) and create a pie chart with different sections representing time spent. 

For example, if you spend roughly 40% of your day on customer outreach and sales, make a "sales slice" that is a little less than half of the circle. If you spend 25% of your time in meetings, get more specific and look at the content of these meetings. Are most of your meetings around strategy? Employee development? Something that other people find important? Map it accordingly. Less important than exact percentages is the general gist of how you're spending your time. Be as objective and honest as possible. Once completed, this chart represents your real job pie. 

        Full disclosure: My job pie always has a small wedge called "looking for stuff."

2. Take a closer look. Would you order this pie in an employment restaurant? 

•     Which activities and/or categories are most motivating/satisfying to you?
•     Which activities are less motivating/satisfying?
•     Ideally, what do you need to expand, contract, or eliminate in order to be more successful at work?

3. Now it's time to create your Ideal Job Pie, a visual representation of how you would ideally be spending your time at work. Suggestion: If you're in a leadership position, make sure to include wedges for professional development and leading your team.

4. Finally, compare your two job pies, the real and the ideal.

Ideally, which activities or responsibilities would you release (to free up more time to focus on higher priorities or areas of engagement), protect (because they are essential to your job or bring you satisfaction), and/or add (in order to increase job effectiveness and satisfaction) so your ideal pie becomes a reality?

The only way to move closer to your ideal job pie is by making small shifts and changes.  

I recommend doing this on your own first and then encouraging your team to draft and share theirs as well. It's not only a great way to drive engagement but is also a fun method for clarity and alignment when workgroups get to see what each other is doing and how they'd like to grow. 

I have a lot of job-pie success stories to share if interested, as well as a one-pager on how to take this to your teams. Drop a question or comment below.  

Image by WikimediaImages from Pixabay 

Head Tilt #3: I Yi Yi! Intention and Impact

"The road to hell is paved with good intentions."  English proverb

"A life is not important except in the impact it has on other lives." Jackie Robinson

Imagine this:

You're driving down the freeway. Your favorite song is playing. Traffic is light, and you are cruising. It's a good day. Then, a car in the other lane suddenly cuts in front of you, causing you to clip their taillight. 

You're okay--there's minor damage to each car and none to you, but you're rattled. 

You get out to talk to the driver. 

"But I had my turn signal on!" they declare. 

Does it matter? 

No, not to you, it doesn't. 

They turned their signal on too late, they were going too fast, and you crashed! 

Good intention doesn't absolve us from poor impacts. 

In conversation, stating your intention is the turn signal of human communication. It's that mindful moment where you pause, figure out your conversational goal and then tell others, so they know where you're headed. 

And, your intention doesn't matter if you haven't planned for the impact it might have on a specific audience. 

As I introduced this concept in a trust class I taught recently, a high-level director who had described himself as a leader who encourages autonomy spoke up and made it real. He said that no matter what his intention, 

    "Depending on who I talk to, a question from me, the director, if you're a maintenance worker, for example, can be very intimidating. I have to watch out for that."

WHAT HE SAID! ↑↑↑↑↑

This director's intention could be full of goodwill. He told us he's not suspicious at all, only interested and supportive. But the impact of that intention could ultimately backfire (e.g., the employee could feel defensive and anxious instead of supported) if the director doesn't adjust his communication with his recipient. 

Intention and Impact.

I Yi Yi! I could go on and on about this topic, but in the spirit of quick reads:

It's not just about what you want or intend; it's also about how your message will be interpreted. Good communicators consider both. 

To build trust, set a good intention and thoughtfully consider the impact your communication will have. 

And use your turn signals, please. ;)

mw

 Photo by Markus Spiske from Pexels

Head Tilt #2: When we trust our leaders, we can trust their processes

 The San Francisco Marathon just postponed its July event. (Insert sad face)

As a runner and pre-registered participant, I thought: What the heck? It's only the beginning of March! Why would they do this? Surely we will be vaccinated by then...I was really looking forward to it...

And then I pushed my disappointment/ego aside. 

This wasn't about me or my running goal or my burning desire for a piece of normality. 

I had to trust the SF Marathon organizers-- I mean, they've been at this for 44 years, right? Right. And they are likely monitoring the pandemic and its toll on races much closer than I am, correct? Correct.

And if I trusted them, I had to trust their process. 

I bet those in charge of a 27,000+ people event this year want to take extra precautions. I bet that it might have been postponed anyway so it's best to know now. I bet that the new date in September is more realistic. 

(And if I let my ego back in, I bet I can run even faster by September. Hah!)

In my communication trainings I have been asking participants to "trust the process" for years! I promise them that every single thing we do has a purpose.

Me: Put on this blindfold. (Trust the process)

Me: Work through this case study. (Trust the process)

Me: Let's role-play! (Trust the process)

They usually oblige. 

Why? 

Because when we trust our leaders, we can trust the process. 

Of course, new trainees don't necessarily trust me as their communication trainer (or, as I prefer to be called: "tour guide") right away. I need to build that with expertise, psychological safety, and genuine care. But once we've established a degree of trust, they willingly play along, and often with great results!

How are you building trust as a leader, so your team has confidence in the process? 

PS: As for the September race date, bet on me-- I've got this. ;)

mw

 Not my feet: Photo by RUN 4 FFWPU from Pexels