Attitudes Are Contagious

This week's post was written by Reid Vander Veen.

For years I’ve been a fan and follower of Canadian entrepreneur Dan Martell. I first met Dan at a conference in Sioux Falls where he was speaking on the topic of creative community and providing startup advice for young entrepreneurs. Interacting with, following, or watching Dan, you’ll quickly realize a few things -- he’s a no nonsense, tell-it-like-it-is type of person, and he is very excited and passionate about helping others become successful. His most recent startup, Clarity, is a service meant to connect budding entrepreneurs with successful mentors of the likes of Mark Cuban, Eric Ries, and thousands of others. Dan is so passionate about helping others that since Clarity was acquired by Fundable earlier this year, he’s devoted all of his time and energy toward sharing advice, ideas, and encouragement with others.

One of my favorite things about Dan is that his passion and excitement are undeniable, and his attitude is rarely, if ever, negative. He makes a point to answer positively any time someone asks how he is doing or how things are going. “Great!” “Awesome!” “Things are amazing!” These are all common responses Dan will give to the question. But the best part is, he means it! Napoleon Hill, author of Think and Grow Rich, was another advocate for having a positive mental attitude. These two successful businessmen, though from completely different times and situations, both clearly understand the power of having a positive mental attitude. The effect and impact of a positive mental attitude is obvious for these two men, those around them, and those that have chosen to learn from them -- and the same can be true for us.

Consistently having a positive mental attitude does not come without some practice. It can be difficult to control and even harder to master. Too often, we let our situations and circumstances control our attitudes. Regaining this control and ownership over our attitudes is one of the greatest gifts we can give to ourselves and our teams. Few will argue that it’s enjoyable working with someone who has a poor attitude or consistently seems to run everything through a filter of negativity. Life will not always be daisies and rainbows, but fewer people will argue how pleasant it is being around folks that are excited, positive, and engaging, and have chosen not to dwell on the less-than-ideal details in their given situations and remain positive.

Attitudes are contagious. Is yours worth catching?

Continue Leading the Interstates Way!
Reid Vander Veen

What is Your Purpose?

This week's post was written by Scott Peterson.

This week is the kick-off to Excellence In Leadership 1 -- It is one of my favorite events. As I was preparing for it, I reflected on all the different topics and activities included. Participants have the opportunity to do leadership challenges, give and receive feedback, and learn about leadership. These are all impactful and really cool activities (at least for a leadership geek like me). However, one of the longest-lasting and most impactful elements for participants is taking time to reflect about their personal values and beginning to write a personal mission statement (purpose). 

The first time I tried to write mine was in 1996. It took me about a year to finish. I wrote a short version, a long version and a bullet point version. It was a frustrating process for me until I got some advice:

• A personal mission statement is written by you and for you. Express your purpose and don't try to impress people.  It can be long. It can be short. It can be anything you want. 
• Your mission statement should give you direction for your life and help you stay focused on your passion and values. 
• Once you have it, lean on it. Lean on it during tough times and when you're faced with big or small decisions. Lean on it in good times to help you stay focused on what's important to you. 

During this next week, I will be reflecting on my personal mission statement. I will double check that it still holds true. I will be thinking about the times during the past year that it has helped me. I will also be thinking about the times I forgot about it and missed the opportunity to lean on it. The best thing I am hoping for is that it inspires me as much now as it did when I first wrote it (when it "clicked"). And if I need to make any changes to it - I will do that, too. 

Here is my challenge to you: reflect on your mission statement and let it inspire you. Live your mission statement and use all of your gifts, talents, and resources to work toward the direction that you set, and then see what kinds of extraordinary things can happen. 

Have a great week and continue leading the Interstates Way!

Scott Peterson

P.S. If you've never written a personal mission statement (or you wrote one but you don't remember it) - there is no time like the present! If you need resources to get started, please let me know.

Leading With Questions or With Leading Questions?

This week's post comes from Jack Woelber.

Leading with questions or with leading questions? 

I’ve had a couple of conversations recently with some folks near and dear to my heart…my kids. Both of my kids are in the process of making some major life choices. One of them was asking for my input while, admittedly, I was offering the other my thoughts and advice even if they weren’t specifically seeking it. Both of them are college aged and the world would consider them adults even though, to me, they will always be “my kids.”

Wanting to respect their independence, I’m at a point in my relationship with both of them where I must limit my desire to tell them what to do. I want them to think more deeply on their own and have a healthy thought process for decision making. During our recent phone conversations I’ve asked questions in an effort to hopefully help them think more deeply about their decisions and the impact those decisions may have on their lives. 

Shortly after the second conversation, I was reflecting on the questions I had asked and was wondering if I had added any value to the thought process. As I thought back, I wondered whether the questions I had offered were really leading my kids to discover the best options and alternatives for their given situations or if these questions were simply my opinions stated in the form of questions. 

There are several books written about leading conversations with great questions. I think the challenge for myself and other leaders is to make sure we are truly “leading with questions” and not asking “leading questions.” The first allows people opportunities to grow and become better decision makers. The latter can potentially stifle deeper thinking and create “group think” or drive behavior that, while our preference, may not be the preference of our team members.  As you lead, think about how your questions are perceived. 

Continue Leading the Interstates Way!

Jack Woelber

Divine Appointments

This week's blog post comes from David Krahling.

I recently attended a leadership conference where I heard former news anchor Kristie VerMulm tell a powerful story.  She was a rookie news reporter and was called to the scene of a fatal car accident, which was her first. She confessed to being terrified and uncertain. A veteran highway patrolman read her apprehension and took her aside and offered some important guidance.

He reassured her that she could do her job. He reminded her that the victim had loved ones that might hear her words and see her video. He also reminded her about the gruesome work of the emergency responders who answered the call that day. He said something along the lines of, “We work as a team out here. This is difficult but necessary work. I know that lots of people will hear your words and see the video that you capture. Just remember this is a tragedy, not a sensational story.”

Kristie learned a powerful lesson that day about the kind of reporter she wanted to be. For me, there is another powerful leadership lesson that we can learn from that veteran highway patrolman. He saw an opportunity to step into a situation and make a difference. He did three specific things that are best practices for great leaders:

1. He was aware of his situation and the people around him. He made the effort to check on others and sensed a need and an opportunity.
2. He took action. I’m sure he had plenty of other things on his check list at that moment, but he took the time to make a difference.
3. He responded with compassion. Teachable moments come at strange times. Stepping into difficult moments is the mark of a great leader.

You don’t have to be a veteran highway patrolman, and those you touch don’t need to be rookie news reporters. As a leader, you have lots of opportunities to help someone grow. Make the decision today to respond to those rare moments in your life where you can make a difference for someone.

Continue Leading the Interstates Way!
David Krahling

Leading With Dependability

This week's post comes from Doug Post.

                                            The Four Cores of Dependability

Interstates defines dependability as "building relationships through living up to your word and fulfilling your promises." Dependability is the ability to be relied upon and to be trusted. It’s about always being there and doing your best. 

A check on your dependability is rooted in the past. It has to do with reputation and the security you pledge against the performance of your obligation as leaders, coworkers, and friends. It is the basis for other's desire to want to trust you. Cherish and nourish your reputation!

Like reputation, dependability is something you earn over time. It is not something you receive with your job or title. It begins early in your life and career. People may at first give you the benefit of a doubt based on your title, but complete trust will only be granted after they get to know you. The dependability foundation is built "integrity brick" by "integrity brick" over time.

When project deadlines loom, does your supervisor and team know you'll be there giving your all? Or do they assume you will have some "good" reason for not helping this time?

When the client calls with an emergency on Friday night, does your project leader know you are "all in"? Or does he/she know not to call you until Monday?

Most telling is day-to-day, year-after-year integrity and performance that proves to others you are reliable, responsible, always there, faithful, constant, rock-like, stable, and to be counted on. That is dependability.

Without a strong foundation of personal dependability, leaders have little hope of enlisting others in a common vision. The stronger you dream, the deeper the foundation must be, especially in uncertain times when boldness may be required, leadership dependability is essential in generating confidence among your constituents. Without it you will not build an organization that lasts.

When I started at Interstates as an intern, my first assignment was to organize the job costs on a "killer job." It was a Farmville, NC feed mill retrofit. We grossly underestimated that job. What impressed me was Interstates' leaders never wavered in their intent to fully deliver what was promised to the client, even in the face of greater financial losses. I was grateful to be working for dependable leaders like that.

So how do we build on this culture of dependability entrusted to us? Stephen M. R. Covey boils dependability down to four core areas.* The first two involve your character: your integrity (are you consistent?) and your intent (what's your agenda?). The second two involve your competence: your capabilities (are you relevant?), and your results (what's your track record?). Read Covey's book if you would like to assess and build your reputation for dependability.

A reputation for dependability supports the natural human instinct to want to trust.  Trust is our topic next time. Until then, I'd love to hear from you. How do you build a reputation for dependability?

Continue Leading the Interstates Way!
Doug Post

Sources:

•"Leadership is a Relationship", in Business Leadership: A Jossey-Bass Reader by James M. Kouzes and Barry Z. Posner, p. 265-266
•*"The Speed of Trust" by Stephen M. R. Covey, p. 41-124. See assessment test on p. 50-53 or at www.speedoftrust.com.

Accountability - It's Not What Most People Think It Is

This week's post comes from Dave Crumrine.

Accountability. It’s a word that seems to evoke a host of negative emotions when used. As much as the word has been defined, written about, and discussed as an essential leadership concept, it simply doesn’t get positive traction in most followers' minds.

Add the advanced leadership theory to it- “You can’t make anybody do anything they don’t want to do.”  You can argue with it or override it short term, but you can’t deny it is true. 

My personal theory on why accountability as an idea has taken a hit, is that it has been used incorrectly…many times and for a very long time. You see, accountability after the fact is simply punishment, and it doesn’t work. Labeling punishment as accountability is wrong and deceptive. Punishment doesn’t set people up for success nor drive future success. It doesn’t build rapport or performance. It is simply extracting pain in hopes to teach someone a lesson. "After-the-fact" accountability is what has given the word a bad rap. 

We need to step up and get this idea right; if we do, there is a huge benefit to the people we lead, our organization, and ourselves. In fact, I would make the case that setting up strong “real” accountability is an essential leadership responsibility. As leaders, we need to own a large part of how accountability plays out. Good or bad, it’s mostly on us.

So, at the risk of short changing many thick management texts and long winded authors, here are the key ideas that are required for strong accountability:

• The exact assignment and desired outcomes must be well defined for the person who will be carrying it out.
• Only one person can be accountable for something...period.
• That one person needs to know why this assignment is important and what consequences (positive and negative) are likely to occur for everyone involved based on their performance.
• That person must also buy into these rationales and agree to "own" the results.

All we need now for “good accountability” is to help that team member in assessing the progress of the assignment. When accountability is properly established, human nature takes over and people become the great performers they can be. As leaders, we need to embrace this enabling skill and set up great accountability. 

How are you doing setting up your people for success with great accountability?

Continue Leading the Interstates Way!
Dave Crumrine

 

The Will

This week's post comes from Scott Peterson.

"It’s not the will to win that matters - everyone has that. It's the will to prepare to win that matters." -Coach "Bear" Bryant

I came across this quote a couple of months ago and have since been reflecting on it. I love the quote, but I could not figure out why. Then, it hit me. 

Everyone loves the event, the win, and the celebration. But the things that make the biggest difference, have the biggest impact, and the things that people are most proud of are the items that have a journey and a destination/win. 

OK, I know that sounds really deep like "Take the pebble from my hand grasshopper." (A quote from Will Ferrell's philosophical movie Kicking and Screaming.), but hang in there with me. The journey is just as important as the win/destination. The journey is about leadership (SAM/POC/GRAD) and serving the client and the team. The journey entails:

·        Planning

·        Having determination and grit to deal with all the changes and challenges that pop up

·        Developing people around you (helping them succeed during this journey and being better prepared for the next journey)

·        Keeping the goal/direction in front of the team 

·        Setting people up for success (clients and teams)

The will to prepare is about paying the price before the victory. Many of the items in the list above will not be seen by others, however, their impact is huge and they are all necessary in order for the client and the team to cross the finish line and win. 

One final thought. Don't rush through the journey. Enjoy the journey and excel during it by continuing to lead the Interstates Way!

 

Scott Peterson