SLOW DOWN

This week's post comes from Scott Peterson.

SLOW DOWN!!! LOL, I think I have to tell myself that about 10 times a day. Why is that? It's pretty simple -- the faster I go, the less effective I am as a leader. The slower I go, the more effective I am. I know, I know -- you are thinking, "whatever, Scott."  Give me two minutes to explain.

When I go fast, I:

• Focus on the task or the challenge in front of me (but I forget about the people)
• Find the facts that support my mental model (but the quick or first solution is not always the best)
• Communicate quickly (but I often leave out key information or leave people out of the loop)

When I slow down, I:

• Focus on the individuals and teams
• Listen better to understand what people are saying (and I know that they feel heard)
• Ask questions
• Have better EQ (emotional intelligence)
• I'm aware of my emotions and can control my reactions better
• I can read other people's emotions better
• I manage interactions better and achieve a positive result
• Can be more objective about situations and recognize when I need to identify more options
• Can use SAM/POC/GRAD effectively

I have a challenge for you. During the next seven days, SLOW DOWN. Each day,

1. Identify one personal situation and slow down. Take time to listen and connect with your spouse, kids, family, or friends. Write down the date, the person's name, and what you did.
2. Identify one professional situation and slow down. Take time to use great EQ, ask questions, focus on the other person, and lead the Interstates way.

As a leader, you can make someone's day for the good or for the bad. Modifying a famous quote from Clint Eastwood, "Go ahead, make their day."

 

Continue Leading the Interstates Way!

Scott Peterson

 

 

But I'm Not a Leader

This week's post comes from Doug Post.

 

I first heard it in the late '90s when our CEO at the time, Jim Franken, began teaching at Interstates about leadership. As we all signed up for John Maxwell's video course, 21 Laws of Leadership, someone said, "I'm not sure why I'm here; I'm not a leader. I have no direct reports." Last week, a new Excellence in Leadership (EIL) candidate was surprised to hear he was selected since "I don't have anyone working for me." In the 15 years between, I've heard the same sentiment expressed many times at Interstates, often by EIL students grappling with their assignments.

 

Managers often make the same assumption: "I'm not the IPM," says the PM, "so I can't do anything about the problems I see on this project."

 

It's a sentiment I don't agree with, but one I struggle responding to. So I was excited to read Brene Brown's definition of leadership: "I've come to believe that a leader is anyone who holds her or himself accountable for finding potential in people and processes. The term leader has nothing to do with position, status, or number of direct reports."*

 

What a license to lead!

 

Think of the opportunities around us to "find potential in people and processes!"  Here are a few:

 

• The next time our team discusses how to do something different, we can lead by playing an active role in the conversation and volunteering to help investigate or implement.
• Any one of us can help the group by bringing up the proverbial "elephant under the table."
• When someone is being disparaged, we can lead by sharing what that person is doing well.
• At a poorly run meeting, we can choose to get frustrated or actively contribute by requesting an agenda and engaging in productive, positive dialogue. 

 

Whether or not we are a leader is our choice. Remember, it has "nothing to do with position, status or number of direct reports."

 

All of us--parents, teachers, volunteers, team members, executives, PMs--can lead the Interstates way by "finding potential in people and processes."

 

Continue Leading the Interstates Way!

 

Doug Post

 

*Daring Greatly: How the Courage to be Vulnerable Transforms the Way We Live, Love, Parent and Lead, p. 188