Glass Half Full

Glass Half Full

Glass Half Full There are six ways to generate enthusiasm, positivity and commitment in your organization: Inspire others by articulating your future and aligning employees with the same visionThrive at work by surrounding yourself with great peoplewho take ownership of what they doSleep better at night because you know your numbers and dataResolve the most important issues once and for allReduce stress and drama with disciplined processes that define how you run your company and are followed by everyonePredict your future by creating it: establishing priorities and fulfilling them, thereby creating traction as a normal course of business. These mirror the Six Components™ of the EOS® system. They also reflect an optimistic view of the world, because EOS is about expecting success. All of my leadership teams lead with optimism about the future. Not Pollyanna fluff, just solid expectations grounded in reality and executed with discipline.  As leaders, we make the classic “the glass is half full or half empty” choice of how we see the world. If you choose “half full,” EOS will help you fill that...
A Seat at the Table

A Seat at the Table

A Seat at the Table Engaged employees want a “seat at the table.” They care about the company and want to participate in making it better. It’s the leader’s responsibility to set that table. EOS® offers a proven method for how. For the senior leadership team, that means 90 minutes every week on the same day, at the same time, starts on time, ends on time, and has a fixed agenda.  For other teams, the agenda and frequency of the meetings may or may not be the same. However, they are always regularly scheduled and driven by the unique needs of that team.  Regardless of format, the key guidelines are simple:  1/3 of the time is spent sharing information that’s important to attendees, not just the boss)2/3 of the time is spent solving important (to them) problems with an effective, disciplined methodology (IDS™).There’s a strong facilitator who may or may not be the boss No useless updates, no boring status reports, no unfocused venting. Just solid information sharing and problem solving. What’s not to like about...
Vulnerability as a Choice

Vulnerability as a Choice

Vulnerability as a Choice Brené Brown is an expert on vulnerability and authenticity. When I first watched her TED talks two years ago, I too quickly dismissed her ideas as being too weak for business applications. I was wrong. A conference speaker recently prompted me to take another look. I’m glad I did. The results align with the principles of EOS®.Vulnerability is a choice that empowers leaders to engage employees. It’s a decision to create connection through empathy. It requires the strength to admit mistakes, ask for help, hear others’ opinions, and venture into the unknown. Choosing to be vulnerable starts with a mindset: a willingness to be wrong; to suspend judgment for the time being; and to be comfortable with ambiguity. Those are not easy. Nor is “the how:” Ask honest questions with the intent to understand, not defend ourselvesBe open to the possibility of changeAbsorb new data and revisit decisionsTry new things that might be mistakes Vulnerability doesn’t replace the other attributes of being a strong leader, such as creating a powerful vision or making smart decisions. It’s not either/or. It’s simply one part of our arsenal of...
Fiercely Disagree — in a Productive Way

Fiercely Disagree — in a Productive Way

In EOS®, we coach leaders to be “open and honest,” which means there will often be disputes among leaders. Conflict is natural and healthy. There are many standard ground rules about engaging in conflict in a healthy way. Two of my favorite rules are:• Listen to truly understand, not to rebut • Speak from your experience without attributing motive to the other person Less obvious, but equally powerful, is the IDS™ tool from EOS. On a regular basis during a dispute, stop to clarify, “What exactly is the issue here? Where precisely do we disagree?” Then be disciplined to stay on that issue, not get sidetracked by tangents. Especially when emotions run high, they tend to highjack the dialogue. We lose sight of what we’re in conflict about and start to defend positions that are way off target. Stay focused for better...
Earn Trust

Earn Trust

A recent Harvey Mackay article in the Minneapolis paper shared how to earn the trust of your bosses and co-workers. In fact, it was much more than that. It was a simple, elegant checklist for being intentional as a person, for earning the trust of everyone in your life, business and personal. The list is easy to dismiss as “common sense,” “too simple,” and/or “of course I do these things.” That was my reaction until I did a reality check. It turned out to be a mini wake-up call. Here’s the list: Arrive on time consistently Dress appropriately Introduce yourself effectively Remember names Stay organized Use e-mail professionally Share the credit generously Talk to your boss Volunteer Go above and beyond Don’t give up Network Keep learning I came up short on more than a couple. You might also. Give it some...