How to Stop Worrying About What Other People Think

A friend came up to me yesterday at church, pulled me aside and asked if he could speak with me privately. Sure, I said. As we walked off, he had a pained look on his face. Something was really bothering him.

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My friend Greg is really more of an acquaintance. I don’t know him that well. He’s kind of a quiet guy, but a regular at church, and every time I’ve talked to him he’s been really pleasant.

He said, “About 4 or 5 years ago, you and I and a few other guys were talking in the fellowship hall after the Liturgy, and William mentioned he was Facebook friends with me. I looked at William with a bit of a smirk and said ‘Hmm. Well, we must be BFFs then.’ As soon as I said that, you looked at me like I was some kind of fuckin’ asshole. You didn’t say a word, but you gave me this look…”

My initial thought was “Wow, is he gonna take a swing at me right here in the church parking lot?” I couldn’t tell if he was pissed at me, or just really burdened, or something else.

He continued, “Just…that look you gave me…it’s been on my mind ever since and I had to bring it up.”

“Man, I really appreciate you bringing this to my attention. Obviously it’s been bothering you and I’m glad you had the guts to say something,” I said.

Ugh. My heart just sank. I felt absolutely horrible. This guy genuinely cared about what I thought of him, and couldn’t get past the thought that I apparently thought he was an asshole!

My next thought was, “I have absolutely no idea what he’s talking about.” I really didn’t! I could not, for the life of me, remember the situation he was describing. I told him I honestly didn’t remember this, then I apologized for doing anything to offend him. Then I said, “Greg, I don’t know you that much, but there is no way I think you’re an asshole. No way at all.”

I could almost see actual weights being lifted off his shoulders in that moment.

Later as I processed the discussion with Greg, I realized how important it was that I watch my actions, and my words. Granted, I’m not going to walk in constant fear of what people might think or of perceiving something the wrong way, but I do need to be more conscious of how I come across to people.

Living Inside Your Head

And then there’s the living inside your head part of all this. Do you ever find yourself in Greg’s shoes? I’m honestly not sure that I flashed him that look. I may very well have, but I really don’t remember doing it. Regardless, he perceived something in that moment which he interpreted as “Matt does not like me at all” and it stayed with him. For 4 or 5 years. It’s probably not something he thought about every single day since then, but he was certainly reminded of it everytime he saw me. And it was draining him.

Do you ever react towards something somebody does or says to you and dwell on it for days? Months? Or years? I do. Ultimately, it’s a struggle to be present. Not so much from what other people may or may not think of me, but it seems I am constantly struggling to be present because of either 1) the distractions of the past, or 2) worries about the future. I mean, we all know this, right? But how many of us actually live in the present? How many of us can say “I spend the majority of my time every day just being present in the moment with the people and the situations I find myself in”?

Worrying about what other people think of you is living inside your head. It keeps you from being present, which in turn keeps you from being effective at work, at home and in the various communities of which you are a part.

How to Get Outside Your Head and Into the Present

There is an old saying: “An idle mind is the devil’s playground.” Here are some things that have helped me get outside my own head, quit worrying about what other people think, quit worrying about the past or the future, and get into the present moment.

  1. Have a creative outlet. This blog is one of my creative outlets. We are made to create, and if you are not creating something, your gifts, talents and mental energy will likely be used for something else (like, worrying about what other people think!). My new men’s mastermind group, The Fulfilled Man, is another creative outlet of mine.
  2. Meet with like-minded people. There is something freeing about being transparent with a close group of trusted individuals. I meet once a week with a mastermind group called SoloLab and it has been one of the most important steps I’ve taken to get moving in the direction I want to take my career, and my life.
  3. Have a purpose greater than yourself. Life is about serving others. If you don’t have a purpose to get up in the morning other than to collect a paycheck and pay your bills, find one. There are plenty of volunteer opportunities available. What really stirs your soul? Take steps in that direction.
  4. Pray and/or meditate. I believe God exists, that He created us, and that He hears our prayers. Recognizing that I am not the center of the universe – and having gratitude and thanking God for all I have – has been a huge part of my ability to live in the present. I have a prayer rule that I strive to keep daily.
  5. Fill your mind with positive affirmations. When fearful thoughts or angry thoughts or uncertain thoughts creep into my head, I replace them with positive thoughts and intentions. What we focus on is the reality we create for ourselves. The more specific and applicable to your situation the intentions are, the better. You can keep them on 3×5 index cards or on your smartphone or tablet device. It’s easy. For more on the power of specific intention to create reality, see my previous post.

Life is just a series of moments. Don’t spend those moments worrying about what people think of you. In doing so, you give them more power than they deserve in your life. And chances are, they aren’t thinking about you anyway.

(Editor’s note: names have been changed for purposes of this post).

Have you ever dwelled too long on what somebody did or didn’t do/say to you? How has it distracted you from being effective and present in the moment? Share in the comments below.

The Secret to Bulletproofing Your Business

Neo: What are you trying to tell me? That I can dodge bullets?

Morpheus: No, Neo. I’m trying to tell you that when you’re ready, you won’t have to.

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I’m a big fan of the film The Matrix. The premise of the film is that reality as perceived by most humans is actually a comforting, simulated reality called the “Matrix”, a computer program created by machines to subdue the human race. In the real world, humans are plugged into incubation pods and kept in a vegetative state – by running the Matrix program in their brains – so the machines can use their heat and electrical activity as an energy source. Computer programmer/hacker Neo learns of this, and joins others who have been freed from the Matrix in a rebellion against the machines.

The leader of the rebellion, a man named Morpheus, becomes Neo’s instructor. He explains that the Matrix is just a simulated reality, and those who have been rescued from it have the ability to bend its physical laws by exercising seemingly superhuman abilities. Morpheus believes Neo is “The One”, a man with the ultimate power to manipulate the Matrix, and who is prophesied to end the war between humans and machines.

While it seems far-fetched, there’s actually a lot of truth in this premise for us as entrepreneurs and business leaders. Are you struggling to find your niche? Trying to generate leads? Maybe you’re having problems filling orders for clients. Or maybe complaints from customers are starting to roll in. How do you perceive these challenges? Do you see them as problems? Do they get you down? Piss you off? What goes through your head when these things happen? Do you blame the market? Your network? Your partner? Your employees? Your customers?

Do you blame yourself?

How you perceive and think about these challenges has everything to do with whether your business moves forward, or stalls. The fact is, we create the reality we live and work in everyday by how we view ourselves and the world around us. [Tweet “We create the reality we live and work in everyday by how we view ourselves and the world around us.”]

We have tremendous capacity to influence reality, for good or ill. Nothing is set in stone. And nothing is as limiting, or as freeing, as our own thoughts. [Tweet “Nothing is as limiting, or as freeing, as our own thoughts.”]

Consider the following:

What are we to make of these things? The mechanistic theory of life and the universe says living organisms are physico-chemical machines, and everything is explainable in terms of physics and chemistry. But critics of this theory are starting to put forward compelling reasons for doubting that all the phenomena of life, including human behavior, can ever be explained entirely mechanistically.

Bulletproof Your Business

Shortly after Neo learns the truth about the Matrix from Morpheus, he is given a choice. Take the blue pill and go back to the Matrix, or take the red pill and join the real world in the fight against the machines. Neo takes the red pill, and begins an intense training regimen that includes how to free his mind from what he now knows to be the artificial constructs of the Matrix. He is put through various tests that build his confidence in manipulating the Matrix. These tests include actual re-entries into the Matrix where he encounters the Agents, who are powerful sentient programs designed by the machines to eliminate any threat to the system.

In the climactic scene of the movie, while inside the Matrix Neo is cornered in a hallway by three Agents sent to destroy him. They raise their guns and fire at him multiple times. In that moment, through all of his training and work, Neo realizes his full power and is able to stop the bullets in their tracks. As the bullets slow to a halt just before hitting him, he picks one out of the air and looks at it while the others simply fall to the ground. Fully believing in his newfound powers, he effortlessly fends off the lead Agent before forcing himself into the Agent’s body and destroying him from within.

The truth is – whatever science proves or doesn’t prove today – our thoughts, intentions and words influence reality more than we are willing to admit. And I think we know this, deep down, in our gut. The crazy thing about this is it takes work, either way. You can blame your circumstances or someone else and continue to experience the pain and stress of that choice until somebody or something comes along to rescue you. Or, you can choose to rise above it and realize that whatever your circumstances, you have a choice as to how you respond.  And that’s what makes all the difference, even in life’s most painful moments.

No matter what challenges you face in business or in life, remember how much you are actually in control. 

What are your thoughts and intentions?

What reality will you create?

If you’re interested in learning more about how you can use your thoughts and intentions to drive results in your business, leave a comment below or shoot me an email at matt@mattredard.com. I’d love to hear from you!

The 4 Essentials of Getting Your Managers to Work Together

Have you ever worked with a manager in another department who just didn’t quite get it? He was great at what he did and could direct a team, but when it came to working with his management peers, not so much. You probably had better luck getting a TPS report to sprout legs and walk across the room than getting that guy to budge. Frustrating right?

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In the Fun stage (see Part 1 of this series for more info), Les McKeown says managers’ responsibilities are primarily vertical – down to their direct reports, and up to their boss. Only limited contact with fellow managers is necessary for decision-making purposes. However, if your company is in Whitewater, your managers will increasingly need to interact with each other in order to get decisions made.

In other words, lateral management.

Lateral Management

The second step to building your decision making machine and lauching your business into the Predictable Success stage is the introduction of lateral management. This simply means all managers now have a dual role – along the vertical axis (direct reports and boss) but also along the horizontal axis, by managing their fellow managers.

Some managers will see this step as unnecessary bureacracy and a distraction from getting the real work done. “Why do I need to talk to this manager over here about a customer’s concerns? Why do I need to lobby that manager over there for resources?” they’ll say. The reason is because without it, your company will not be able to make fast, flexible decisions.

Getting Your Managers to Work Together

Making this transition requires a lot of determination, hard work and perseverance on the part of senior management, but it must be done. Here’s how to do it:

  1. Make the addition of lateral management explicit. Unless they are told otherwise, most managers will rely on the “vertical-only” model of management. It must be explained to everyone that those days are gone, and being a manager in this organization now permanently includes both vertical and lateral roles.
  2. Have managers meet proactively, in a non-issue-based context. When it does occur in Whitewater, manager interaction tends to focus on problems and issues: Why can’t you guys deliver the product on time? Why are the fulfillment forms never completed properly? Senior management needs to encourage managers to meet ahead of issues, rather than about issues. For example, sales and operations managers should meet at the beginning of the month to plan customer delivery schedules rather than at the end of the month to discuss why deliveries were late again.
  3. Model the benefits of lateral management. If they see it modeled, they’ll do it. The company’s founder/owner, CEO or preducent can become an excellent role model by collaborating effectively with the senior management team. This will start a cascade effect down through the organization. Managers will see that you are serious.
  4. Hire new managers who can mentor others in lateral management. When hiring new managers, keep this factor in mind and look to hire those who have worked successfully in a lateral management role before. They can be a role model and mentor others in the company.

This is part two of a six-part series on how to build your organizational decision-making machine and launch your organization into Predictable Success. Next up, How to Get Everyone Moving the Same Direction.

Did you miss part one? Click here: The One Problem More Urgent Than What You’re Dealing With Right Now.

The Real American Revolution and 5 Other Supercool Facts About John Adams

Happy Independence Day! The 4th of July always makes me think of John Adams, one of my favorite founding Fathers. John Adams was a leader who accomplished great things despite his humanity, faults and fears. Here are six supercool facts about him I bet your history teacher didn’t tell you!

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The Real American Revolution

During his retirement years, John Adams was fond of saying that the war for independence did not constitute the real american revolution. The war, he said, was only a consequence. The real revolution began 15 years before a shot was ever fired, as an intellectual and moral revolution in the minds and hearts of the people.

In a letter to Hezekiah Niles, on February 13, 1818, he wrote:

The Revolution was effected before the War commenced. The Revolution was in the minds and hearts of the people; a change in their religious sentiments of their duties and obligations. This radical change in the principles, opinions, sentiments, and affections of the people, was the real American Revolution.

Here are five more supercool facts about John Adams:

  1. He was the only president of the first five U.S. presidents not to be a slaveholder.
  2. Against tremendous pressure, he courageously defended the British soldiers accused of carrying out what would come to be known as the Boston Massacre. Six of the soldiers were acquitted, and two were convicted of manslaughter and given reduced sentences.
  3. During the presidential election, when the final tabulation of votes arrived at the Senate, it was Adams who opened the envelope as president of the Senate. He won 71 votes to Thomas Jefferson’s 68.
  4. He was one of only two founding Fathers who signed the Declaration of Independence who later went on to become president. The other was Thomas Jefferson.
  5. Both he and his political rival and friend Thomas Jefferson died on July 4, 1826, the 50th anniversary of the signing of the Declaration of Independence.

John Adams will not necessarily be remembered for skill in diplomacy, or the ability to shrewdly turn others to his point of view. His independent mind and unwillingness to compromise ultimately led to his political isolation as president. But one thing is certain. He led from his convictions about what was right, good and true. As a leader, he gave voice to and became the embodiment of the intellectual and moral revolution occurring in the minds and hearts of the people. He lived, and died, to see a new nation come to birth.

The Glorious Fourth of July

On his deathbed, when asked by his servant Mrs. Clark if he knew what day it was, he replied:

Oh yes, it is the glorious Fourth of July. It is a great day. It is a good day. God bless it. God bless you all.

He died just a few minutes later.

By his leadership and personal example, John Adams shaped a culture.

In doing so, he shaped a nation.

P.S. – If you are looking for something good to watch this weekend check out the critically-acclaimed, multiple Emmy award-winning HBO miniseries John Adams. It is must-see-tv, people!

The Kind of Leader Every Organization Needs

My sister Heidi is the Principal of a 100% special education K-12 school. The world needs more leaders like her. Let me tell you why.

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Her school serves children with autism spectrum disorders, severe emotional disabilities, and other mental health issues. As you might imagine, it’s a tough environment. And, she is the fourth new Principal the school has seen in as many years, having taken the job mid-year after the previous administrator was fired. So it’s even tougher now, given the turnover in leadership.

The kids are tired, angry and acting out. The teaching staff is cynical and beyond burned out.

She called me a couple of days ago and said, “Matt, this is the biggest challenge I’ve faced in my career. I’m a new Principal, my staff is leaving, and those that are still here are griping, complaining and gossiping. Incident reports with the kids are up. I have a vision for what this place could be, but it’s all I can do right now just to keep things together. My next staff meeting is tomorrow and here’s what I’m planning on saying. What do you think?” She had formed an action plan and needed to know who was with her, for real.

I was delighted she called, and so proud of her for taking this on. Anyone who knows Heidi would tell you she is very intelligent, compassionate and resilient. But most of all, they would say she really cares about people.

She has poured her heart and soul into this school. She’s listened to complaints from parents and teachers, she’s sat with kids, she’s dug deep and called on resources she didn’t know she had. But she hasn’t seen much change yet, and was clearly frustrated.

I offered little more than an ear and some encouragement. She already knew the way forward.

One thing jumped out at me as we talked. “The staff really wants somebody who can make decisions, but you know me, brother. My default setting is listening to people. And I’ve listened. A lot. This is going to really suck, but it’s time to put a stake in the ground, ask for their commitment, and hold them accountable. Do you think I’m on the right track?” Heidi said.

“Absolutely, yes!” I said. She had given those teachers what they needed. A leader who cared, who listened, who showed them that she was in this fight with them. But now it was time to draw a line in the sand. They were either with her, or not. And it was time to let them know in no uncertain terms.

I could sense the worry, and the fierce determination, in her voice.

Then I thought, here is vulnerability! Here is someone willing to push through her fears and confront them head on.

In her New York Times best-seller Daring Greatly, vulnerability researcher and professor Brené Brown says:

After spending the past decade studying vulnerability, courage, shame, and worthiness, I’ve come to believe that leadership has nothing to do with position, salary, or number of direct reports. I believe a leader is anyone who holds her- or himself accountable for finding potential in people and processes. And contrary to the myth of the ‘all-knowing-all-powerful’ leader, inspired leadership requires vulnerability: Do we have the courage to show up, be seen, take risks, ask for help, own our mistakes, learn from failure, lean into joy, and can we support the people around us in doing the same?

To me, this sums up my sister. Who wouldn’t follow a leader like this?

Here is someone who cares deeply, and dares greatly.

Here is the kind of leader every organization needs.

The One Problem More Urgent Than What You’re Dealing With Right Now

Growing organizations face numerous challenges. Most have to do with balancing the needs of the business – managing cash flow, addressing new opportunities, servicing existing customers – with the needs of employees. Often, the founder/owner and senior management find themselves in fire-fighting mode as complexity increases.

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Fires run the gamut from collecting receivables to problem employees to customer service issues. But the one problem more urgent than anything else you’re dealing with right now is not having an effective decision-making structure in place.

In his phenomenal book Predictable Success, bestselling author, business coach and advisor to CEOs Les McKeown says the only way to overcome the complexity of a growing organization is to build a machine for effective decision-making. What follows is a brief synopsis of McKeown’s approach, something which I intuitively resonate with, having been part of it myself at a growing mortgage company.

This is Fun!

In what McKeown calls the Fun stage, organizations are typically characterized by fast, customer-led growth, positive momentum, fluid job roles, and centralized decision-making from the founder/owner. Frequent, seemingly instant decisions are made about what’s needed to drive sales and keep up – how fast can we get this order filled, when is the next supply shipment coming in, etc. The founder/owner knows she can count on her small team to execute, and the organization is extremely responsive to customer needs.

Whitewater

Sooner or later the organization inevitably enters what McKeown calls “Whitewater.” Having added more employees to keep up with demand, decision-making becomes increasingly difficult. Management layers are added, and those responsible for implementing the decisions aren’t in the loop like they were in the Fun stage. In Whitewater, it takes a lot more time to make and implement decisions. The organization becomes less nimble, stuck in place, and unresponsive to customer needs as a result. Water starts lapping up into the boat and it’s all you can do just to hang on.

Building Your Decision Making Machine

To get a handle on all this, you need some key systems and processes in place. The first step to building your decision-making machine is to completely reshape one of the most underutilized tools in any organization – the org chart. Here’s how to do it.

  1. Re-build the entire organization structure, focusing on key positions needed rather than on the people you think should fill those positions. It should focus on the what is needed to move operations forward, not on the existing power structure or some textbook theory. If you have three business development managers, is one of them, in reality, the VP of business development? Is he the “go-to” guy? If so, the org chart should reflect that reality.
  2. Next, job descriptions with clear responsibilities, key results areas and key performance indicators should be put in place. Again, the focus is on the positions and what is needed from those positions, not on the individuals. Those who are most dependent on each position should be engaged to help write the job descriptions – both internal and external customers.
  3. A regular meeting cadence should be established. For effective decision-making, ask yourself who needs to meet with whom, for what reasons and how often? How do you know what’s needed? Ask the same people who helped develop the job descriptions. Meetings are simply a conduit for decision-making. Experiment with different meeting styles, facilitators and routines. Be flexible and open to change.

This is part 1 of a 6-part series. Next up – The 4 Essentials of Getting Your Managers to Work Together.

What Really Holds You Back From Letting Go

You know those things that have to get done, but you just don’t want to do them? One of those for me this past weekend was changing the rear wheel inner tube on my nine year old’s BMX bike. It had been flat for a couple of days and it was time. Let’s just say I’m not the most mechanically inclined person in the world. I was not looking forward to the task. I know there’s a YouTube video for everything nowadays but I just didn’t want to spend the time on it.

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But that voice inside me (you know, that voice) said, “Jeez. Really, Redard? This is so not a big deal. Quit whining and just do it.” So off to the bike shop I went to get a new tube. It should be a relatively painless exercise, right? Besides, I reasoned, I am NOT paying the bike shop an extra $6 to watch some teenager do the labor. I am man, hear me roar!

The Problem

We think the only way to get something done right is to do it ourselves. The do-it-yourself approach works, for a while anyway. But as we take on more responsibilities at work or at home, sooner or later we run out of capacity. Some of those plates we have spinning start to wobble. So what do we normally do? We run around like a chicken with its head cut off trying to maintain everything. Spend too long in this cycle and we end up wondering who we are anymore.

Sometimes we just plain don’t have anyone to help us.

But a lot of the time, the problem is our pride.

Overcoming Our Pride

After about 20 minutes of struggling, I got the inner tube stuffed into the tire, pried the tire back onto the wheel with a couple of screwdrivers, then aired it up. Boom – done! Check that off the list! I took some tools back to the workbench and when I got back, I checked the tire just to be sure. It felt a little soft. It was losing air. Seriously??? Now I’m really pissed. I’m mad that the dang thing isn’t fixed yet, and I’m mad at myself for being so headstrong. I finally admitted I was going to have to take it to the bike shop.

For some of us, getting over ourselves and asking for help is not an easy thing to do, but it’s a necessary part of our growth as leaders, parents, and professionals – no matter what level we’re at.

Admitting you can’t do it all doesn’t mean you are a defective leader. In fact, quite the opposite. It will endear people to you, and your influence will grow even more as a result.

How To Let Go

  1. Find someone you trust. Trusting someone to do a job, the results of which you are ultimately responsible for, can be difficult depending on what’s at stake. Finding someone you trust can be even more difficult. But it’s the only way to get unstuck and increase your capacity. Maybe you have a trusted colleague or friend you can lean on for assistance, or at least some advice. The complexity of what you’re dealing with will dictate who can best help you.
  2. Realize you’re going to spend time and energy, one way or the other. You might as well spend it on the front end than on the back end, cleaning up a mess because you took on too much.
  3. Ask for help. Say, “I need a favor. Can you help me with…? Here’s what I need, and here’s the result I’m looking for.” Be very descriptive with the results you want.
  4. Provide feedback. Stay engaged and observe how things go. Your input will provide the necessary course corrections to make sure the project or job stays on track.

Yesterday, my gracious wife volunteered to take the bike in to the shop so I didn’t have to mess with it on Father’s Day. (Love her!) So it’s all fixed now. I still don’t know how to replace a bike inner tube, but I’d like to think I’m a little wiser for the experience.

What are you dealing with right now, and what holds you back from letting go? Share in the comments below.

‘If you don’t start, you can’t fail.’ It sounds ridiculous when you say it that way. But of course, it is ridiculous. It’s (quite possibly) the reason you’re stalling. On the other hand, there’s no doubt that, ‘if you don’t start, you will fail.’ Not starting and failing lead to precisely the same outcome, with different names.

3 Ways Growing Companies Impinge Their Own Success

Driving back with the family from Chicago 16-hours straight a couple of weeks ago, I just haven’t been the same since. It started with a dull ache in my lower back. By Sunday morning, I had sharp, shooting pains down my left side and could not bend forward at all. I was completely miserable. So yesterday I went to the chiropractor. Sitting in the office waiting room, it hit me…organizations are a lot like the human body.

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Everything may look okay on the outside, but inside, something’s just off and you know it. In chiropractic practice, an impingement usually refers to a nerve that is hindered in some way by a misalignment in the spinal column. In organizations too, there can be impingements below the surface that, left unchecked, can really hinder success. And a casual observer would never see it. Organizations, and people, can cover up a lot with a nod and a smile.

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Having A Growth Mindset

First, how you view growth may be hindering you. In their outstanding book, Scaling Up Excellence: Getting to More Without Settling for Less, Robert Sutton and Huggy Rao say it’s not just about getting bigger. It’s also about getting better. It’s about spreading your exceptional ideas, systems, or business model and influencing others to make them their own. To use our human body analogy, when people think of growth, they usually think of anatomy. Bigger limbs, hands, feet, etc. But really, you should think of growth more in terms of physiology. Call it scaling. Is your circulatory system functioning properly? What about the digestive system? Are you absorbing nutrition? And are all your systems working well together? Even if your anatomy is fully developed, your physiology could be bad. Scaling is about maintaining a continual balance between speed and thoughtfulness, size and simplicity, repetition and reinvention.

Too Much Structure

Too much structure can also be a problem. When business starts rolling in and the pace hits warp speed, the temptation is to rush to control it by putting systems, processes and hierarchy in place. Granted, you need structure, but you don’t want to go overboard. Sutton and Rao say the secret isn’t postponing the kinds of systems and process required to scale. Instead, leaders should make a habit of subtracting, even as they add. By subtracting, they don’t mean reducing headcount. It’s really about simplifying structures. Often that requires breaking into smaller teams that work better together. In a sense this is adding complexity, but if well-coordinated, an organization can be more nimble as a result. Rules, systems and processes are necessary, but it’s also necessary to continually question them. Rules or systems that have outlived their usefulness should be set aside. Clearing away the negative is just as important as accentuating the positive.

Not Enough Catalysts

Catalysts are essential for the proper functioning of the human body. High-energy reactions at the cellular level would be significantly hindered without them. For example, without the enzymes in human saliva, starch would take weeks to convert to glucose, which your body needs for fuel. So when it comes to change, are you trying to force it through the ranks? How’s that working for you? Instead, find your catalysts. These are people in your organization who are naturally enthusiastic about the program you want to implement or the changes you need to make. Let them take it and guide adoption of it throughout the organization. In this way, the changes cascade through until the entire organization is infused with them. You’ll get there much quicker and with less stress this way.

So where is your organization getting stuck and what can you do to free it up? Leave a comment and let me know.

P.S. – I’m feeling much better thanks to Dr. Troy Allam of Craig Ranch Chiropractic. He got me straightened out. No pun intended.

 

Why Organizations Succeed, and Fail

Welcome! This is my inaugural post, and I’m glad you came by. I started this blog, really, to start a conversation. A conversation about what makes people tick, and what makes companies and organizations tick. Specifically, why organizations succeed, and why they fail.

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You see, I have a theory. It’s not really my theory, it’s more just my own observations as a professional in the workplace. The theory goes something like this: organizations have a lifecycle, and they rise and fall according to this lifecycle. But what launches them, propels them forward into tremendous growth, and sustains them for the long haul, are people who have a unique mixture of vulnerability, humility and dogged determination.

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These are the kind of people that make any organization great. And I’m not just talking about who we normally think of when talking about leaders. It’s not just the folks at the top of the chain. It takes people of this caliber at every level, in every function, and in every department, to make an organization truly great.

Anyway, that’s enough to get things started for now. Much more to come. If you like what you see, c’mon by again or join my mailing list. Thanks again for stopping by.

How ’bout you? What’s your theory on why organizations succeed or fail? Feel free to share in the comments.