Don't Get Distracted by Your Plan

Wait a minute, I thought, as I looked up from the trail we had been hiking for several hours.

Where are we?

I knew I was lost. Unfortunately, I wasn't alone. I was leading a thirty-day wilderness expedition for the National Outdoor Leadership School (NOLS). Which, in this case, meant there were eight 16- to 24-year-old students following me.

For most of an expedition, NOLS groups travel off trail. We use topographic maps that reflect the physical features of an area — mountains, streams, valleys, ridges — and we navigate through the wilderness by comparing what we see around us with what's on the map.

Each morning we agree on our goal — where we plan to camp at the end of the day — and then choose a rough path through the wilderness. We know the general direction we're moving and maintain our course by paying attention to the environment — keep that mountain to the left, that small river to the right, and that craggy peak in front.

Every once in a while there happens to be a trail that travels in the same direction we're traveling so we follow it. It makes for easy walking.

But a dangerous thing happens when we follow a trail: we stop paying attention to the environment. Since the trail is so easy to follow, we allow our minds to wander and neglect to observe where we are.

Then we forge ahead, moving with speed and purpose, right to the point where we look up and realize, like I did that day, that the environment around us is no longer recognizable. Our focus blinded us.

This is not just a hiking thing.

In business and in life we set all kinds of goals — build a company, meet sales objectives, be a supportive manager — and then we define a strategy for achieving that goal. The goal is the destination; the strategy is our trail to get there.

Only sometimes we get so absorbed in the trail — in how we're going to achieve the goal, in our method or process — that we lose sight of the destination, of where we were going in the first place. And we walk right by the opportunities that would have propelled us forward toward our planned destination.

Which is what happened to Sammy, a religious man, who was caught in his house during a flood. He climbed up to his roof and prayed, asking God to save him.
Sammy saw a wood plank in the water and let it float by. "God will rescue me," he said to himself. After some time, a man came by in a boat and offered him a lift but Sammy declined. "God will rescue me," he told the man. The water continued to rise; it was up to his neck when a helicopter flew overhead. Sammy waved it off saying "God will rescue me." Finally, Sammy drowned.
Next thing he knew, Sammy was in heaven, where he was greeted by God. "Why didn't you rescue me?" Sammy asked. "I tried!" God answered, "I sent a wood plank, I sent a boat, I sent a helicopter..."

OK, so it's not a true story, but the point is still useful. Sammy was so committed to his strategy of God saving him that he missed the rescue.

I started my company over 12 years ago with a 50-page business plan. It was a very useful tool — it kept me focused, helped me avoid mistakes, enabled me to settle on a growth strategy. But if you look at my company today, it looks nothing like that plan.

Because the economy changed, I changed, my clients changed, and the opportunities changed. If I had stuck to my plan, I would have failed. It was by keeping my eye on the changing environment, and being willing to toss the plan and create a new one in sync with new realities that enabled me to grow my business.

I remember hearing a mother speak about how difficult it was for her to parent her autistic child. "I'm not the parent I planned to be," she said. "I'm the parent I have to be."
I've noticed the same thing about great managers. They might have a plan for how they want to manage. But they're constantly shifting that plan based on the strengths and weaknesses of the people they're managing.

Monitor and adjust. That's the key to effective leadership, indoors or out.

On the trail, I stopped my group of students and admitted that I had gotten us lost. I explained how being too focused on the trail can easily lead us astray.

"Great," answered a 16-year-old boy sarcastically, "so how do we get unlost?"

"You tell me."

"Look at the map?" he suggested.

"And your surroundings!" I added.

by Peter Bregman - Harvard Business Report; http://blogs.hbr.org/bregman/2010/04/dont-get-distracted-by-your-pl.html

[visit our website www.africanmosaic.com]

Fireworks are spectacular, but....

I love fireworks. Spectacular!! The best display I ever saw, was in California, at Disneyland. Incredible... The combination of light and explosive energy are just exhilarating, to say the least.

Another awesome display was last December, on New Years Eve. We were on vacation at the sea, and at this specific little seaside town, a New Years Eve firework display is tradition for decades. The kids loved it, and so did everyone else.

The next morning I walked on the beach, and it was littered with burned out firework casings that fell down to the ground after it did it's job. That made me think....

Very often we approach new knowledge or new growth just like a firework display. We love the explosive energy behind it. The exciting array of colours and shapes keeps us fascinated. We cheer, and "ahhh!" at every explosion.

Then it ends. The casings fall down to earth. darkness takes over again. And we go home. We've got memories, but, we remain unchanged in every other aspect.

On the other hand, there is the phenomenon of a rocket launch. It could be a mission to the moon, or sending a new satellite into orbit. it also provides for an amazing display, with explosive energy. But there is a difference: once the launch is over, the real mission starts. It has a destination, and the launch is only the start. The success of the mission depends on a lot more that powerful rockets that launches it through the atmosphere.

We do the same with tools of development and knowledge. Mostly we use it as a firework display, something we talk a lot about for a while. but there is no real mission in it, and no destination....

Discovering your talents is very much the same. It could be a firework display, or a rocket launch. Turning talents into strengths involves a mission, and a destination. So, when we know that, the countdown is merely the beginning of something much more than a burst of explosive energy.

Empowering Your Employees to Empower Themselves

By Marshall Goldsmith - as featured on the Harvard Business Review (http://blogs.hbr.org/goldsmith/2010/04/empowering_your_employees_to_e.html)

As a manager or leader, do you let your people assume more responsibility when they are able? Do you know when that is, or do you keep telling yourself that they aren't ready yet?
In my travels from organization to organization, I talk with thousands of people every year who want to be treated as "partners" rather than as employees. They want information to flow up as well as down. But, oftentimes, leaders do not want to give up control.

I knew a CEO who was the leader of one of the world's largest global organizations. He received feedback that he was too stubborn and opinionated. He learned that he needed to do a better job of letting others to make decisions and to focus less on being right himself. He practiced this simple technique for one year: before speaking, he would take a breath and ask himself, "Is it worth it?" He learned that 50% of the time his comments may have been right on, but they weren't worth it. He quickly began focusing more on empowering others and letting them take ownership and commitment for decisions, and less on his own need to add value.

Your employees understand their jobs. They know their tasks, roles, and functions within the organization, and it's time for you to let them do what they need to do to get the job done. But there is a critical point that is often missed: It isn't possible for a leader to "empower" someone to be accountable and make good decisions. People have to empower themselves. Your role is to encourage and support the decision-making environment, and to give employees the tools and knowledge they need to make and act upon their own decisions. By doing this, you help your employees reach an empowered state.

The process does take longer — employees will only believe they are empowered when they are left alone to accomplish results over a period of time — but it's effective and worth the time. If a company has a history of shutting down or letting go of initiators, for instance, the leader can't just tell employees, "You are empowered to make decisions."

Part of building an empowering environment is dependent on the leader's ability to run interference on behalf of the team. The leader needs to make sure people are safe doing their jobs. To make sure this happens, an ongoing discussion of the needs, opportunities, tasks, obstacles, projects, what is working and what is not working is absolutely critical to the development and maintenance of a "safe" working environment. You are likely to spend a lot of time in dialogue with other leaders, employees, team members, and peers.
Following are a few things leaders can do to build an environment that empowers people.

1. Give power to those who have demonstrated the capacity to handle the responsibility.

2. Create a favourable environment in which people are encouraged to grow their skills.

3. Don't second-guess others' decisions and ideas unless it's absolutely necessary. This only undermines their confidence and keeps them from sharing future ideas with you.

4. Give people discretion and autonomy over their tasks and resources.

Successful leaders and managers today are willing to exercise their leadership in such a way that their people are empowered to make decisions, share information, and try new things. Most employees (future leaders) see the value in finding empowerment and are willing to take on the responsibilities that come with it. If future leaders have the wisdom to learn from the experience of present leaders, and if present leaders have the wisdom to build an environment that empowers people, both will share in the benefits.

There are many more things that leaders can do to build and environment that empowers people. Please send any ideas you have. I would love to hear them!

The Language of Strengths

Understanding the power of working, living and thinking from your natural strengths, is a lot more that simple theory. The real test for an individual, or an organization of any kind, functioning out of their strengths, will be found within their corporate language.

When you think "strengths", you speak "strengths". You will have certain ways that would just seem normal within your interaction and conversation with others. The first, and probably foremost, of these, will be that you will naturally seek to identify and celebrate someones uniqueness and natural talents.

Celebrating others is something that comes natural to the "strengths-based-mind". As soon as you see someone living out their strengths, you will want to applaud them. You become such an advocate for the idea that one size does NOT fit all, that you just love it to see and experience a perfect fit!

A "strengths-based-attitude" will also naturally encourage others to do better, and to do more of what they find energizing. Natural talent is a beautiful thing to see in action!

I found that there are certain words or phrases that helps a lot to encourage the "language of strengths" amongst individuals or teams. Here are a few, just as example:

"Where did that idea / action / deed originate?"
With this phrase we are serious about learning more about somebodies talent themes, and how they function in practice.

"This is my [talent theme] working, but I was wondering how...."
Putting a specific reference to an action or idea, helps others to understand better where you are coming from, and how they can tap into your talent.

"I really need to give my [talent theme] some space here...
This encourages others to give you the freedom to use your theme to the best effect.

"May I tap into your [talent theme] with this issue / problem?"
People love it when you see the value of what their themes could offer, and make use of it!

Can you add any other phrases or examples of the "language of strengths" in action? Please share it!

The "Idols Effect"

"You can do anything if you just set your mind to it, and work hard...."

Oh boy. How many times have I heard this phrase, spoken to kids and adults alike, by well meaning (but misinformed) teachers, coaches, parents or managers.

I call this the "Idols Effect". Have you ever followed "American Idols", or "South African Idols" on TV? If you have, you will be able to picture this scene:
A highly motivated and very self assured youngster walks into a room, and go stand in front of four judges. Head up, eyes beaming, he / she smiles and greets them with confidence. The confidence is welcomed by the judges, and they smile back, asking the youngster what he / she does for a living, and what he / she would like to sing. When they hear the title, the judges sit back in eager expectation, hoping to hear the sounds so familiar to that song, to fill the room.

The youngster closes his / her eyes for a moment, then look up, and open his / her mouth.....

Sounds fill the room that makes your TV speakers tremble in their effort to project it. The judges' faces turn into ghastly images of pain and horror. Not one of the notes that leaves the contestant's mouth even come close to the song that they are supposed to sing. Horror turns into laughter, both behind the judges' table, and in millions of living rooms across the country.

Mercifully one of the judges stop the horrific sounds. With head shaking, he simply says: "Please, promise us you will never do this to anyone else, ever." The youngster frowns in disbelief. The other judges affirm this statement with short sentences of disbelief and even contempt. Then the fourth judge simply states it to the youngster: "You cannot sing."

The youngsters face turns to anger. "But, everybody at home, all my friends, they all love it when I sing, they all say I have a beautiful voice!"

"They lie. You are horrible when you sing. Find another dream sweetheart", comes it from one of the judges. The other three nods in agreement, as do millions of people in front of their televisions.

"But, I can work even harder! I can be even better! I've worked my whole life for this" pleads the youngster.

"Don't even try. You do not have what it takes. Find a new career. Now, please go."

With a swearword directed at the judges, the youngster turn and storms out of the room. Outside, in front of the camera, he / she goes off about how they are going to show the whole world, and when they are famous, they will laugh at everyone who doubted their talent and ability.

"Anyone who says I cannot sing, is bleep-ing crazy!"

Behold: The Idols Effect.

You cannot achieve anything you want simply by working hard, and putting your mind on it. You need talent. At least a little. And the more talent you have, supported by knowledge, skill and experience, the more hard work will pay off.

Maybe you can achieve challenges through working hard to prove a point to yourself or someone else. Like making the first team. Or climbing Kilimanjaro. Or learning to play the piano. This is all very good things that forms your character. But, if you truly want to achieve beyond your wildest imagination, you need to top-up your natural talents and abilities with effort and hard work. Lots and lots of hard work. (According to Malcolm Gladwell, in his book "Outliers", success only comes after at least 10'000 hours of focused, hard work. That is 5 and a half years, five hours a day, seven days a week....)

Sometimes Lady Luck comes knocking. But the "Cinderella Man" story was only made into a movie because things like that almost never happens.

I don't want to kill dreams or drown challenges - not in the least. But combining hard work and high aspirations with natural talent is the proven recipe for success.

Talent & Skill: understanding the difference

One of the most common "mistakes" that we make as managers, leaders, parents or mentors, is to confuse talent and skill. Understanding and recognizing the difference between these two important aspects are crucial when you want to assist or encourage a person to develop, grow and achieve.


Within our culture and our common language, we mistake skill as a talent. We would make observations like "That boy is extremely talented. He scored three goals in the game this morning." Or we would look at a performance within sport, art, of life overall and be amazed at the "talent" we observe, when it is actually skill... built mostly on talent.

My own, basic definition of talent is the following: talent is an inherent drive, energy or longing that fuels and energizes your body, mind or soul to achieve, excel, accomplish or master any specific skill or ability within an area of passion or interest that you identify with.

Then again, on the flip side, you get skill. That I will define as "a specific routine, practice or method that enables you to perform a task to a certain degree of excellence."

You might think that the difference does not matter much, but is matters more than we would know. The first and foremost problem is that confusing talent and skill leads to projection and judgementalism. Skill on its own is not such a good indicator of potential. Talent, on the other hand, is. When we look behind skill and identify talent, our judgement immediately reverts into celebration of potential.
Another important aspect is that distinguishing between talent and skill really helps to enhance fulfillment and avoid weakness fixing. Someone could be brilliant and perform exceptional within a given skill - mostly due to determination and hard work. But it might drain them emotionally, and they might even hate every moment of the activity. That then is a sign that they are not building on talent or strength, but on a weakness. When it weakens you, its a weakness.

When you manage, lead or mentor today, be alert to the difference between the skill you observe and the talent behind it (or the absence of talent behind it!). As a leader or mentor, always challenge and push people towards their natural talents, and give them the opportunity to add skill to that.

They will excel, and love you for it.

Welcome to Africanmosaic Scribbles

We live in high impact times. Everything that does not impact, won't sustain. This goes for business, education, religion, retail, marketing, sport.... any given arena of life!

To impact takes a lot of knowledge, skill and experience. But still, mostly this is even not enough. Hard work alone only takes you to the end of your 24 hour day - the same 24 hour day that someone else just used. What gives you the edge?

Talent.

More than talent actually. Talent turned and moulded into a strength. Without talent-based strengths, you just won't impact to the level that will leave a legacy.

Africanmosaic (www.africanmosaic.com) exists to make this happen in as many lives, families, communities and companies as possible.

This Blog, "Africanmosaic Scribbles", is an extension to the Africanmosaic Website. Short scribbles with high impact will be posted here regularly. We know you have no time to read long stuff that digs deep. But we also know that a short scribble could impact your day and decisions to the extent that it is worth while signing up - if not for personal growth and awareness, then to at least give you a gem to share in this mornings meeting or over that important lunch.

Welcome to the journey...