What if I don’t have the time to lead?

“Ok, so we get we need to lead but we actually don’t have the time!” was the opening statement made at this week’s leadership forum. Once again, rather than focusing on the answer we need ask the right questions. Too often we make decisions off the base of assumption rather than awareness.

Question 1: What robs you of the time that you need to lead?

“Issues!” is the response. I immediately draw a line across the centre of a flip chart page when I hear that word. On the top of the line I put a whole lot of x’s. Each x represents an issue - absenteeism, lack of productivity, demotivated staff, negativity etc. These are ‘above the line’ issues.

Question 2: How do you deal with these issues?

“We give warnings. We discipline. The latecomer is told not to be late and the demotivated is told to jack themselves up.” Problem solved - but for how long?

Question 3: How often do you found these same issues reoccurring despite your actions?

“Yes...” is always the answer. The crux here is that what we do to resolve these issues only offer short term solutions. The issues simply repeat themselves, managers ‘fight fires’ continuously which robs them of their time.

Question 4: What causes these issues?

Our answers are usually assumptions. Words that stem from the mouths of weary and worn out managers, returning home from the battlefield each day where it is a fight to get people just to fulfill their basic functions. Those tired minds, often resentful, toward their people begin to assume why these issues arise. Most often they are very off the mark.

Question 5: What difference would it make If you committed time and energy uncovering and dealing with the cause?

In the flip chart I place a large X below the line drawn across the middle. From that X I draw several lines pointing back toward the little x’s on the top of the line. Most often 1 ‘below the line’ cause stimulates several ‘above the line’ issues. Now it’s time to be frank about the illogical logic. Our time is swallowed up by all the issues, yet if we were to take the time to deal with below the line cause, many of the issues would be removed - sustainably. Which in turn then - would grant us more time.

We would have less issues. We would have more time. Most importantly, we would have more space to lead.

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Travis Gale has spent the last 5 years running his own development business in South Africa’s corporate world and is currently involved in various long term partnerships with clients across a number of industries. Furthermore he has travelled to conferences internationally hunting down latest trends and insights. Having cycled around the world and survived a tsunami, his passion for crossing borders often lends itself to an interesting blend of stories and insight. He sees himself as a ‘change catalyst’ and displays strength in facilitating insight into the right spaces. Find out more at www.appletreelive.com

Why is leadership monotonous?

Why is leadership monotonous?

That was the question posed to me yesterday in a leaders forum I facilitated. Great question. I think the beauty of facilitation is that you get to move a group closer toward an answer which they otherwise might not have come to on their own. Often it takes a neutral influence to shake up perspective. Whatever the science is behind it, it is very rewarding.

My first comment is always this. Rather than focus on finding the answer, lets focus on asking great questions.

Question 1: What about leadership do you find monotonous?
Their answer was simply this. It is routine, predictable. Same same every day. Repetitive. Probing deeper I found a team of ‘leaders’ in a thoroughly disengaged space who were simply dragging themselves through the day to pick up the pay cheque at the end of the month. We put it all on the table, felt it and spoke about it.

Question 2: When, over the past few months, have you felt different to how you felt now? What factors influenced that? They perked up a little. Each one of them recounted a moment, even if it was an hour, where they felt motivated. The factors were similar. Rising up to a challenge that presented itself. Receiving acknowledgment for the work they were doing. Knowing the future of their campaigns/teams were solid. Working with solid teams. Feeling envisioned and connected to the purpose of why they were doing what they were doing.

Question 3: What is the difference between leadership and management? After some discussion we all agreed. Management is about systems, structure, tasks & processes. It is very much focussed on the NOW. Leadership is about people, empathy, influence, relationships. It looks at the FUTURE by casting vision enthused by vision and values.

Question 4: Is Leadership Monotonous? By now their minds had clicked. Leadership is not monotonous. Management is. I challenged them a little. Management in the absence of leadership is monotonous. Leadership needs management. Management may not choose to work with Leadership. Repetitiveness, routine and predictability all fit into the management zone.

Question 5: What does this mean for the people that work for you? “Well it’s all the same” they said! Factors that demotivate us demotivate our team and vice versa. Whats more, when we are heavily managed from our superior we feel demotivated to lead.” Once again - the illogical logic. When we most need to lead, we are least likely to!

Question 6: What do you need to do then? Start practicing leadership was the answer. Both down, sideways and up.

Right now their climate is a challenge which requires the leadership gears to change. Yours might be the same. Ask yourselves the right questions & act.

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Travis Gale has spent the last 5 years running his own development business in South Africa’s corporate world and is currently involved in various long term partnerships with clients across a number of industries. Furthermore he has travelled to conferences internationally hunting down latest trends and insights. Having cycled around the world and survived a tsunami, his passion for crossing borders often lends itself to an interesting blend of stories and insight. He sees himself as a ‘change catalyst’ and displays strength in facilitating insight into the right spaces. Find out more at www.appletreelive.com

Stand in the Place of Possibility!

Yesterday at 06h10, I boarded a flight to Cape Town. Upon arrival I entered into their brand new airport and was just amazed at how fantastic everything was looking. I had this feeling of contentment and peace for the future of South Africa as I watched the people around me and ordered my Vide coffee. There were people everywhere, an absolute buzz.

A few years ago, Benjamin Zander challenged me in his talk on possibility. He spoke about the two options we have in every moment of the day. Option number 1 was what he termed ‘negative downward spirals’. These spirals pull ourselves and those around us downward emotionally. At the bottom of this spiral it is pretty much impossible to maintain any level of healthy perspective which reflects in your actions. Option number 2 is a much more attractive option. It is to stand in the ‘place of possibility’.

Standing in the place of possibility is what we most need to do. It is also what we are least likely to do. In fact, we seem to have our default setting at negativity. Finding Possibilities means we need to train ourselves to engage with two disciplines at any time.

Firstly - creating space. We actually do have time despite what people may think. Even a couple of seconds represents time and sometimes that is all that we need. All of us have stimulus or triggers which immediately set off that negativity in our minds. It could be the morning traffic, something our spouse does or that manager at work. We seem to react to it every time and end up feeling negative and heavy in a matter of seconds. What we don’t do is open up some space just after that trigger to make a conscious decision to stand in the place of possibility. Create space right upfront which gives you the opportunity to engage with the second discipline - asking great questions.

Many people are looking for answers - few are asking great questions. In that moment -post stimulus - great questions can save you from negative downward spirals. Watch what happens as you answer questions such as:

How is my negativity going to help this situation?
If I let myself go now, what does it mean for the rest of my day?

Followed by a critical question that swings us away from those spirals into the place of possibility.

‘What is possible right now?’

What you’ve done is stopped the downward flow of negativity and opened up possibilities. It will happen quicker than you think! Everything that we encounter has two sides to it - one positive and one negative. Your alignment to either side determines your actions and in many ways your future.

Thankfully you have a choice. I hope you choose to stand in the place of possibility.

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Travis Gale has spent the last 5 years running his own development business in South Africa’s corporate world and is currently involved in various long term partnerships with clients across a number of industries. Furthermore he has travelled to conferences internationally hunting down latest trends and insights. Having cycled around the world and survived a tsunami, his passion for crossing borders often lends itself to an interesting blend of stories and insight. He sees himself as a ‘change catalyst’ and displays strength in facilitating insight into the right spaces. Find out more at www.appletreelive.com

New York crime teaches us to dialogue

‘On December 22, 1984, the saturday before Christmas, Bernhard Goetz left his apartment on Manhattan’s Greenwich Village and walked to the IRT subway station at 14th street and 7th avenue... At the station he boarded the number 2 downtown express train and sat down next to 4 young black teenagers... Canty, and another one of the teenagers, Barry Allen, walked up to Goetz and asked him for $5. “What do you want?” Goetz asked. “Give me $5,” Canty repeated... Goetz reached into his pocket and pulled out a chrome-plated five-shot Smith and Wesson .38, firing at each of the 4 youths in turn. As the 4th member of the crew, Darrel Cabey, lay screaming on the ground, Goetz walked over to him and said, “You seem all right. Here’s another” before firing a 5th bullet into Cabey’s spinal cord and paralysing him for life. (Malcom Gladwell - The Tipping Point)

The story continues, ‘On the radio call-in shows and in the streets, he was treated as a hero...’

Wow - wasn’t a hero in my mind when I read that. So what was going on?

The Goetz case was during a very dark period in New York. Crime had reached epidemic proportions. During the 80’s New York averaged well over 2000 murders and 600 000 serious felonies a year. The underground system was described as ‘chaotic’. Goetz would have waited on a dimly lit platform. He would have been aware of the high crime situation. There was heavy graffiti on the walls, the floors littered with trash. Frequent fires meant trains were delayed. ‘Red Tape’ areas meant travel was slow. There were 15000 felonies on the trains alone per annum which even led to the lowest ridership in the history of the subway station.

What struck me was how all of a sudden my perspective shifted. His act was a result of negative influences repeating themselves day after day. Goetz eventually broke. The result was tragic.

It is critical that we deal regularly with our thoughts and feelings. I am often amazed at the lengthy history behind issues that I work with in teams. Insignificant events often cause significant conflicts, catalysts of harbored emotions never dealt with.

Right now, in our country’s climate, we need to talk. Right now, in our organisation’s climate, we need to talk. No matter what the climate, dialogue is critical! The most significant gift we can give each other is honesty and objective discussion.

Carly Fiorina, ex CEO of HP, speaks about dealing with change and crisis in organisations. She says if you think you have communicated enough with your teams during these times, you need to communicate 10x more than what you’ve done!

Goetz is no different to us. He acted off a platform off frustration. We are not exempt from that place.

My challenge might be yours. Where (family, organisation, social circles etc) do I need to increase dialogue?

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Travis Gale has spent the last 5 years running his own development business in South Africa’s corporate world and is currently involved in various long term partnerships with clients across a number of industries. Furthermore he has travelled to conferences internationally hunting down latest trends and insights. Having cycled around the world and survived a tsunami, his passion for crossing borders often lends itself to an interesting blend of stories and insight. He sees himself as a ‘change catalyst’ and displays strength in facilitating insight into the right spaces. Find out more at www.appletreelive.com

What do you believe in?

Last week I had one of those moments. The morning started out with a discussion about South Africa, and in particular Malema. It was an objective discussion, given the people I was with. Then turning on my computer I was met with a very disturbing article written and published in the UK tabloid - Daily Star.

This article described our country as a ‘land of murder’ and told 2010 World Cup visitors to expect a ‘blood bath.’ It went on to paint a picture of racial tension, black on white - a civil war. I reflected on it yesterday again when I arrived at my flat. As I got out my car a black man was walking down the street talking on his phone. When he saw me, he took the phone away from his ear, looked me in the eyes and greeted me with a huge smile.

Tension?

I immediately wrote an email and sent to my UK mates. I urged them to communicate to their friends the falseness of the content of these articles. I asked them to stand up for this country, and to speak against the negativity.

The article and the replies really isn’t the focus. Daily Star is just one of many print mediums that publish opinions, albeit completely out of context. Daily, we are met with information that we have to process. The fact is, the event happened a few days after a moment that I had in quiet where I felt a question drop into my heart and mind.

What do you believe in?

Many leaders are not clear what the answer to this question is. The fact is, no matter what the subject, there are so many sound and objective ‘point of views.’ Leaders often find themselves at critical junctions where they need to make a call - a decision. There may be a number of right options, each a degree off each other. But where is your gut leading. How can the convictions inside of you point the situation in a direction? Your positioning is not a mistake. You are where you are, because of what you feel, who you are and what you can bring to the contexts you lead within. For many of us though - we choose to remain neutral and tight lipped, avoiding conflict and tension which is a natural part of any process of change or progression.

I have had to challenge myself, daily, to have the courage to speak up on what I believe, what I feel. I find it incredibly difficult, yet hugely rewarding. I have had to learn to trust myself. I have had to understand that it may not make sense in the moment, but that it will make sense in the long term.

I have had to learn - finally - that silence simply gives voice to the motives and message of those who do have the courage to speak - no matter what their message.

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Travis Gale has spent the last 5 years running his own development business in South Africa’s corporate world and is currently involved in various long term partnerships with clients across a number of industries. Furthermore he has travelled to conferences internationally hunting down latest trends and insights. Having cycled around the world and survived a tsunami, his passion for crossing borders often lends itself to an interesting blend of stories and insight. He sees himself as a ‘change catalyst’ and displays strength in facilitating insight into the right spaces. Find out more at www.appletreelive.com

The illogical logic

Yesterday, I finished up day 1 of a 2 day workshop. It was an interesting day with much debate around the topic of engagement. At most of my workshops I have to spend time working with an ‘illogical logic’ that for some reason leaders often cling to. If you’ve read Covey’s 7 habits for highly effective people you will recall the story of the lumberjack whose job description was to cut down x amount of trees in a day. Over a period of time he begins to return home later and later, his family life suffering as a result. The question is ‘why?’ Most say he is demotivated, bored, lazy. The answer is actually that his saw is getting blunt. What the lumberjack most needs to do is stop and sharpen his saw. He does not stop! why? He does not have the time. He is to busy trying to get through the trees with a blunt saw! And there it is - what we most need to do we very often are least likely to do.

In speaking about engagement with the delegates, I shared how what is critical is that we dialogue with our staff. Engagement is not an instruction. My belief is that one the most significant contributors toward engagement is perspective. Rarely are we dealing with why our team see the factors that disengage them the way they do. I asked “Have you had to deal with the same issues in repeated cycles over the last year?” There were nods all round. Issues are usually dealt with (absenteeism, lack of productivity, bad attitude for example) by focussing on the issue itself and punishing or warning against it. “Do not be late again, here’s a warning letter!” This is a short term solution. These issues rob us of time, yet leaders can’t find the time to deal with deeper issues that cause these issues. That is illogical.

Like the lumberjack, leaders need to disconnect and create space to think about the way they are working and how effectively they are contributing toward long term engagement. Rarely are leaders uncovering what perspectives are contributing toward staff disengagement and their own engagement.

I took a walk after the session down a windy road that opened up into a flat savannah. I reflected on the day, on the questions that I asked and the challenges that I put out. I thought about the next day and how best it could work. Then I chilled and soaked up the scenery. I too have to engage people during my workshops, creating the right space for discussions, sharing insights and hopefully shift perspective. I only have 8 hours, but my focus can never be to get through x amount of content in x amount of time. What’s more NB? A bunch of knowledge or a desire to shift? If we are aiming to achieve engagement, we absolutely need to commit to working against the myth of lack of time.

Don’t be fooled by illogical logic. Commit to the engagement dialogue.

What do you most need to change? Is time an excuse for not making those changes? Think long term - what is the consequence if you don’t?

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Travis Gale has spent the last 5 years running his own development business in South Africa’s corporate world and is currently involved in various long term partnerships with clients across a number of industries. Furthermore he has travelled to conferences internationally hunting down latest trends and insights. Having cycled around the world and survived a tsunami, his passion for crossing borders often lends itself to an interesting blend of stories and insight. He sees himself as a ‘change catalyst’ and displays strength in facilitating insight into the right spaces. Find out more at www.appletreelive.com

The Sweetness of Engagement

Every week I facilitate workshops in the corporate arena. Have a look at the 3 circles image which is attached.The crux is the ‘True You’ circle is in many ways unexplored. Funny, that it is in this circle where we find so many of the answers to the challenges we face as leaders.

The ‘way of the team’ is about the organisations values, vision, mission etc. An organisation will then need people (employees) to fulfill their professional rolls and deliver on what is needed to make an organisation thrive. The ‘professional you’ circle is thus about business models, systems, process and need IQ based skills an individual needs to perform.

Continually, studies reveal that engagement levels within organisations are as low as 20%. An engaged employee could be described as productive, committed, effective, motivated, energised and innovative. They go ‘the extra mile.’ A further 60% are disengaged. They share productivity and commitment with the engaged, however are low in energy, motivation and creativity. In many ways, disengaged employees are there to pick up the pay check and will do the bare minimum of what is expected of them. Actively disengaged are those who work for you, yet work against you! Passionately, they spread negativity recruiting members into their cause.

Engagement is critical. Disengagement costs! (A recent USA survey revealed such disengagement costs the economy $300 billion annually!) Given this, many organisations are asking how to engage their staff. We at Appletree believe it starts with the True You. Our process is one of uncovering the individuals ‘True You’ and aligning the 3 circles. Thats where the sweet spot exists!

I am continually amazed as the results of this alignment. All it takes is for individuals to raise their level of awareness and connect with who they are and what they stand for, and how that can be expressed through the functional side of what they do (professional you) and therefore impact their organisation. Individuals and even teams who align what they stand for with the organisations mission lay a platform for sustainable engagement.

People desire to know that they are contributing with their strengths and talents into something greater than themselves. Engagement goes hand in hand with self motivation and drive, stimulating creativity and energising a workforce. Every organisation has the opportunity to provide a platform for people to thrive!

The question we always ask is, ‘Are your people simply bringing their hands and feet to work or their hearts and souls?’ ‘Are you bringing your hands and feet to work or your heart and soul?

Have a closer look at the 3 circles, think about it and look at how it could apply to your own lives or your teams and business. Refer to www.appletreelive.com for more info and updates on the challenging yet rewarding topic of engagement. I will write more on this in the next few weeks.
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Travis Gale has spent the last 5 years running his own development business in South Africa’s corporate world and is currently involved in various long term partnerships with clients across a number of industries. Furthermore he has travelled to conferences internationally hunting down latest trends and insights. Having cycled around the world and survived a tsunami, his passion for crossing borders often lends itself to an interesting blend of stories and insight. He sees himself as a ‘change catalyst’ and displays strength in facilitating insight into the right spaces. Find out more at www.appletreelive.com