This blog is all about my latest insights into growth, strategy, and execution.
Gravitas Impact means more. Much more.
My coaching organization recently broke away from its parent/partner organization, and I went with them (or stayed with them, depending on your point of view).
Gravitas Impact hasn’t dramatically transformed my effectiveness or expertise as a coach just yet. Currently, I’m working from the same body of knowledge and techniques from my previous affiliation. However, with Gravitas Impact, my body of knowledge, techniques, tools, and support will grow significantly. In fact, the transformation process has already started.
It means more, so much more.
We’re building from our base, The Four Decisions Model®, and adding new thought leaders, as well as new content, new tools and new support. We’ll be able to continue to “unleash growth” but in a premium way.
The Four Decisions Model® applies to all business leaders. Each leader, no matter the challenges, faces four critical decision areas that must be addressed correctly in order to maximize revenue, profit and time—and ultimately enjoy breakthrough business growth. It focuses around people, strategy, execution, and cash.
Gravitas Impact, let me translate it for you. Coaches of substance that bring companies, CEOs, and teams to life in order to unleash their growth.
Let’s stay in touch. When you’re ready to learn more, set up a Discovery Meeting. Ready now? Click that button below.
Rocks or Sand?
That is the question. Is it nobler to push the sand or move the rocks? If you have read my book you know that the answer is not one or the other, but both. Both need to be front and center within your organization if you want to unleash growth.
So, why can’t you keep both front and center?
Because the sand is relentless, makes your money for you, and is immediate. I recently talked to my pastor about this. He knows what I do and was asking for advice on moving the parish forward. He had read my book. “I just can’t get to the rocks that will build our parish, the need to minister (his sand) never stops coming and the rocks never get attention. I can’t say no to ministering to others.” So the growth of the parish is stalled. But if he doesn’t get to the rocks, the ministering will disappear. I’m going to be advising him on how to make both front and center.
It’s not easy but necessary.
Your sand is “right now” and demands and requires immediate attention. Rocks are for the future yet should be worked on now too. If not, the sand will go away. Either that, or the sand will become quicksand that will swallow you up.
The title of this post makes me want to ask an additional question about your talking or conversing.
Are you or aren’t you talking about your Rocks and Sand?
We GI Coaches often say that “Meeting Rhythm Moves the Rocks.” I say it all the time. What we really are saying is that “CONVERSATIONS move the Rocks and Sand.”
Timely, regular, effective conversations get things done.
It’s not that I want you talking to each other all the time. That would drive most of us crazy and take up so much time. But at regular intervals of the daily huddle, weekly meeting, monthly meetings, and quarterly meetings you should be having the appropriate types of conversations about the Rocks and Sand.
You want conversations that generate progress.
Except at the daily huddles, the conversations should veer away from the “tell and sell” conversational pattern and towards the co-creator pattern. How you converse is just as important as what you are conversing about. Make the how and what match.
You must have these conversations if you want growth. Make sure they take place whether you think you need them or not.
To see your Rocks and Sand, they must be visible. Visibility is one of the better ways to make sure your Rocks and Sand stay front and center. Are your Rocks and Sand visible to your organization?
Can others in your company see the Rocks that need to be moved?
One of the best ways to do this is to have a war room or a war wall. Post the lists, the graphs, the pictures, and the progress in this place. You want your team to see the progress; this is most important.
Have a wall, or set of walls, with white board paint. Or, just have a set of walls where you can post flip-chart sheets, or posters, depicting what everyone needs to see. What do they need to know, and what needs to be worked on? Show the progress being made. Let those involved see pictures that layout for everyone what processes to follow and how things fit together.
In the past few years, we have seen lots of digital tools developed for companies to use to document plans, and processes, and data, and progress. Great innovative tools are out there. While some are useful, I’ve been thinking that the immediacy of hand drawn charts and tables and diagrams do a better job of keeping the Rocks and Sand (both) front and center, and they’re more engaging.
Use those digital tools to get the work done and enhance communications, for sure, but have the visual pictures too. It will make a huge difference. Try it and see.
Do you think having good people or good strategy is more important for the growth of your organization?
It’s not one or the other. It is really both your people and your strategy. It’s kind of a chicken and egg thing.
Good people want good strategy.
They want, no, they require good strategy. They want to be a part of it. In other words, they want to create it, and they want to implement it. Growth happens faster with the right people plugged in the right places.
Good strategy requires good people.
Not automatrons following orders. You want team members with good judgment, and people who are good with other people. You need those on your team who can be analytical.
It’s good strategy to hire good people. Get good people, and build a great strategy.
A TopGrading Talent / Hiring Tune Up can help you identify your talent. Know who your “A,” “B,” and “C” players are and how to hire more “A” players.
That about wraps it up. Create a great strategy and build a team of good people.
The most important question to ask your customers is…oh, but don’t ask right away.
It is an important question to ask but not during the sales process.
Ask it after you have landed the customer and have delivered well on your commitments. Ask it of all your existing customers that you think are your “Core Customers,” those that love you, are loyal, tell others about you, don’t bitch about price, and are fun to work with.
Keep in mind that this set of customers is probably only 20% of your client base but probably delivers 80% of your business.
Here’s the question:
- “Do you remember when you first talked to us (or ordered from us)? Will you tell me about what was going on in your business and job that made you decide to make a change and consider us?”
Then probe the answer to death to gain insight as to what drove their decision to make the change and talk to you. Resist the urge to make another sale.
In fact, don’t let your sales person make this call or ask this question.
You as the CEO, or maybe a marketing expert, make this particular call. This is not a salespeople call; they’ll try to make a sale and ruin the conversation.
The answers you get will be the keys to building a great “brand promise” to apply to all of your customers and prospects. Infuse what you learn into all of your processes that intersect with your customers. This should be reflected in marketing, sales, customer service, etc.
Get ready to learn and grow.
Usually, I’ll post recommended book lists a couple of times a year. This recommendation for selling couldn’t wait.
Stop Selling and Start Leading
This is a book your management/sales team should read.
I mean it. Read it. Don’t pick it up and set it on your credenza or nightstand. Order it, and crack it open as soon as you get it. Finish it quickly. Then put it to work.
We’ve all learned that the sales game has changed. Customers don’t want to be sold, but they do want to buy.
Jim Kouzes and Barry Posner have taken their findings on leadership from their seminal book, The Leadership Challenge and have explored the world of sales and have learned that the way customers buy lines up with the strong leadership habits outlined in The Leadership Challenge. They have compiled this new book, Stop Selling and Start Leading (with additional co-author Deb Calvert) that outlines and demonstrates how it works.
Your best sales people (if you have good ones) aren’t pitching anything to customers and prospects. They are leading them through a buying process to make good decisions through good leadership behaviors. Modeling the Way, Inspiring a Shared Vision, Challenging the Process, Enabling Others to Act, Encouraging the Heart.
Get Stop Selling and Start Leading, and get to work.
My two previous posts have discussed discovering whether you are focused on “getting it right” or “being right” and how to shift your focus for growth. Now, we’ll look at the reasons for “why” you should make this change.
Why is “getting it right” better than ‘being right” for your company?
By focusing on “getting it right” instead of “being right,” you and your organization will benefit in so many ways. Let’s cover the main ones.
- You get buy in from the team. By engaging in dialogue to “get it right,” you engage the brains of your team and in doing so they’ll find it so much easier to commit to what you will be doing. They were part of the process of the decision instead of just implementing it.
- Your team gets smarter every time you engage in dialogue to “get it right.” They’ll be exercising their thinking muscles. When you exercise more you get stronger right? Same thing with the brain. It get’s smarter. You want smarter people don’t you?
- Your team members learn how to lead. When you are ready for more leaders, you’ll have them.
- The pressure is off of you. You won’t have to come up with all the ideas and decisions. You’ll be making them with other brains engaged. The decisions will be better and better and better. Opportunities just might get solved before they ever get to you. You will no longer have to solve everything.
- You’ll have more time for identifying larger opportunities for you and your organization. Enough said.
“Getting it right” is so much better than “being right.” As Billy Crystal used to say about looking good is better than feeling good, “It’s Marvelous!” And you end up being right and more right as a result.
The difficulty with shifting from “being right” to “getting it right” is that it is much more easy to “be right” than to be “get it right.” It’s worth going through the pain of this shift to become a more effective leader and to unleash the growth from your organization.
If your focus is on “being right”…
you don’t have to consult others to take action or make a decision. You merely have to consult yourself, and then make sure you are heard. You merely have to convince yourself that your decision or action is a sound one. Then just go do it. It’s how you manage most of the decisions and actions of your life as you proceed through your day. In the short term, it’s easier to just go do it. It’s natural.
If your focus is on “getting it right”…
presenting your idea for approval is the last thing you want to do, but shifting this behavior pays off. Your focus shifts to letting everyone else be heard first, taking inventory of their ideas, and thinking before putting your idea out there. This takes time. It’s not natural, at least not for most people.
Shifting your focus takes practice.
Your first action is to define the problem or idea that you have to get right. Focus on that. Hold your idea back. Have dialogue not a debate. Throw in your idea for getting it right in the process but only after hearing those ideas of the others in the dialogue. With a full inventory of ideas, thoughts, and data, you’ll have the best chance of “getting it right.”
“Getting it right” or leading doesn’t feel natural. In fact some experts say that if it feels natural, you probably aren’t “getting it right.” Think about that for a minute. Leading isn’t a natural action. It’s awkward, and that is a sign of “getting it right.” It feels awkward when you’re figuring it out.
Next in this three-part series is the impact and benefits of making this shift for you and your team.
Which is your focus?
Do you want to “be right” or “get it right”? Pretty interesting question isn’t it? Most people will say the correct option is to “get it right.” As leaders, parents, citizens, and business people, we all intuitively know that the way forward in whatever it is we do is to “get it right” more often then we get it wrong.
Inevitably, we get this wrong. Something happens in the process. We shift to “be right” over “get it right.” Might be just for an instance, but usually it evolves into a habit. All sorts of things cause this: hubris, insecurity, success, intelligence, anger, frustration, etc. I could write a blog about each and every cause (don’t worry, I won’t). However, I will be doing a three part series on this dilemma and how it’s resolution impacts the growth of you business. Consider this post the first part of the series.
So, which right is your focus?
- “Be right” is about winning the debate, positioning yourself or your idea as the best person or the winning idea. It’s a contest, a beauty pageant, a match race, a competition. It’s about looking good, winning the argument, impressing others, and maybe even intimidating other people.
- “Get it right” is about gaining understanding, clarifying complexity, creating the best solution, and aligning everyone around it. It’s about listening, learning, leading instead of telling, teamwork, and creating commitment.
During your organization’s next problem solving session, observe everyone’s behavior using the criteria listed above. Try to determine which category applies to them. Better yet, apply the criteria to how you participate in the meeting. What is your focus?
Part two of the series will focus on how to shift to “get it right” from “be right.”
Part three will focus on the benefits, or lack thereof, of being one or the other.