Failure is Failing to Try

2010 June 28 By

I love Half Price Books. You can pick up a $25 book for less than $7.00 and there’s even an educator’s discount. Earlier today, I picked up a book called “Rules of Thumb: 52 Truths for Winning at Business without Losing Your Self” by Alan M. Webber. Webber is the cofounding editor of Fast Company and was the managing editor and editorial director of the Harvard Business Review.

I think I decided to get the book because on the book jacket flap Webber said that one of the high points of his life was being told he looked like Bruce Willis when he visited Japan. For the record, I don’t think he does and I’m Asian. Hey, I like an author with a sense of humor.

Webber’s Rule #45 caught my eye. It says: Failure isn’t failing. Failure is failing to try. Webber recounts the time, while working at the Harvard Business Review (HBR), that he felt that needed to “take shot at starting my own magazine (Fast Company)” (p. 225). He had been mulling over the idea of leaving HBR and starting Fast Company.

The decision wasn’t easy because the advice from his colleagues was to stay and use his position to further his career or stick with the job and he would be rewarded with a better one later on. It was hard to ignore the obvious advantages of the Harvard Business Review (prestige, security, and money). But Webber was determined to answer his inner calling of starting his own magazine.

As he said: “The question wasn’t whether it was a good idea. The question wasn’t even whether it would work. The question was, would I have the courage to try?”

What was the worst thing that he could tell himself, that he tried to start a magazine and failed or that he failed to try at all?

This story of yearning to follow your heart resonates with me because in 2004, I left my life and home in Dallas, Texas to live and work on a tiny island in the North Pacific Ocean called Saipan.

That life-changing decision was one of the best things I’ve ever done in my life. I had been living my life vicariously, dreaming about great things but not having the courage to try them. In the end, the heart won out and I could no longer ignore the yearning of living abroad.

It’s hard to describe how fulfilled I felt when I came to Saipan. Within the first week or so, I knew that I had made the right decision. No one told me that I had made the right choice. No self-help or personal development book answered my deep longings. Rather, it was simply a feeling I felt in my heart. It just felt right.

I think Alan Webber felt the same thing when he left what was comfortable to start his own magazine.

“Ten years from now, what will you regret never having tried?” -Alan Webber

Reference

Webber, A. M. (2009). Rules of Thumb: 52 Truths for Winning at Business without Losing Your Self. New York: HarperCollins.

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Filed Under: Attitudes & Emotions, Happy & Unhappy, Meaningful Work, Occupational Health Psychology, Stress Tagged With: , ,

The 4 Character Strengths of a Leader

2010 June 23 By

My wife often tells me about her late father. Because he passed away long before I ever met her, I never had the honor to meet or know him. The stories she shares about her memories of him are priceless and each one of her stories has left an indelible mark on my heart and mind.

The other evening, she told me of an employee who came to work for her dad. My wife’s father was both an electronic engineering professor in Japan and president of his own electrical systems design company. He hired a young man who came to Tokyo right after junior high. Without much education under this young man’s belt, the professor took the boy under his wings and began teaching and mentoring him about the electrical systems design business.

Far from the perfect employee, the young lad accidentally burned a customer’s house and an entire floor of a new building in the same year! While the young man was panic-stricken, the professor was a patient teacher who modeled self-control in crisis situations. He took the employee aside and calmly talked to him. He then, as president of the company [formally called “daihyo-torishimariyaku” or 代表取締役 or informally called “shacyou” or 社長], would apologize to the customer and pay for the cost of the repairs. If this had happened today, the employee would have been fired or sued or both.

He knew that even though this young boy didn’t have the highest level of education, he was a hard worker and because the company president valued hard work, he paid this young man (who had no high school or college education) a salary higher than that of someone with a college degree! The company president went above and beyond his role as boss and even helped pay for a portion of this young man’s new house. Some might think this foolish to be so generous and place such trust in someone so inexperienced and uneducated. But, I believe the professor and shacyou had the character strengths that allowed him to nurture this boy’s growth and development, as an employee and a human being.

When my wife’s father died, the employee shared that his heart was broken. Many loyal students and employees attended the funeral. To this day, many years after the professor’s death and about 40 years from when he was hired as a 15 year old boy, this employee still works for the family business. Now that’s loyalty.

In “Leading with Character,” John J. Sosik talks about the character strengths that leaders must develop in themselves and others to create and sustain organizational growth and performance. Sosik mentions the 23 character strengths (grouped under six virtues) that are foundational to good character: wisdom and knowledge, courage, humanity, justice, temperance and transcendence.

The president of the company [“daihyo-torishimariyaku” or 代表取締役 or “shacyou” or 社長] exemplified FOUR character strengths that modeled leadership and created employee loyalty at its finest:

Humility: Most people never knew about all of the professor’s awards and recognitions until they visited his home, only to be pleasantly surprised by the numerous accolades under his name.

Forgiveness & Self-Control: He possessed forgiveness and self-control by not going ballistic when the employee destroyed an entire floor of a brand new building (the second incident within a year).

Kindness: The professor and company president demonstrated, through his kindness, that his employees matter much more than the tasks that he asked of them. This was evident in the respectful way he treated the employee who burned down a customer’s house.

We often read or hear about leaders who are mavericks, with personalities and egos to match. But how many business owners or leaders do you know who display the character strengths of humility, forgiveness, self-control, and kindness?

“Do not trust all men, but trust men of worth; the former course is silly, the latter a mark of prudence.” -Democritus, 460-370 BC, Greek philosopher

Reference

Sosik, J.J. (2006). Leading with character: Stories of valor and virtue and the principles they teach. Greenwich, CT: Information Age Publishing.

Filed Under: Attitudes & Emotions, Happy & Unhappy, Leadership, Organizational Psychology, Stress, Teams, Training & Development Tagged With: , , , ,

There Are Simple Answers

2010 June 18 By

Ronald Reagan was known for his communication skills. In fact, his nickname was the “Great Communicator.” I came across part of the quote below in Weiss’ (2006) book and really like what former President Reagan said about simple answers.

“They say the world has become too complex for simple answers. They are wrong. There are no easy answers, but there are simple answers.” -Ronald Reagan

As a consultant and trainer with experience in education, mental health, crisis management, and training & development, I have encountered difficult and complex situations. But, no matter how confusing or overwhelming the problems may sometimes seem, I have always believed that the answers were not. NASA astronauts and brain surgeons have jobs that are complex. Most jobs, however, are not. You either do it or you don’t. You move ahead or stand still. You make a decision or don’t. And yet, people tend to add an unnecessary layer of complications to sometimes uncomplicated problems or issues.

From my experience, I think many of us already know what we need to do (at home and in the workplace). It is the FEAR that keeps us from following through with actions. For instance, I have talked to people who were unhappy about certain aspects of their lives. Some, for example, lament how unhappy they were to be where they’re at in life. They complained that they hate this or that, and yet as much as they complained they never actually did anything to change their circumstances.

In our microwave mentality, we sometimes want it and want it now. We turn to self-help or leadership books and read blogs (like this one) for answers. The bottom line is that the “answers” are sometimes quite simple. The toughest part is not figuring out the “answers,” but rather, mustering up the courage to act.

“Life is really simple, but we insist on making it complicated.” -Confucius

Reference

Weiss, J. (2006). The quotable manager: Inspiration for business and life. Layton, UT: Gibbs Smith.

Filed Under: Attitudes & Emotions, Happy & Unhappy, Health & Wellness, Leadership, Organizational Psychology, Stress, Teams, Training & Development Tagged With: , , , , ,

Motivating Your Employees

2010 June 14 By

How do you motivate your employees? Harvard Business Review’s Answer Exchange offers some nice tips:

  • Make pay fair and competitive. Your incentive system should align your organization’s desired performance with the rewards that employees value.
  • Demonstrate trust in your employees. Remove some controls. For instance, ask employees to create their own plans or schedules. Or put an employee in charge of something you would normally handle. By trusting employees to do their jobs well, you inspire them to meet your expectations.
  • Introduce challenges. People often can handle tasks that are more complex and demanding than their job descriptions require—and than you expect. When presented with tougher assignments, employees usually rise to the challenge.
  • Encourage some people to become experts in subjects that interest them and that provide real value to the organization.
  • Eliminate fear from the workplace. Encourage open communication and information sharing.
  • Preserve employees’ dignity. A little respect and forthright communication go a long way. For instance, handle critiques of employees’ performances with tact; avoid humiliating them at all costs.
  • Reform or remove slackers. Disgruntled or otherwise disengaged people can put a damper on the enthusiasm and creativity that every company and every team needs to improve performance. Give them coaching, move them into more suitable positions, or dismiss them.
  • Empower people and avoid micromanaging. Give employees what they need to succeed and don’t get involved unless necessary.

Reference

Originally posted on HBR Answer Exchange (now defunct); Adapted from the book chapter Motivation: The Not-So-Secret Ingredient of High Performance, Harvard Business Press

Filed Under: Attitudes & Emotions, Leadership, Organizational Psychology, Teams, Training & Development Tagged With: , , ,

Leadership, Southwest Airlines, and Malice in Dallas

2010 June 11 By

Note: If you have trouble viewing the video, you can watch it on YouTube.

This is a hilarious video (watch his aerobic workouts) produced by Southwest Airlines for its Employees about “Malice in Dallas,” the legendary charity arm wrestling match between “Smokin’” (he was literally smoking and curling Wild Turkey liquor) Herb Kelleher and Stevens Aviation’s “Kurtsey” or “Killer” Kurt Herwald to settle a dispute over Southwest’s “Just Plane Smart” slogan. The match was held on March 20, 1992 at the now-demolished Dallas Sportatorium. In this video, Herb’s and Herwald’s training regimens are detailed.

This classic video and the “Malice in Dallas” story epitomize leadership that is genuine and personal. The video’s humor mirrors the same zany quality of Herb himself and, in my opinion, is what made him such a magnetic leader. I could not stop laughing watching his workouts.

Below is a short article I wrote two months ago. I wrote it because I was curious about Southwest Airlines and about Herb Kelleher. I also wanted to research and write about Southwest Airlines because its headquarter is in Dallas, Texas and I’m from Dallas. Most of all, it gave me a sense of pride to learn more about a well-respected company in my own hometown.

Overview: Leadership at Southwest Airlines

The co-founder of Southwest Airlines, Herb Kelleher (now Chairman Emeritus), led Southwest Airlines to success. Beneath his fun-loving persona is a hard-working, empathetic and determined leader.

Significance

Southwest Airlines is remarkable because it is the only airline to maintain a profit every year for 31 years. In “The Southwest Airlines Way,” Jody Gittell says this record is unparalleled in the airline industry.

Leadership Style

Kelleher’s hands-on leadership style earned him the respect and admiration of employees, according to the book “Essentials of Management.” He made people feel important by remembering their names and sending out birthday cards. In “Lasting Leadership,” Peter Cappelli, a management professor, says that Kelleher was great at boosting employee morale, an ability that’s rare in a top executive.

Misconceptions

Although known for his crazy antics, like appearing in public dressed as Elvis and the Easter Bunny, Kelleher is “as regimented and determined as an army general,” one who is competitive and “deadly serious about success,” states “Essentials of Management.”

Fun Fact

The authors of “Entrepreneurs, Managers, and Leaders” tell an amusing story about 63-year-old Kelleher arm-wrestling with 38-year-old Kurt Herwald (in the “Malice in Dallas” arm-wrestling match), the weightlifting CEO of an aircraft maintenance company. They were battling for the rights to use the slogan, “Plane Smart.” After his defeat, Kelleher joked that had it not been for his wrist fracture, cold and athlete’s feet, he would have won.

["NUTS! Southwest Airlines’ Crazy Recipe for Business and Personal Success," by Drs. Kevin & Jackie Freiberg, has a detailed account of the arm-wrestling match. You can also read the "Malice in Dallas" story on the Freibergs' website.]

Expert Insight

In “Lasting Leadership,” Mukul Pandya and Robbie Shell attribute Southwest Airlines’ success to Kelleher and his belief that, “employees come first [and] that a company with happy and productive workers will have happy, paying customers.” As Kelleher said, “You can buy an airplane and a terminal, but you can’t buy the spirit of the people.”

References

  • “Entrepreneurs, Managers, and Leaders: What the Airline Industry Can Teach Us about Leadership”; Anthony J. Mayo, Nitin Nohria and Mark Rennella; 2009
  • “Essentials of Management: An International Perspective”; Harold Koontz and Heinz Weihrich; 2008
  • “Lasting Leadership: What You Can Learn from the 25 Most Influential Business People of Our Times”; Mukul Pandya and Robbie Shell; 2005
  • “Fortune” magazine: “Is Herb Kelleher America’s Best CEO? Behind his Clowning is a People-wise Manager Who Wins Where Others Can’t”; Kenneth Labich and Ani Hadjian; May 2, 1994
  • “The Southwest Airlines Way: Using the Power of Relationships to Achieve High Performance”; Jody H. Gittell; 2003
  • “NUTS! Southwest Airlines’ Crazy Recipe for Business and Personal Success”; Drs. Kevin & Jackie Freiberg; 1996
Filed Under: Attitudes & Emotions, Leadership, Organizational Psychology, Teams, Training & Development Tagged With: , , ,

Leadership and Life Lessons from John Wooden

2010 June 6 By

“Success is peace of mind which is a direct result of self-satisfaction in knowing you made the effort to become the best you are capable of becoming.” -John Wooden (Wooden & Jamison, 2007, p. 33)

Note: If you have trouble viewing the video, you can watch it on YouTube.

John R. Wooden, a well-respected, much beloved basketball coach, died June 4, 2010. He was 99 years old. His record ten NCAA national championships in 12 years while at UCLA is unparalleled by any other college basketball coach. Perhaps more than being remembered as one of the greatest coaches of all time (not only just in basketball) he was remembered as a great person. One thing he says he wanted to be remembered for is someone who is considerate of others.

This post showcases two great videos featuring coach John Wooden. The first video (at top), highlights Wooden and his life as a devoted husband and man of strong convictions.

Note: If you have trouble viewing the video, you can watch it on YouTube.

In this second video (above) with Dr. Mick Ukleja of LeadershipTraQ.com, coach John Wooden shares his views on life and leadership. Recounting the lessons from his dad, he shares the important life and leadership lessons he’s learned over the years.

Referring to coaching as “teaching,” he says a coach is a teacher. “You’re teaching more things than just the subject matter.”

Coach Wooden says one of the most important things he learned at a young age was to never try to be better than someone else, but always try to be the best you can be.

  • Focus on those things you have control.
  • Don’t lie, don’t cheat, don’t steal.
  • No whining, no complaining, don’t make excuses.


A Few of Wooden’s Pyramid of Success

  • Self-Control - keeping your emotions under control so you can execute whatever it is that you’re doing.
  • Poise - being yourself
  • Adaptability - realizing that situations change and you must change accordingly
  • Intentness - keeping focus on your objectives
  • Cooperation - being considerate of others and know you’re not alone in anything and that there are others with you
  • Skill - Being able to execute properly and quickly
  • Alertness - observing the things around you and knowing the things to do and not do.

“The greatest responsibility is to teach those under me the value of an education. Sport is meaningful for only a short part of your life.”

Coach John R. Wooden was a humbled man and a consummate coach and teacher of life.

“[M]y success comes not from championships, but from the knowledge that I did everything possible to be the best teacher, coach, and leader I was capable of being. The quality of that effort is where I found—and continue to find—success. Those championships were a ‘by-product.’” – John Wooden (Wooden & Jamison, 2005, p. 57)

Reference

Wooden, J. & Jamison, S. (2005). Wooden on leadership. New York: McGraw-Hill.

Wooden, J. & Jamison, S. (2007). The essential Wooden: A lifetime of lessons on leaders and leadership. New York: McGraw-Hill.

Filed Under: Attitudes & Emotions, Leadership, Teams, Training & Development Tagged With: , ,

Video: Patrick Lencioni’s Five Dysfunctions of a Team

2010 June 2 By

Note: If you have trouble viewing the video, you can watch it on YouTube.

In this video, Patrick Lencioni author of “The Five Dysfunctions of a Team” talks about behaviors that derail teams.

Summary of the 5 Dysfunctions of a Team (from PDF on Lencioni’s website):

Dysfunction #1: Absence of Trust
This occurs when team members are reluctant to be vulnerable with one another and are unwilling to admit their mistakes, weaknesses or needs for help. Without a certain comfort level among team members, a foundation of trust is impossible.

Dysfunction #2: Fear of Conflict
Teams that are lacking on trust are incapable of engaging in unfiltered, passionate debate about key issues, causing situations where team conflict can easily turn into veiled discussions and back channel comments. In a work setting where team members do not openly air their opinions, inferior decisions are the result.

Dysfunction #3: Lack of Commitment
Without conflict, it is difficult for team members to commit to decisions, creating an environment where ambiguity prevails. Lack of direction and commitment can make employees, particularly star employees, disgruntled

Dysfunction #4: Avoidance of Accountability
When teams don’t commit to a clear plan of action, even the most focused and driven individuals hesitate to call their peers on actions and behaviors that may seem counterproductive to the overall good of the team.

Dysfunction #5: Inattention to Results
Team members naturally tend to put their own needs (ego, career development, recognition, etc.) ahead of the collective goals of the team when individuals aren’t held accountable. If a team has lost sight of the need for achievement, the business ultimately suffers.

Filed Under: Happy & Unhappy, Leadership, Organizational Psychology, Teams, Training & Development Tagged With: , , ,