Archive for January, 2019

Run a “Red Belt” Business

Thursday, January 31st, 2019

Within our LearnToLead Elite Training Center adjacent to our Agoura Hills, California offices, I have a “Wall of Influencers”. On the wall are three separate photo displays where I’m posing with a substantial mentor in my life: John Maxwell, Zig Ziglar and Johnny Gyro. Maxwell and Ziglar are renowned writers, speakers, teachers and motivators. Johnny Gyro is not known in business circles, but as a ninth dan seven-time world champion karate master, represented in three separate karate halls of fame, he is well known in martial arts circles. As my instructor for the past decade, Master Gyro has taught me plenty about self-defense, but I’ve also found his insights into the martial arts keenly applicable in the business arena. Following are four tenets taught by this martial arts genius that can improve your leadership and elevate your organization:

1.    Speed is a disguise for technique.

Martial arts application: This is a caution to crisply and precisely finish each move before rushing on to the next; that moving quickly in an attempt to disguise flaws may fool the amateur, but never an expert. By moving fast and without good form you reinforce bad habits, and build a faulty foundation that will slow further development.

Business application: Beware of the tendency to immerse yourself in a swirl of activity each day to try and hide your limitations. Don’t mistake motion for progress, speed for direction or activity for accomplishment by understanding it’s not how fast or often you move, but the direction you’re heading that’s most predictive of progress.

Examples of how speed can disguise technique include failing to plan your day around the discipline of priorities and simply reacting and putting out fires instead; rushing through the interview and hiring process just so you can claim to have “hired three new ones” in spite of them being the wrong ones; making snap decisions in an attempt to appear decisive without hearing all sides; listening efficiently rather than effectively and giving quick, snappy answers before moving on to the next emergency of the moment; a situation mostly created by your inability to focus on performing the basics of your job with daily precision in the first place.

2.    End it quickly.

Martial arts application: When attacked by an assailant, end the struggle quickly; the longer it lasts the more likely it is something really bad will happen. To accomplish this you must hit vital targets in quick succession. Repeatedly punch an arm and the fight goes on forever. Deliver a scoop kick to the groin, a knee to the head, and palm strike to the jaw and the battle is over in four seconds.

Business application: When executing a strategy, don’t contemplate everything you can do to move towards a goal; you don’t have the time, energy or resources for that. Instead determine the fewest battles necessary to win the war and execute them violently, diligently, and with excellence.

3.    Stay hungry with a red belt mindset.

Despite the fact that there are ten degrees of black belt in the Tang Soo Do style, when one passes his first degree test he often becomes complacent, cocky, or can turn into a know-it-all. The rank prior to black, red, on the other hand is known for training hard, being coachable, humble and aggressive. A key to sustained martial arts excellence is continuing to think like a red belt, even after you’ve “arrived” at the black belt level; to act as a challenger even though you may be the champ.

Business application: Having a record month, being “number one” in the region, or completing your best year ever can cause you to lose the red belt hunger and start thinking like the prideful “been there done that”, black belt. Three keys to overcoming complacency are having forecasts that stretch you, continuing to work hard on your own skill development, and holding yourself and others accountable for the daily execution of key activities responsible for driving the numbers. When I present these principles in my “How to Master the Art of Execution” seminar I’m always told by attendees that the daily focus, and daily accountability, is what’s most missing in their daily routine, and within their business culture.

4.    What gets you “here” won’t get you “there”.

During the ceremony when I was promoted from first red to a first degree black belt Mr. Gyro told me: “You’ve worked hard and deserve this, but what this really means is that now you’re an advanced beginner; there’s still a lot to learn.” Two- and-one-half years later after passing my second degree black belt test he told me: “Only ten percent of first degree black belts become second degrees. Always remember that the focus, discipline, skill level and desire that gets you ‘here’, won’t get you ‘there.”

Business application: The responsibilities and operations of many leaders have grown significantly in the past few years; the problem is they’re running them the same way. They haven’t upgraded their skills, narrowed their focus or improved their levels of discipline, and eventually they’ll plateau or decline because you can’t drive a “Mack Truck” the same way you drive a “Chevy Volt”. Along these same lines, who gets you here isn’t necessarily who will get you there. Some leaders, especially those like I’ve just described, get outgrown because they foolishly think they can create greater production without improving their personal capacity to produce.

I originally had nine lessons to share in this piece, but have run out of space, so I may discuss the other applicable martial arts maxims in the future. For now, reevaluate these four and determine if there is application that can improve your leadership, the team, and dealership overall.

The Foundation of Accountability

Friday, January 18th, 2019

I’ve written and spoken extensively about accountability in the twenty years since we started our company, Learn To Lead: how to do it, why it’s important, the consequences for not doing so, and more. In my recent How to Master the Art of Accountability seminar attendees found it helpful when I identified and outlined the two non-negotiable pillars of accountability, and how to develop both.

Essentially, holding people accountable requires both the right skill set and the right mindset. Knowing how to hold people accountable, but not doing it reflects the wrong mindset. Wanting to hold people accountable, but not knowing how to do it indicates a deficient skill set. In this piece I’ll go over the fine points of each of the two non-negotiable pillars for holding people accountable.

Three Quick Openers on the Importance of Accountability

  1. Accountability protects the culture, morale, momentum, the brand, the employee experience, the customer experience and the credibility of leadership.
  2. While the cost of holding someone accountable may seem high or uncomfortable, the cost for not holding someone accountable is staggering and creates more cultural discomfort. The cost is also enduring, rather than a one-time penalty. In essence, the consequences for failing to hold others accountable create a form misery on the installment plan.
  3. Accountability isn’t an option for someone in a leadership position; it’s a duty. If you can’t do it or won’t do it, you’re unfit for leadership. It’s THAT big of a deal.

The First Pillar of Accountability

  • Holding people accountable requires you have the right skill set.

This includes setting clear expectations for outcomes, essential daily activities and core values. Without clarity there can be no accountability because the question becomes, “Accountable for what?” It also takes skill to effectively give feedback on performance, establish and enforce appropriate consequences, and know what to say when you confront a poor performer. These are not tools that come to you in a dream one night after you’re promoted from advisor to service manager, or from salesperson to sales manager. They must be taught, learned, and applied to perform one’s duty as an effective leader. Because of this need for accountability “how to’s”, the accountability categories of our virtual training library are always the most used by managers from all departments in an organization.

I should emphasize that part of the skill set for holding others accountable mandates that you develop a skillful style as well: it should be conversational more than confrontational. Holding people accountable isn’t a license to be a jerk, to become profane, to shout, or get personal. In fact, those tactics make you look like a leadership amateur.  Your approach should be direct, respectful, firm, and attack the performance rather than the performer.

The Second Pillar of Accountability

  • Holding people accountable requires the right mindset.

Mindset is defined as “the established attitudes held by someone.” If you don’t have the right attitude concerning holding people accountable you’re unlikely to do it with urgency or consistency. The right accountability mindset is established when you realize and believe that holding someone accountable isn’t something you do to them, but for them. Frankly, if you believe you’re doing something “to” someone you’ll be reluctant to do it, and will likely apologize for doing your job – making you the “bad guy” and the non-performer “the victim.” However, when you believe you’re holding someone accountable to help them, to correct their course, to facilitate their growth, and to make them more successful, you’ll execute this vital duty without hesitation or apology.

 

In an age dedicated to political correctness and committed to not doing something that would offend someone else, holding people accountable has increasingly become seen as harsh or unfair. But is it really harsh to let someone know what is expected, how to improve, where they stand, where they need to be and by when, or what the consequence is for failing to do their job will be? If you think about it, it doesn’t really get any fairer than that. In reality, what’s truly harsh is letting people live in a gray area, allowing them to fail, fall further off track, and permit things to get so bad for so long that you have no choice but to remove them; and, they never see it coming or have a chance to correct their course because you failed to tell them. While it’s true that holding an accountability conversation can make both you and the person uncomfortable, that very discomfort is what’s necessary for you both to grow and get better at what you do. What’s more uncomfortable is failing to do your job and having non-producers, or toxic achievers remain on your team, which is unfair to the rest of the team and jeopardizes your own job.

 

The bottom line is that the best time to start holding people accountable would have been several years ago. The next best time is now. Where holding people accountable is concerned, if you know what to do, why it’s important, and what’s at stake if you don’t do it, and yet still fail to do it, YOU are the one that should be held more accountable for subordinating what’s best for the person and team to your own comfort level. When you think about it, holding others accountable is a cornerstone of any leader’s job description, so expecting you to do you job and hold others accountable seems like a reasonable expectation. Developing the right skill set and mindset—the two non-negotiable pillars of accountability—offers you a road map to get the job done.