Mike, Author at The Third Zone

Jul 30 2018

One Boss’s View: How One Defines Their Job Means Success … or Not!

I have often asked coaching clients to list the detailed aspects of the job they were hired to do in the organization. The response is always interesting for various reasons.

Some are very able to provide a highly detailed list of their job expectations and dedicate themselves to being able to get it all done
Some can respond in very general terms and realize that they don’t have a detailed understanding of all aspects of the work they are charged with handling.
Still others see their value as being their flexibility in being able to do anything thrown at them and thus, don’t recognize any real structure to the expectations.

Regardless of how one views their job responsibilities, for that matter, as long as those in positions to manage them are good with how one executes the job, it doesn’t necessarily create any issues/problems. However, there is one ‘responsibility’ of all that is worthy of consideration.

Perhaps you know of Mark Cuban. If you’re a basketball fan you know that he is the owner of the Dallas

Mavericks. If you follow the list of billionaires, you have seen/heard his name. And if you are a fan of TV’s ‘Shark Tank’ investment show you know that he spends a lot of money investing in businesses in which he believes. Yet regardless of how you know him, he is a very successful business person and judges the value of people within his organization on the basis of one attribute.

“The people that tend to work for me a long time, not only are smart, not only are driven, not only are learners, but they understand that the greatest value you can offer a boss is to reduce their stress.” As Cuban sees it that is the role they have.

How simple and how interesting. And yet I have never heard one person, regardless of their position, include this ‘responsibility’ … reducing the boss’s stress … on their list. And in fact, in following Mark Cuban, this is the one thing that determines one’s longevity in his organization.

It has been determined stressed workers , bosses or not, are also more likely to make errors, arrive to work late and miss deadlines. Plus, they can spread their stressful feelings to co-workers. With all this in mind, it makes sense that Cuban seeks employees who can make his life easier and alleviate some of that day-to-day tension. “Anybody who reduces my stress becomes invaluable to me,” he says. “I never want to get rid of them.” He adds that the employees who “tend to think that they are invaluable are typically the ones who create the most stress, by creating firestorms and creating drama and making things more difficult for me.”

To win over your boss and show that you’re a valuable employee, Cuban suggests following the three Ws: Always communicate …

What you’re doing
Why you’re doing it
When it will be done

Summing up his philosophy, the billionaire offers employees this simple piece of advice: “If you are a stress reducer, you’re going to do well. If you’re a drama creator, you’re not going to do well.”

There are numerous articles written about how a leader can reduce stress for the employee. This is a great goal. At the same time, thinking of your job as doing it thoroughly so as to keep the boss out of it absolutely will minimize any stress that comes from the boss’s feeling the need to jump in to do any part of your job. It’s important that we all know and understand the responsibilities that go with our positions. Being driven by the intention of reducing stress for our leader means that we will do all that we are both expected to and capable of doing leaving the boss free to drive the organization to its’ intended destination or their job.

In my own travel company each person had a job description that detailed the work they were expected to do. And at the bottom of each one, it ended with “and anything else that is requested of you for the benefit of the organization”. I can now see that it should have said “and anything you can do to reduce stress for the boss”. Do you see any opportunities when you add this to your known responsibilities? Just asking.
Mike Dorman

Jul 11 2018

How Negative Feelings Toward A Client or Co-worker Impacts Success

Over time we have blogged about maximizing team success by making certain all are focused on
achieving the overriding goals. Understanding the value that each person offers to the collective effort and accepting that each person should view what they do as the ‘most important’ contribution to the overall success of the effort are important aspects. It sounds logical, simple and very straight forward. And yet, what we have all encountered are situations wherein a negative perception held about even one co-worker of client has the ability to undermine all of the success-related ingredients and deprive the effort of hitting the intended mark.

Here are some examples that I continue to encounter and that I expect that you, the reader, have experienced to the detriment of all of the good effort being made.

A member of a team has a delivery style that is simply hard to like or take
Situation: Perhaps it’s the way they deliver their ideas or perspective of

something being considered. Perhaps their attitude is one that says “I’m right and all of you are missing the real point”. Or, perhaps the one leading the effort just doesn’t care for the person as an individual. Regardless of the reason, others actually shut down and disregard the contribution.
Impact: Even understanding that each person on the team or within the department is there because of what they know and the needed contribution they can make, allowing personal reactions and feelings to reign unchecked is clearly going to impact the level of achievement. Think of working a 500 piece puzzle and not having the final piece.
Resolution: If you are a witness to this obstacle think of it as a responsibility and opportunity to get the overall effort onto a successful track. One way to do this is by having a conversation with either or both sides of the situation. Often, either person simply doesn’t realize how they are coming across and will make changes to take the focus to where it should be … success.

A sales person is working with a client with whom they don’t connect
Situation: Whether in a sales position with a company or in your own business, customers are the ones who enable growth and are one critical element to our existence. And still, there are times when the needed connection between these two components just isn’t there for any number of reasons including those mentioned in #1 above.
Impact: In both directions, frustration, impatience, lack of cooperation and stone-walling are manifestations of such a ‘relationship’. You realize that neither the sales person nor the client are happy and chances are slim that you would stand to get any additional business or referrals from the client. From both sides of the equation it seems like something akin to pulling teeth and is just unpleasant.
Resolution: If the sales person nor the client consider the relationship to be working well, the likelihood is that you will achieve unsatisfactory results and actually create a negative voice. This will work against you in the pursuit of future sales. And although this one is often difficult to swallow, recognizing that the connection is not a good one, removing yourself from it and referring the customer to another person will be doing you, that customer and your organization a big favor.

A new person joins an established team or group as an unwelcome addition
Situation: You are already a part of an existing and well-established team working well toward the known and intended goals. For any number of reasons a new person is assigned to be a part of it. Perhaps they are a new hire and seen as having skills and knowledge that will enhance progress toward your goal. Or, maybe they have been with the organization and it is felt the team would benefit from their skills. However, along the way they have created some reputation that is not well received by the team. It’s uncomfortable from various vantage points and impacts the free-flowing and cooperative successful movement negatively.
Impact: There are a couple of reactions to this. Either the ‘new’ person is ignored and soon realizes that are not going to be able to become a viable and respected member of this team. Thus, any input they provide is shot down as wrong and unwelcome. Or … the rest of the team ceases to be as open given the ‘intruder’ in their midst.
Resolution: Here is another situation wherein some team member who is aware of the negativity has the opportunity and a responsibility to raise the issue and the potential impact it is having on the successful achievements of the team. Allowing the newcomer to enter on a more level playing field enhances the experience for all and, in fact, can take the achievements to a higher level.

Distension between any of the individuals who make up a team relationship does much to undermine all of the good efforts that are otherwise intended and made. It is actually surprising how many people are unaware of how they have allowed their bias toward another to impact the way in which they work together. In most situations, by increasing awareness much is improved and even resolved. Maybe it’s another observant team member bringing it to the attention of those involved. Or perhaps it means the ones involved in the situation discussing, acknowledging the issue and making a commitment to begin anew.

Few of us, if any, are trained, skilled actors. It may only take a few lessons to develop the talent … and the benefits.
Mike Dorman

Jun 26 2018

A Team’s Success As Related to the Value Placed On ALL Team Members

Many years ago I was invited to attend an open house of a company celebrating their move into a new office facility. As I roamed from office to office and department to department, I was greeted by those working in that area with a similar message. “Welcome to the most important department of this company” after which they would proceed to explain what they did and how their contribution was so extremely important and valuable to their organization’s success.

There is no question that this made a big impact on me and one issue that continues to move front and center as I work within various organizations. Within a team wherein certain people and/or certain jobs are considered more important to the project or organizational goals than others there is a clear impact on the interest, energy and enthusiasm extended by all. And to the degree that this, in turn, is conveyed and felt by the customer, it will and does challenge the overall impact on the desired success.

What I am referring to is the value placed on each role and related responsibility by the organization and all participants. Of course certain jobs are going to require different skills and knowledge in order for them to be handled proficiently. However, if the various roles are viewed in a hierarchy of importance by those working together, this can and does lead to a devaluing of some in favor of others and this is what can take the effort off the desired course.

Let me provide some examples for you to consider.

Example # 1: Within the Sales Team/Department of Any Organization

Consider the outside sales people who make up the sales department. These are the ones who identify and call on prospects intent on turning them into customers. And once they succeed, the ongoing success and retention of that customer often relies on the inside support people which include administrative, operations/production and customer service staff. When this works like a well-oiled machine the customer feels supported and valued and is inclined to sing the praises of the organization.

However, when the outside sales team thinks of themselves as the only truly important key to success in terms of sales and retention it can be highly demoralizing to those providing support to the ongoing customer relationship. This, in turn, too often creates a revolving door in these support areas. And it is naïve of anyone associated to believe that this doesn’t matter to the customer. It is definitely costly in several ways and potentially undermines the success that is sought.

Example # 2: Within the Company in General

Most companies have many positions manned by individuals of varying skills, knowledge and experience. It could be sales, operations, accounting, production, reception or product delivery among others. To the extent that each person sees themselves and is seen by others as being critical to the success of the organization, things work the best. The receptionist is the first point of contact for the caller or the visitor and the impression created sets the tone and expectation of the customer. Similarly, the courier who delivers the purchased product to the customer as needed and expected, reinforces the value of the overall company to this customer. When it happens like this, it’s all good.

However, when that receptionist or courier are only considered less important to what the company is providing, it will work against the very attitude that is needed by all to deliver the excellence leading to the desired level of success.

Of course there are many such examples where the dichotomy can and does exist. The resulting story and outcome is always very similar. To the extent that each person on the team or within an organization is inclined to say “welcome to the most important office or position in the company” I believe the company has achieved a mindset and culture wherein each person knows and is recognized for their value to the overall success. This gives them a sense of genuine pride which translates extremely well to all customers. Perhaps it’s a good idea for all of us to look the house in which we are living. Is it built on a strong foundation that values the roll of all? Then you’re in a good situation with the best chance of reaching your intended success goal!

Desmond Tutu, a 1984 recipient of the Nobel Peace prize for the role he played in the end of Apartheid in South Africa made this quote: How could you have a soccer team if all were goalkeepers? How would it be an orchestra if all were French horns? It’s a fair conclusion … it can’t.
Mike Dorman

Jun 12 2018

Inability to Make Decisions and the Impact On Success

It’s safe to presume that during the course of our lives there have been and will continue to be times and situations wherein we are in a decision-making role. In the work environment it could be being in an organizational, department or division or a team-leader role. Maybe it could be that we are simply making decisions pertaining to ourselves … what we want to do and where we want to take ourselves. Regardless, our ability to be an effective decision maker is the key ingredient that is going to weigh heavily on how well we succeed.

In my work as a leadership coach in numerous companies, I have encountered several people who had been placed in business leadership roles. And although they had the technical background and the knowledge they needed to make them and their followers successful, they clearly lacked the ability to make

decisions … a lacking that has had significant impact on the success of the organization, team or project that they were charged with leading.

John Sammarco of Definitive Business Solutions authored an article several months ago that effectively addressed this very subject. He states “decisions are critical to business success; without them, there is no way to stay aligned with your enterprise’s mission, vision, and goals. Thus, when leaders fail to make solid judgments, the effects can be felt throughout your entire organization.” He identifies decision deficiencies such as procrastination or impulsiveness as having underlying problems. These include:

Inability to commit ~ feeling like there is no good option or fear they are incapable of choosing correctly
Being overwhelmed ~ given the amount of data now at our fingertips the decision-making process can seem insurmountable. And, the person can overcomplicate things which only adds to the problem
Not knowing how ~ making decisions is a learned skill and requires that we take steps to learn … and practice … until we are confident with our knowledge and ability in this arena
Recognizing there is often a trade-off ~ Remaining objective even when a decision can impact them or another is the challenge. Without remaining impartial the decisions made will always be flawed
Simply being exhausted ~ experiencing decision or indecision fatigue zaps managers of the mental capacity to make a decision. This is more possible when the process involves long debates or never-ending research and analysis

Mr. Sammarco also identifies the impact of a poor decision-making process on your organization. He indicates that the adverse impacts can extend beyond the decisions themselves. Decision deficiencies can:

Negatively impact morale ~ If an employee being led believes that their ideas are not fairly evaluated, they will begin to feel disconnected with the mission and vision
Create stagnation ~ Those having lessened morale are inclined to stop providing new ideas and suggestions to improve the organization
Launch a perception of bias and favoritism ~ when it appears that the ideas and opinions of one over others influences the ultimate decisions
Reduce productivity ~ When employees stop caring the likes of sick days will increase and productivity will decrease
Discourage others from joining or remaining with the effort ~ departures and the related knowledge will increase and walk out the door

I am often reminded of a quote attributed to Scott McNealy, the founder of Sun Microsystems. He said “The best decision is the right decision. The next best decision is the wrong decision. The worst decision is no decision.” It is generally agreed upon that any form of ‘analysis paralysis’ that is often associated with one’s inability to make decisions is detrimental to both the person charged with the decision-making responsibility and those they lead. And the best thing is … once we recognize this as an area of personal challenge, we can take steps to learn ways to develop and sharpen this needed skill.

Sammarco states that “your organization is not a product of business circumstances, but rather, a product of its decisions.” Provided you agree, it seems like evaluating our personal skill in this arena and taking steps to improve our individual capabilities is the right place to expend some serious effort.
Mike Dorman

May 16 2018

Traits That Enhance the Likelihood of Leadership Success!

There’s a growing trend taking place within organizations when it comes to giving individuals leadership responsibilities and it’s exciting! Whether someone is tapped to lead an organization, a department/division or a team, these people are actually provided with training … training specifically geared toward the skills that will enable them to be successful in their leadership role. That more organizations are recognizing the need to and value of doing this attests to the importance of enhancing the success of the leader’s effort with such training.

Michele Tenzyk of The Tenth Group penned an article that summarized some of the key skills or methods of

operating in one’s role as a leader that hit upon some of the most meaningful ones that will serve both the individual and the group they lead very well. She drew upon the writing of Glenn Llopis that appeared in Forbes several years ago. Here are things done on a daily basis:

Make Others Feel Safe to Speak-Up
Rather than using the position of leader to be the key focus of all others they lead, this leader demonstrates expertise in making others feel safe to speak-up with confidence thus enabling them to share their views and perspectives. This leader uses their executive presence to create an approachable environment.

Communicate Expectations
Successful leaders are great communicators, and this is especially true when it comes to “performance expectations.” In doing so, they remind their colleagues of the organization’s core values and mission statement – ensuring that their vision is properly translated and actionable objectives are properly executed.

Challenge People to Think
The most successful leaders understand their colleagues’ mindsets, capabilities and areas for improvement. They use this knowledge/insight to challenge their teams to think and stretch them to reach for more. These types of leaders excel in keeping their people on their toes, never allowing them to get comfortable and enabling them with the tools to grow. If you are not thinking, you’re not learning new things. If you’re not learning, you’re not growing – and over time becoming irrelevant in your work.

Provide Continuous Feedback
Employees want their leaders to know that they are paying attention to them and they appreciate any insights along the way. Successful leaders always provide feedback and they welcome reciprocal feedback by creating trustworthy relationships with their colleagues.. They understand the power of perspective and have learned the importance of feedback early on in their career as it has served them to enable workplace advancement.

Invest in Relationships
Successful leaders don’t focus on protecting their domain – instead they expand it by investing in mutually beneficial relationships. Successful leaders associate themselves with “lifters and other leaders” – the types of people that can broaden their sphere of influence. Not only for their own advancement, but that of others. Leaders share the harvest of their success to help build momentum for those around them.

Of course the most successful leaders demonstrate many skills that contribute to their success. Having focus, integrity, empathy, respect, innovation as well as being humble, creative and possessed of an ongoing drive for learning are certainly some. Yet, those outlined above convey a confident leader that makes others want to follow and with whom others want to be associated. If you are a leader today and regardless of whether or not your organization has provided specific training around your leadership responsibility you can take steps to incorporate the itemized skills on a daily basis and significantly grow the level of your success as leader.
Mike Dorman

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