How Do They Walk?

Many, many years ago we had a receptionist who didn’t work out. She started strongly enough – she was mature, helpful and friendly. She even brought in tasty baked goods from time to time – bonus! But, over time, things got weird. This became one of the formative experiences in my business career. It gave rise to one of my favorite and oft-repeated refrains – “You really don’t know someone until you either marry them or hire them.”

I recall the story as told to me by Eddie, one of our managers at the time, recounting a highly instructive lesson shared by his mother, Viv. Viv, you must understand, was one of those ladies who you knew within five minutes of meeting her that she had lived a lot of life, she was going to tell you exactly what she thought, and she was probably somebody you wanted on your side in a dark alley. According to Eddie and my best recollection (after having retold this story a couple dozen or so times), as he tried to describe the pros and cons of our receptionist’s performance the conversation went something like this:

“Eddie, STOP!”
“What, Mom?”
“Just tell me one thing – how does she walk?”
“Huh??”
(impatiently…)”How does she walk? Does she get on up along, or does she shuffle when she walks?”
“Hmmm…come to think of it, she kind of shuffles…”
“Fire her. You’ll never change that.”

And there it was – one of the more valuable pieces of business advice I ever got, wrapped up in two pithy sentences. Those 6 words helped me pull together some guidelines that have served me well.

The Takeaways

• Little things about how people act can tell you a lot about them. Pay attention.
• Hire slow, fire fast.
• You can put people in a position to show character, but you can’t teach it. It’s going to be there or it’s not.
• Don’t waste time and energy trying to change deeply rooted behaviors. If those behaviors are not in synch with the values of the organization, it’s over.

There is one last lesson related to this story. Viv finished her life course a few years ago, yet the message lives on. You never know where life’s lessons are going to come from. There is huge value in taking the time to listen carefully to others and connect the dots to your own life and experience. Then pass it on. You never know how or when it’s going to make a difference. Thanks Viv and Eddie!

Time Management, Multitasking & Other Myths

A few years ago I would have never thought “Time Management, Multi-Tasking and Other Myths” was going to be my most requested presentation topic. Then again, given the increasing pace of life, the growing data deluge, the obliteration of work/life balance by hyperconnectivity, and expectation for immediate gratification that has become the new norm, I suppose I shouldn’t be surprised. As things get more stressful, people seem to be getting hungrier for strategies, encouragement, and relief. A recent version of the program was for a management company retreat. What a great little group of people!! At the end I got a question I hadn’t heard before…”Can I have a hug?” I’m gonna remember that one for awhile! I am glad the program has such a positive impact of people, so I’m very happy to keep offering it.

The Tomasaurus Rex Blog is a tool to help me achieve part of my professional mission – to give away my best stuff – the things I’ve been blessed with over the years. Hopefully, folks can pick it up less painfully than I. (Apparently my strategy for a long time was to make every mistake known to mankind…ultimately effective, but not recommended).

So, since the time management program is apparently some of my best stuff, here are some of the “head-nodders,” as I call them. As a presenter/facilitator, you never know exactly what will resonate. So when you say something and a bunch of heads go down to scribble a note, or tap furiously on the phone, there’s a real good chance it was an impactful point worthy of highlighting the next time you share the topic…or tweet. Of course, if the heads nod and there is no other activity, I put them to sleep. Either way, I learn.

So here are some good “head-nodders” for you – 5 commonly held myths and 8 concepts that might make a difference for you:

The Myths:

1. You can manage time. Actually, time is a constant. 60 seconds is always 60 seconds. You can’t manage that. What we call “time management” is more accurately event management. Or even more accurate than that, it’s energy management. Ultimately, we are really talking about the value you infuse into your time.

2. You can’t manage “time.” Since we are stuck with the term “time management,” we’ll work with that. Those who believe they have no control over what takes up their time are doomed to life as a victim. You can’t control everything, but you certainly have influence.

3. A professional keeps gobs of data in her head. A highway to burn out. Get stuff out of your head and on the paper or screen. Albert Einstein reportedly had to look up his own phone number in the white pages. According to the story, he said just didn’t see any value in keeping things in his mind that he could easily access by other means. There’s a lesson there. (Millennials – I know you have no clue what white pages are. But you’ve already Googled it, haven’t you?).

4. You don’t have time. Usually, it is more accurate to say you are choosing to do something else with your time. Everyone has the same 24 hours. Also, take a look at Pearl #6 below about the nature of tasks.

5. You can multitask. Studies show the mind holds only one thought at a time. We may “hypertask,” but be careful. Fast doesn’t necessarily mean efficient. When you do something poorly, you are probably creating more work for yourself and others in the long run. Efficiency is only valuable when it is a function of effectiveness.

The Pearls:

1. Know the difference between a time investment and a time expense. Huge concept. Too many managers think they don’t have time to do the things that save time in the long run. If you don’t have time to do it right, when will you have time to do it again? How many hours will you spend later because you didn’t take 15 minutes to nip something in the bud and follow it all the way through?

2. Work from a prioritized task list. A cornerstone of time management. Brain dump everything you have to do, then prioritize. Plan the work, then work the plan. Of course the plan will change. Of course you might not get everything done. But at least the most important things are more likely to get done. Extra bonus – you spend a TON less time and mental energy analyzing and making decisions on what to do next over the course of the day.

3. Important things are rarely urgent; urgencies are rarely important. Everything feels urgent these days. Most “urgencies” are menial. Most important things don’t call, text, email, or IM you. Make sure to make important thing an “A” level task and it will get done. Otherwise, your time can easily be consumed by urgencies and you’ll look back with regret.

4. Know what’s important, and what’s not. One the most important skills of a successful manager. Prioritization is vital. Time and experience are the best teachers. Sorry, kids – try to learn fast. Get a mentor. Ask a lot of questions. “How did that work for you?” and “Why?” are great ones.

5. Outside forces can impact you, but they cannot control you. Only you can control you. Give that up and you are the eternal, miserable victim. Not a great plan.

6. Attitude makes a big difference. Time management is as much mindset as it is skillset. Henry Ford said “If you think you can, or think you can’t, either way you’re right.” Tasks are not always static. Doesn’t everything magically get done the day before you go on vacation? Why? Mostly motivation. And maybe coffee.

7. Apply the “single handling concept”. You can lose upwards of 50% efficiency by stopping and starting tasks. Think efficiencies all the time. Better yet, think effectiveness all the time.

8. You only have one life. Live it purposefully. Apply these principles to your whole life, not just your work. Identify what’s really important, create action plans to achieve goals that get the truly important things done. Get it done one prioritized task at a time. Do that, and you’ll have a legitimate claim to peace of mind. Probably the biggest idea of them all.

This stuff isn’t brain surgery, but you do need persistence and discipline. Do you prefer chaos or achievement? Frustration or joy? Regrets or satisfaction? It’s your choice.

Emotional Intelligence is the Where the Magic Happens

I’ve worn a few different hats through the years, but for the most part my job has been to do one of two things – fix stuff or make stuff better. I do other work, of course. But those two have been at the heart of the work that really mattered most over the past decade or three.

I’ve partnered with and supported dozens, probably hundreds, of board members, managers, and other professionals who serve community associations (definitely hundreds, I suppose, if you count conference and workshop participants). There have certainly been times when a lack of technical knowledge contributed to the situations I’ve helped people to get through. But frequently, that’s been the easy part to fix. More times than not it was the human factor that was at the root of the toughest problems, to one degree or another. The biggest challenge can be the ability to see ourselves, our circumstances, and the people around us in context. Then we can figure out the best means, methods, and timing to apply all that technical knowledge. That’s what gets things done most effectively and keeps them going smoothly and sustainably.

For the most part, it’s not a lack of IQ that kills us, it’s a lack of EQ. Book smarts has its limits. Emotional intelligence is the difference maker.

You’ve known it when you’ve seen it, and you know when it’s was missing. You’ve been around others who are comfortable in their own skin and make connections, and you’ve suffered the company of those who aren’t and don’t. You’ve seen those who seemed to magically make it all come together and you’ve seen clueless bosses and board members steamroll their way into one debacle after another. One way or another, whenever we are living and working with other human beings, it is personal and group emotional intelligence that makes the difference between knowledge and wisdom, between success and failure, between achievement and frustration.

Jackson Pollock at work in his studio, photographed by Hans Namuth, 1950

We work with people we cannot control. Therefore, we need to deal with the human experience, like it or not. This means going deeper, learning the art of this work and embracing leadership. And the art of leadership requires a knowledge of the palette of emotional intelligence. It is this art that connects on a deeper level, engaging both heart and head, merging motivation with intellect.

John Eliopolo recently posted a great graphic on Linkedin.  It provides a thumbnail to wrap our brains around the components of emotional intelligence:

 

It starts off as an inside job – Learning yourself and figuring out how to impact others and manage yourself. It then looks outward – figuring out where others are coming from and adjusting your approach to make connections and get stuff done.

These are not fluffy “soft skills.” It takes work to master them. Research in the behavioral sciences has revealed the chemistry behind it and its organizational impact. It can be studied, measured, and grown. It helps young managers and new board members avoid burnout and find fulfillment in their work. And we had better start talking about it in our world if we are to begin converting some of the vicious cycles common to our experience into success cycles.

This is not to downplay the importance of competence in the nuts and bolts of the business. As Joe Wise, owner of Wise Property Solutions in Johnson City, Tennessee correctly states “EQ does not patch a deficiency in technical or professional knowledge.” But it’s time we went beyond technical proficiency and a focus on designations as a measure of professionalism. We will be judged neither by the knowledge we possess nor the letters after our names. We’ll be judged by what we get done and the impact we make. So let us start talking about how to add emotional intelligence to our artist’s palette and learn how to do the hard work that makes the magic happen.

For any who might be attending CAI’s 2018 National Conference , I invite you to join Joe Wise and I as we present on this subject on Thursday, May 10. Let’s get this conversation started!

I Don’t Know (Period?)

Passive aggression gets a lot of play when we talk about human behavior these days. It’s unhealthy. It’s all too common. That behavior in a business setting is certainly harmful, but not as pervasive as something far more insidious….passive dependency.

Uh oh

Here’s a test – how many times do you hear the words “I don’t know” in your organization? This phase is perfectly OK if its followed by a comma and a plan of action. But when it’s the whole sentence followed by a period, you have a problem.

How about “Well, I was waiting for…” If people are always waiting for someone else to tell them what to do, you have a problem. If everything flows up the organizational chart, action is delayed, decisions get bottlenecked, and customers are poorly served. Nobody learns anything, you have an organization of drones and robots. The vicious cycle of suckitude repeats over and over until the organization dies a slow death. As Bill the Cat would have said, “Ack!!”

Kill the cancer

Passive dependency demotivates people and eats away at the insides of organizations. Treat it aggressively like the cancer that it is.

It’s not you, it’s me. No really, it might be me

Organizations rife with passive dependency have Papa or Momma Bears at the top. Be careful that’s not you. It’s easy to fall into. Are you being responsible, or have you become despotic (benevolent or not)? Are you a nut about quality control or are you actually a control freak? Are you the answer man, brilliantly handling all queries from your people, blowing them away with your knowledge and wisdom? Is that really efficient in the long run? Worse yet – are you taking a certain joy in being the sees-all, knows-all oracle for all things important? You are the problem and your leadership sucks. Sorry to sound so negative, but you needed to know.

Make it right

There is hope….Try answering questions with “What do YOU think?” and keep asking questions until the answer comes out of someone else’s mouth. Help people to think about the why as often as possible. Never allow “I don’t know” to end with a period. Hock out the hairball of passive dependency. Quickly. Definitively. Now. Really.

Go ahead, invest in your people. Put others in a position to learn, to think, to use their best judgment, to act, to be responsible. Then trust, even when you know stuff will go wrong from time to time. Let them goof it up from occasionally and talk about lessons learned along the way. I know, you don’t think you have time. Do it anyway. You’ll save a ton of time in the long run. It’s an investment you’ll be glad you made.