Truth + Being Right

For those of you Jack Nicholson movie buffs, we remember his speech in "A Few Good Men". For a refresher - click here. The memorable line is "You can't handle the truth!" 

WHY BEING RIGHT SUCKS 

We all have some issues with 'truth', especially when 'truth' is pointed at us. We seem to do better when 'truth' is aimed at others (spouse, kids, team members, etc.). 

• Why is that? We remember all the scoldings we got as kids, and it makes us feel bad. 
• We feel justified in our actions, so therefore we couldn't be wrong. 
• We need to lead, so leaders must not ever be wrong. 

Well, if you lead a team of any sort or type, it is deadly to be always right. Especially reminding the team that you were right is even worse. Then, on top of it all, you state that you being 'right' is some universal 'truth', that the team better understand and comply. 

What you get in the end of all this is animosity, reluctance, inaction, and other team crushing behavior. 

WHAT CAN YOU DO AS A LEADER?

First, there are no easy answers. I really believe we only learn when we fail, when we were not right - when sometime we didn't know the 'truth'. So, where is the balance? How can we assist in spreading the 'truth'? 

• It is now clear to me that you can't stop someone from making the mistake, no matter how much you try. They will learn best from their own mistakes; learning their own truths. 
• As a leader, be there to support and assist after the fall. Help clean up the mess. 
• Talk about what we 'wish we would have known before' the problem arose. 
• Let them come to their own conclusion. It will be a more powerful lesson.
• Express that you have made the same mistake. You will come off as more 'normal' and less like Jack Nicholson in the movie. 

However, you must, in my opinion, still teach, still counsel, still set team standards, and most of all you must set the example as a leader. Lead by example, by being a good team member also.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

Six Strategies for Effective Leadership

I was listening to a podcast from Pete Carroll (football coach), and his words caught my attention. Instead of the usual lingo (blitz, 2 deep zone, etc), he spoke at a higher level. He made a profound statement:

Know who you are.

I said, okay. But, I thought about the famous saying "I'm okay, you're okay," but quickly added "I'm okay, but you really need some work." So, I was very interested in how Pete was going to make the logical progress from all-accepting to achieving goals. His strategy was simple and worth repeating.

• Gameplan - Have a gameplan. Do we start each day with goals in mind, or are we just surviving? I hear more and more from my management friends, that their team "is just trying to survive". Wake up each morning with a gameplan and goals to be achieved that day.
• Language - This is all about communication. When I say "imperative" do you understand what I mean? When I say "strategy" or "tactics", are we communicating? If not, then we don't have the same language. Verbal exchange (face-to-face) needs to be the main methodology of communication in our world. Lessen those tweets, and cryptic emails - reach out and talk to your team.
• Consistency - The coach's comment was "say what you are going to do and then DO IT."  If you manage people, be accountable to them. That is the most effective way to have the team reach its goals. If the management is not consistent in theme, presentation, and ACTION - you are destined for inefficiencies.
• Everyone on the Same Page - This may seem obvious, but usually the lack of 'same page' is one of the causes of team dysfunction.
• Build on Strength and Uniqueness - This one was key for me. Sometimes we struggle to expand, to do something different and miss the uniqueness that makes us special. Can you define your personal, team, and company strength and uniqueness? That is your BRAND. Leverage your BRAND, maximize your BRAND.
• Focus on the Task at Hand - Provide high-energy, focused energy to complete core tasks. There are lots of blogs and web sites devoted to this. My current belief is to turn off your phone, get to a quiet place, and get to the business of getting things done.

What surprised me, and encouraged me, was that the strategies noted above can be applied to so much we do in life: work, home, relationships, hobbies. The blueprint is above, now is the time to implement those strategies.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

Breaking Down Barriers

One of the responsibilities of a leader is to encourage team communication. That open discussion of strategic goals the company is achieving, projects that need completion, issues that need resolution are all important elements of a successful team. Barriers stop the achievement of these elements. 

WHAT SHOULD A LEADER DO? 

ANSWER - Break down those barriers. Some approaches that make sense. 

• Create consensus - everyone “rowing in the same direction”
• Create a culture of active listening (which helps in creating consensus) Leaders need to participate in discovery, process, and solution of the goals/projects.
• Remove roadblocks - wish I would have understood this earlier in my management career. 

Good leaders can manage to remove barriers in most cases. However, there is a barrier that is hard to overcome. 

THE TEAM MUST WANT TO SUCCEED! 

What would make a team member not want to succeed? I think the crucial part is the word “succeed.” Consensus is not alignment. Alignment of goals, needs, and motivation are overlooked elements to the word “succeed.” What is the difference between an aligned and non-aligned team: 

Alignment to the goals is key. Verifying that your team is in alignment is tougher. Ask the tough questions, set definable benchmarks, and hold the team accountable.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

All-In Strategies

I have received many nice comments about my blog post about being all-in - Are You All-In?.

What is interesting is that I have also heard that it is impossible to be all-in these days. Some of the obstacles stated are:

1. Frustration - how do I work with people at my company that are not all-in? 
2. How do I get others to be all-in?
3. How can I get others to notice that I am now all-in?

FRUSTRATION  
Work is full of frustration. Lack of time, competing priorities, office politics, etc. Some team members get so frustrated, they just give up. We all feel frustrated at times. It may seem that some of your work colleagues do less, talk more, and don't seem to be as invested in success as they should be. What are some strategies to overcome your frustration?

• Realize that there are some people who will never be all-in. Don't invest your time in them. They are 'energy suckers'. 
• Consistency - that is the key. Be consistent in actions and interactions. You are either all-in or not - there is no 50% all-in.

GETTING OTHERS ALL-IN 

Getting other to go 'all-in' is not possible with words, or emails, or meetings. Your team members must decide for themselves to be all-in. Show them through your actions, your enthusiasm, and your conviction. That example, through your actions, is the only way others will see the benefit of being all-in.

HOW TO GET NOTICED

You want management to know you have upped your game. Here's what managers want to see:

• Actions - not Words
• Interaction/Communication - not 'Yes Man'
• Enthusiasm - not Passive/Aggressive
• Proactive - not Reactive
• Value Add - not Status Quo
• Work Within System - not going Rogue
• Think about how Company makes profit - not your Paycheck.

With the new year, start a new dedication to being all-in.  Stay the course, see the prize, and feel the satisfaction of a career well done.

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]…