Signals

Signals – By Arnie Wohlgemut

When I was a young boy I learned to skate.  My brother and I would spend hours playing hockey on the public rink across the street.  Mom instituted a signal system.  This way we knew when to come home for supper or bed.  It was quite simple.  She or my dad would turn the front porch light on and off until we were on our way.

In our lives, there are often times when we see “a signal”.

Maybe it’s to step back from what we were doing.  Maybe it’s time to stop talking!  Ouch.

Or maybe it’s a good time to start that new idea.  Timing is everything.  I know from experience!

There were times when my ego or stubbornness caused me to ignore the signs.  Let me tell you, putting both feet in my mouth is not pleasant.

But here’s a trick I learned early in my leadership experience:

Take a piece of paper and draw a line down the middle.  We’re about to make two lists.

On the left side, list some bad decisions you have made.  On the right side, list some good decisions you have made.  Really – do this now. I’m not asking you to share 🙂  I just want you to reflect on your experiences.

Now take a look. How many good decisions were a result of your intuition?  Good because timing was great?  Are there any bad decisions where you missed the signal?  Good idea – bad timing?

“Reflection turns experience into insight.”  John Maxwell

Reflecting on our experiences is important.  That’s how we can learn to follow our instincts.  It builds our intuitive skill and timing.

Gratitude and Recognition

Gratitude and Recognition – By Arnie Wohlgemut

“I appreciate you.” “Thank you.” “Nice job” …  Many kind words we don’t hear that often.  When they are said with sincerity, they can inspire someone to keep going and, more than that, to thrive.

I was enjoying the sun.  The sky was blue and the sand was white.  An elderly gentleman was working to clean up the beach, picking up after all the ungrateful tourists.  I bent over and picked up my empty cups and passed them to him.  He smiled politely and held open the bag.  He was doing a job many of us would not do, at least not by choice.  As I watched his face, he seemed so happy to have a job, no matter how menial it was.  I instantly reached into my pocket and passed him a tip to thank him for a job well done.  The reaction was priceless.  In a raspy voice he said, “God Bless You.”

I tell you this not to impress you, but to impress upon you that we should always recognize people — wherever you are, no matter how small the job, no matter the season.

Catch the Tiger by the Toe …

Catch the Tiger by the Toe … – By Arnie Wohlgemut

An organization’s success is depended on one leadership attribute: being decisive.

We all know people who have a hard time making decisions.  Recently I saw a commercial from a sandwich chain that offered a different sandwich every day to help people make a choice.  In my experience, not being decisive has a negative effect on staff and the organization.

First, a leader who can’t make a decision severely cripples an organization.

I’ve heard staff complaining that nothing ever gets done – especially after a big meeting.  They simply sit in their cubical without knowing the expected next steps.  Instead, they wait for their leader, thinking: “I’ll never get that hour back.”

On the other hand, decisive organizations make waves.  Apple is successful today because their leader was decisive.  Steve Jobs provided clarity of focus.  He insisted on consistent measurements and evaluations of success. Decisions are easy when there is a clear goal.  Jobs was decisive: if it didn’t meet the goal it was nixed.

Secondly, without a goal and measurable action items, you’ll never be effective.

Note that I said action items.  These are things that lead to a predictable outcome; things you must do.  You cannot wait for “Sally” in the next office or “Joe” the sales manager.

Act on the things you have control over!

Thirdly, being decisive builds confidence.

Not knowing what to do next is the largest de-motivator in organizations today.  A lack of clarity is a major contributor to leaders not being decisive.

Steve Jobs provided clarity.  The whole team knew the direction they were taking when the iPod was in design.  Because they had clarity, every decision at all levels of the organization was simplified.

Want staff who are focused?  Provide clarity and be a decisive leader!  You will never have all the facts. In the time you use to gather facts, situations change and now you’re faced with a new set of decisions.  Take charge, set goals, be decisive!

Is there Love in Leadership?

Is there Love in Leadership? – by Arnie Wohlgemut

Empowerment is an essential skill for all effective leaders. Whether your staff performs in the top 20% or in the middle 60%, they all appreciate being empowered.

Delegation is NOT empowerment – not even close.

Delegation is a transaction based on need. We delegate a task, maybe even authority to make a decision while we’re on vacation.

Most often delegation is based on seniority and almost always has some performance parameters. We articulate clear responsibilities and actions needed when we delegate. I have often delegated tasks to staff because they could do it better and faster than I could.

But that is not empowerment.

First, empowerment is an expression of love. (Yes, I’m talking about love in a leadership blog!)

This is a love for the person. You love what they do for you and for your organization.

You’ve spent time with them and you understand each other. You see potential in them and are willing to help them grow through experience. They understand the vision, the hopes and the expectations you have for them.

Secondly, empowerment is a reflection of your self-awareness.

I’m the type of person who loves to lead. A take charge type of guy. I learned the hard way that I can’t do everything. I’ve often said the world doesn’t need another Arnie (and those who know me say it’s a scary thought).

The world needs people who can identify the spark, nurture it into a flame while getting out of the way.

I learned that I can love and respect a person enough to complete the project or assignment in their own way. I am aware of my leadership tendency and know when to get out of the way.

If I truly value them and value what they do for me, I need to set my ego aside.

The way someone else accomplishes a goal may look different from they way I would do it. The path to the goal may take a whole new route, but if the outcome is effective, who cares?

I’ve never heard someone boast about having responsibility delegated to them.

I’ve heard people boast about a project or assignment they completed with full authority and support from their boss.

Wouldn’t you want your name attached to that?

My Career? Gone Awry?

My Career?  Gone Awry? – By Arnie Wohlgemut

I had lunch with a former supervisor recently and he asked me a great question.  “Has your career gone the way you expected it to?”

A little stunned, I wasn’t sure how to answer the question at first.  I was a young man when I started working for him and I’ve experienced a lot since then.

We all have ups and downs in our lives.  It can be hard to get tangled in the disappointments or detours.  I admit, at times, I’ve wanted to say “take this job and shove-it”.  Sometimes curling up on the couch and watching movies seems like the ideal response.

The words of Larry Winget haunt me at those times.  His book is called: It’s Called Work For A Reason, your success is your own damn fault.  (Yes there is a book like that!)  In the book Larry writes about taking responsibility for your success or and the lack of success.  He explains that whining and self-pity is not helpful and will never change the outcome.  When things are tough we need to get excited about possibilities and press forward.

Yes, I have had disappointments, but I have also had great opportunities.

I could have never imagined that I, after many years of designing, building and maintaining schools, that I would be involved in the design of a police station (photo above) or an EMS ambulance post!  Who would have imagined that I would have a part to play in promoting energy conservation of these and other municipal buildings and a complex system of water and waste water treatment plants?

I’m excited about the paths my career has taken because each unique opportunity prepared me for the possibilities!  I learned that I could do many things if I put aside the need to know everything first.

John Wooden put it this way: “Things turn out best for the people that make the best of the way things turn out.”

Management Fundamental: Communicate with Clarity

Management Fundamental: Communicate with Clarity – By Arnie Wohlgemut

Almost by definition, “fundamentals” aren’t difficult to achieve. That’s why we call them fundamentals – we’re all capable of executing them.

To communicate with clarity requires three equal parts of: decision, determination, discipline.

One of my workshop participants pointed out that communication with clarity is a business fundamental. She went on to say, “Email is a perfect way to be misunderstood.”

I agree.

I learned this the hard way when a staff member demanded an explanation within a few moments of receiving an email I sent on a specific issue.
My email seemed perfectly clear to me; not so much to him.

Then is struck me!

I was short, impersonal and dismissive. I thought about how we write other emails – emails that aren’t that important. We go into great detail about our vacations, our weekends, our opinions and the game last night. But when we need to communicate something important we reduce it to an impersonal email.

I was determined to be a better communicator.

That day I developed my first fundamental management rule: “Good news, bad news and complex decisions are delivered in person.”

No hiding behind email.

Ever.

I challenge you to practice this fundamental rule of leadership and communicate with clarity.

Who Do You Think You Are?

Who Do You Think You Are? – By Arnie Wohlgemut

Ever hear that?

I know folks who heard that from family and close friends every time they took a chance on something.  That’s tough.  They wanted to be who they felt called to be, but well-meaning, albeit misguided, people shot them down.

In 2007 my boss said that to me and that lit my fire.

I’m fortunate, my parents were encouraging.  When I was just 14 my dad walked through the kitchen, stopped and looked at me and said “Arnold,” (yeah, they called me Arnold) “it doesn’t matter what you choose to become, just be the best you can be.”

I want to be the best I can be and, if there’s one lesson I’ve learned, it’s that leadership is a continuous act of courage — courage to do things you have never done.

I love to watch little kids.  I think: “Seriously, you’re going to hurt yourself!”  But they try it!  They tell us what they think, just like they see it.

You see, we are born courageous.  We did those crazy, daring things as kids.  Sadly, somewhere along the line we’ve submitted to some self-limiting thoughts.

Leaders, men and women who manage people, need courage.

  • Courage to build a vision in places where directions change with every election.
   • Courage to surround yourself with people who think differently than you.
   • Courage to serve your staff by being the example.
   • Courage to hold your integrity at times when you are asked to do things that are wrong.
   • Courage to speak the truth when all they want is someone to stroke their ego.
   • Courage to do something that makes it a better place to work by adding value to others.
   • Courage to love your staff unconditionally even though it may cost you.

Do you have the courage to be who you were meant to be?

If You’re not at the Table, You’re on the Menu!

If You’re not at the Table, You’re on the Menu! – By Arnie Wohlgemut

One of my college professors said: “There are two ways to increase your income. First, you could wait for inflation to drive it up or secondly, you could move to a position that paid more.” Hmmm. That made sense.

At the time I was a young impressionable supervisor searching for ways to become promotable and earn more money. Yes – I wanted to be upwardly mobile.

Where did that come from? In part, a lot of self confidence and in part, fear of being stuck in a job that was not satisfying.

So I focused on delivering reports and plans to the big boss. That meant I had little time to maintain the working relationships I had built with the front line staff. I was seldom seen on the job or outside my office door.

Soon things began to change.

I was out of touch with the day-to-day. My colleagues called me a “butt kisser”. I not at the “table” and but I was certainly on the “menu”!

I sacrificed relationship for personal gain.

The road back was long and hard. Repairing relationships was hard. Was it worth the promotion?

That’s when I decided that I needed to be present. I focused on helping others.

I learned that if I served others, helped them be successful, helped them get what they wanted, the rewards would follow. And they did.

I am happy to say that once I took the focus off my selfish gain to help those hungry for growth and personal development, I experienced real rewards. The real reward was to see my staff, my colleges flourish.

How about you? Are you serving others or have you sacrificed that for personal gain?

If you’re not at the table, you’re on the menu!

The Law of the Garbage Truck® – By David J. Pollay

The Law of the Garbage Truck® – By David J. Pollay

How often do you let other people’s nonsense change your mood?  Do you let a bad driver, rude waiter, curt boss, or an insensitive employee ruin your day?  Unless you’re the Terminator, you’re probably set back on your heels.  However, the mark of your success is how quickly you can refocus on what’s important in your life.

Sixteen years ago I learned this lesson.  And I learned it in the back of a New York City taxi cab.  Here’s what happened.

I hopped in a taxi, and we took off for Grand Central Station.  We were driving in the right lane when all of a sudden, a black car jumped out of a parking space right in front of us.  My taxi driver slammed on his brakes, the car skidded, the tires squealed, and at the very last moment our car stopped just one inch from the other car’s back-end.

I couldn’t believe it.  But then I couldn’t believe what happened next.  The driver of the other car, the guy who almost caused a big accident, whipped his head around and he started yelling bad words at us.  How do I know?  Ask any New Yorker, some words in New York come with a special face.  And he even threw in a one finger salute!  I couldn’t believe it!

But then here’s what really blew me away.  My taxi driver just smiled and waved at the guy.  And I mean, he was friendly.  So, I said, “Why did you just do that!? This guy could have killed us!”  And this is when my taxi driver told me what I now call, “The Law of the Garbage Truck®.”  He said:

“Many people are like garbage trucks.  They run around full of garbage, full of frustration, full of anger, and full of disappointment.  As their garbage piles up, they look for a place to dump it.  And if you let them, they’ll dump it on you.  So when someone wants to dump on you, don’t take it personally.  Just smile, wave, wish them well, and move on. Believe me.  You’ll be happier.”

So I started thinking, how often do I let Garbage Trucks run right over me?  And how often do I take their garbage and spread it to other people at work, at home, or on the street?  It was then that I said, “I don’t want their garbage and I’m not going to spread it anymore.”

I began to see Garbage Trucks.  Like in the movie “The Sixth Sense,” the little boy said, “I see Dead People.”  Well now “I see Garbage Trucks.”  I see the load they’re carrying.  I see them coming to dump it.  And like my taxi driver, I don’t take it personally; I just smile, wave, wish them well, and I move on.

One of my favorite football players of all time was Walter Payton.  Every day on the football field, after being tackled, he would jump up as quickly as he hit the ground.  He never dwelled on a hit.  Payton was ready to make the next play his best.  Over the years the best players from around the world in every sport have played this way: Muhammad Ali, Nadia Comaneci, Bjorn Borg, Chris Evert, Michael Jordan, Jackie Robinson, and Pele are just some of those players.  And the most inspiring leaders have lived this way: Nelson Mandela, Mother Theresa, Gandhi, and Martin Luther King.

See, Roy Baumeister, a psychology researcher from Florida State University, found in his extensive research that you remember bad things more often than good things in your life.  You store the bad memories more easily, and you recall them more frequently.
So the odds are against you when a Garbage Truck comes your way.  But when you follow The Law of the Garbage Truck®, you take back control of your life.  You make room for the good by letting go of the bad.

The best leaders know that they have to be ready for their next meeting.  The best sales people know that they have to be ready for their next client.  And the best parents know that they have to be ready to greet their children with hugs and kisses, no matter how many garbage trucks they might have faced that day.  All of us know that we have to be fully present, and at our best for the people we care about.

The bottom line is that successful people do not let Garbage Trucks take over their lives.

What about you?  What would happen in your life, starting today, if you let more garbage trucks pass you by?

Here’s my bet: You’ll be happier.

Energizing Your Team with Education

Energizing Your Team with Education by Arnie Wohlgemut

There have been countless articles written about energy consumption. One author wrote about getting a formal energy audit and creating a baseline as a solution to conserve energy in our buildings. Another wrote that you must “learn your building” and another wrote about the importance of proper design.

But there was one common thread in these articles – people!

In the end, people’s mind-set determines what they are willing to do or not do.

There are many products that help save energy but it won’t help if you’re putting them into the hands of people who don’t understand or care about the outcome.

Even when you create the most energy efficient design, one best suited for the application, people are unpredictable and will find ways to go over or around any restrictions or requests.

So how do we change the mindset?

Teaching, mentoring and training are all part of engaging your team. It’s important to begin right at the onset of the plan. From the birth of an idea to occupancy of our offices, schools and homes, an energy conservation mind-set must be present.

It’s critical for the building owners to set a base-line performance goal. With the goal in place, architects and engineers must model and test their designs to align. Facility managers and building operators must understand and support the conservation goals and the building occupants need to participate.

Understanding and buy-in start with knowledge. Yet, in my experience, education is often a missed step.

I have seen the impact of training and mentoring first-hand.

I witnessed a shift in understanding when a building operator realized the temperature set-point in the thermostat did not act like an accelerator. He believed the higher he set the temperature, the faster the space warmed up. Instead, he was wasting energy.

Start your team with the information they need. Give your people a chance to succeed!