An objective of leadership is to inspire and motivate people to engage in inspired action to reach their goal. I coined a word, “Inspiractional” as an adjective to describe this form of leadership. “Inspiractional Leadership” causes individuals and teams to perform at a very high level. I refer to this in my book of poems entitled Leadership above the Rim – the poetry of possibility. Chris Warner and Don Schmincke uses the term High Altitude Leadership in their book on characteristics demonstrated in Chris’s climbs of K2, Everest and other mountains. Here are excerpts from the preface and three poems that address a company that strayed from these principles (Any Company Anywhere), expectations of these leaders (I believe) and the persistence and of people inspired to perform at very high levels (Time on the clock).

Preface

Leadership is not only a function of direction, distance and speed.  It covers altitude and elevation. Leadership is not limited to those blessed with the height of natural skills. Individuals with ambition who display discipline can develop the vertical leaping ability necessary to play at a higher plateau. History and everyday experiences are filled with stories of individuals who played taller than their height would suggest.

The rim is the goal, target or destination. To reach the rim or exceed the rim requires natural ability or talent honed through many hours of perspiration, dedication and delaying gratification. Leadership is priceless when it takes you into the domain of the high fliers.  You can soar among the acrobats who demonstrate the stamina and flexibility to scale heights that would make normal people light-headed.  The rim is the air space where Goliath competes and challenges the competition, the place where David can turn wishful thinking into a positive reality.  The rim is the benchmark for greatness, where the best among us play the game at a higher level.  It is the zone of intimidation.  The timid stand in awe rooted in place and unable to leave the ground.

Leadership is about elevation, a raised platform and heightened visibility; a bar that causes you to step back and get a running start to leap higher.  Leadership is not a drill, a scenario or meaningless exercise.  It is in real-time, face paced and energizing.  It should be taken seriously, for ineffective use can be life threatening.  

Leadership above the rim espouses principles that build courage rather than fear, which encourages people to stay focused on the goal.  It sells the adventure and asks the team members to hold on to the railings, adjust their behavior and follow.

Leadership is about visibility and vision; the vision to see where you are, where you are going and to see those who may be lagging behind.  Leadership is about assisting people to achieve their potential.  It is about credibility through modeling behavior that motivates others to jump higher and strive to play in the higher altitudes.

Leadership above the rim is mandatory to succeed in the playgrounds of industry. It is a perquisite to exceeding professional and personal expectations. This type of leadership will enable companies, teams, workgroups and individuals to excel in the rarefied air of the giants in their field.

Any Company Worldwide

There once was a company

With hope filled beginnings.

The leaders were competent

And focused on winning.

They said the right things,

Through their vision and charters;

Encouraged team work,

To work harder and smarter.

But somewhere between

Their start and today,

Their ambition drove values

And chased people away.

The leaders became distant

And used every crutch

To explain being busy

And far out of touch.

They formed an obsession

To succeed at all costs.

They were numbed by the numbers

And good people were lost.

They were unrealistic

And often demanded,

That more be done with less

And became heavy-handed.

With those who were different,

Who challenged routines.

They bulldozed opinions

For the end justified the means.

So people became selfish,

Disillusioned, filled with doubt;

Fed up with secret agendas,

Favoritism and clout.

There once was a company,

That focused on winning;

Reneged on the promises

It made in the beginning.

It sacrificed training,

These initiatives were postponed,

Which fostered mediocrity;

Development was on your own.

It failed to reward individuals

Or recognize teams;

Its arrogance, symptomatic

Of a bureaucratic regime.

But now the piper

Demands to be paid,

For gross negligence

In strategies made.

So the company steps backwards,

When it should have grown.

The leaders are accountable

For they should have known,

To run a successful business,

The leaders must comprehend,

That you don’t treat people,

As a means to an end.

 I Believe

I believe that if I establish the direction

And show you what perfection

Looks like,

You will surprise me in your pursuit

Of the goal.

I believe that if I give you the reins,

You will ride yourself and sustain

A momentum that will show

Your heart and soul

Are in the journey.

I believe that if I praise your progress,

Your performance unhindered

Will soar to lofty heights

Beyond your imagination.

I believe that if I set the priorities

And surrender the authority,

You will bask in the fascination

Of new-found freedom

As you display your creative rights.

I believe that you are capable

Of enormous outbursts of expression;

But I have to make concessions

So that you will exhibit inescapable

Evidence of aptitude,

That has been sealed in your heart.

I believe that if I do my part,

We will discover the wonder, the art

Of truly being yourself.

 

Time on the clock

When there is time left on the clock,

The cowards complain and cry foul;

The losers panic and throw in the towel,

But champions persist and hold their blocks,

For they know the score is tentative

Until the game is over, so they give

Everything, for ’til the final gun

There’s unfinished business,

Work to be done.

When there is time left on the clock,

The champions continue to play

Aggressively, to find a way

To anchor confidence so they can rock

The competition out of alignment,

As they execute their assignments.

When there is time left on the clock,

Champions cling to the fundamentals,

They stay in strategy, push potential

To higher levels intended to shock;

As warriors welded to their cause,

They are nourished by internal applause.

When there is time left on the clock,

Thoughts of surrender should be suspended;

Energy on hand should be expended,

Reserves should be exploited to unlock

The genius of skillfully fighting hard,

With valiant effort for the extra yard.

When there is time left on the clock,

You strive tenaciously, always take stock

In your motives for entering the game,

For pride, prestige or personal acclaim;

Though vanquished or victorious, heroes

Are those who fight to the end.

Zeroes on the clock is when the champions say

Is the acceptable time to walk away.

Copyright © 2020 Orlando Ceaser

How much would productivity increase if employees gave their best? Companies are focused on their employee engagement scores and seek an answer to this question. Increases in engagement will lead to improved performance. But companies and managers may have inadvertently or intentionally offended employees to the extent they are passively seeking revenge.  

Most large companies have in place a respectful workplace policy which protects employee rights. It establishes acceptable behavior. These policies govern and protect employees against harassment, bullying and prejudicial treatment. However, there is leadership and managerial actions which affect how an employee feels. These actions may cause people to feel disrespected, unappreciated, unimportant and devalued. 

You may wonder what kind of revenge an employee can inflict against a company or manager outside of sabotage, espionage or other offenses that break the law. 

Some people do not feel their manager or company deserve their best effort. They have been taught that one way to get retaliate is to withhold something of value; which can be their commitment (heart), their mind (ideas) and effort (body). They feel the company does not care about them and therefore why should they care about the company.

They do not feel inspired to dig deep and produce more or to go above and beyond the call of duty.

The following comments are indicative of the subtle feelings toward revenge that exist in the heart and minds of some employees. 

• “I select a high level of performance and the company is satisfied, but this is nowhere near my potential.”
• “I am totally underutilized in this company. I could do so much more if given the opportunity.”
• “They will get my best, over my dead body.”
• “They don’t deserve my best.”
• “I told them what was wrong, but they wouldn’t listen. From now on, let them find out themselves.”

If we could find a way to resolve these issues and unleash their potential, it will positively affect productivity, profits and personal growth.

Revenge and Holding back

Individuals who are giving less than their best performance may not gain the satisfaction they are hoping to achieve. They cause themselves a personal disservice by holding back their best. Failing to fully express their potential at work, has consequences on the individual far beyond performance ratings and compensation. They may not reach their dreams or personal goals. Revenge may not allow them to benefit from producing outstanding awe-inspiring results.

We are made for excellence and when our best is expressed we experience bursts of fulfillment.  Because we are created for excellence, we are like a high performance vehicle that is designed for the open road. If we only drive around in the city and not on the highway, we can’t get the maximum out of our engine. We are at our best when we strive to deliver excellence. There is a scripture that states that we should work as if we were working for the Lord. This calls us to work to a higher standard. This gives us a more potent reason to perform on the job. We are not working to please a supervisor or company, but to fulfill our purpose; to be in compliance with the equipment we are given. 

When we say, “I will show them” and cut back on our performance, we are actually disappointing self, family and Creator. 

Revenge Mindset  

When we adopt a revenge mindset, we are consumed with our role in bringing them down. We are focused on hurt feelings, justice and retaliation. We do not think about forgiveness, only justice for the victim. This is unhealthy and unproductive.  It is sad when you see people cave in to the desires of their enemies and begin to act like the ones who hurt them.

I remember some advice I heard someone give to a young lady whose boyfriend had left her for another woman. The advice said the best revenge was for her to be successful. She was to continue to look her best and be successful and the person may feel they made a mistake. We should adopt that philosophy at work. We should learn from the experience and elevate our performance until the company sees your benefit. They may recognize their greatness only after we leave and succeed at another company.

Those who are selfish, insensitive and cause harm to others will receive justice. Don’t spend time planning to seek revenge. They will get theirs. But remember, we do not have to be the instrument of the justice. Let it go. It is not our job.

In reality is not all about us, because we are leaders and people are watching our performance and will mimic our behavior.

Revenge Reflections

• There is a distinction between revenge, self-defense and standing up for yourself
• You will survive the terrible act, but learn from the experience to prevent it from happening again
• If the actions are harassment or discriminatory report them to the proper authorities
• No one is more pitiful than the wicked when they fall, as they cry crocodile tears
• No one begs for and expects forgiveness more than the ones who will not give it to others.

Justice is served 

People leave oppressive managers and organizations and excel in a more supportive environment. History is filled with situations where individuals return to their old company as the supervisor to those who mistreated them. A regime change will place new people in power and the ineffective leader may lose their shield of protection. There have also been cases where a ruthless manager leaves or stays with the organization and end up reporting to one of your friends. The world is too small to make enemies and justice has a way of taking care of the perpetrators. 

Searching for opportunities to inflict revenge is a colossal waste of time. Be patient and forgiving, because everything generally works out for the best. Those who cause harm will have their day in people’s court. Sometimes it is comical. I was promoted years ago and received a curious telephone call from one of my newest direct reports. Apparently he had a confession to make. A manager told him I was angry at him 10 years earlier for inadvertently stealing one of my ideas and claiming credit for it. He called me, apologized and explained how it happened. It wasn’t premeditated. I thanked him for the call, indicated that I had not lost sleep over the indiscretion in the last 10 years. But I ended with a question, “If I was not going to be your manager, would we be having this discussion?” 

Workplace revenge like other forms of retaliation can be damaging to your health. When someone harms you, it is natural to think of ways to seek revenge. Obsession about retribution will hurt you more than the person. If revenge means reducing your level of creativity and performance you are taking away from the power to perform excellence which you were wired to deliver.  

Copyright © 2010 Orlando Ceaser

 

I started as a sales representative for a pharmaceutical company.  I was thrilled.  To think that someone would pay me to call on intelligent customers in offices staffed with friendly people who responded to my one-liners.  I noticed as I traveled from office to office that the environments reflected the personality or mood of the doctors.  Some were intense, frantic places to work, where the people rarely enjoyed themselves, rarely engaged in fun.  In other offices, although equally busy, the staff laughed appropriately and engaged in activities to cut the tension and reduce the stress.  They worked as a team, supporting each other, covering their backs to get the job done.

I’ve noticed this same phenomenon in business, school and other settings where people are together to accomplish anything.  Why are some places breeding grounds for stress and ulcers while others seem to mix enjoyment in their mix?  Why is this?  Why do some feel it is not professional or that it is against the rules to have a good time at work?  A common phrase in business is work / life balance.  The structure of the phrase insinuates that work is not life.  And if it’s not life, can it be fun?

One of my early managers attended one of my District Sales Meetings toward the end of a session filled with laughter.  One of my more humorous representatives was making a presentation that had the audience in tears.  I was parallel to the floor in my seat with tears streaming down my phrase.  I received a memo a few days later from my manager that stated that “judging from the level of laughter in the room he arrived, it was obvious that the meeting was not professional.”  There was the connection made that if there was laughter, we were not being productive, nor were we being professional. Recent research has disproved his theory.

Matt Weinstein in his book “Managing to have fun” says, “In a company where  the management begins to speak of “re-engineering,” the employees immediately think of “layoffs,”and morale plummets. And after the ‘downsizing” happens, many of their friends are gone from the company. In such a difficult time, is there any reason to initiate laughter, play, celebration? Absolutely. During these difficult times it si even more important to make sure that joyfulness and celebration are still a part of our work lives.”

This impression starts in our school days.  The class clown was relegated to someone who was not your serious student and therefore was not elected class president or voted “most likely to succeed.” We say that laughter is the best medicine, but are reluctant to prescribe it on the job.  Studies have documented the beneficial effects on our bodies and state of mind, when we laugh.  Physiologically, the body responds favorably.  It has been shown to reduce stress.  Laughter energizes and exercises the facial muscles and tones the disposition.  Yet on the job, many of us feel it is taboo to be relegated to the lunch counters, breaks or after work hours when we go on with our lives. There are a number of businesses devoted to infuse fun into your workplace.

We need to investigate ways to incorporate more humor into our work.  Some suggestions are to:

–      Let people know that it is OK to have fun

–      Model the behavior you want to see by poking fun at yourself

–     Establish a “fun commission” to develop ways to have fun

–      Discuss situation comedies that you saw on television, as well as movies

–      Celebrations are a good way to reduce stress on the job, i.e. birthdays, anniversaries, business achievements and other milestone events

–      Rather than look at the negative side of things, search for the positive view and the humorous perspective

–      Tell stories and share humorous nuggets from your past and weekend activities

–      Hang cartoon and humorous sayings in appropriate places around work

–      Hire interesting people

–      Listen to tastefully presented jokes in books or CD’s

–      Beware of practical jokes and pranks that could hurt feelings or have negative results

–      Set limits to humor because it can get out of line so deliver the rules of the road

Someone needs to take leadership in setting the ground rules for laughter at work.  An environment that is fun can bring a team closer together, increase productivity, engagement and reduce employee turnover.  I use to say, “If is not fun, it is not fair. If it is not fair, it is up to us to do something about it. We have the power to choose fun.” Finding ways to implement or appropriately increase the laughter quotient in your place of work can have profound consequences and pay tremendous dividends.  Starting today let everyone know that it is OK to laugh at work and prove it.

Copyright © 2010 Orlando Ceaser

 

An underlying thread in the National Basketball free agency of 2010 is the concept of loyalty. LeBron James, a two-time most valuable player spent his entire life in Northeast Ohio. He transformed the Cleveland Cavaliers professional basketball team. He had an extremely positive impact on the local economy and the psychological stature of his team and the community.  Many felt he should have stayed in Cleveland for the rest of his basketball career. This was evident in the city almost begging him to stay. They were in denial around the possibility of him leaving.  Some fans reacted angrily by burning his jerseys when he decided to leave Cleveland for Miami. A scathing letter from the owner of the team was sent to season ticket holders and a 10 foot mural of LeBron was removed from the side of a building in downtown Cleveland. Loyalty was on the minds and lips of many around the state.

Dwayne Wade of the Miami Heat basketball team questioned the loyalty of The Chicago Bulls franchise toward their former players, especially those individuals who helped the team win 6 championships. Whether he was misquoted, misguided, misinformed or used this tactic as a recruiting ploy to discourage other free agents from signing with Chicago is immaterial. The fact remains, Wade injected the Loyalty Factor into the minds of the general public.

In our current business climate, companies are shedding employees in record numbers. Many of these workers are tenured individuals who helped build the companies and contributed to their success.  Since workers are often one of the largest expenditures a company has on their books, reducing numbers is a traditional means of managing the bottom line. Ironically, some of the people may have taken a risk earlier in their careers, by turning down better opportunities to stay with the organization. They may have felt it was disloyal to leave the organization. Additionally, unemployment lines are filled with loyal employees and many loyal workers are waiting daily to see if they will lose their jobs. Is loyalty a two-way street? Does it have an expiration date or a statue of limitations?  Is loyalty still relevant in today’s workplace?

Relationships, whether they are in business, friendships, romantic and athletics, involve working together and giving a certain amount of effort. When people show a greater level of commitment than they receive, there is a discussion around the Loyalty Factor.

John was the golden boy. He was on s fast track through the managerial ranks. Then one day, the unthinkable happened. John was given a Godfather offer; an offer he could not refuse. A competitor valued his experience and was willing to pay handsomely for it. His resignation sent shock waves throughout the organization. “How could he leave after all the company had done for him?” His loyalty was questioned. Given the size of the offer and the opportunity, was he being disloyal to the company or was he being more loyal to self, dreams and family? The Loyalty Factor suggests a long-term relationship, a list of expectations for work performed, terms and conditions to define the arrangement, to describe services rendered and actions delivered. The Loyalty Factor attempts to define the rules and regulations for working together. It is an understanding of how we work and interact together. In a work setting it may be unfair to expect loyalty to mean a lifetime contract.

In the classic book, The Organization Man, the company was responsible for much of the financial and social life of its employees. It provided the job, housing, stores, socialization opportunities and religious affiliation. In return for lifetime employment people were to work hard and stay with the organization.

The Employment Contract was eventually broken. Companies wanted to balance the budget in increasingly competitive environment and began to lay off people to reach their shareholders expected level return on investment. Additionally, because of increased competition, there were more options for employees. If they wanted more money or status or did not like how they were treated they could leave.  Employees gained more choice and power and left companies at will. The Loyalty Factor was openly discussed or at least thought about.

Organizations make decisions that are purely for the benefit of the company. They reduce staffed and over burdened remaining employees with higher workloads without a corresponding increase in pay. Many companies unintentionally and unwittingly train employees to look out for themselves, by following the model set by the company. Employees adopt this self-centered attitude, which may be detrimental to the company. Modeling and manifesting self-centered behavior, stifles productivity, engagement and innovation and weakens loyalty.

Let’s assume that loyalty is still relevant. An organization could not survive and stay focused if everyone is looking for greener pastures or everyone is scared of losing their position.  But what should loyalty look like in a job setting, where companies are under siege by global competition, unpredictable market forces and volatile economies? What should be the arrangement or understanding? Should we love the one we are with, while always looking for a better deal? Most companies have an “at will” arrangement with their employees which essentially means, either party can dissolve the relationship at anytime. Even with this understanding, managers are upset and vindictive when they find out that an employee is interviewing with another company. I recall an incident where a sales representative went to a job interview miles outside of his territory. When the elevator door opened, there was his manager and his manager’s boss. You can’t image the discomfort he felt in that situation. He gave a plausible lie for being at the hotel, but his perceived lack of loyalty was a dark cloud hanging over his career for years.

Loyalty is naturally questioned when there is an imbalance between expectations and contributions. If someone has done more for you than you have done for them, they may feel cheated. Loyalty is a word we use when we feel deprived, taken for granted, used or cheated. However, people and corporations like to own your services until they release you on their terms. In the workplace the slogan should probably be, “we will give the most to each other, as long as we are together.” If someday separation occurs, there will be memories of a productive and profitable relationship.

Copyright © 2010 Orlando Ceaser

You receive a voice-mail message from senior leadership, which contains the same thing you’ve heard from your manager for months: “Stay focused! Don’t worry about things you can’t control. You are our most important resource. We are the right size to compete in today’s market.” Before you hang up or listen halfheartedly in disbelief, what should you do? Trust is tenuous in trying times. Should you believe them? Should you stay, update your resume just in case, or immediately look for another job?

We have heard a lot about how we should act in tough times; now is not the time to panic, but no one ever tells us when it is a good time to panic. We’ve all heard the clichés so many times that they are now second nature: We have nothing to fear but fear itself; The measure of a man or woman is not how they function in good times, but how they keep their head when all others are losing theirs; and my favorite, when the going gets tough, the tough get going.

Click on the link below for the entire article.

http://pharmrep.findpharma.com/pharmrep/Career+Development/Panic-or-Perform/ArticleStandard/Article/detail/581091

 Fatherhood does have the same image as motherhood. Although, it is a concept that many enjoy, many do not have fond memories of their Father. We know Fatherhood should be more than a biological function. It is an amazing gift, an opportunity to be a part of creating life and contributing to its development. Fatherhood should take a person out of the realm of selfishness and place them in a position of leadership, to significantly add to the life of others.

When Fatherhood is viewed through the eyes, minds and expressions of mate and our children, we can see the enormous value and expectations inherent in the role. Children learn so much from our presence and our absence. The family knows each person is valuable when Fathers love and support them. They feel accepted and important.

When Fathers function on all cylinders, life is better for our families. By extending love, providing direction and support, we make each family member stronger to face a challenging world. I try to be the best Father possible, faults and all, and hope my example inspires my wife, my daughter and my son. My children will learn from me, either what to do or what is not acceptable. I will always have an open door to converse about their triumphs and their difficulties. It is my role and I accept it willingly.

As a poet, I have written over 600 poems about a variety of people and topics. It dawned on me years ago that I had not written a poem about my Father, to my father. I sat down and the words and images of appreciation washed over me. The many memories spelled out a title, which quickly rolled from my thoughts to my notebook; “He stayed.”

He stayed –

A tribute to my father,

Norrell Ceaser

 _________________________________

He stayed,

When it was more convenient to walk away,

He chose to raise his family

And to this day,

His potent presence helps give life definition

And models manhood as

A cherished tradition. 

He stayed

And said expect bad weather and rocky terrain,

But persevere and push patiently

Through the pain

Of ambiguity

And the desire to quit;

Wrestle the problem

Until you conquer it.

He stayed

And went to high school through

A correspondence course.

He would use discipline

And threatened to use force.

His conversation

Made sure his message was felt

And condemnation

Was never used, but a belt

Was added to his repertoire

Of instruments,

To let us know that what he said,

Was what he meant. 

He stayed

And helped manufacture memories

To soothe me,

Like watching wrestling on TV

And monster movies

And staying at company

Picnics until dark

And spending time

At River View

Amusement Park.

He stayed,

I remember he put peanuts in his Pepsi,

He worked three jobs

And each time he left me,

There was never

A question that he would return.

His life was the lesson

And we were there to learn

The difference between false

And what was true;

A case study of what to do

And not to do.

He stayed.

The best summer of my life

We worked together.

We rode the busses and the train,

Discussed whether

College would prepare me

For all that life demands.

He wanted me to use my mind,

Not just my hands.

He stayed.

He read manuals to repair appliances;

Left us to do our math

And the sciences.

He had his problems

But held up under the strain

Of raising eleven children

And did not complain.

He was always soft-spoken

When I walked with him;

Accessible and open

When I talked with him.

We are thankful for the foundation

That he laid.

We feel love and appreciation

Because he stayed.

Copyright © 2007 Orlando Ceaser

Companies do not usually like to do it, but they will occasionally promote a new manager from within the same department. This individual must perform the awkward task of managing people who the day before were their co-workers. This is not an ideal situation and is fraught with potential and actual challenges, to their friends and the new manager. 

Former peers

People feel threatened when a peer becomes their boss for many reasons:

• Some may feel upset, rejected for being passed over for the promotion. These feelings may be legitimate or unjustified
• Depending on their previous relationship they may feel vulnerable because the new manager knows their secrets and weaknesses
• They may not feel capable of working for the new manager because they know the new manager’s secrets and weaknesses
• They may doubt the competency of the new manager to perform the job

New Manager

 There are challenges from the new manager’s perspective:

• They may have doubts about their competency to manage their former co-workers
• They may find it difficult to give instructions to their friends
• They have to establish credibility where people know them and wonder why they got the job
• Their friends may try to take advantage of them in their new position and seek special favors
• They have to manage employees who feel passed over for the position
•  Will the team respond to their leadership or try to sabotage their efforts?

First Steps

Managing can be a tremendously gratifying experience. The monumental role of unifying and utilizing the talents of individuals toward a common goal is not for everyone. Many companies make a mistake of promoting someone to management as a reward for succeeding in another area. Managers must be able to handle duties such as staffing, budgeting, paperwork, training, coaching and leading a team of people with different personalities and skill sets. This often requires a manager to put his people first.

J.C. Penney once said that management is getting things done through other people. The job of a great manager, according to Marcus Buckingham in his book “The one thing you need to know, begins with each employees talents. The challenge is to figure out the best way to transform these talents into performance.”  So the new manager must work with the team as a collective and as individuals to unleash their talents and apply them to the goals of the organization. 

There are many things that must be done to train the neophyte to tackle the role. The new manager should hopefully receive guidance from their superior and the appropriate corporate and on the job training. They should have a job description, list of role and responsibilities, as well as goals and expectations which will be reviewed with the supervisor. Early in their new assignment the new manager must do the following with their direct reports: 

• Sit down with each member of the team individually and let them know you are excited about being selected as their new manager. They are committed to making the department / team the best it can be which will benefit everyone. The team can only be successful if the team members are engaged and committed to excellence.
• Ask each member what they would like to achieve their personal and career goals
• The manager’s previous relationship with them will not get in the way of helping each person become successful
• The manager is counting on everyone to support the team and the objectives of the company
• Let people know that you will be their advocate and will represent their interests to upper management
• Share the company’s vision, mission and the goals for the department, if they exist (create them if they don’t exist)
• Ensure them that everyone will have goals and objectives to hold them accountable and help grow their skills

It will take time, but eventually, the team will recognize the new manager’s desire to grow into the position and appreciate interest in their development. Direct reports will watch the new manager carefully as they make and admit mistakes. It is important for the manager to take responsibility for the errors and learn from these mistakes. Realistically, not everyone may cooperate positively with the new manager and some people may leave on their own or be recommended for reassignment or termination. This could cause additional problems, but if people are treated, the new manager and the organization can weather the storms. We will discuss discontented employees and new manager mistakes in the next issue.

Copyright © 2010 Orlando Ceaser

The obsession to be successful at all costs, can transform us into a shadow of our original values and expectations. If we are not bound by faith, character and convictions, we may conform to aspects of our alter ego that are not flattering. We see people outside of work who are nothing like their work persona. At work, they wear masks and a suit of armor to project a facade of invincibility. They are ruthless and insensitive. They do not want to be approached because close inspection may reveal their blemishes.

The Picture of Dorian Gray is one of my favorite movies. In the movie Dorian Gray is vain and conceited. He inadvertently makes a pact with the Devil to maintain his youth. He becomes more arrogant and evil. His prized painting of himself begins to change to reflect all of his evil deeds. Each time he exhibits a character flaw another mark appears on his portrait.

Some people who climb the ladder of success and collect casualties along the way as they become a counterfeit version of themselves. They alienate co-workers, family and friends.  Their wrong actions may catch up to them and cause to face the consequences of years of neglect. They may not recognize themselves when they glance in the mirror of their soul. Personal introspection may cause them to present, resent and repent their sins and seek forgiveness. Here is a sample confession of a corporate climber, which does not apply to everyone.

 

Confessions of a Corporate Climber

I do not like what I have become,

Easily rattled, easily shaken,

Cautious, conservative when risks

Should be taken;

Indecisive and feeling forsaken,

I dream conspiracy theories

And when awakened,

I find myself confused

And sadly mistaken.

I do not like what I have become

Self centered and locked

On those things convenient;

Consumed by justice

When mercy says, “Be lenient;”

And toughness is code

For self-righteous, judgmental,

Searching for moments

To enforce my wrath,

When I should be compassionate,

When I should be gentle.

I do not like what I have become

When I should distribute,

I manage to hoard

The possessions that I can afford

And before doing the deed

I negotiate the reward;

Absorbed by obsessions

Around material goods,

When I should recognize

My blessings and give

Thanks to the Lord.

I do not like what I have become

Passive when others view charity

As a weak concession,

Rather than extolling generosity,

My heart is thick and pompous

And the viscosity of my spirit

Moves from liquid to hardness,

From unsympathetic to insensitive

Regardless of the circumstances.

Sometimes I rush to complain

Before I try to understand

The other person’s pain.

I do not like what I have become,

Ungrateful and mired in entitlement,

Preferring to distance myself from

Responsibility without praise;

Negligent in being tolerant,

Slow to reconstruct and paraphrase

My agenda to include others.

I seem insensitive and numb

Through an overexposure to politics

As the plight of sisters and brothers,

Is lost in hypocrisy and scandal,

I am left listless, unmotivated

And unwilling to handle

The number of items thrust onto my plate,

Depriving me of the will to celebrate.

Copyright 2010 Orlando Ceaser

Chanting is a practice used by many people to meditate or as a form of self-talk. It is used individually or as a group activity to motivate self and others. I will expound on how it is incorporated pep rallies, sporting events and business meetings. Chanting can also be used as a routine part of personal conversations, individual cheering sections, and an internal audience of standing ovations. With cell phones and Blue tooth technology it is acceptable to see people talking out loud, to themselves or other people.

Chanting is all around us. Sporting events, political campaigns, musical performances are just a few of the instances where it is acceptable to chant as a means of participation. Chanting has gone main stream as an acceptable pastime. Chants may be personal phrases with a rhythmic beat that allow the chanter to concentrate on their intentions, or single words repeated over and over again.

We will focus on a chant with the word dumb as the centerpiece. Dumb is defined by Webster’s Dictionary as “lacking the power of speech; temporarily speechless, as with fear or shock.”  We can use DUMB as a positive motivational mantra, by asking ourselves to “Be dumb about it.” 

DUMB is an acronym for driven, understanding, motivated and belief.

D    Driven

U    Understanding

M    Motivated

B    Belief

Driven

High achievers are driven by a desire to succeed. They push themselves and recruit others to push them to the next level of accomplishment. They exhibit self-discipline or “other oriented discipline”, whatever it takes, to get the job done. These individuals have a self talk that propels them to perform an activity or series of actions to reach the next rung on the ladder. They are caught up in the rhythm of the chant to do more. High achievers must be driven, so they can yell to themselves, “Be Dumb about it.”

Understanding

Peak performers understand what they want, what it takes to accomplish it, and the barriers or forces that try to restrict their access to the goal. Knowledge of what they want is important. They are aware of the price they have to pay to reach their destination. Everyone wants to get ahead, but not everyone wants to sacrifice and deny themselves immediate pleasures.  Peak performers watch others enjoy life and do not mind delaying gratification to gain a greater prize.  It may be hard to save rather than spend or abstain rather than consume, but one day it will be worth it. They push themselves to “Be dumb about it.” 

Motivation 

M is the motivation needed to be forcibly focused to continue on the journey. Motivation is linked to purpose. Doing what they love is the ultimate stimulant.  Elite warriors have a passion in an area and are contributing value; there is a sense of satisfaction that radiates to others. They intend to better serve God, family, company, association, team, mankind and community, and are inspired to greater demonstrations of achievement. Motivation is internal and when tied to a purpose, tremendous results are attained. Elite warriors are present in every field. They use motivation as the catalyst to achievement.  Motivation allows them to act confidently as if to say, “I’m supposed to be doing this”, “I am living my dream,” I will “Be dumb about it.” 

Belief in Self

B is for belief in self, the confidence that grows with competence and reflects commitment to seek fulfillment. The Great athletes know they are worthy. They deserve the prize. They have the tools, aptitude and capacity to achieve whatever they desire. Great athletes have learned success from experiencing success. They know they can be taught and therefore they can learn. It is imperative to believe they can do it and they must “Be dumb about it.” 

In other words, while you are working on a project, pushing yourself to achieve a goal or preparing for various forms of competition, say to yourself, “I can do it, but I must be dumb about it; determined, understanding, motivated and believe that you have what it takes to excel.”

Copyright © 2010 Orlando Ceaser

I am preparing notes for a high school commencement address. Two of the contrasting images I am considering are sailing through life and settling for whatever life presents to us.  Sailing reminds me of being on the water, adjusting the sails to capitalize on the strength of the wind and the current. Settling brings to mind a house that is built on ground that is shifting.  Settling also means to compromise and pretend to be satisfied with outcomes that are less than our original expectations.

Sailing requires someone to be in charge of the boat. The operator of the boat is responsible for the craft. They keep it properly maintained and fit for travel.  They have expertise gained from many hours of practice. Their comfort level and sailing ability will turn most of their actions into routine decisions. They are in control; responding to their environment. Mastery of their surroundings is used to make better decisions.

The captain or co-pilot is steering in the direction of their destination. The last lines of the poem Invictus by William Ernest Henley, describe their emotions: “I am the master of my fate; I am the captain of my soul.”  Invictus is also a movie starring Morgan Freeman and Matt Damon. It is about South Africa winning the world cup in soccer. When we are sailing in life, there is a confidence that comes from studying the wind and the waves, while learning from its instructions and instructors.

When we are sailing through life, we should constantly gauge our position. We may approach the end of the day and reflect on progress and review our charts for tomorrow. We update our daily log and plan our strategies. Dr. Wayne Dyer speaks of reviewing the last 10 minutes of each day. He suggests that 10 minutes before we go to sleep as a good time to program or suggest to our subconscious mind a menu of options to review during sleep. The concept revolves around the notion that we will get more of what we think about, whether they are positive or negative. We can influence the quality of our lives through influencing our thinking.

In the book Checklist Manifesto, author Atul Gawande believes we can improve any result by developing a well designed checklist. He told of a study in a hospital where infection rates were drastically reduced by the doctors reviewing a checklist before each surgery. A checklist may enable us to sail through life, staying on task, remind us of our promises, noting our position and making the necessary adjustments to reach a destination.

Settling on the other hand, shows that we abandoned our original objective. We are convinced that our current state will have to be sufficient, because it is the best we will produce. It is not, “I am going to quit while I am ahead,” but “I am going to quit instead, before I get hurt, or waste more time.” We may be afraid of losing the small amount of gain that we have accomplished.

When we settle, we do not live up to our original dreams. I can picture a house shifting and sinking into place due to a foundation that is not finished moving. It may eventually set itself into a permanent position. We are like the dog in Aesop’s fable that lacks persistence. He tried to obtain fruit from a tree, but stops prematurely, saying the fruit was probably sour anyway. People who settle convince themselves that the prize was no longer worth pursuing.  Why do people settle for less than they deserve? We can never say for sure, because the reasons vary with each individual and with each situation.

Why people settle?

• Impatience – They were not willing to pay the price in time or resources. Misjudged investment – The cost in time and resources is more or longer than expected.
• Lack of Knowledge – They did not know the information needed to accomplish the objective.
• Insufficient resources – They did not have what was required to achieve the goal.
• Lack of confidence – They don’t believe they deserve more and so they are satisfied with whatever they receive.

We can usually spot when someone has settled for less by their actions and the content of their conversations. They may exhibit the following symptoms.

Symptoms of Settling

• Defensive – Very sensitive and do not want to be questioned
• Rationalizing – Deliver elaborate reasons to justify their actions
• Arrogance – May appear superior in their decision-making, to hide insecurities about their decision
• Overzealous – Overly enthusiastic as they try to sell others on why it was the right idea, action or decision

We also must realize that settling may be a wise use of time.  We may have other priorities that move higher on our list of objectives. It may be smart to cut our losses because the time investment may not be worth it.

The quality of our lives is based in part, on the choices we make. We may elect to adopt a sailing mentality, where we are in ship shape, prepared to handle the journey we imagined. Conversely, we may choose to settle and essentially surrender to the forces we face without a fight. When viewing and reviewing life, I hope we take our inspiration from the sailing metaphor. May we face the challenges and opportunities and master the elements in a manner consistent with our purpose and our preparation.

Copyright © 2010 Orlando Ceaser