Success despite Misfortune tellers and Prophets of doom

March 17, 2014 ~ Orlando Ceaser

You may not have experienced this personally, but you have heard people say they lack confidence because people verbally doubted their ability. Their abilities and value were challenged at an early age. They would never accomplish something. When they were older, they were told they were not qualified to do something or lacked the capacity or skill to achieve an objective. Their failure would be due to their socio-economic status, background, gender, race, culture, appearance or interests. These individuals were devastated and believed the negative remarks, hook line and sinker.

You may share my curiosity about people who go out of their way to predict a negative future about someone. They will not hesitate to tell a person that they will never earn a college degree, get into a particular college or program, and achieve a dream or a job, because of a limited vision of an individual’s potential. These misfortune tellers will frequently volunteer their assessment of a friends potential, as if it was a foregone conclusion. People are told that they will never be a leader, were not bright enough, tall enough, thin enough or good-looking enough to make it in this world.

I walked into a room of new district managers after a merger. I was struck by the number of individuals present who were never supposed to be promoted. They wore the label of being unfit for management from their previous organization. Hell was to freeze over before some of them became managers. I looked around the room and arrived at the conclusion that the weather forecast for hell called for an ice storm of momentous proportions.

We look at these negative prognosticators, misfortune tellers, prophets of doom and dream killers, and wonder;

• Are they clairvoyant, bona fide, certified Palm readers?
• What is their success rate or track record of predicting events?
• Are they famous because of their success with the lottery, betting on horses or investing in the stock market?
• Do they have the best grades in school?
• Are they the highest performers on the job?
• Are they independently wealthy because of their ability to select winners?

The absence of such data, should disqualify people from seeing into your future and making judgments on what you can or will not be able to do. Why should we listen to these questionable, nonsensical projections without proof of their credibility? We seldom subject people to this kind of questioning. We take their word and grant them the influence to affect our lives. I wonder how they would answer these questions. A

Personal achievement and productivity in many segments of our lives are influenced by what people have said about us. The words of misfortune tellers have stunted the professional and personal growth of countless individuals. The words are devastating, but we give them added power by believing the words must be true. This belief increases the predictive power of words uttered by people who are mean-spirited enough to attack our dreams without offering any constructive criticism to help us grow. Their motives should disqualify them for conflict of interest. It may not be that they believed we would, but they wanted us to fail. Somehow our success might make them look bad, as they take it personally.

We have to be careful around misfortune tellers, prophets of doom and dream killers. Words have power and should not be used to predict a negative future unless they are used to instruct someone in a positive manner. Granted, some people may have unrealistic expectations of their potential and you may feel it necessary to bring them down to reality. This can be accomplished in a positive manner by directing them to an area where you feel their strengths are more appropriate. This of course should be done if you have the right experience, skills and credentials. If you don’t feel someone can do something and it’s just your opinion, you must evaluate the reason for bursting their balloon. You may need to show wisdom by being silent and keeping your opinions to yourself.

The prophets of doom, live in the world of the worst case scenarios. They can be destructive if they only and always paint a picture of the worst case happening to you. Frequently, they point to personal characteristic or circumstance that you cannot overcome. They can depress you and cause you to give up trying, if they consistently fill your head with negative expectations.

The following chart should be helpful when faced with naysayers who are running around with sharp objects, leaping in the air to burst your balloons. The balloons represent your goals, dreams, positive intentions and lofty expectations.

If people say you can’t do something and you believe them, chances are you will prove them right. You will be discouraged and doubt your ability to go against their predictions. You give them the ability to influence personal perceptions and actions.

If someone says you can’t do something and you do not believe them, you will do everything within your power to prove them wrong. Their perception of you will drive you to higher levels of performance. You ask yourself, what gives them the right to say that about you, they don’t know you. You will show them how wrong they are about you.

If someone says you can do something and their belief is consistent with your perception, you will work in concert with their expectations. Your performance will more than likely be inspired, as you validate your personal convictions.

However, if someone says you can do something and you do not believe them, the result would be as if they said you couldn’t do it. Your lack of confidence and weak belief in yourself would undermine your success. There are instances when someone’s belief in you is greater than your belief in yourself. If they are persistent, you may eventually see what they see in you. It is important for you to keep an open mind and consider them a good judge of character. It is very difficult to achieve something if you do not believe it is possible. If you cannot see yourself performing in a certain role, it is difficult to achieve it or succeed in it.

Your belief system is a central part of performing to meet your expectations. There may be instances where outside forces will try to derail your progress, but a healthy self image, positive encouragement from others and a persistent drive to excel, will work to your advantage. In a competitive world where misfortune tellers, prophets of doom and dream killers work to stifle your achievement, you must be vigilant in growing skills, protecting and projecting confidence in your abilities.

Strong Leaders: Strong Enough for Their Teams

February 17, 2014 ~ Orlando Ceaser

Strong enough could mean having sufficient energy, capacity and emotional and intellectual fortitude to challenge the status quo, as you look into the future with strategic vision. Strong enough for your team could mean you can be counted on to flex your leadership muscles to protect your team and get the most out of them. Strong enough for your team could describe the charisma and the tenacity exhibited as you demand the performance and execution required for success.

Boot camp for the military and training camp for athletic teams are conducted to ensure their members are mentally and physically fit; that they are strong enough to compete in battle or competition. We need a managerial or leadership equivalent of these events to ensure managers are strong enough for their teams. Are they strong enough to lead? Do they have what it takes to deliver what is required by their team to help them function at their highest level of performance? Are the managers the catalyst to continuously develop teams to deliver world class results?

Performance evaluation

Strong enough for their team is apparent during performance evaluations. Companies encourage employees to provide input which is included in the final written document. This input gives the manager insight into how workers see their performance. If the employee is candid, they outline their strengths and weaknesses, as they perform to reach or exceed their goals. The final document should be largely constructed using a perspective gathered from the boss’s observations. Otherwise, the employee will question the strength of their leader. Also, some people have an inaccurate view of their performance and strength is needed to deliver an unpopular message.

Organizations are concerned about inconsistencies in managerial judgment across their management teams. They want to guard against some managers being easier on their people than other managers. People have been known to receive an excellent rating from one manager which would not be excellent in the eyes of another manager. This disparity leads to some people being rated higher than they deserve. Organizations try to minimize this problem by a process known as calibration. These organizations have meetings with their managers and discuss their team and individual team members. Members of their peer management group will have an opportunity to question, challenge and give input into the performance of people on other teams. Each manager’s interpretation of their team performance is open for discussion and sometimes, a heated debate. Calibration is often a competitive event and the manager who is strong enough derives the appropriate benefits and impressions for his team.

A strong enough manager is required to competently represent their team in these calibration meetings; otherwise their team will suffer when challenges are made. These challenges have performance rating and financial implications. A manager who is strong enough supports their assessments with a strong written evaluation. They also have strong verbal communication skills to state their case and fend off any challenges. Timidity and poor verbal skills may stifle the growth of individual team members if the manager’s peers do not gain an accurate assessment of their abilities.

Additionally, managers also convene to discuss the talented individuals on their team in the succession planning meetings. These meetings are held to evaluate talent to fill vacancies and to ensure they have qualified candidates for promotions to build a pipeline of talent for the future. A manager must be strong enough with their communication and analytical skills to state a solid case for their top talent.

Strong enough to challenge

Managers have to be strong enough to stand up to their people for their own development; to ensure that they are giving their best efforts. They must be tough enough to make the hard calls and replace individuals who are a poor fit for the job and the organization. I heard one manager say, in frustration,” I should have fired him 15 years ago.” He was lamenting the fact that the current leadership would not be wrestling with this problem person if he had done his job many years earlier.

An employee from a major airline was distraught when they discovered that their manager was not strong enough for them during a major restructuring campaign. The team was decimated and many individuals were cut from the organization. A manager, who was strong enough, may not have prevented everyone from receiving a negative verdict, but the people would have received a fair trial.

A creative director was frustrated every time senior leadership disagreed with her when she pitched a new proposal. Her boss was always present and frequently left her on her own to defend her project. She knew she had his support outside of the meeting, but wanted him to come to her assistance when she was under fire. If he had been strong enough for his team, even though her programs were denied, she would’ve been motivated, knowing that he was in there fighting along with her.

Managers who are too strong

Some managers have a bully personality and are disliked and not trusted by their peers. Their reputation could work against anyone associated with them. These managers are viewed as tyrants and suffer from being too strong or too forceful in their business relationships. They make a lot of enemies and sometimes revenge is taken against anyone they support, especially anyone seen as their protégé.

Some managers are viewed as difficult to work with by outsiders. When asked about his leadership style, the employees gave favorable comments. The manager gave them exactly what they needed. He was matching toughness with the needs of his team. They said he was fair, disciplined and had their best interests at heart. The secret was to apply the right amount of strength to the right situation.

The objective of the strong leader is to be strong enough to be effective in every dimension of their job, to achieve the best results.

A leader should stand by, with and for their team

February 7, 2014 ~ Orlando Ceaser

Stand by your team

A manager felt his people would go through a brick wall for him. He based this on their belief that he would do anything for them. They knew he had their backs. This dedication and loyalty led to higher sales results and productivity. He created a culture of excellence, enthusiasm and trust.

The manager was known to stand by his team. When they are in need of guidance and resources to compete in difficult situations, he was known to stand by them. In today’s marketplace, there is a fair amount of angst about the future and employees role in it. Standing by your team allows you to detect any anxiety and address it with encouragement and skill development.
You can quickly squash rumors that are not true, before they become a morale problem. Immediately provide whatever information you can, within your leadership obligations, to ensure they are focused on the things they can control.

If the team misses the mark and fall short of achieving a goal, they are not thrown under the bus. They are held accountable, but you as their leader, takes them through a rational analysis of what went wrong. You are on the front line developing strategy and corrective measures. Your aim is to exceed the goal, so that the shortfall does not happen again.
You want your team to be a well performing unit, exceeding objectives. This is the best way you can diminish adverse situations. Being focused on excellence and driving productivity will build their confidence on the current job and prepare them to confidently answer interview questions for the next assignment.
Stand by your team as a strong role model who is authentic and committed to their development. This will enhance their performance loyalty and trust.
Stand with your team

It is critical to also stand with your team in skirmishes to drive market share. You have a history with them. Your relationships were strengthened in the trenches. You made sure they were informed about every major decision and the reasons for those decisions. You felt that if they were more informed about the intricacies involving the decisions, it would build trust in your leadership. Patrick Lynn Lencioni in his book, “Three signs of a miserable job,” speaks about each individual’s need to be known, to feel important and able to gauge their progress and level of contribution to the organization. When they feel connected, this has a positive influence on engagement and results.

If you stand with your team, your praise and proximity will indicate that you care about them and they are not just a means to an end. You value them as individuals and are committed to their success. You stand shoulder to shoulder with them in the day-to-day struggles in the marketplace. You are not afraid to roll up your sleeves and help them do the work. You are willing to ask them their opinions and implement their suggestions. Where there suggestions have merited, they are implemented and they are given the credit. They know that you are the boss, but you do not hesitate to show that you are so committed to getting the job done. This leading by example sends a powerful message.

When you stand with your team, you make sure that each individual knows their job and does their job. You are not a micro-manager. You are always open and committed to their development. You want them to be more efficient and effective and willing to offer suggestions to improve their performance while living up to their responsibilities.

Stand for your team

Thirdly, you should stand for your team. Be the proud representative or your team, department or organization. You are aware of the hard work they put into excelling on the job and you want to promote their excellence to anyone who will listen. You want to represent each member and the entire group to people who can have an influence on their career.
When you stand for your team, you openly and willingly engage in conversations about their talents, gifts and skills. You expose your team to knowledge, individuals and other resources that expand their experiences and expertise. Additionally, you are not timid about challenging them to higher levels of achievement. Your expectations are high, because you know they can do more.
There are times when your team will seem to take your performance personally. They want you to stand out among your peers when there is any competition. They watched with pride as you make a presentation on the agenda with other managers. You are their boss. You are representing the team and they are bursting with pride.

When you stand for your people you are loyal and not always looking to change teams for your personal benefit. You are committed to the productivity of the group. You select and develop a strong core of hard-working, ambitious people who crave recognition and rewards for their excellent performance. This strong core is being groomed to work as a team. They have the complementary skills necessary to exceed aggressive team objectives. They enjoy their jobs. They are fully engaged. They look forward to going into battle every day with everyone on their team. They are looking to you as their leader. They see you as their ally, an advocate against any adversary who stands in their path.
To maximize your effectiveness as a leader it is essential that you stand by your people, stand with your people and stand for your people. The results will be amazing and will enable everyone involved to reach levels of performance that are personally beneficial and a windfall to the team and the organization.

Achieve the dream – Unlock your leadership greatness

January 16, 2014 ~ Orlando Ceaser

Dr. Martin Luther King Jr. was as a civil rights leader. He was an activist who had a powerful transformative dream, which galvanized a movement and a nation toward positive change. Each year on the anniversary of his birth I listen to a recording of his greatest speeches. During his “I have a dream” speech, I clearly see the role that everyone can play. Dr. King emphasized a compelling vision of the future which will require leadership at many levels in society, to bring it into fruition.

A leader is characterized as someone who has a vision for the future which excites people to the extent that they want to be a part of the new reality. Dr. King in his speeches and his actions, challenged us in at least four areas. He wanted us to achieve excellence, focus on economics and equality, as well as improve our circumstances and relationships, through education and nonviolence.

Dr. King’s dream should be placed in the context of a vision for a better nation and a better world. We will achieve this dream and many others through leadership. We therefore, must play a major role in develop strategies and plans to reach lofty objectives. We must unlock our leadership greatness, in order to make the dream a reality.
I have determined at least 10 attributes which would be instrumental in helping us to unlock our leadership greatness, to achieve the dream. I will address six of them in this blog. The entire 10 will be present in my new book “Unlock your leadership greatness.”

• Powered by a dream
• Student of the game
• Set high standards
• Lead by example
• Make others better
• Serve others

Powered by a dream

You must be powered by a dream, which gives you direction and a destination. I have already mentioned the importance of the dream and what this vision could do to energize people. The dream gives us purpose and passion and a strong reason to succeed.

Student of the game

We have to be students of the game, to gain a better understanding of the rules and regulations, as well as the instructions on how to live and relate to people who are different from us. When we understand the game, we increase our self-awareness and knowledge of people and their differences and similarities. When we act like a student, we are inquisitive and continuous learners, always focusing on education. We realize that education is internal and therefore, it is something that people cannot take away from us. Education is something that allows us to qualify for opportunities and if these opportunities are not granted, we have the knowledge and wisdom to make a case for demanding equality and justice.

Sets high standards

When we unlock our leadership greatness, we set high standards because we recognize the value of setting a high bar to push ourselves to unbelievable heights of achievement. We will not tolerate something that is less than what we believe we are entitled. The high standards will cause us to reach higher and prepare better. The high standards will demand us to act in a way consistent with our self-image.

Lead by example

We understand the value of image. We know that reputation is a powerful motivator. When we lead by example, others will follow us and hold us accountable to ensure that our actions are in alignment with our vocabulary. When we lead by example we have the power and capacity to attract others to our leadership. We will recruit people one by one in our passionate pursuit to improve the world.

Make others better

Through our actions we engage in activities where we received a personal benefit. Customarily, we asked the question, “What’s in it for me?” The personal benefit is a driver for our behavior. Individuals, who operate at a higher level, realize that if they make others better, they will receive a benefit in the short-term or somewhere down the road. The benefits are not the reason for their actions, but are coincidentally, a byproduct of their generosity. Dr. King and his leadership, was known for mentoring young men and women. He practiced the art of making others better. If we are good in a certain skill area (subject) and have a neighbor who is not, we are to help them become better. They need to get to a competency level which will allow them to be successful. If they are good in the area where we are deficient, we need to be open and receptive to their instruction. There is strength in numbers and we should never try to tackle difficult situations on our own. When we make others better, at some point in our lives, we will receive appreciation to enhance our situation.

Serve others

We recognize that we are not here solely for our own purpose. When we were children, there were two axioms that were emphasized with regularity. The first is the golden rule. We should do unto others as we want them to do unto us. Secondly, we were told to walk a mile in someone’s shoes, to get a better understanding of their character and the circumstances that shaped them. When we unlock our leadership greatness, we are immersed in a desire to serve others. We have learned the power of humility and being connected in an inter-dependent manner to those around us.
Dr. Martin Luther King Jr. placed a major emphasis on economics, excellence, equality and education. These areas would be highlighted in the achievement of his dream. One of the catalysts to making his dream a reality are individuals committed to his dream who have unlocked their leadership greatness.

2014 – The year in preview

December 30, 2013 ~ Orlando Ceaser

In the year two, zero, one, four,
You will make progress
And pledge to do more;
Expressing your talent, flexing your core
Beliefs, as you prepare to soar.

Be courageous and push the envelope,
Enter each moment filled with faith and hope;
And question each motive and direction,
Aware of signs of your imperfections.

In the year two zero, one, four,
Please promise to work hard, not an encore
Performance like stages in your past,
When your only goal was not to be last.

You must create the space to volunteer;
Acquire new skills and grow your career.
You have the power and authority,
To make family a priority.

Invest in friendships and relish the time
Spent with companions on the long steep climb;
For no one should attempt to go alone
Into the future, to face the unknown.

In the year two, zero, one, four,
You must work for peace and kindly explore
In relationships and community,
The work of harmony and unity.

In the year two, zero, one, four,
You’ve seen the past and must do more;
No personal blasts or persecution,
As you adhere to your resolutions.

In the year two, zero, one, four,
You must remember the days you swore
To make a difference and to be true
To the Godly purpose inside of you.

Rudolph the red-nosed reindeer – lessons in handling differences

December 23, 2013 ~ Orlando Ceaser

We are often started with the commercialization of Christmas. We are reminded to not lose sight of the reason for the season. This is valuable advice for Christians and others during this reverent time of year.

We grew up with Gene Autry Christmas classic of Rudolph the red-nosed reindeer. It is a delightful song, but also delivers a powerful message about encountering and handling differences. This song could start meaningful conversations about accepting others.

The song begins with a reference to the reindeer popularized in Clement Clarke Moore’s, “The night before Christmas”, also known as “A visit from St. Nicholas.” It begins with a roll call of Santa Claus’ reindeer that of course omits the name of Rudolph. As you recall, Rudolph was different from the other reindeer because of the luminescent quality of his nose. His nose was so shiny that it had either reflective qualities or it glowed like a light. This was enough to make him the object of ridicule and ultimately ostracism by the other reindeer.

This lack of acceptance is seen when children and adults are confronted with someone who is different from them. Our initial response is to make fun of the person and then to isolate them because of their characteristics, traits, heredity or idiosyncrasies. Many of us recall when we were young and begged for approval. Even to this day, there is something about us that makes us stand out from the crowd and the crowd lets us know it.

At work or is school, simply being the new person, the new kid on the block, the person who is an unknown, becomes a source for teasing or isolation. We often wondered,” if they would only get to know me, they would see that I’m just like them. “Rudolph was a reindeer, so he surely had a similar appearance, except for his nasal peculiarity. But suppose he was of a different color, from a different region of the country or had a different ability. He would have manifested a difference that would have caused him difficulty until he was accepted. We usually ask the different party to fit in, when the real focus should be on them being accepted by the group.

Bullying is also a response shown toward those who are different. The song the does not indicate that Rudolph was bullied, but we can only assume that preventing him from “playing in any reindeer games” was not always accomplished in the most delicate manner.

The song does not tell us what Santa Claus was doing during the hazing or if he even knew about it. But, as a good leader, he engineered a very strategic response. He knew the talent and value of all of his reindeer. He evaluated the weather system for his next journey and realized he was going to encounter numerous blizzards. He knew that the solution to his problem existed among the ranks of his reindeer. He knew he had one reindeer that could help navigate the wintry delivery of toys to boys and girls around the world. This opportunity would be well received it if every reindeer benefited from his gift.

We can give Santa credit for waiting for the appropriate time to unveil strategy. He could have given the reindeer the opportunity to work it out amongst themselves, as so many people do in similar situations. They say such things as,” kids are just being kids, learning to navigate difficult situations will only make the recipient stronger and teach them valuable life skills and that which does not kill them will make them stronger, to paraphrase Friedrich Nietzsche the philosopher. Maybe the reindeer performed similar initiation rites to others in the group that had other distinctions from their peers. Maybe they solve their treatment of Rudolph as being harmless and natural.

The defining moment came,” one foggy Christmas Eve, Santa came to say: Rudolph with your nose so bright, won’t you guide my sleigh tonight?” Many managers, leaders and parents look for the opportune moment to use the skills of their people. The right moment to show the world and the individual, that they recognize their true value and wish to share this value with every member on the team. We can only assume that in the fictitious conversation, Santa’s encouraged Rudolph and told him about the value of his difference. He made him feel that he was something special and should never feel that he was not important and did not have a place. I’m sure he made him feel like an important member of the team. He validated his value by asking him to lead the team by moving up to the front of the line.

You remember the happy ending to the song. “Then all the reindeer loved him, as they shouted out with glee, Rudolph the red nosed reindeer, you’ll go down in history! We know that in real life, responses to differences may not always lead to a happy ending. Sometimes the individuals have lingering insecurity, damage to their self-esteem and underlying resentment from the initial exclusion. But, so often when the difference that is ridiculed or denied is used for the benefit of the group, the organization, institution, group or community becomes stronger. The people learn a valuable lesson about inclusion. We are hopeful that when the person is accepted they don’t become complicit and act in the same manner when they encounter other people who are different.

If we remember the Rudolph days of our lives and commit ourselves to prevent them from happening to others, we will maximize their future contributions to our teams, families, organizations and communities. We will perform a noble act when leading by example with the lessons learned from Rudolph the red nose reindeer.

Reading to children can make you a better leader

November 8, 2013 ~ Orlando Ceaser

I was told of the benefits of reading to children. It would aid in their development, help them acquire a love for learning and strengthen the bond between parent and child. But I did not count on the collateral or ancillary advantages I would receive. Of course, I was excited and encouraged by the interaction and the way I was able to connect to my children. But, with each story, nursery rhyme or fable I began to associate their content with the people I managed in the workplace. Their content gave me new insights into executing my role as a leader.

When I returned to work I found that I began to incorporate some of the very language and concepts from the literature I read to my kids the night before. Aesop’s Fables were always good with life lessons. Androcles and the lion taught me the value of helping everyone no matter how small because you never knew when they could help you. The story was about a mouse who returned a favor by saving a lion that was caught in a hunter’s net. The Emperor’s new clothes by Hans Christian Andersen had many applications to corporate culture. The failure to speak to power brought on by fear and ego was a natural metaphor. The practice of using children literature to clarify leadership principles is widespread today with articles and books about the Goldilocks Leadership Style. There are books such as, The Oz Principle by Roger Connors, Tom Smith and Craig Hickman, and Our Emperor’s have no clothes by Alan Weiss and Emperor’s Clothes by Catherine Mc Guinness. They use the aforementioned classic as inspiration for their works.

Reading children stories make managerial principles fresh and exciting. Many people can relate to them and feel connected to the subject. It takes us back to our childhood and the rich and often forgotten lessons from our youth. I read the classic fable of the hare and the tortoise. I walked into work with a new perspective. The morale of the story is that “plodding wins the race,” emphasizing the value of persistence. But when I arrived at work, I placed a different spin on the classic story. I asked my managers, “Who would you rather be the hare or the tortoise?” After a light discussion, I announced that I would rather be a hare that did not sleep. In our fast paced world, a company could seldom afford to hire a large number of workers who always started and finished slowly. We needed people to get out of the starting blocks quickly, master the information around their jobs and get up the learning curve in record time. We needed speed merchants who were confident, with stamina and awareness of the danger of underestimating their competition and the needs of their customers.

Another principle that was reinforced was the idea of performing with a winning attitude, while may have involved faking it until making it was a reality. My daughter was nearly 3 years old and was at the swimming pool with my wife and her mother. She was reciting a book out loud. It was the book I read to her before bed. As she moved to the bottom of each page, she moved her eyes to the top of the next page or turned the page as appropriate. “The man was flabbergasted,” she said. A woman next to her was astonished by her apparent reading skills at such a young age. She did not realize that my daughter had merely memorized every word on every page in the book and turned the pages appropriately, on her way to learning how to read. As leaders we must sometimes show courage and strength in a positive outcome even when we are not 100% certain, until the result is achieved.

I found the following benefits from my bonding moments with my children that I used with my teams that had leadership implications.

1. I listened better because they gave me their undivided attention and asked questions. They wanted to know the why, the back story behind the story. This is similar to the teams we manage. People want to know the content and the context.
2. Children enjoy when you are enthusiastic when reading a story. I was animated and displayed passion in my delivery and interpretation of the story.
3. I had to adapt a reading style that brought each child into the moment. If one child was quiet and the other easily distracted, I had to individualize and customize my reading style, make stronger eye contact and gestures to ensure that both were engaged in the story.
4. I selected stories for them which were my favorites from childhood. This helped reinforce messages that I had forgotten. Some of the fairytales and nursery rhymes were originally written as political satire which helped explain the appeal to some adults. Looking for other ways to use the information helped broaden my perspective.
5. Reading taught me the value of play and including humor in my conversation and interactions with my children and my people.
6. The value of discipline and a set routine, along with the value of commitment to my promises by reading every night I was in town. If I was traveling out of town, I read to them over the telephone to keep my word. When there are challenges there are always ways to improvise to fulfill promises made on the important things in life.

We should look forward to reading to our children or to any children who could benefit from our time and attention. There are organizations such as Real Men Read which place adults in local schools to read to children. The men participating are receiving some of the same benefits I outlined above. The benefits are achieved whether you are reading to your children or any willing child sitting in front of you to hear your passionate delivery of a new book or a childhood classic

Additionally, we know that, “Children are born ready to learn and reading to them stimulates and satisfies their thirst for information. Children cultivate 85% of their intellect, personality and skills by age five. The first months and years of life set the stage for lifelong development,” according the National Research Council and Institute of Medicine, 2000. Reading to them at an early age is a tremendous advantage for them. However, the returns to the adults are exceptionally stimulating. When we think of the input into the creative process that is triggered when we read and visualize the images; the reinforcement of key values and the lessons to help illustrate leadership principles, reading to children should be a consistent and mandatory part of our lives.

Tie breakers – Beating the crowd in a photo finish

November 1, 2013 ~ Orlando Ceaser

Similarity is everywhere. Parity is another word used to describe sameness that exists among sports teams. A commodity is a perception by customers that there is little difference between the items portrayed. The common view is that all of the products under review or investigation are interchangeable and can be substituted for each other. When this occurs with your career, something must be done to give you an edge. A slight variation can be seen as an advantage. If candidates are seen as equal, something must be done to break the tie.

There are so many talented candidates applying for jobs and many have equivalent academic and professional skill sets and expertise. College admission officers receive applications from a large number of straight “A” students and others with high grade point averages. Employment offices receive resumes from people with indistinguishable backgrounds. You have to devise a strategy to stand out or “differentiate” yourself from the crowd. Some people have accomplished this in the form of a short term and long term strategy of more education. This can be achieved in the form of an advanced degree or certificate of specialization in an area of need. This can be in the form of skills and experience gained in volunteer activities on the job, in school or in your community.

Leaders are needed in great numbers. Great leadership is desperately needed. Individuals with the emotional and intellectual fortitude to inspire and lead others to complete projects, exceed sales goals and solve problems will find employment. People with the technical, social skills and emotional intelligence will always be in demand.

Old School relatives always spoke of the value of a strong work ethic. It meant working a job to the best of your ability. It meant pride in the quality of your effort. Sometimes it meant working long hours, where the pay was not worth it in the short term, but there were significant long term benefits. There were occasions when a low paying job was used as a stepping stone to a higher paying job.

What would you use as a tie breaker if you were making a decision between several comparable people? This thought process will help you imagine what the interviewer is going through. Examples of potential tie breakers may include the following.

• Unique or various experiences which sets you apart from others
• Interests, hobbies and attributes which could add to the skills of your team. What are your interests that grow you in other areas? Volunteer opportunities and hobbies in art and music can portray an interesting person. You can develop techniques of creativity which can apply to other areas of life when examined for other tangible benefits
• Sports can be a tie breaker if you reached a high level of competency and can demonstrate valuable skills acquired during your playing days. Leadership positions such as the captain of the team and how this enhanced your character.
Some people look for points of identification with the interviewer as a potential tie breaker. I worked for a manager who loved to play racquetball. In a competitive interview when all else was equal I could see him leaning toward the candidate who was an avid racquetball player.

• Working to pay for your college education. Dave was a manager who worked his way through college and paid for 100% of his education. He therefore, had a bias for anyone who demonstrated these attributes. In an interview if he discovered this information, he immediately connected with the candidate. This plays into the decision-making process. He would use this information to break a tie. Granted this information is often impossible to gather, but I want you to think about acquiring extracurricular activities and education which could prove instrumental in your career development. The more well rounded you are, the greater the possibility of breaking the tie with other candidates.

Tony Alessandra, PhD. said years ago that people should work on their breath and depth of knowledge. The depth of knowledge referred to the information in your chosen area of interest; the data, experiences and connections that formed your expertise in your area of specialization. Your breath of knowledge is all of the other things you know outside of your business, which make you well rounded and hopefully more interesting.

You don’t want to be among the less impressive resumes. But even if among the best you must have sufficient skills to set yourself apart from others. Your leadership, risk taking, charisma and communication skills and leadership practices may be exactly what the organization or institution is looking to bring on board. Your hunger, sense of urgency and a track record of achieving goals are attractive to potential employers.

People may overlook the value of communication skills in breaking a tie and distinguishing yourself from others. Many people use their communication skills to enhance their profile. Students and adults join Toastmasters and look for opportunities to make presentations in front of large groups. People take acting classes to improve their ability to communicate. Their involvement has little to do with pursuing an acting career, but everything to do with building their network and improving their skills to communicate with different people.

Your career plan should contain elements or characteristics to set you apart from others. Or you should look at your interests and skills and ask, “Who would be interested in this array of talent? Am I competitive enough? What is missing? What do I need to do short term and long term? If interviewing was compared to a horse race, there would be people scattered all over the track. However, many would cross the line in a photo finish. It is up to the interviewers to find tangible ways to separate the candidates with equivalent skills. They find a way to break the tie. Illustrating and demonstrating your diverse skills, talents, background and connections will hopefully break the tie in your favor.

Want to save the boss’s job? Perform better

September 26, 2013 ~ Orlando Ceaser

Veterans of watching and playing sports and working in business for a living, remember countless regime changes. The owner or senior leadership brings people into a room or connects with them online to make an announcement. The current boss is being replaced, which could mean, demoted, reassigned or terminated. They inform the workers that it was time for a change. They may deliver platitudes and say such things as, “they were a fine individual and have contributed much to the organization.” This decision may not be linked to performance, but it was time to go in another section. This unleashes quite a buzz within the organization. Both positive and negative comments are made about the person and the decision.

Let’s move our focus immediately from the person making the decision and the person being removed. Let’s focus our attention on the people who work for him or her. On Sports Center and the local news media, one by one former players are interviewed.” “He was an excellent manager, a player’s coach, a person of high intellect and sports acumen. He taught me everything I know. She took a chance on me, when no one else would.” The plaudits and accolades go on and on.

In business and in athletics, there may be factors beyond the coach or the leader, which influence performance. However, one point comes out loudly and clearly, if the person was so great and instrumental in career growth to receive such high praise for their leadership,” why didn’t the people perform better?”

The best way to show a coach or a leader what you think of them is through excellent performance on the field, in the field, on the court, in the office, on the plant floor or in the classroom. Results are the measure of a person’s effectiveness. Is it logical to assume that your performance is an indicator of how you felt about them? If they are not getting the best from you and it is not them, then it must be you.

If you are not delivering up to your capabilities, are you in the wrong job or somehow being hampered by underlying issues. Are you compromising the effectiveness of your team, and placing your job and your manager’s job at risk. Bear in mind, it is the role of the manager to diagnose and treat some of these issues. It is commonly said that somebody has to take the heat and the blame when the team does not perform up to its capability. The leader or coach is usually this individual. Managers cannot fire the whole team or replace every individual over night. Somebody must take the field, sit behind desks or operate the machinery. Often it is believed that firing the manager will jolt the team into an accelerated, escalated level of performance. Sometimes this works, but sometimes it doesn’t.

What can be done?

When you bemoan the fact that, “another one bites the dust or another one got away or another quality coach leaves, think of all of the assistance they gave to you. Remember the instructions and wise counsel. There may have been working above and beyond the call of duty to get you comfortable in your job. Think of their families, as you think of your own. Then I want you to inspire and motivate yourself to give your maximum effort. Energized and engage your team members into working to their highest levels of achievement. You are doing this for yourselves, the organization and the manager you claim to admire and respect.

Performing to your highest level can be very self-serving. It enables you to have a greater role in retaining the best manager for you. If you admire the quality leadership of this individual, make sure that when they leave the organization, is because of some of the reason other than the team not delivering its best. The next person who walks through the door, on to the court or field or into the plant, was selected by you as surely as if you were in the interview making get the job offer. Retaining the manager you want may also keep you from getting the manager from Hell who may be lurking in the shadows waiting the right moment to assume the position you provide for them.

You may know him on both sides of this issue. People have come up to them and stated how unfair it was that they were no longer in the role. They went on to say they will never forget the things they taught them and how it made them a better person or manager. These comments were appreciated and well received. I’m curious; if it meant so much to them, why didn’t it show up in their performance. Why did she choose this year to deliver below prior years? Did they do everything within their power to keep the coach? Are there things that they could’ve done differently that could have led to a different result?

The manager, coach or leader is a part of the team. They set the tone for the velocity of the team and their ability to scale higher mountains of expectations. The team can be compared to a chain and sometimes the manager is the weak link in the chain and should be replaced. Sometimes, there are other individuals on the team that are not living up to their potential and the manager must develop them or remove them from the organization. Failure of the manager to make the tough calls may be an indication that they are not strong enough and should be replaced. In situations where the manager is highly regarded for their character, vision and leadership skills, it is imperative that this bears fruit in the performance of the team.

Post blog assignment

The next time you see a news story, where a person is being removed from a job, you may want to ask yourself a few questions and look for the evidence provided to justify the action.

• What did they do to deserve the termination?
• What information was given to support the action?
• What did the people who worked for them have to say about them?
• Was there evidence of being a good person, but not strong enough to make the tough decisions?
• What information was provided about the performance of the team or the department?
• Did you get a sense that the team was performing below its capabilities?

If you want to keep the manager you have, either as your boss or within the organization, you can contribute to this by performing at the highest level of your capability. This may spare you the inconvenience of complaining about the organization or feeling guilty about your culpability in the demise of your beloved leader, manager or coach.

How was the interview? How do you know? Just in time internal feedback

August 23, 2013 ~ Orlando Ceaser

I spoke to Leslie in spin class. Her daughter had just completed an interview. I asked how the interview went. She said, “The interview went well.” How did she know? What information did she use to support her opinion? Candidates strive hard to interview well and look for signs during the interview to gauge their progress. When the interview is over they walk out with a sinking feeling of regret, exhilaration because they think it went well or a numb, not so sure how it went, sensation. What can they look for during the interview to gauge progress in time to insert a course correction? What can they do to reach a desired outcome, whether it is the next interview or an actual job offer?

The Interviewers Lens

The interviewer knows what they are looking for in a candidate. They have a job description and a set of behaviorally based questions that sort out attributes to match traits, characteristics, competencies or skills required for the job. They also have their interviewing style. When I began interviewing I wanted to make the candidates feel comfortable. My approach was professional and light hearted, designed to put the candidate at ease. They in turn were relaxed and gave me all the information I needed. It dawned on me one day that the candidates were so comfortable they probably felt they nailed the interview and were waiting for the job offer. They were probably confused and devastated when they received the “no interest” letter indicating they would not get the job. I decided to change my style. I became more serious, intense and reduced eye contact. I became more of an interrogator and less of a friend. However, I was still professional and gracious in answering questions. The approach still gave me the information I needed, but left the candidates guessing and less sure of the outcome of the interview.

I interviewed an Emmy award winning producer, who was trying to convince me he wanted a career change for an entry level sales representative position. In the middle of the interview, with my new style, he interrupted my note taking. “How am I doing?” he asked. “Excuse me,” I responded. “I usually can tell how I am doing in an interview. But I have absolutely no clue with you,” he asked in earnest. “That is by design,” I said. “Rather than give you something that you think I like and then get more of that from you; I act in the middle of the road so that I can see the real you, which is actually fairer to you in the long run.” I had landed on a style that worked for me and gave me the opportunity to get the most from the candidate’s background. This also reinforced the notion that candidates were evaluating their progress during the interviews, looking for positive signs of performance.

“Interview in Progress”

Here are a few clues that candidates have used to assess their status in an interview.

• Follow up questions – The interviewer asked for clarification or more detail while seeming interested in their background – If the line of questioning is intense and prolonged the interviewers may not understand their answers or are not getting the information they are looking for.
• Laughter – The candidates may receive laughter or a smile to show they are genuinely pleased with their responses
• Challenging remarks – “You mean to tell me that…. Or are you trying to say………I thought you said…These statements suggest the interviewer wants clarity and consistency.
• Body language – The interviewer may lean forward showing interest, a pleasant look as they write notes after a particular comment
• A short interview – The interviewee can tell if the interviewer is under whelmed when they are given less time than in earlier interviews, less time than the earlier candidate or less time than they were told to expect
• Volunteering information on the next steps in the interviewing process , as well as pointers on how to improve performance in the next round with their company
• Additional rapport building questions and conversations at the end of the interview.
• Introducing prospective employees to other people in their company is often a good sign, especially if accompanied by glowing recommendations

The candidates go through many hours of self-study, organization research and mental preparation for the interview. It is reasonable to seek instant feedback by personally monitoring the interview.” How am I doing?” was a favorite question from Ed Koch, the former Mayor of New York City. The comments above may provide some data on progress, but the following words should also be considered.

• Be true to their interview plan and give it the most factual information possible to answer the questions
• If they are not sure about the question or their response, it is okay to ask for clarification or to ask if their answer addressed the question
• Present a consistent view of who they are and their background
• Be poised and confident, so that when they leave the interview, they will have an accurate picture of them (what they choose to do with that picture is up then)
• Do not take the results of the interview personally. They may have many more interviews before they land a job. They need to be in the right frame of mind for the long haul. Sometimes a strong interview may not land the job. It may take a while to get the right job.

Candidates must prepare extensively for the interview, execute their interview plan, answer the questions succinctly and prepare for the next interview. Invariably, their experiences will align with the right employer and they will be hired for the right assignment. How is the interview going? How do you know? Don’t worry about it. You will ultimately reach your goal. You are one interview closer to your goal. You should get the position, hopefully sooner than later.