Sure this book is about Starbucks, but it’s much bigger than that.  Michelli shows why Starbucks has become the coffee bean superpower of the world.  And it has nothing to do with the beans.  I guess that’s not entirely true, but their success is built much more around who is serving rather than what is being served.

I will admit, I have invested my fair share in the Starbucks brand but I never gave a thought as to what goes on behind the grinder, so to speak.  Michelli explores 5 Principles that give Starbucks the advantage over their competition and I for one, will pay much more attention to what is going on behind the counter next time I visit my local Starbucks.

Definitely a great look at what has made Starbucks so successful, but at the same time, the bar has been set very high for them to continue to live up to their reputation.

In this, the second of three posts, I will recap Michelli’s exploration of Principle 2 – Love To Be Loved and Principle 3 – Reach For Common Ground

PRINCIPLE 2 – LOVE TO BE LOVED

In a word, this section is about trust.  Both trust of the product and the service and more importantly, consistency in delivering them.  It’s not surprising that there is more content about the people than the product in this book.  That is where the trust is built.

Think about when you have purchased a product that you believed in but received less than stellar service.  You might stick with the product, but if your are like me, you will look elsewhere to get it.

“If you select people with genuine talent for serving others, give them opportunities to become more knowledgeable and passionate about your products, and insist upon product and consumer experience excellence, you are well on the way to gaining the pride and passion of customers.”

While in construction, I often chose service over cost because at the end of the day, I needed someone that would deliver WHEN they say they would and make me feel like I was their most important client.  I realize I probably wasn’t, but that doesn’t mean you can’t be treated like you are.  Truth be told, I was pretty loyal to those vendors.  Hmmmm!

PRINCIPLE 3 – REACH FOR COMMON GROUND

A deep look into the Starbucks way of connecting with their customers, explains much about the forward motion of the organization.  It’s one thing to communicate with your customer, but are you really connecting?  And I’m not just talking about words.

Starbucks looks at ALL aspects of the environment, the architecture of the store, the neighborhood, the customer base, and the competition.  These all factor into the experience that we have when we enter a Starbucks.

“The goal of leadership is to create the right environment for human connection to occur and to help staff members manage the inevitable issues that surface.”

There is certainly risk when you bring the human condition into the business model, but then again, if you want to be the best at what you do, you better be willing to risk something to get there.

I don’t want to feel invisible!

This is probably my favorite quote from this section of the book; “The number one request or desire of every human around the world is to be seen and heard.”  (Tweet This)

TODAY’S QUESTION:  How effectively have you sought partnerships while building your business and have you positioned yourself to provide services or products that are relevant to your market?

Click here to read Part 1

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Barry Smith  4/17/14   photo courtesy of amazon   © Building What Matters 2014

The post Leading The Starbucks Way – Part 2; Connecting With Trust appeared first on BUILDING WHAT MATTERS.COM.

Sure this book is about Starbucks, but it’s much bigger than that.  Michelli shows why Starbucks has become the coffee bean superpower of the world.  And it has nothing to do with the beans.  I guess that’s not entirely true, but their success is built much more around who is serving rather than what is being served.

I will admit, I have invested my fair share in the Starbucks brand but I never gave a thought as to what goes on behind the grinder, so to speak.  Michelli explores 5 Principles that give Starbucks the advantage over their competition and I for one, will pay much more attention to what is going on behind the counter next time I visit my local Starbucks.

Definitely a great look at what has made Starbucks so successful, but at the same time, the bar has been set very high for them to continue to live up to their reputation.

In this, the first of three posts, I will recap Michelli’s exploration of “The Starbucks Connection” and Principle 1 – Savor and Elevate.

THE STARBUCKS CONNECTION

The story starts with Howard Schultz stepping back into the role of Chief Executive Officer in 2008.  Schultz introduced his “Transformation Agenda” establishing a forward-looking vision that enhanced the companies established mission.  Michelli shares that:

“While the Starbuck mission was “to inspire and nurture the human spirit – one person, and one cup and one neighborhood at a time,” the transformation vision set an energizing and rallying objective, “to become an enduring, great company with one of the most recognized and respected brands in the world, known for inspiring and nurturing the human spirit.”

Whether you are a fan of the coffee or not, I guarantee you will look at the organization differently after giving this book a look.  The investment that Starbuck makes in their people is impressive.  Their commitment is to not only continually improve the product but the way they connect with the customer.  It’s not too hard to figure out why your local Starbucks is always full.

PRINCIPLE 1 – SAVOR AND ELEVATE

There are many great quotes about the Starbucks philosophy throughout, but the message is consistent.  Connect with your customer and create an experience that will be remembered long after that last sip from the cup.

This is done by being passionate about your product and the service provided to deliver it and do it in a way that inspires the customer to share the same passion.  Here is a great quote that represents the Starbucks culture:

“We take the ordinary … and give it new life, believing that what we create has the potential to touch others’ lives because it touched ours.”

It is clear that Starbucks culture is built around both the customer and the product and it’s hard to tell which is top on the priority list but one thing is clear, they are completely committed to make both the best.

This is probably my favorite quote from this section of the book; “all business settings are a stage from which all experiences emerge.”  (Tweet This)  What if we all looked at our business that way?  People are going to pay for your service or your product or both.  The real question becomes, will they enjoy it?  The answer to that will determine whether or not they come back.

TODAY’S QUESTION:  Your brand is really a representation of who you.  What are you doing to use that brand to create an experience that will get your customer or client to share in your passion?

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===> JOIN THE “LEADERSHIP BY INVITATION” LAUNCH TEAM <===

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Barry Smith  4/10/14   photo courtesy of amazon   © Building What Matters 2014

The post Leading The Starbucks Way – Part 1; Savor And Elevate appeared first on BUILDING WHAT MATTERS.COM.

Sinek, the author of Start With Why, provides a deep look into what creates the most effective teams and more importantly, what keeps them working together, even during the most difficult of times.

This is one of those books that will take you a little bit longer to read because so many thoughts require you to take another look, just to make sure you understood the power behind them.  A phenomenal effort by Sinek, Leaders Eat Last not only looks at the dynamic of the team but of the individuals that make up that team.

What really sets this book apart is Sinek’s unique look at why some people make good leaders and others don’t and the “why” behind the results they get.  In this post, the final of four, I will attempt to capture the basic thoughts of the eight parts of the book.

PART 7:  A SOCIETY OF ADDICTS

AT THE CENTER OF ALL OUR PROBLEMS IS US – A very enlightening chapter that explains a lot about some of the cultural problems we are facing and how they translate into the way we lead.  Our desire for immediate gratification has taken many of us off our A-game.  

Sinek makes a great observation when he says, “Leadership is about taking responsibility for lives and not numbers.  Managers look after our numbers and our results and leaders look after us.”  Seems like we currently have a shortage of leaders.

AT ANY EXPENSE – The demand for results, and achieving them now, has thrown us completely out of balance.  Dopamine is a good thing when taken in moderation.  Unfortunately, the recognition for achievement had created an addiction that is as contagious as the plague.  

I have to go back to one of the statements I made in an earlier post.  We have moved from a collaborative to a competitive culture and the desire, and demand, to keep up with the Jones’ has resulted in a somewhat overlooked epidemic of dopamine addiction.

THE ABSTRACT GENERATION – This chapter really hit home for me.  I have often described Generation Y as the entitlement generation.  I don’t know that I would go back on that statement entirely, but I do have a very different perspective after listening to what “Simon says.”

Our culture of immediate gratification has created a generation that expects things to happen now – so why wouldn’t they expect that?  The difference is that I understand more of the why behind their actions and attitude and realize that success will not come from changing them, but from embracing them and using the strengths they do bring to the table.

PART 8:  BECOMING A LEADER

STEP 12 – An interesting comparison the the alcoholics anonymous 12 step approach to recovery.  The great point made by Sinek here is that service is the key to breaking the dopamine addictions in our organizations.  Serving puts the real focus back on the people and not on the numbers and the interesting thing is that focusing on the people has actually shown to produce the numbers.

SHARED STRUGGLE – This was a great chapter!  The idea is that we ultimately perform our best when we are backed into a corner and have no other choice than to depend on those around us to get through the current challenge.  The power of working collectively as a team, sharing in the struggle, has a special way of bringing out the best in us.  Oxytocin anyone?

WE NEED MORE LEADERS – How about this gem from Sinek: “Leadership is not a license to do less; it is a responsibility to do more.”  We have lots of “leaders” in our lives, unfortunately not all of them are leading.

Sinek continues to finish strong, suggesting that leadership is about “committing to the well-being of those in our care and having the willingness to make sacrifices to see their interests advanced so that they may carry our banner long after we are gone.”  And then closes the book with what I consider a very powerful “call to action” for all of us …

LET US ALL BE THE LEADERS WE WISH WE HAD

– Simon Sinek (TWEET THIS)

We were honored to have Simon join The Platform Builders on a call this week as we wrapped up our mastermind study on the book.  All I can say is WOW!  He added so much value to our tribe in just a short while.  One golden pearl of wisdom and inspiration after another.  There will several takeaways but I will leave you today with this one, “True fulfillment comes from serving those that serve others.”  (Tweet This)

That statement came along with the story of his trip home from Afghanistan on a Military flight in which he shared the back end of the plane for nine hours accompanied by only the flag draped casket of a fallen soldier.  His reflection … “You want to talk about a life impacting experience that puts things in perspective!”  We still have much to hear from Mr. Sinek and I for one, can’t wait!

• Click here to read part 1
• Click here to read part 2
• Click here to read part 3

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===> JOIN THE “LEADERSHIP BY INVITATION” LAUNCH TEAM <===

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Barry Smith  3/28/14   photo courtesy of amazon   © Building What Matters 2014

The post Leaders Eat Last – Part 4; Serving Those That Serve Others appeared first on BUILDING WHAT MATTERS.COM.

Sinek, the author of Start With Why, provides a deep look into what creates the most effective teams and more importantly, what keeps them working together, even during the most difficult of times.

This is one of those books that will take you a little bit longer to read because so many thoughts require you to take another look, just to make sure you understood the power behind them.  A phenomenal effort by Sinek, Leaders Eat Last not only looks at the dynamic of the team but of the individuals that make up that team.

What really sets this book apart is Sinek’s unique look at why some people make good leaders and others don’t and the “why” behind the results they get.  In this post, the second of four, I will attempt to capture the basic thoughts of the eight parts of the book.

PART 3: REALITY

THE COURAGE TO DO THE RIGHT THING – Sinek tells the story of an air traffic controller that broke the rules and as a result, saved over a hundred lives.  The point of the story is that sometimes it’s ok to break the rules, because it’s the right thing to do.

The bigger point of the story is that we have created a culture of non-thinking rule followers that use those very rules to justify making the wrong decision just because “that’s what they were told to do.”  Sinek goes on to discuss the idea of trust and offers this great thought: “We don’t just trust people to obey the rules, we also trust that they will know when to break them.”

SNOWMOBILE IN THE DESERT – Another great chapter!  We are the most advanced creature on the planet and yet, have the most difficult time working collaboratively towards common goals.  Sinek suggests that people are not the problem in most cases when discussing our cooperative efforts.

Our culture is so competitive that in most of the environments that we work in, we are judged on personal performance.  This creates a natural condition pushing us to do better than the next guy.  Sound like looking our for #1 to me.  Create an environment in which your people can thrive, and they will!  (Tweet This)

PART 4: HOW WE GOT HERE

THE BOOM BEFORE THE BUST – This is Sinek’s look at how the economic health of the nation has impacted leadership.  The roaring twenties were a time of prosperity and wealth never seen before.  Then the stock market crash hit in 1929 beginning a depression lasting until nearly 1942.  Going to war is widely accepted as the event that pulled us out of that depression.

The point he makes is that like in anything, there has to be balance.  He makes a great comparison between the good times and the bad – at least from a leadership perspective.  The generations that have produced great security and stability have focused on leadership and service, not excess and consumerism.  Hmm, isn’t that interesting!

THE BOOMERS ALL GROWN UP – Sinek takes a look at the three stock market crashes we have endured since the baby boomers took over running government and business.  There has clearly been a shift to the idea that people are as disposable as products.  We have moved away from a strong sense of community and now focus on protecting “what is ours.”

This may be one of the strongest thoughts in the book – “There are smart executives running companies and managing systems, but there seems to be a distinct  lack of strong leaders to lead the people.”  I wonder if the leaders still exist but there no longer exists a job description that includes them.  Just sayin’

Here is Sinek’s bottom line that I take away from this section of the book.  “It’s not how smart the people in the organization are; it’s how well they work together that is the true indicator of future success or the ability to manage through struggle.”  

Read that again and just think about it for a minute.  Does it apply to your current environment?

• Click here to read part 1

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Click here to get a copy of my Kindle Book “The Manifesto Of An Influential Leader”

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Barry Smith  3/13/14   photo courtesy of amazon   © Building What Matters 2014

The post Leaders Eat Last – Part 2; A Leader’s Environment appeared first on BUILDING WHAT MATTERS.COM.

Sinek, the author of Start With Why, provides a deep look into what creates the most effective teams and more importantly, what keeps them working together, even during the most difficult of times.

This is one of those books that will take you a little bit longer to read because so many thoughts require you to take another look, just to make sure you understood the power behind them.  A phenomenal effort by Sinek, Leaders Eat Last not only looks at the dynamic of the team but of the individuals that make up that team.

What really sets this book apart is Sinek’s unique look at why some people make good leaders and others don’t and the “why” behind the results they get.  In this post, the first of four, I will attempt to capture the basic thoughts of the eight parts of the book.

PART 1:  OUR NEED TO FEEL SAFE

PROTECTION FROM ABOVE – Sinek starts out the book telling the story of pilot Johnny Bravo and about his courageous actions from the battlefield.  When asked why he risked his own life to protect the lives of his fellow soldiers, he simply responded “Because they would have done it for me.”  Are you willing to do for others what you would expect them to do for you?

EMPLOYEES ARE PEOPLE TOO – The second chapter is built around this great thought from Sinek: “The leaders of great organizations do not see people as a commodity to be managed to help grow the money.  They see the money as the commodity to be managed to help grow the people.”  Imagine that … focusing on people before profits. Isn’t that interesting?

BELONGING – Sinek introduces the concept of a “Circle Of Safety.”  We all want to belong to something and when a culture is created that not only provides the opportunity to be part of it, but also provides security and stability, then engagement, fulfillment and productivity go up as well.

YEAH, BUT … – This is a great chapter.  Sinek explores the idea that it is not extra work and long hours that stress people out, but rather the loss of control.  When we are able to control our environment, we are much more inclined to remain engaged and loyal to our team.

PART 2:  POWERFUL FORCES

WHEN ENOUGH WAS ENOUGH – If you are reading this, you probably already have more than enough.  In other words, your basic needs have been met and you are living more abundantly than most of the people on this planet.  Sinek begins to take a look at the physiological reasons that influence our thoughts and actions.

E.D.S.O. – Chapter 6 provides a clear picture of the four primary chemical incentives in our bodies and what happens when these chemicals are released.

• Endorphins – This chemical masks physical pain.  This is what makes you feel good after strenuous physical activity.
• Dopamine – This is the chemical that makes us feel satisfied, a sense of achievement or accomplishment.
• Sarotonin – This chemical provides a feeling of pride, respect or value.  This builds our self-esteem.
• Oxytocin – This is what enables us to form friendships, feel love, and build deep trust.

Sinek does a masterful job describing how all of these play into our role as a leader.

THE BIG C – No, not that one.  Cortisol is responsible for the stress and anxiety that we feel when something goes bump in the night.  It is our bodies way of telling us that something is not right.  The problem is that although it is a defense mechanism, it also puts strain on our body.  Using it to our advantage is the challenge.

WHY WE HAVE LEADERS – In order to function as a productive team, organization, or community, someone has to make the first move.  Someone has to lead.  Someone has to set a course in a new direction or we will simply exist where we are.  Someone has to make the first sacrifice so others can follow.

I know we are early in the year, but I have a pretty strong feeling that Leaders Eat Last will be one of my top books for 2014.  I actually had to good fortune to meet Simon Sinek earlier this week and hear him speak from the stage.

I can tell you this much, Sinek is the real deal.  In a crowded hotel lobby, he gave me his undivided attention and made me feel like the only one in the room.  He practices what he preaches and is consistent with his message.

Pulling from his highly viewed TEDTalk video, “People don’t buy into what you do, they buy into why you do it,”  (Tweet This / Post to LinkedIn) Leaders Eat Last will fill you in on the “why” that leaders use to lead.

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Click here to get a copy of my Kindle Book “The Manifesto Of An Influential Leader”

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Barry Smith  3/6/14   photo courtesy of amazon   © Building What Matters 2014

The post Leaders Eat Last – Part 1; The Forces That Keep Us Safe appeared first on BUILDING WHAT MATTERS.COM.

Self-confidence is one of those funny things.  You don’t really understand it until you get it.  No, not “get it” like understand it, I mean get it like “get it.”  Self-confidence is a process and a difficult one at that.  Our culture does several things to keep you from getting it as well as giving it to you under false assumptions.  Let me explain.

First, the world we live in teaches that failure is bad and that the more you fail, the worse off you get.  If you have been reading any of my posts lately, you know that failure is actually a means to success.  From failure we not only learn the wrong way to do things, but we also learn that doing things wrong is ok because we can learn from those “failures” and build our confidence from the lessons learned.

Second, our society has gone overboard to make sure that everyone feels good.  Somehow by rewarding people, especially children, for everything they do will somehow build up their self-esteem and self-confidence.  Well I suppose it will short term, but what happens when they get into the real world where simply “participating” get’s you just about nothing?

You can choose to agree or disagree with my comments in the previous two paragraphs but the bottom line is that “authentic” self-confidence is the only thing that will provide lasting results.  So let’s take a look at the idea of self-confidence.

WHY DO I NEED SELF-CONFIDENCE?

Self-confidence is the tool that allows you to be you.  Not just you, but the best you that you can be.  We all have beliefs and those beliefs make up who we are.  The problem is that when we don’t have the confidence to “walk our talk” it results in a less authentic model of who we are. Maybe even someone we are not.

WHERE DO I GET SELF-CONFIDENCE?

You build self-confidence by doing the right things at the right times no matter what other people will think.  If this is a new concept for you, it won’t be easy at the beginning.  But continue and people will recognize you as a trusted, respected individual.  Even if they don’t agree with you, they will appreciate the fact that you actually believe in something and are willing to stand behind it.

WHAT DO I DO WITH SELF-CONFIDENCE?

Do you consider what other people will think of you when you speak or act in a certain way? Or are you so totally convicted by what you believe in that you will do what you do and say what you say regardless of what other people think.  Now I am not saying don’t be respectful or courteous, just be solid in who you are.  That is what self-confidence does for you.  As my mentor John Maxwell has taught us; “you cannot give what you do not have.”

Go back to the title of this post.  What would you try if you had the confidence to do it?  I know there is at least one thing.  Did you know that most people have more regrets for things they wanted to do and didn’t than things they did do and wish they hadn’t? [Tweet This]

Simple challenge for you today folks.  Make a list of the things you want to do but have not had the self-confidence to do, pick one, and GO DO IT!

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Barry Smith   12/9/13   photo by author   © Building What Matters 2013

The post If I Had The Self-Confidence To Do It, I Would _____________! appeared first on BUILDING WHAT MATTERS.COM.

If you have read any of Miller’s recent work, you know that he has a unique way of building a story around the premise of the book and in effect, brings the lessons and the story itself to life.  The Heart of Leadership is a follow up, at least as the story goes, to “Great Leaders Grow” (read my review of Great Leaders Grow).

Blake, who got off to a great start as a young leader now finds himself stuck.  Stuck in his job and stuck as a leader.  He turns back to his mentor Debbie, who had previously been mentored by Blake’s father before he passed away.

Debbie introduces Blake to 5 professionals that take Blake on a journey to find what he has been missing to take his leadership to the next level.  He has been missing The HEART of Leadership.

So let’s take a look at just what it is that makes up The Heart of Leadership.

HUNGER FOR WISDOM

Leaders recognize that if they want to be effective over the long haul, they need to be life long learners.  They need to commit to not only increasing their knowledge but their relational skills as well.  Be self confident and consistent in your beliefs and values but always be open to input, new ideas and the views and opinions of others.  We can always learn, even in our failures and difficult times.

EXPECT THE BEST

Miller states it very well; “To expect the best is an attitude, a belief, a choice, a lifestyle and a trait that virtually every successful leader possesses.  We believe the best about others and about ourselves.”  What a powerful statement.  Expecting the best is about attitude and as we all know, attitudes are contagious.  Leadership character is about having a positive attitude and creating a culture that expects and produces the best.

ACCEPT RESPONSIBILITY

There may be no greater leadership character trait than owning your actions, and not only your actions, but the actions of the entire team.  John Maxwell says that “everything rises and falls on leadership.”  Miller makes it clear that accepting responsibility, for both the good and the bad, needs to fall on the leader.  Along with that, praise needs to be shared whenever possible.  Leaders with heart give the credit to others and find their success in the success of their team.

RESPOND WITH COURAGE

Miller pulls a quote from Dr. Henry Cloud; “Leaders get what they create and what they allow.”  [Tweet This] It takes courage to create.  Often times, leaders are faced with making difficult decisions.  Responding with courage, and doing it consistently, will shape your leadership character and help to build trust.  Courage is a product of confidence and confidence comes from believing in yourself.

THINK OTHERS FIRST

Leaders need followers and a leader’s responsibility is to turn those followers into other leaders.  This only happens when the leader focuses on the success of those he is leading. Miller puts it like this; “It’s about who is responsible for what, and how can I, as the leader, help people to be successful?”  Miller makes a valuable point that if we are to become servant leaders, we need to spend time with other servant leaders and learn how they think and understand the real reasons why they do what they do.

I think the biggest takeaway for me from this fine work was the example of an iceberg that Miller uses to describe leadership.  The 10 percent above water represents your leadership skills – What you know.  The 90 percent underwater represents your character – Who you are.  We often judge people for what they know but the true heart of leadership comes from your character – this is the heart of leadership.

I love this quote from the author; “It is ultimately leadership character that determines our opportunity for influence and impact.“  So today I have a challenging question for you:  What is included in the 90 percent of your iceberg?

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Click here for a 3-Video Series from John Maxwell and Les Brown being “Authentic and Transparent”

Click here to listen in on October 30th as John Maxwell shares how to “Influence through Connecting”

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Barry Smith    10/24/13   photo courtesy of Amazon   © Building What Matters 2013

The post It Is Character That Defines “The Heart Of Leadership” appeared first on BUILDING WHAT MATTERS.COM.

Dr. Cloud does an incredible job providing insight on why some people get results and others don’t.  Simply stated, when we invest time beyond the boundaries “we should have” we reduce the results we achieve along the way.

Dr. Cloud has taken a complex issue and has broken it down into simple terms that every leader should be able to embrace and implement into their leadership and life style.

This will be the final of three posts exploring what it takes to lead teams, companies and cultures defined by high performance and healthy relationships.

HIGH-PERFORMANCE TEAMS

Dr. Cloud sums up the power of “high” performance teams with this statement; “Nothing drives strong teams like great performance, and what drives strong performance is a commitment to a shared vision and shared goals with behaviors and relationships aligned with reaching those goals.”

Basically he is saying that high performance teams work together on the right things at the right times.  This really only comes through focusing on the things that you can control and with the clarity and focus of working on them in a strategic and specific manner.  It comes down to having the right plan and working that plan.

TRUST MAKES THE TEAMS ABLE TO PERFORM

Dr. Cloud focuses this chapter on the importance of trust as related to team performance.  He provides his five most important components:

Connection through Understanding – Of course it is important that we “get it” – but more important is that the other person understands and believes that we “get it.”

Motivation and Intent – We have all been there – someone offers their help or assistance but you know that their motivation is solely because they want something in return.  Trust is build when there is no expectation of anything in return.

Character – There are many attributes that can describe character but in building trust, “who you are” becomes much more important that what you do or what you can provide.

Capacity and Ability – Intentions are great, but follow through is where we build, and lose trust.  Part of the trust building process is being able to identify what you can actually deliver – and deliver it.

Track Record – No surprise here; what you have done in the past, in this area, is a predictor of the future.  It doesn’t have to be, but that is the way it will be perceived. Perception is Reality anyone!

BOUNDARIES FOR YOURSELF

This is great – Dr. Cloud gives us a Law of Leadership: “The higher you go in leadership. the fewer external forces act upon you and dictate your focus, energy, and direction.  Instead you set the terms of engagement and direct your own path, with only the reality of results to push against you.”

Read that again – remember, this book is about boundaries.  As leaders, we are the only one responsible in setting our own boundaries.  That being said, understanding what those boundaries will, or will not allow in is crucial.  I like to think of it like this – boundaries set the perimeter, but we still need to position ourselves so we can “see over the fence” to stay aware of what is going on “outside.”

I strongly encourage any and every leader to pick up a copy of Boundaries For Leaders. Dr. Cloud provides frameworks throughout the book that can be easily applied to your leadership role.

It has been said that the greatest gap we deal with in life is “The gap between what we know and what we do.”  If you want to start applying more of what you know into increasing what you do, you need to have boundaries.

My challenge today:  Take a look at what is currently on your plate and make the decision to set some boundaries that will allow you to put more focus and energy into the things that you have to do that have to be done now.

• Click here to read Part 1
• Click here to read Part 2

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Click here for a 3-Video Series from John Maxwell and Les Brown being “Authentic and Transparent”

Click here to listen in on October 30th as John Maxwell shares how to “Influence through Connecting”

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Barry Smith    10/23/13   photo courtesy of Amazon   © Building What Matters 2013

The post Boundaries For Leaders – Part 3: High Performance Teams appeared first on BUILDING WHAT MATTERS.COM.

I grew up thinking that being a character was a bad thing … a trouble maker, an instigator, basically one who thrives on creating chaos.  It was not until later in life that I understood what character is all about.

You have probably heard the expression; “true character is how you act when nobody is looking.”  That may be true but what about when they are looking?  I won’t dispute the merit in that statement and I believe that it is probably true.  But I think the more important point is that who we are when nobody is looking shapes who we are when we are being watched.

I look back at my life and could easily site several times when acting as a character I was clearly acting without character.  Fortunately, I can say that those experiences have given me a good understanding of the difference between the two.

So how important is character?  Well, let me tell you what I think.  Character trumps just about every other personality trait we can have.  Why?  Because everything else flows through this idea.  People of poor character are seldom trusted or respected.  People of poor character are not committed or dependable.  People of poor character may equally demonstrate values in ethics or morals.

Simply put, if you lack character, you will lack the skills needed to be a leader.  Now maybe you are thinking “so what, I am not, nor do I want to be a leader anyway.”  Well let me share a little insight with you.  John Maxwell says that “Leadership is influence, nothing more, nothing less.”  He also says that “Everything rises and falls on leadership.”

You may or may not agree with those statements, but let me ask you a question.  Do you ever try and influence others to agree with you?  Have you ever tried to persuade someone to believe what you believe?  Thought so!

Here is my point.  Character represents who you are.  It doesn’t matter what you do, your ability to influence others is going to boil down to their perception of your character.

So how do you demonstrate strong character?  Simple – start by doing the right thing.  If you want to have more influence and heaven forbid, be an influential leader, you need to do more than just the right thing, you need to do the things that you don’t have to do.

Look around and see who you believe is an influential leader.  My bet says they are doing things that they don’t have to do.  Non-profit work.  Community involvement.  Donating time to help those lacking the knowledge or resources to do something on their own.  The list goes on.

No, you don’t have to do these things but guess what?  People of high character, no matter where you are, will be doing things they don’t have to do.

So let me ask you a question; “If asked, would someone who knows you refer to you as a character or a person of character?”  They don’t have to be mutually exclusive but they better be individually identifiable!

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SAVE THE DATE:  On October 10th, John will be doing a WEBCAST to teach from his new book and introduce the Maxwell Leadership Assessment.  CLICK HERE TO REGISTER FOR THE WEBCAST

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Barry Smith    10/7/13   photo by author   © Building What Matters 2013

The post Being A Character Does Not Mean You Have Character appeared first on BUILDING WHAT MATTERS.COM.

Rarely do I read a book in which I am not familiar with the author or the content.  In the case of Give and Take, I’m glad I did.  Grant has taken a very unique look at the difference between givers and takers and how different paths lead to different results.

This will be the first of three posts in which I will briefly summarize each of the nine chapters.  Grant suggests that most people fall into one of two categories; givers and takers.  Matchers are the in-between group and operate on the principal of fairness and strive to preserve an equal balance of giving and getting.

GOOD RETURNS – The Dangers and Rewards of Giving More Than You Get

In the first chapter Grant lays out the basic differences between givers and takers and sets up the entire concept with this:

“According to conventional wisdom, highly successful people have three things in common: motivation, ability and opportunity.  If we want to succeed, we need a combination of hard work, talent, and luck.”  Then he offers up the fourth ingredient – “success depends heavily on how we approach our interactions with other people.”

He goes on to define givers and takers but really get’s you hooked when he explains that it is givers who sit at both the bottom and the top of the success ladder.  Only a third of the way into the book, this one is already hitting home.  Givers do start out at the bottom, but there is a clear path to success that Grant spells out.

THE PEACOCK AND THE PANDA – How Givers, Takers, and Matchers Build Networks

In chapter two, Grant takes a look at how givers, takers, and matchers develop fundamentally distinct networks, and why their interactions within these networks have different characters and consequences.

Grant explores the idea that networks come with three major advantages: private information, diverse skills, and power.  “By developing a strong network, people can gain invaluable access to knowledge, expertise, and influence.”  Do those sound like important elements to success?

THE RIPPLE EFFECT – Collaboration and the Dynamics of Giving and Taking Credit

In chapter three we find Grant exploring how the differences between givers and takers affect individual and group success.  Grant tells a few stories about some of the great influencers of our past and draws this conclusion:

“Americans see independence as a symbol of strength, viewing interdependence as a sign of weakness.  This is particularly true of takers, who tend to see themselves as superior to and separate from others.”

“Givers reject the notion that interdependence is weak.  Givers are more likely to see interdependence as a source of strength, a way to harness the skills of multiple people for a greater good.”

This book has pushed me to really take a hard look at my motives and actions regarding giving and taking and I think that there are two types of giving that we need to focus on.  Grant suggests that if you have the opportunity to give to someone else and it will take five minutes or less – just do it.  I have found that most of this type of giving falls into the “random acts of kindness” category.

The second type of giving is more strategic and planned out but still falls into the giving category.  We all need to create and income to survive and I believe that to be successful, you need a strategy.  There is nothing wrong with doing something “free of charge” or “paying it forward” as they say, but you can do these things with an end goal in sight.

So you probably already know the question for today; “Are you a Giver or a Taker?”  If you are not sure, or want to see what Grant thinks, click here and take The Give And Take Assessment.

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Barry Smith    8/7/13   photo courtesy of Amazon   © Building What Matters 2013

The post Give And Take – Part 1: Does Generosity Hold You Back? appeared first on BUILDING WHAT MATTERS.COM.