• The best advice I ever got
  
• Do I have to be liked to be successful
  
• Can culture be a competitive differentiator
  
• Resiliency – the secret ingredient in 2010
  
• Strategic Alignment – the key to reviving the organization
• Authenticity 2.0
  
• Don’t bully accountability – live it
  
• Ethics in action
  
• One of your greatest assets
  
• The power of “and”
  

As you know, 1/11/11 marks the beginning of our exciting Aspire to Fly offerings. This series will introduce you to several new sources of inspiration and insight, as well as continuation of the popular A Fine Line and Between The Lines series. The components of this series include:

• A Fine Line, a daily message and quick “B12 shot”
• Weekly pod-casts to “Get Off the Ground”
• Weekly “Smooth Landing” blogs to inspire and inform
• Monthly Between the Lines™, articles covering relevant topics on business strategy, leadership and team challenges, and other individual and professional development topics
• Quarterly video interviews “From the Cockpit” with subject matter experts on business and industry trends, and all topics relative to alignment within an organization and yourself
• Two webinars with me mapping out a “Flight Plan” discussing relevant business issues, leadership concerns, economic opportunities, and other best practices

As we embark on this new year together, I encourage you to subscribe to this series to continue receiving A Fine Line and Between The Lines, as well as all the other tools mentioned above.

Thank you to each of you for your interest and support and best wishes for a healthy and prosperous new year! We look forward to you joining our “flight crew” as we embark on our 2011 journey together!

As true transformational leaders, in order to accomplish our mission, it is critical we spend our time doing the right things. We know this; yet, we often struggle with what is most important, how to prioritize, and how to keep our eye on the ball when distractions arise which they invariably do.

A few thoughts to consider and discipline ourselves around:

1. Manage and filter the interruptions

I recently read an article which touted that we spend only about 10 minutes on a task before we are interrupted by various issues. How can we curb these interruptions? What if we turned off our phones, asked our team to do the same, and instill a mutual respect for ‘sacred time’ to actually get work done? What if we actually say ‘no’ when these distractions arise? I know what you are thinking, how can we say no to our bosses? I am certainly not suggesting that is the standard answer every time; however, there are scenarios in which we must say no. A book I have found especially helpful, The Power of the Positive No, gives excellent tips on how to say ‘yes’ while saying ‘no,’ while preserving a strong relationship with the other party. Check it out.

2. Stop the multi-tasking.

The Center for Brain Health in Dallas, actually states that multi-tasking is one of the worst things we can do to maintain brain health. The sad reality is that the trend for multi-tasking is going up not down. With the increase of PDA’s, email, texting, working mothers, and the quest for ‘work/life balance,’ the quest for balance has lead to just doing more at one time, versus prioritizing and saying ‘no.’ One study has actually stated that our IQ’s can fall as much as 10 points, when we are juggling so many projects. Of course, that leads to ineffective leadership, production, and overall results. We need to make a commitment to stop the multi-tasking. We need to focus. We need to choose one project to work on at a time. Have one centered conversation at a time. Leave our phones in the car or at least turn it off when meeting or visiting with another person. Show them the respect they deserve, and that we would want, if we were in their shoes.

3. Focus and stay disciplined to the chosen priorities.

This is where it gets tough. Everyone is pulling on us to do ‘this, that, or the other’ now!  I get it. What I know for sure is that if we allow everyone else’s priorities to dictate 100% how and when we spend our time, we will never get where we want to go. Period. We have to be ruthlessly determined to focus on what we believe we need to do to achieve our goals. We have to plant our flag as to where we are going, determine our plans and our goals on how we are going to get there, and then, publicly state where and how we are going to spend our time to get there. By stating the ‘what and the how’ of where we are going publicly, it makes it much easier to say ‘no’ when distractions arise.

4. Feng shui your office and your mind.

This is probably the single most effective way to help clarify where to spend your time. Recently, I spent time (yes, the asset in which we are discussing) completely clearing out my office, my outdated files, and my next month and Q4 plans for the remainder of 2010. I found myself struggling to keep up with all the projects I have underway, and my  ’piles’ and ‘folders’ were simply not working for me anymore. I was frustrated, stressed out, and was working every weekend trying to keep up. Sure, we all have our way of organizing, which is up to you. My point is do it. Organizing papers, searching for contacts and not having a clear way to find information can simply exhaust and zap our mojo. Recently, I revisited Stephen Covey’s First Things First to develop a leadership development workshop, and it was a fabulous refresher.

At the end of the day, it takes guts to make the hard calls as to where to spend our time, and when to say ‘no.’ It is all about declaring where we want to go, what are the few key things we must do to get there, and prioritizing how we will get these things done. Then, we must continue to verbalize this to ourselves and our troops to keep us focused, committed and to avoid the distractions which are guaranteed to present themselves.

The days of plentiful donations for non-profits are gone. Double digit growth, for most companies, is a friend of distant past. Layoffs are a standard practice. They are trying to get more done with less. They are trying to rebuild and revive business using existing resources, which are scarce. Individuals are scared – they have seen what has happened to their peers and they are waiting for the other shoe to drop. This is a paralyzing condition. Many individuals are frankly treading water, keeping their heads down, and hunkering in their fox holes  – scared they will be the next ones to get ‘the boot.’ Many times this paralyzing paradigm is not obvious to the leaders, it is a hidden cancer that is growing wildly – yet is slowly eroding any productivity or remaining passion the collective organization had.  What happens to organizations when this becomes pervasive?

In a nutshell: they implode. Their worst fears become their reality. Believe me; I am seeing it across all industries – schools, healthcare institutions, and businesses. The executive leaders are struggling to keep the energy alive, the focus disciplined, and the passion energized, while facing the harsh realities of their situation. It is hard.

There is no standard answer to remedy this situation. Each organization must handle the challenge of rebuilding and reviving their teams in ways which are most appropriate for their cultures. There are, however, a few basic pillars which I have seen work regardless of the organization. These pillars, augmented by additional leadership coaching, mentoring, and other culture-enhancing strategies will help lay the foundation to weather and rebuild for the future.

1. Create a collective vision and mission. At the end of the day, all organizations are made up of people. These people need and want to tie their work to something bigger than them. They want to be part of making a difference in whatever industry or organization they are a part. It is simply not enough to ‘have a job’ and ‘be grateful to be among those still standing.’ They still want to be part of a team, pulling together toward a common goal. It is as simple as that. Building this vision – collectively, not in isolation is the first step. This is a vision which each person can buy into and get behind – which will lead to increased productivity, optimal use of time and talents,  and retention of strong talent (physically and mentally). It must be real. It must be sincere. Once leaders tap into this power by creating an environment where individuals are valued and have grasped hands with their peers to deliver performance against all odds toward this common vision … the results are staggering.
2. Look the tiger in the eye. No one likes or respects a Pollyanna leader. Employees are smart. They typically ‘get’ when something is wrong before anyone even publically acknowledges it. The most effective leaders tell the truth about the obstacles facing the organization. They own the reality. By doing so, they build trust with their teams, and reinforce that they are in touch with the situation. This is not to say that they are pessimists or naysayers, quite the opposite. They face the facts AND then set a clear direction on how they are going to move forward. As William Bridges has said so aptly in his book, Transitions, it is impossible to move away from the past, until we have a destination of where we are going now. It is the leader’s job to help reinforce that direction through actions, support, and ongoing communication to the troops.
3. Cheerleaders versus bullies. Too often, overzealous or rookie leaders, in the name of pushing change, become drill sergeants in driving that change. In hard times, when the pressure is paramount, they lose perspective. Everything becomes insignificant to ‘driving the change’ through brute force if necessary. Of late, I am seeing this so often – again, in all industries – schools, technology companies, and non-profits. The stakes are high. Jobs are on the line. Results are the metric. So, at all costs, the leaders are pushing for change, with sticks not carrots. From my perspective, this is clearly not the right balanced recipe for success. Sure, we need to hold individuals accountable for delivering results and eliminating the poor or even middle-of-the-road performance. However, this is not done effectively – or with any long-term or sustainable results – through bullying or duress to the team. Read my post from a few weeks ago for a few perspectives on how to effectively build accountability into the organization. This is the time to build hope, reinvigorate collective passion, and have one on one compassionate, authentic conversations with the team. It is the time to build trust, listen to the teams’ concerns, and provide support – even if the leader feels it is ‘beyond the scope of their job.’ That is irrelevant. Unusual challenges require leaders to tailor their behaviors to respond to these needs. Period.

My entire business has been built on the concept of Alignment: the power of the aligned individual, the aligned team, and the aligned organization – around common visions, goals, and collectively aligned efforts.

As leaders, we must realize we need to do just that: we lead the team. We lead through tough times and transitions by supporting that unified vision, listening and investing in the capabilities of our teams, and responding through positive reinforcement to keep the momentum going. The strength and power of effective leadership represented through strategic alignment of our directions, our people, and our processes will deliver sustainable change and results.

In working with Noel Tichy over the years, one of the primary principles we teach as part of his seminal work regarding having your own ‘Teachable Point of View’ is the component of ‘values’ within yourself, your team, and your company. An organization’s foundation may be its strategies and goals yet, the cornerstone for any organization or company is its values.

That is what makes up a company’s culture. The values inherent within that company, and more specifically, the way folks get things get done IS a company’s culture.  Frankly, most employees and even the leaders within the company have a hard time putting their finger on how to describe the culture of their company. They may be able to label it with a catch phrase – such as Hewlett-Packard’s “the HP Way” or Southwest Airline’s “Company Spirit.” And yes, they will be able to attest that a ‘good’ company culture can make working there fulfilling to the employees of the company. You will have strong employee retention, good morale, and just a common language, belief and attitude which everyone will march to on a daily basis.

What I want to propose is even greater than that. I believe an organization’s culture is the competitive advantage for these organizations. An organization’s culture is their core. It is ‘how they act in the dark as well as the light.’ It is who they are. Period.  And when this core is solid so are the results in the market.

Is there an easy way to build, improve, or transform an organization’s or a company’s culture?

In a word: no.

It takes time, commitment, and unrelenting desire from the top down through the ranks to make the change. Many books have been written about this phenomenon. Two of my favorites: Awakening the Corporate Soul celebrates its 10 year anniversary printing this year and Corporate Culture Performance by John Kotter is the gold standard around this subject and a ‘must read’ for corporate leaders who are wanting to transform their culture.

So for a full deep dive on cultural transformation:  read, read, read.  Then, consider these three basic foundational steps to move forward.

1. Learn what reality is in your company. Interview people – from every level within the organization. Face the truth. Look the tiger in the eye. Listen – really listen – to what is being said and also pay attention to the unspoken words, as well. Once you understand what ‘reality’ is then you can understand what is missing, what the gaps are, and determine how to fill those gaps. A key mistake many companies make at this step is they begin to define values as the magic elixir to cure all ills without aligning these values to the behaviors they need and want to see. Values become nothing more than words on a plaque or in the annual report. For example, if your teams don’t know what teamwork looks like, how can they become a good team player? 
2. Align the values and associated behaviors to the overall corporate vision, direction, goals, and metrics for success. Too often these values stand alone and are not aligned to where you are taking the organization. They need to be fully integrated, incented, and visible to the overall strategies and goals of the organization. When values and behaviors are embraced, they need to be publicly celebrated. Leaders have the opportunity to highlight business successes directly aligned with the new values and associated behaviors.
3. Finally, continue to evaluate, modify, and tweak  to reflect what leadership is trying to create within the company. Like life, culture is a growing, evolving organism. It takes commitment and ongoing leadership to integrate the values and behaviors throughout the organization. It starts at the top and the senior leaders need to walk the walk. In addition, they need to hold members of their team accountable to these values and behaviors. If there is any deviation within the ranks, the culture is only as strong as their weakest link.

So, can culture really be a competitive differentiator within the company and to its target markets?

Absolutely, Yes!

I will share only one benchmark with which I have personal experience.  I want to give credit to a fellow HP colleague whom I have never met (Ignacio Cantu), yet who recently offered this astute observation of the culture of Hewlett-Packard, its ability to differentiate HP in the market, and his personal experiences while working there for 31 years:

“After 31 years from a start in Palo Alto… I learned the following:

The HP Way is a set of behaviors that result in a company that is better and different than all the others. The basic value is the unique and powerful relationship between the company and its employees that renders championship/winning results for customers. It is based on a deep, sincere trust, positives, and inspiration not dysfunctional directives, fear, and intimidation. It has the following 3 inspiring factors:

1. Innovation: For market and workplace and makes a fundamental contribution to the marketplace and in the workplace.
2. Superior Value: For customers – hence, a sustainable profit to the company.
3. Ethics: Integrity and respect – hence treatment and inclusion for everyone…employees, customers, and partners)

We are different and better than all the others….The HP Way.

Like the constitution of the United States and other great doctrines, it stands the test of time and should not be tossed aside for the latest management fad or trend. Doing this will reduce the company to become the same as all the other brands.

If the employee cannot answer the question “what makes HP better and different than all the other companies?” Then there is no sustainable differentiation in the market or at work. The ability to innovate and win is an emotional, inspirational act that can only be maximized by bringing out the best in every single employee. Leadership is not about directives, caustic behaviors, and spiteful acts of self promotion. Nor is it who talks more than they listen….it’s more about those at the top listening to those closest to the jobs affecting customers the most.

While the HP Way may no longer exist inside HP, it will forever remain in the DNA of those who lived it and will positively affect the companies and people we interact with every single day for the rest of our lives. Thanks Bill….Thanks Dave…

This individual could not have said it more perfectly. Culture can make a company and any organization different. And when a company or any organization really gets it right, it will change the fabric of the individuals within the organization and those with whom it associates for life.

What an imprint. What a ripple effect. And what a way to create a sustainable differentiation in a world crowded with mediocre attempts.

So today, we are going to explore the concept of ‘resiliency’ and how embracing change with a resilient attitude and approach can redefine our trajectory and ultimately our outcomes in the face of change!  Let’s start with a story in which many of you may be familiar:

A young man went to his mentor and told him how difficult things at work had become. He did not know how he was going to survive all of the change that was happening around him and demands that were being put on him. Every time he felt he had successfully navigated one change, another even bigger one was fast on its heels. Every time he met one demand, another one was put on his already “full plate.” He was struggling to be upbeat, positive and a team player, and he knew his boss and co-workers were aware of his trouble.

His mentor told him to meet him in the employee break room that afternoon. The young man wondered what could possibly help him that was kept in the break room; nevertheless, he went. His mentor had already arrived with several supplies. He filled three pots with water and placed each on a burner on the break room stove. Soon the pots came to boil.

In the first pot he placed carrots, in the second he placed eggs, and in the last he placed a bag of ground coffee beans. He let them sit and boil, without saying a word.

In about twenty minutes he turned off the burners. He fished the carrots out of the water and placed them in a bowl. He pulled the eggs out and placed them in another bowl. Then he ladled the coffee out and placed it in a third bowl.

Turning to the young man, he asked, “Tell me what you see?”

“Carrots, eggs, and coffee,” he replied.

The mentor brought him closer and told him to feel the carrots. He did and noted that they were soft.

The mentor then told the young man to take an egg and break it. After pulling off the shell, he observed the hardboiled egg.

Finally, the mentor asked the young man to sip the coffee. The young man smiled as he tasted its rich aroma.

The young man then asked his mentor, “What does all this mean?”

The mentor explained that each of these objects had faced the same adversity: boiling water. Each reacted differently. The carrot went in strong, firm, and unrelenting. However, after being subjected to the boiling water, it softened and became weak. The egg had been fragile. Its thin outer shell had protected its liquid interior, but after sitting through the boiling water, its inside became hardened. The ground coffee beans were the most unique. They had changed the water.

“So which are you?” asked the mentor. “When change knocks on your door, how do you respond? Are you a carrot, an egg, or a coffee bean?”

“Which am I?” the young man asked himself.

Am I like the carrots that seem strong, but, with challenge, wilt and become weak and lose strength?  Do I become the one who fails to take ownership, makes excuses for being weak and ineffective and looks for others to blame?

Or am I like the egg that begins with a malleable perspective on the inside, but changes with the heat? Did I allow the change to make me hardened?  Am I bitter and refuse to communicate, staying in my shell and disengaging?

Or am I like the coffee bean? The bean actually changes the hot water. When the water gets hot, it releases the color, fragrance and flavor. The coffee bean is the one who looks at change and demands as a way of bringing out its best. It sees the uncomfortable nature of change and charges ahead anyway, knowing that the reward is delicious.

I love that story! It goes without saying that last year brought change like many of us have never experienced in our lifetime. It also is fairly safe to assume this decade will continue to introduce change, possible adversity or, if we choose – opportunity. Which one will you choose to be – the carrot, the egg, or the coffee bean?

We can learn a lot from role models – both individuals and organizations – who have taken the inevitable constant of change – and met it with a strong set of eyes. Consider these examples:

• A dowdily dressed Susan Boyle set an example for people everywhere by refusing to let limitations and other people’s expectations strand her on the sidelines of life. She walked onto the stage of Britain’s Got Talent amid boos and laughter but took the world by storm. Her popularity, fueled in part by a Youtube.com video of her riveting performance of I Dreamed a Dream, led to a breakthrough career for this 48-year-old Scottish singer. Her first album has broken all records for a new release and has now gone triple platinum.
• In the late 1800’s, Helen Keller, born deaf and blind, became the first deaf/blind individual to graduate from university – and ultimately publish over 12 books. She was a noted speaker and activist and ultimately won many awards for activism for people with disabilities.
• Anne Frank, the young Jewish girl who lived for over two years in the back of a storeroom in Nazi Germany to avoid capture and death; and whose resilient spirit and book has been interpreted into many languages and is now one of the most widely distributed books in history.
• The Burmese political prisoner Aung San Suu Kyi was confined to her home for 14 out of the past 20 years for founding the Democratic party in her country to help free the Burmese people and encourage democracy.
• Nelson Mandela, the President of South Africa was imprisoned for 27 years on Robbins Island due to his efforts to end apartheid. Ultimately he won the Nobel Peace Prize and helped to lead his country into a multi-racial democracy.

These are just a few diverse examples of individuals and leaders who have weathered rough storms to set incredible examples due to their resilient spirits, their ability to ‘bounce back’ and endure despite unimaginable odds. And look at the impact they have had on the world!

What about companies and organizations? The current economic climate is not for the faint of heart. Who will survive the face of change in this decade? Let’s take a look at just a few of top 50 companies from 2009, as referenced in Business Week – who have shown incredible creativity and resiliency in the face of market changes:

• Coca Cola: In a hard year for fizzy drink makers, COKE gained luster. Credit the über-successful Coke Zero, a no-cal beverage with a more macho image than Diet Coke. It changed to respond to its buyer’s needs and wants.
• General Electric painted itself green with its “ecomagination” crusade. Now it aims to color itself healthy by pushing health-care solutions in underserved markets. It is virtually re-inventing itself to capitalize on the market movement and momentum toward ‘green.’
• The downturn heightened the appeal of McDonald’s low-priced fare, particularly in Britain and France, while new McCafé coffee drinks have perked up sales. They are taking the opportunity to expand and broaden their product offering.
• Hewlett-Packard extended its lead over Dell and weathered the economic downturn better than most tech companies, thanks to its acquisition of services provider EDS. Reinvention – expansion of offerings – and again, changing the game to their benefit.
• As marketing restrictions tighten in the U.S. – and the ‘health craze’ threatens most tobacco companies, Marlboro continues to push hard in emerging markets from Asia to Russia and win over millions of smokers.
• American Express was hurt by the financial crisis and so many of their accounts have gone bad. This aspirational company is bolstering loyalty programs and reviewing its card portfolio to get rid of riskier account holders. Amex is capitalizing on the disruption and taking advantage of the situation to improve their long-term ability to rebound.

These are just a few examples. There are many more all over the world. So, what are a few steps you can take – individually and collectively – to embrace resiliency and take advantage of change rather than cower from it?

• Culture Counts – insure that there is a clear purpose and a core set of values or guiding principles that is customer focused and reflects current reality.
• No One Left Behind – build a sense of community that lets people know that they are valued and respected. Create an environment characterized by support, trust, and open communications.
• Invest in What Could Be – balance the traditional focus on performance and productivity with a focus on “what could be.”  Encourage innovation by allocating funds and talent to exploration of new ideas.
• Draw strength from others – develop supportive and caring relationships that you can rely on during stressful times.
• Practice self-care – take care of yourself. Your health, fitness and mental well-being give you the strength and balance to deal with difficult situations. Exercise, eat well and schedule time to relax and reflect.
• Change the frame – reframe the challenge as an opportunity and visualize a positive outcome that converts misfortune into good fortune.  Be a victor not a victim!
• Finally, as you may recall from a previous blog, we need to remember what we can control. All we can control are our ABC’s –  our attitudes, behaviors and choices. While we cannot change events, we can control how we react. We can accept and embrace the reality of change.

In closing, I want to offer a quote from leadership guru Warren Bennis:

“The leaders I meet, whatever walk of life they are from, whatever institutions they are presiding over, always refer back to the same failure; something that happened to them that was personally difficult, even traumatic, something that made them feel that desperate sense of hitting bottom. That ‘something’ they thought was almost a necessity. It’s as if at that moment the iron entered their soul; that moment created the resilience that leaders need.”

Our moment is now. You can either cower from or capitalize on the changes you (and I along with you) will face. What choice will you make?

If you missed any of these, I hope you will read them as well as share them with others who may benefit. As always, I welcome your comments and feedback!

As we embark on this new year together, I encourage you to send me any ideas for topics you would like covered in 2010!

Thank you to each of you for your interest and support and best wishes for a healthy and prosperous new year!

TOP TEN BETWEEN THE LINES FOR 2009

1. Having to always to be right will ultimately prove wrong
2. Taking action – the imperative for each of us
3. That is just so rude
4. Leaning on each other strengthens each other
5. Philanthropy in the broader sense a source of renewal and meaning
6. Initiate, Invest & Engage
   
7. Alignment, the secret to authentic power
8. Integrity – what it isn’t and what it is
9. Unexpected Heroes
10. Bravery an overlooked leadership quality
    

I learned so much through these experiences, of which many are applicable to what I do in my professional life. Whether in corporate America, entrepreneurs starting new businesses, school leaders, or nonprofit executives – the lessons are the same.

How do we create magic under challenging circumstances?

1. Create a common vision and ‘manifest a mantra’ to represent this vision.

We were taking on the stewardship of a long-standing event, with a tremendous legacy and tightly held reputation. The event is unlike most charity events, in that there are many moving parts which are very reliant upon the health of the economy. We, as an organization, needed to come together as a collective whole, and partner with our extended underwriters to ultimately raise money for our eight worthy beneficiaries. We have no staff or existing resources to help with the legwork or heavy lifting. 100% of all the work is completed by a team of volunteers, many of whom work full-time, have young children, or were facing their own hardships during this time. We had to pull together to make this happen – there was simply no other way! Our tagline and vision for the event was a ‘Celebration of the South’ (complete with everything southern…sights, sounds and tastes).

Our mantra went something like this:

This is the year of coming together.

We join hands with each other.

We extend hands to the community.

We give hands to our beneficiaries.

We will create fellowship and community around the table

Break bread together,

and Celebrate ‘the beautiful and the good’ of the South!

This became the common thread which tied everything we did tightly together. This message and mantra became contagious and it certainly took on energy of its own which held our group steadfast to this vision.

2. Build, inspire and trust your team.

It goes without saying that nothing is ever done alone. Period. This is exponentially true when speaking in terms of non-profit and volunteer work. It is just as Margaret Mead so famously stated: “Never underestimate the power of a small group of committed people….” A key secret to us fostering magic was: finding diverse talent with passion toward a common cause and then nurturing this group as a collective whole. We had a dream team on every level: very diverse, creative in spades, fearless of hard work, and committed eagerness to contribute. Many had never done anything like this before; which proved to be another gift – as their virgin viewpoints breathed life into old perspectives and ideas. We blew on these embers and trusted them without reservation. What power!

3. Color outside the lines and have the courage to stand behind these convictions.

As mentioned, this event has a long history; and with this comes all the expectations of ‘how it has always been done.’ However, times are different than they were 15 years ago – and certainly from just last year. We knew we were going to have to ‘shake things up’ to bring additional revenue streams to the overall project. In fact, we introduced five additional ways to make revenue this year – and we also took the project into the 21^st century with a website and an ecommerce capability. We cast our net to include new demographic audiences, we changed the venue where it was to be held – in fact we pitched a 5000 square foot tent to house the new approach. It is one thing to have the creative ideas; it is another thing to have the courage to stand behind these convictions. What I can say retrospectively, and confidently, is that these new creative approaches, revenue streams, and the bald courage to ‘color outside the lines’ saved the event this year.

4. Be authentic and maintain the integrity of the project.

The concept of authenticity is not new to my blog readers. I believe in the power of authenticity, transparency, and vulnerability. This became especially true when building a cohesive team and gaining support of our constituents. We spoke candidly about the hardships we were facing, the lack of underwriting renewals, and the reduction of financial support from previous individual donors. This honest openness allowed members within the team and the organization to share our concerns and join hands with us in raising awareness and potential new supporters.

Another aspect of authenticity was in the overall execution of the event. If there ever was a year where ‘cutting corners’ would have been rationalized and understood it was this year. However, we made a conscious decision not to skimp in any area. Our intention was to maintain the integrity of the event; which, as I mentioned, had developed a strong brand and reputation over the past 15 years. It was under our stewardship that we maintained this level of excellence… again, ‘regardless of the consequences.’

Trust me, this takes courage in challenging times. Many wanted us to cut, slice and dice, or downsize. We made a conscious decision not to do so. We kept the authenticity of the south (our theme) throughout the event. This included everything from magnolia and gardenias as our chosen floral staples, to shrimp and grits, fried okra and catfish bites as just a few of our nibbles, to a fabulous Gospel choir serenading our guests, to our fantastic guest speaker – Martha Hall Foose direct from Greenwood, Mississippi and fresh from winning the famed James Beard Award earlier this year.  No corners were cut on any level and it was indeed 100% authentically and fabulously Southern.

Faith and courage helped us maintain integrity against the odds.

5. Details are the differentiators – take it seriously.

More than once I was accused of being anal. Yes, I earned that distinction. Yet, more often than not it pays off to be attentive to detail, especially when times are tough and people need and want to experience value. Details are the differentiators. To try to share with you all the nuances and levels of details would take 2000+ words, at least. Suffice it to say, we kept peeling back every touch, every interaction, and every exposure with our participants; and we covered it with compassion, care, and a healthy dose of southern flair. Form letters are form letters – what differentiates are the hand written notes. Seating charts are seating charts – what differentiates is the personal call the week before the event to make sure all is ok and understood.  The personal touch is not out of style – it matters! People see through boiler plate; they recognize and appreciate the care and attention of the personal touch.

Bar locations, food creativity, drink variety, fun and unexpected music, traffic flow, classy favors for participants, creating ambiance and mystery with candles and lighting….the list is endless. Sure, it is hard – and it takes a ton of time. However, with few exceptions, the feedback we continue to receive is all about the details – this is what they remember. Details ignite the overall experience, build the memorable brand, and create the lasting legacy. This is not only true with a charity event – this applies to product launches, advertising plans, and leadership team values. Details are the differentiators and we must take this seriously.

6. B12 shots are imperative.

Those of you who know me know I am not referring to literal ‘B12′ shots. I am speaking about the votes of confidence, the ‘atta boy!,’ the ‘we can do it,’ the ‘wow – great job!’ We need to give these abundantly. Arguably, it is more difficult to lead teams of volunteers than teams that are being paid to ‘show up and work and have a vested financial interest.’ Our team was indeed incredible; yet, we all were being pulled in a myriad of directions: work, family, school – and then the charity obligations. There were many bleak moments through the course of this past year. Everyone was in need of getting healthy doses of B12 encouragement.  We couldn’t afford to give up or lose the faith. We and our incredible committee were the leaders of this project. We had to boost each other and ourselves; if we had given up, our fate would have been sealed.

7. Recognize the weak links, compensate, and rise above.

When I first wrote this article, I excluded the ‘ugly bits’; primarily because I was trying to focus on the positive aspects not the negative. However, a wise friend encouraged me to show the whole picture – as that is what makes the story credible. Let’s face it, there are always weak links when we are tackling something of this magnitude. There are volunteers that don’t come through, there are individuals that are focused on ‘what is in it for them’ versus the charitable objective, and there are political, unspoken currents that often threaten the spirit of the event and the ultimate outcome. What I observed and realized is that the only way to deal with these challenges is to face them. Ignoring them or hoping they will go away in time is not the answer. We need to recognize these obstacles and hurdles for what they are – and then find a way to navigate around them. We must rise above, lest we succomb to the lowest common denominator. The shining light for me was always keeping an eye on where we had planted the flag – the finish line; coupled with a tremendous support system of  individuals who shared the heavy lifting and compensated for the areas of weakness. Those individiuals are the unsung heroes of this event.

8. It is not about you!

The single greatest wisdom whisper from this project (and basically any other initiative in life) is that it is simply not about you. Viewing any experience, whether it is a charity function, a business deal, or a relationship solely through the lenses that it will benefit you, will ultimately compromise the results. Purity of intention will always be rewarded and will always win.

The metaphor I will offer is this: if I have a pebble and I hold on to this pebble so tightly for fear of sharing credit or losing control or whatever reason I have conjured up in my mind – then my single pebble will be my only reward.  However,  if I choose to involve others, share openly, praise often and publicly, be willing to sacrifice my own personal short term gain for the benefit of long-term gain for the overall team – that pebble is tossed into a fabulous pool of water and the ripple effects continue on and on. This I know to be true.

**********

Many of you who are reading this may have been supporters, contributors, or cheerleaders for this project. All I can say is: collectively and collaboratively – WE DID IT!

The principles of creating magic, whether it is creating a new company, a new product or service, a new book being written, curriculum being created, a school system being reformed, a non-profit capital campaign effort,  re-energizing a nation, or unifying the world – are the same.

There are two final thoughts to consider. Creating this kind of magic will always be a time of coming together (people joining with others to achieve what often seems to be the impossible). And secondly, as with any magician or alchemist, there involves the process of transforming commonality into substances of great value. This unique magical process was present in our efforts this past year. Our team, our supporters and those present were indeed the alchemists.

Oprah and I have agreed on many things over the years; yet, imagine my surprise when I was reading her ‘What I Know for Sure’ column in this month’s magazine to find her expose on personal power. I quote:

“The secret is alignment: when you know for sure that you’re on course, and doing exactly what you are supposed to be doing, fulfilling your soul’s intention… when your life is on a course with its purpose, you are your most powerful.”

Well, Oprah and I are in ‘alignment around alignment.’

When I formed my company, Alignment, Inc., almost two years ago, my concept of ‘alignment’ was spawned through my own life experiences, personal and professional. Interestingly, when I bought the rights to my company name (and other alignment trademarks); the only hurdles we ran into were around wheel alignment garages and chiropractic offices! It has been fascinating to watch this concept grab hold in other personal and business circles; and what happens within individuals and companies as they tap into the power we (Oprah and I) call alignment.

So, first of all, what do I really mean by ‘Alignment’?

Alignment within oneself is the concept I offer.  Once an individual is truly aligned around their purpose – and thus, they are indeed living their life on purpose – this is when and where Divine power is revealed and released. I believe that the most fulfilled and successful individuals are those whose thoughts, feelings, beliefs, gifts, talents, strengths, preferences and desires on how and where to contribute in the world are aligned. Their mind, body, emotions, and spirit are in harmony. There is simply no substitute for total alignment and congruency within a person or leader.

Think about it … when we see a person who truly walks their talk, whose life is a full and total manifestation of their beliefs, and whose profession is one that fully capitalizes and optimizes their gifts and talents  – we see a person who is in their groove. One doesn’t have to look too far for examples – they are the ones that would do their work for free and that come to work with a spring in their step. They are the ones that have a passion for their work, an intense desire to make a difference, and are centered and confident in the manner in which they choose to let this unfold. Their personal and professional goals are aligned and they remain committed to doing whatever it takes to fulfill their purpose.

I’ll share just one unlikely example from my life.  Mary, a nurse at a hospital where I was recovering from surgery a few years ago, exemplifies a person in total alignment. Her job is not an easy one; there is some heavy lifting, literally and figuratively, in the ward where she worked. Emotionally and physically there is pain, heartache, disappointment, fear – believe me, many of us would cower at the thought of serving humanity in this way. During the time I was there, I never saw or experienced anything but effervescent energy, can do spirit, and clarity of purpose from Mary. She heals, she listens, she cheers, she sheds tears with families – this is her calling and she knows it. Her soul’s purpose is in total alignment with her profession. It  shows. It is authentic. It is powerful. I can tell you this – I came through my personal experience that year because of Mary. That is the power of alignment.

Of course, there are many public figures aligned with their unique purposes as well. Think of sports figures that have set world records such as Tiger Woods and Lance Armstrong. Think of global figures that have made monumental life-changing contributions such as Nelson Mandela, Ghandi, and Mother Teresa. Think of artists who have followed their dreams against many obstacles to ultimately give the world their creative genius, such as Itzhak Perlman, Leontyne Price, and Mikhail Baryshnikov. Each of their unique gifts and talents were aligned with their inner most desires and intentions, and the results were phenomenal! That is the power of alignment.

The Power of Community

Although I believe that the purest power of alignment ultimately begins (and ends) within an individual, there is also the power of community – which is alignment among and between collections of individuals. I consult and counsel around this practice as well. Teams, organizations, and companies that are in total alignment around a common vision, congruent goals, collaborative metrics and compensation are undisputedly the most successful. Again, look within your own company or organization. When do you see and experience the most success? Do you experience it when the CEO all the way through the individual contributor level is fully aligned around the common vision? Do you experience it when the goals of the various functional groups are aligned with and between each other? Or is it when they are competing for resources, revenue credit, engaged in land grab tactics, or fighting for increased visibility?

We know the answer. It is easy to say and often hard to implement. We get caught up in our personal quests for success, fame, fortune, and status – often at the mercy of the collective community. “Alignment” goes out the window when we are striving for our individual success on the metric board or our own division’s success – and we perceive our individual success to fall outside the trajectory for the company. Thus, I believe total alignment within a company – horizontally and vertically –toward a common vision is the secret sauce for collective (and individual) success.

It goes without saying that no company, organization, or movement is perfect. However, there are a few organizations which I have watched over the years; whose brands, corporate citizenship, vision, culture, rewards, hiring practices, firing disciplines and ongoing development – are in alignment with their overall purpose. A very short list: The Boys and Girls Club of America, Southwest Airlines, Rotary International, Target Stores, and General Electric. You may not agree with everything about these organizations, however, one thing is for sure: there is alignment from the CEO to the front line around their purpose. Whether it is ‘Helping children reach their Potential’ (BGCA), ‘Service above Self’ (Rotary), ‘Customer service and Company Spirit’ (Southwest), ‘Imagination at Work’ (GE), and ‘Expect more, Pay less’ (Target) – each individual in those respective organizations is marching to the same tune, for a common purpose.

As Margaret Mead so aptly stated many years ago:  “Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.” I believe these ‘thoughtful committed citizens’ are indeed in alignment.  That is the power of community – alignment among and between collections of individuals – whether it is in a business, a country, or a charity – around a common vision and purpose.

When coaching my executive clients, here are a few steps I have them take to become more aligned as an Individual:

• Listen to your heart. Pay attention to that little voice inside. It may come as a question in the middle of the night. Or as crystal clear as a voice in the shower. The voice is your soul – it is your core and it is the pure essence of what and who you are meant to be. Heed it.
• Let go. That is a hard one, believe me, I know. Many times we will have this ‘whisper’ to do or be something other than what we are presently  – and we fight it (or just flat out ignore it) because it is not what we think we should be doing. The trappings of our world are intoxicating. We often get ‘drunk’ on these. What I believe, however, is if we truly follow our heart’s desire – we will be successful. All the other trappings will take care of themselves.
• Read. Read everything. There are many books I can recommend which may help to stimulate your juices. Here are just a few:
  • The Seat of the Soul – Gary Zukav
    
  • A New Earth – Eckardt Tolle
    
  • The Power of Now – Eckardt Tolle
    
  • Eat, Pray, Love – Elizabeth Gilbert
    
  • Care for the Soul – Thomas Moore
    
  • Living a Life that Matters – Harold Kushner
    
  • Three Cups of Tea – Greg Mortenson
    
  • Man’s Search for Meaning – Victor Frankl
    
  • The Wheel of Life – Elisabeth Kublar-Ross
    
• Keep a Journal. This may be a stretch for some – that is ok. Even if you only write down only one or two thoughts you have – when you have them – it is amazing how they will grow and multiply in your mind’s eye.  It is a great way to reflect on your day, the lessons learned, the observations of yourself and others. It is like living it ‘over’ in some ways – which is incredibly powerful.
• Connect with your body. Breathe. I have learned recently that our body is often the first signal that something is awry, not the last. If we are really in sync with our bodies – through yoga, meditation, centering exercises, walking, etc. – we are told when things are not right, or not in alignment.
• Finally, just get to know you. Give yourself freedom to be who you are. Just BE and let all things flow from there. Observe yourself – and be curious about what drives your behaviors. This can be such a revealing process.  I can help with this journey. I have personally found “my own executive coach” (yes, I have one) to be incredibly supportive, and in many ways indispensable, in holding the mirror for me.

So, is alignment the secret to authentic power?  I actually believe authenticity and alignment are synonymous.  I also believe there is undeniable power in the authentic congruency of mind, body, heart, and spirit.

So, yes, I believe becoming ‘aligned’ with your core soul, and allowing this to manifest into the world through your choices,  is the secret to living your life with powerful purpose and purposeful power.

I also believe that the organizations, teams, and companies who become aligned behind their core vision and purpose will be the one’s setting the pace for others to follow.

This was the basis on which I founded my company two years ago and continues to be the basis from which I lead and live today. If you are interested in learning more about this concept and how it may be of service to you and/or your organization, I would welcome the opportunity to meet with you.

Recently, in several key planning meetings, Mary has been asked specific questions by her direct-reporting leadership team about her perspective of the future for their organization, the strategic direction they may be pursuing, possible headcount changes, and other pressing concerns from her leadership team. Prior to these meetings, Mary was made aware that there were going to be significant opportunities opening up for people at her level and within her organization. She learned that her particular organization has been tapped as the high potential division, and that her team had the opportunity to steer this particular segment of the company out of what could be a ‘mature and slowing’ market segment and associated slowing revenue stream to one of great promise and career opportunity.

This opens tremendous opportunities not only for Mary but for many others within the organization. This information, by the way, was not shared under any confidential instruction from the higher-ups; however, it was openly shared, as most information of this sort is, over cocktails at the bar between the leaders of the company.

With this as the backdrop, what do you think Mary did with this information?

• Do you think she openly shared this intelligence with her leadership team?
• Did she horde this information, waiting to get her own career plan and strategy in place before sharing this with others who could potentially be ‘competition’ for her in the management hierarchy?
• Or did she share just bits and pieces of what she knows, so that she still had the upper hand?

This particular situation is real. And the choice Mary made was to be cagey and not forthcoming. She positioned herself as ‘being in the know,’ yet not willing to share ‘all she knew.’ She relished being seen as the ‘smartest person in the room’ and certainly the most connected to the ‘higher ups.’

Her approach didn’t pass the sniff test. Her team and her peers were onto her game. By sharing only bits and pieces, she left her team scared and unsure of their direction. Individually and collectively, she fostered a supreme lack of trust on several levels, and most importantly questioning the team’s most fundamental relationship with her as their leader.

Frankly, we have all probably known someone in our corporate experiences that has chosen each of these approaches. As recessionary pressures get more real, fear will increasingly drive these behaviors. Fear of being passed over, fear of losing power to someone smarter than you, fear of sharing information which someone may use to ‘out maneuver’ you, fear of losing the position you have fought so hard to attain. Hard times can bring out the best, and the worst, in everyone.

So what do many do when they feel at risk or in a competitive situation? They horde information, they steal credit from people they work for/with, they brown nose and ‘push paper’ while others do the heavy lifting, they personally grand stand when someone on their team does a good job, or they focus solely on internal politics.

What happens to their teams as a result? Dysfunction, lack of trust, lack of collaboration, development of a team culture of cagey secrecy, too much time playing the internal politics and not enough time with clients. Net: an overall lack of performance.

What happens as a result to the leader? Well, some of you may be saying they get promoted with top dollar bonuses. I won’t lie to you, that has certainly happened; and, will continue to happen. Many do experience short term rewards, promotions, and increased span of control. However, what I will argue is that the long term success of this style of leadership is short lived. Life is long and reputations are lifelong.

Which brings me to my message this week: there is supreme merit, not to mention power, in telling the truth, trusting your people and working with open transparency. These Three T’s – truth, trust, transparency – are the magic to leading strong, bonded teams through this recessionary time and beyond. A few salient points:

1. Truth and Trust Need Care.

At the end of the day, with any “real team,” trust is at the root of it. If you have been lucky enough to be on a team such as this you know what I mean. Everyone pulls together, egos aside. Blood, sweat and tears are given in equal measure by every member. It is a fabulous experience and one that fuels itself, as the energy is constantly being reborn within the team. This ‘trust alchemy’ does not happen by accident. Leaders foster this. Leaders nurture this. Leaders take care with this. Leaders bestow trust easily and freely.

How is this done? It’s not really that hard – if we can just get out of our own way. It is done through truly listening to members of the team (how many times have I written about this now?).

• valuing what they say,
• telling the truth – openly and transparently,
• treating others the way you would want to be treated,
• asking no one to do what you would not do yourself,
• having faith in the team to deliver in a manner each team member would be proud,
• consistently doing what you say you are going to do (when you were going to do it),
• and giving ‘tough love’ (i.e. telling the truth even when it may be really hard) when it is warranted.

One last observation on ‘truth and trust.’ You will know, beyond a shadow of a doubt, if either is not present. You will also know when they are.

2. Know and Understand the Realities of Trust and Transparency

Ok, I hear it already. “Kristin that is simply not right. I believe trust is earned. Until someone has proven to me they are trustworthy I am not going to gamble on them. Furthermore, I believe a little ‘capitalistic free enterprise competition’ on the team is great in elevating our team performance. It’s what has made our country great, after all! Finally, Kristin, I am simply not going to go ‘fully transparent’ with my team. They need them to see me strong and upright. I can’t show my insecurities and expect them to want to follow me!”

So, let me ask you a few questions. How have you felt when your manager pits you against a member of your team to ‘prove’ who is worthy for a promotion or more responsibility? Of the leaders you have admired over the years, have they shared their doubts and questions with you at one time or another? What makes us think we have to ‘earn trust’ before trust is given? Of the leaders who have trusted you, have you always had a ‘track record’ with them personally before they have bestowed trust in you?

Lest you think I am swimming in the pool of naiveté, let me offer a few guard rails for consideration.

• As with any situation, there is risk. Whenever anyone extends trust, they also risk being mistaken. That goes with the territory.
• In addition, realize that the person with the most power has the greatest responsibility to bestow trust. If leaders withhold trust, others will do the same. If leaders bestow trust, others will follow that lead, as well.
• Finally, from my experience, leaders that freely give trust, breed trust, with and between the team members. This unleashes an esprit de corp which is unstoppable and unbreakable. Equally, when leaders are transparent in their aspirations, as well as their concerns, the team bonds to and with the leader in a way that is undeniable, and provides a competitive force unlike any other.

Sure, we all have our tales of woe. Believe me, I have experienced the good, the bad, and the ugly relative to team leaders. Yet, I also believe we have tales of great successes due to listening and speaking the truth, trusting our fellow team members and being honestly transparent with our beliefs.

So back to Mary, what was the end of her story?  Not surprisingly, in that position, Mary found only marginal success with her team. She plateaued on her rise within the company. Her reputation grew as being ‘out for herself’, and not a team player. Her peers did not want to partner with her on internal initiatives, and her direct reports did not trust her nor want to work for her. Many held on just to ‘have a job”; yet most sought other positions on teams which fostered growth and community. Thus, the senior leadership of the company sidelined her from the ‘fast track’. This is not to say that Mary can not turn her career around; though, candidly, she will have to work doubly hard to reinvent her reputation within the company.

So what can we learn from this?

Emerson sums it up perfectly: “Trust men and they will be true to you; treat them greatly, and they will show themselves great.”

And I will add, particularly in this day and time, only through pulling together, trusting ourselves and holding ourselves accountable to these same high standards will we collectively attain the greatness which is within our reach.

He categorizes Bob as a tactical, execution oriented executive, with questionable business accumen. He has been held back from the illusive EVP title primarily due to this perception. The facts are: Bob has been exemplary in his executive position for over 10 years, is viewed by the CEO of this company (as well as many others) as extremely competent, trustworthy, and a consistent ‘performer’ in his position.

He has built a reputation in the market for his subject matter expertise, and for being accountable in difficult situations. He has built a sustainable business over the years, which has created a tremendously successful unit for his company. So, what’s the deal? If the CEO, and his primary constituents, admire and support this person – why are we concerned about the new boss?

Well, consider this: the CEO may be retiring soon, the ‘game is changing’ in the company’s culture with this new boss and his constituents. At this point, right or wrong, the new boss is making assessments based solely upon what he sees and experiences today; not the exemplary track record built over time. Bob is at risk of not ‘fitting in’ in the new organization; and being taken seriously by his new boss for greater positions of responsibility.

Have you ever been in a position such as this? The game is changing – internally and externally. You are not in the new boss’s inner circle (they were brought in from the outside, from the company where they all used to work). The initial perception of you from the new chain of command is not ideal; based on differing values, metrics, strategic directions, or just lack of true visibility of your contribution. So what do you do?

Here are a few suggestions (certainly not all inclusive) on what to think about.

Who are you, what do you offer and why should they care?

The sad reality is that often employees aren’t automatically respected or appreciated. In order to earn this distinction, we must increase our awareness of others, and then tune our behaviors to align with what people already care about. Are you, or what you provide, relevant to them and to your company at large? Your value may seem obvious to you, yet frankly, people simply aren’t thinking about you – they are thinking about themselves. It is not enough to be good and credible in our work. This is where “what’s in it for them” comes into play.

We have to show we are bringing unique value to them. Unfortunately, doing the job (and well) is not enough. To position ourselves as truly strategic and relevant to the company, we must change our perspective about the value we personally provide which impacts the bottom line, the top line, client satisfaction, or whatever the strategic objectives are for the company. A clear and direct line must be drawn showing how what we are providing impacts the bigger picture. If we have to explain what we do, then by definition it is probably not perceived as relevant or strategic. Make the strategic alignment and value of what you deliver clear to everyone.

For what or for whom are you in ‘service’ (and do others share this perception)?

In the end, we are in service to others. Often this is where we get tripped up: either we don’t really know who/what we are servicing or, just as often, those who we are serving do not realize it – and they have not tied what we offer to their overall success. How do we remedy this? Two easy steps:

1. Ask the stakeholders in the organization what they care about. What is their list of strategic objectives? What does success look like to them? What role/s do you play or could you play in helping achieve this – in their words, not yours. Think of the end ‘consumer or customer’ – how does your service impact the overall offering? Yes, it is necessary to learn to stand on your own two feet. Yet, the minute we find ourselves in that position, then we reach out our arms to others. That makes us relevant, and strategic, to them.
2. Talk in language they can understand - talk like them. We often get jumbled by all the acronyms and jargon. Keep it simple – use their words about what you offer. In the New York Times this past Sunday, Eduardo Castro-Wright, vice chairman of Wal-Mart Stores spoke about the criticality of keeping things simple. How right he is. Use their goals, their strategies, and their success metrics – then tie what you do to their ‘end game.’ When dealing with a new boss further enhance this approach by treating the new boss as you would a customer. You are constantly ‘selling’ what you do, offer, provide and deliver – externally and internally. Make it easy for them to ‘get it’ and to tie your job/deliverables to the overall success of the organization.

How do you show up?

As Woody Allen says, “Eighty percent of success is showing up.” How do you show up? Think of leaders you have served with in your careers – or those you have witnessed through life. What are the common characteristics? Passion, commitment, quiet confidence, intellect, courage, authenticity…..

Are your inner intentions aligned with your outer appearances? Are your actions congruent with your words? There is enormous appeal and power in authenticity – in thought, word, and deed. You may be the smartest person in the room; yet, if you don’t show up in a way that is ‘congruent’ through and through it won’t ring true or sincere, and you will not be taken seriously.

People’s perceptions are real. In order to be most effective in any organization, you must show up in a way that is not only authentic to oneself; yet, also in authentic alignment to the overall strategic intention of the organization. If you are not able to do this, either by choice or capability, you compromise your ability to be successful in that organization.

Your Personal Brand

This leads us to your ‘personal brand.’ There have been many books written about a ‘personal brand’ which is simply a larger manifestation of how we show up. Our brand is developed by how we consistently show up. Tom Peters wrote an incredibly succinct article in Fast Company earlier this year on creating your own personal brand. This is definitely an article worth reading.

One big takeaway is that we are in charge of our own brand – the ‘brand’ of Me, Inc.

• How do you want to be remembered?
• How would you want to be described?
• How do you want to be referred consistently?

More than ever, our personal brand is a pivotal component of our careers. Once you decide on what “extra value” you are going to add to the business, make sure you are supporting that with consistent behaviors, communication styles, and even appearance and dress – this will create your brand.

So, back to Bob – is he all washed up or is there still hope for him to change these perceptions and be taken more seriously? He absolutely can refine his ‘brand’ and be taken more seriously. It is, as with all things, totally his choice. There may times when your values or strategic intentions may not be congruent with your company and/or a new boss. It becomes a point of personal integrity and staying true to ‘who you are, what you offer, what you want’, and whether this is ‘in sync with’ and valued by the new regime. Then, a decision point may arise: do I stay or do I go? Bob may be in this position.

What steps might Bob take to help make him make the right decisions?

He can start by understanding the new ‘end game’ and how he can uniquely be in service to his new boss and his strategy. He can then determine what he wants them to ‘think, say, or do’ each time he meets with them; which will help him create his personal brand. Staying true to himself, to his unique value proposition to the organization, and how he personally shows up can position him as a valued player.

In parallel, he can determine, through others’ thoughts, words, and deeds, if what he has to offer is valued by his leadership. If so, he has the potential to be a person vital to the team….if not, he has the choice to become aligned with another company who shares the same values and strategic intentions. Either way, the choice is his.