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Inspiring Others: Start with Yourself

8/10/2021

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I’m going to be writing and speaking about inspiring others over the next little while. I have an abiding interest in what causes people to be inspired by and follow leaders. I am most impressed when that is based on a solid value system, of course. We are surrounded by “leaders” who seem to grab the attention of large numbers of people and influence them in all sorts of destructive ways – especially politicians. While their tactics might interesting and worth studying, I find them distasteful because they are manipulative and appeal to baser human characteristics.

I am really interested in helping leaders with positive value systems to be inspiring. I believe that is something worth understanding and learning.

I was watching “Chasing the Sun” this weekend – the documentary about the Springbok rugby team’s journey from being a pretty pathetic team in 2016 to becoming World Cup Champions in 2019. I was struck by how many times the coach, Rassie Erasmus, said in his own inimitable way that the players must forget about inspiring the nation – just do your flippin’ job. You can’t worry about inspiring others until you are winning matches!

The very same is true in the world of work. You may have a job title that positions you as a leader, but you can’t worry about inspiring others until you yourself are doing a great job. There are some keys to doing a great job, though, so perhaps there is something here that will give you a nudge.

1. Show some passion. No matter your circumstances or the nature of your job, find something about it that you love – something that gets you inspired and excited. Every job has its drudgery and some jobs might even be mostly drudgery – but there must be something that puts a smile on your face. Perhaps it is the opportunity to make a difference in some way; perhaps it is working with some pretty special people; or it is the opportunity to solve new problems every day. Not only do you need to find something you love about your job – you also need to SHOW it! Tell your face! Be cheerful and upbeat! Smile a lot and make others smile! Show some enthusiasm.
2. Pursue goals that matter. Set goals that mean something to you – their achievement must matter to you. You probably have some fairly predictable KPIs that may have been set for you. Their achievement may be exciting to you in and of themselves – but sometimes they are pretty standard in terms of targets and deliverables. So set for yourself some goals that really excite you – something that will make a difference to the way you do business; something that will change the lives of your colleagues or customers; something that contributes to something greater than yourself. These are the goals that get your pulse racing – where their achievement really matters. Let people know what your goals are – don’t keep them a secret. By making your goals known to others you will:
- Have their support and ideas;
- Encourage them to also aim high;
- Keep yourself accountable;
- Set a great example.
3. Share your progress. Be open about your progress against your goals. Just as you will give your team feedback on how they are doing against their goals and targets, you should make your own progress visible. This is quite an exercise in vulnerability – after all you are completely exposed – and vulnerability makes a big difference to the levels of trust.
4. Set the example. Don’t ask your team to do that which you are not prepared to do yourself. This does not mean that you need to be able to do everyone else’s job. That becomes less and less doable as you rise through the ranks. It does mean that if you need your team to work long hours, then you need to do so too. If you need them to take on additional work because someone is sick or on leave, then what can you also pick up?
5. “Be impeccable with your word”. This is the first of “The Four Agreements” by Miguel Ruiz. This means that you say exactly what you mean; that you do not use your words to denigrate yourself or others; that you are kind with your words; and that you keep your word. A commitment is a commitment – don’t be that manager who commits to time with a team member and then cancels last minute! You know how that feels. So don’t be that person.
6. Be kind. Help when asked to. Offer help when you see a team member struggling. Make sure your team members feel supported.

Before you can even think about how to inspire others to dig deep and live into their potential, you need to be a great example of exactly what you are looking for in your people. Being inspiring does not require you to be charismatic – but you can’t be dour and lacklustre yourself. You don’t have to be charismatic in order to be cheerful, hardworking, deliver great results, live with integrity and be kind. But these characteristics are incredibly attractive – and that is more valuable than any charisma could be.

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The Art of the Review

11/3/2020

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It is so easy to get bogged down in the busyness and stress of life and work and lose sight of how effective and impactful we have been. I'm writing this in November of 2020 - a year that has profoundly impacted everyone. Nothing was as we expected; little was as it seemed; much was completely out of our control. For many it was a brutal year filled with setbacks; for some it was replete with opportunities, but no less brutal.

I have just returned from a most welcome short holiday in the mountains, where I love to walk, take in the sunshine, swim in mountain streams and spend time with loved ones. 
Those hours of walking gave me pause to think about 2020 and to review what happened and how effective I have been. My personal review is not the topic for this article. Believe me! It is a mixed bag! This is more about the art of the review.

I call it art in the same sense as my previous article "The Art of Conversation". A review is also a kind of conversation, even if you are doing a personal review. The best and most flexible process for a review is one I came across in a book called "On Being a Supervisee: Creating Learning Partnerships". The authors, Michael Carroll and Maria C. Gilbert, quote a review process used by the American military called the After Action Review - or AAR. After any military operation, small groups of soldiers gather with their commanders. The basic ground rules are that:
1. Nobody will be penalised in any way for anything they contribute to the discussion;
2. No blame or fault is acceptable.

The discussion has 6 questions:
1. What did we set out to do?
2. What happened?
3. What worked/went well?
4. What didn't work/went badly?
5. What have we learned?
6. What will we do differently next time?

These 6 questions can be used in slightly different wording across a wide range of situations. Here are some examples:

A. Project/Strategic Review
1. What were our goals?
2. What did we achieve? What actually happened?
3. What worked/went well?
4. What didn't?
5. What have we learned?
6. What do we need to do now?

B. Progress Review (on a Project or Strategy)
1. What are we trying to achieve?
2. What is actually happening? What progress have we made?
3. What have we done well?
4. What have we not done well?
5. What lessons must be learned?
6. What do we need to do now (to get things back on track)?

C. Personal Review
1. What were my goals for this year?
2. What have I achieved? (And what have I not achieved?)
3. What did I do well?
4. What did I not do well?
5. What have I learned?
6. What am I going to do now/What are my new goals?

D. Performance Review
No matter what the admin process is around formal performance reviews, the actual conversation is along the same lines:
1. What did you set out to achieve in the last x months?
2. What did you actually do?
3. What went well?
4. What did not go well?
5. What have you learned?
6. What do you want to do now? PLUS And how can I support you?

I have used this process in various contexts many many times and have never failed to be enthused by how inspiring and rewarding it has been for the participants. I love that the questions are asked in a way that does not brook blame or fault. When people know that the purpose of the review is to learn rather than to apportion blame, they are willing to be quite frank about their experiences - and this is how one creates a learning organisation. Simple! Not necessarily easy though.

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