Teamwork

Celebration

/ Ken Blanchard / 2 Comments

Last week I had lots of festivities set up around my birthday. It’s really kind of funny—why did I do all this?  I invited all my coauthors, as many as could come, to come to our house for a little reception on Tuesday night. Then for the next couple of days we all talked about celebrating simple truths and what we’ve all done together. We talked about our body of work—what it was all about and where was it going in the future. Margie probably summed it up the best when she said it was really about being champions of self worth and individual dignity, and that everything we’ve done is to try to help make people feel important and cared for. And when people feel good about themselves, they produce good results. I think that’s probably a really good message for you as you continue to interact with each other and people at home and work. Every chance you get, ask, “How can I make the world a better place by the moment-to-moment decisions I make as I interact with other human beings, and build up their own sense of self worth?”

I’m really still amazed that the company Margie and I started with some of our friends is 30 years old, and that I’ve been able to do some of the things that I had never thought about before. People told me I couldn’t write—that I should be a college administrator. Zig Ziglar has a wonderful quote: “Regardless of your lot in life, you can build something beautiful on it.”  And you know, I didn’t do it all by myself. I think that’s one of the reasons I wanted to invite everybody—because you know, my mother always said, “Why don’t you write a book by yourself?” and I would say, “Mom, I already know what I know.”  So I built a wonderful life with the help of tons of people. I love another quote by Woodrow Wilson: “Friendship is the only cement that will ever hold the world together.” So we not only celebrated what we’ve accomplished together, but also our friendship. It was a special time and I really enjoyed it. Seventy is not a huge number. I have always thought that I wanted to be like Norman Vincent Peale. He died quietly in his sleep at 95. So that means I have another 25 years to go! I just feel great. I was glad I was able to put a bookmark there and take a look at what we’ve done over the years. We also got a chance to get our first copies of Helping People Win at Work: A Business Philosophy called “Don’t Mark My Paper, Help Me Get an A” that Garry Ridge, president of WD-40 Company, and I wrote. And then the first copies of Who Killed Change? which is the book that John Britt wrote with Judd Hoekstra and Pat Zigarmi and me. Everybody was excited to see those.

Somebody once said, “Many things will catch your eye but only a few will catch your heart. Pursue those.”  I really always tried to pursue things in my heart. Maybe I didn’t always make the best decisions. I could have probably done better writing fewer books and focusing more; we could have done things a little differently, but what’s happened has happened. So my 70th birthday, I think, has just been a celebration of life. We had a wonderful time; it was way beyond my expectations, and fun. I think life, as I’ve said for a long time, is a special occasion. And I don’t intend to miss any of it and I hope you don’t either.

Choose to Feel Good About Yourself

/ Ken Blanchard / 1 Comment

You know, I was thinking today about the San Diego Padres. They’re 7 and 2 now and it’s interesting to hear the analysts. At one point they were 1 and 2, and they were down by 3 runs to the Los Angeles Dodgers in the eighth inning, and somehow they rallied and won the game and made 2-2 and split with a team that’s supposed to win the championship in our league outright, and suddenly the team started to belief in itself. And they started saying, “Well, we really hang together,” and all that kind of thing. And suddenly they’ve just pulled off all these wins in a row. So what would have happened if they had lost and they had been 1 and 3? Would they have been able to hold their heads up?

So often how you feel about yourself is completely a choice. One of our problems is that how we feel about ourselves is usually related to our performance. So if we don’t have such a good day, or if we lose an account, or think we did something wrong, all that kind of thing—what we have to recognize is that performance will go up and down. People’s opinion of us will go up and down. You have to believe in yourself. You have to choose that we’re doing good things and you’re doing good things. So let’s just see what happens to the Padres – if they keep it up, or if they suddenly lose a couple of games and start staying, “Maybe we’re not as good as we thought,” and all of a sudden their attitude changes.  Life is really a series of choices. Norman Vincent Peale used to say, “When you wake up in the morning, you have two choices in life: You can feel good about yourself or you can feel lousy. Why would you choose the latter one?”  So today, make the choice to feel good about yourself!

Make Sure Your Employees Trust You–Or Else

/ Ken Blanchard / 1 Comment

Wanted to let you know about this recent article that was published in Forbes: http://www.forbes.com/2009/03/23/trust-respect-employees-leadership-managing-blanchard.html

Leadership
Make Sure Your Employees Trust You–Or Else
Ken Blanchard and Terry Waghorn 03.23.09, 5:48 PM ET

How do you keep people trusting you at a time like this? Trust is essential in our lives, and it has been since the beginning of our country. Our dollar bills say In God We Trust. Yet today trust is all but vanishing, especially trust in our business leaders, whose greed and short-term selfishness seem to have been a major cause of our economic crisis. With negativity running amok, it is no small wonder that trust within the organizational context is slipping.

Yet that need not be the case. “Managed properly, trust can actually grow in such adverse conditions,” says Shawna O’Grady, associate professor of management at Queens School of Business, in Kingston, Ontario. “Taking this point to the extreme, consider the bonds forged between comrades-in-arms in a theater of war.”

The key to building trust in both good and bad times is to realize that none of us is as smart as all of us. There are companies that have embraced this simple truth and used it to maintain trust before, during and, we’re sure, after this economic downturn. All these companies seem to have two characteristics in common.

First, they have a higher purpose than simply making money. Let me give you a couple of examples.

Southwest Airlines, from its beginning, has expressed the conviction that it is in the freedom business. The freedom of all Americans to be with friends and relatives during good times and bad times–thus, their low price structure. Herb Kelleher, who co-founded Southwest, not only wanted to give his customers the lowest possible price, he also wanted to give them the best possible service.

As a result, Southwest is set up to empower everyone, right down to its frontline employees–to make decisions, use their brains and be customer maniacs so they can create raving fan customers.

Chick-fil-A’s purpose is to glorify God by having a positive influence on everyone who comes in contact with its stores and foods. The stores aren’t open on Sundays, even though that is often the busiest day in the fast food industry. S. Truett Cathy, the founder of Chick-fil-A, first did this for religious reasons as a devout Southern Baptist and lifelong Sunday school teacher, because Sunday is the day of rest. But it has turned out to be a good business decision. Chick-fil-A attracts many of its employees, including managers, because they know they will be able to be with their families and friends every Sunday. Has it paid off? The chain has by far the lowest turnover of restaurant managers and frontline employees in the quick-service business.

Second, companies that engender trust democratize the decision-making process by soliciting input and sharing the decision-making itself with as many people as possible. In his primetime address to Congress in February, President Barack Obama acknowledged “difficult and trying times” but sought to rally the nation with an upbeat vow that by working together “we will rebuild, we will recover.” How do you do that in business organizations?

It isn’t complicated. When leaders treat their people as their business partners and involve them in making important decisions, those people feel respected, and respect leads to trust. If you respect your people and they trust you as a leader, they will give their all to get the best results they can for your organization.

Ichak Adizes, a longtime consultant and professor at UCLA, observes how respect and trust are conveyed by both nonverbal and verbal messages. If you respect someone, you face them when you speak to them, because you are interested and want to hear their opinions. If you don’t respect them, you turn your back, because you couldn’t care less what they think. If you trust people, on the other hand, you can turn your back on them, because you feel certain they mean you no harm. If you don’t trust them, you watch their every move.

How does that work at Chick-fil-A and Southwest Airlines? In both cases, they respect their people and therefore share information with them about the performance of the company in both good times and bad. In good times, they celebrate together; in bad times, they are problem-solving partners. Does that work? You’d better believe it.

Unlike many companies today, where the top managers are locked behind closed doors, cutting costs while holding everybody’s fate in their hands, these two great businesses open their books to everyone so they can know what’s happening and go right to work cutting costs and increasing revenue.

Many leaders are afraid to share negative information with their people, because they fear appearing vulnerable and therefore weak. We have found the contrary to be true. Everyone knows leaders are not perfect. When leaders admit problems and involve their people in problem solving, respect and trust rise.

Corporate leaders may also fear Wall Street’s reaction to their trusting moves, but that’s like playing tennis with your eye on the scoreboard and not on the ball. The ball in business is results and people. If the focus is only on results, you’ll never be able to maintain or build trust in a time like this.

What are you doing? Are you betting on the brainpower of your top managers, or on the brainpower of everyone in your organization?

What’s at stake? The future of your company, based much more than you may realize on trust and respect.

Ken Blanchard is co-author of many New York Times bestsellers, including The One Minute Manager and The One Minute Entrepreneur. He serves as chairman and chief spiritual officer of the Ken Blanchard Companies.

Terry Waghorn is an adviser to senior executives in companies ranging from small to Fortune 500. He is co-author of Mission Possible and author of The System.

Everyone Needs to Contribute

/ Ken Blanchard

In the last couple of weeks at our company, we’ve had our own special March Madness going on down on the basketball court at lunchtime. Next week, we’re going to start to get into the semifinals of this great tournament. One of the things I was thinking about was how, in basketball, the team that really wins is the one where all the players are really contributing. One star can’t be enough, and we saw that even in our own games. When there were two people who were both playing well, they tended to win. If you depend on one person, you can’t win. It applies to basketball and everything in life. I remember when Michael Jordan was the big star in Chicago. They never really got winning when it was just Michael scoring 30 or 40 points, but then he got some other teammates who contributed and made a difference. We need everyone to contribute. This is the way it is as we work together through this tough economic time. It’s not going to do us any good if a few people are putting in 150 or 200 percent and other people are only giving 60 or 70 percent. We need everybody giving 100 percent if we’re all going to really be a winning team in this effort.

I was talking to a friend who is in the automobile industry through advertising, and they are a big user of Gung Ho! with us. They have shared with their customers the whole Gung Ho! framework and he thinks it’s a perfect message as we manage through these tough times. It’s really interesting if you look at it:
The Spirit of the Squirrel is about worthwhile work, and the first thing that all of us have to recognize is that what we do is really important. We make a difference with our clients. Those who can’t work with us are really sad because they recognize what we do.
The Way of the Beaver is to be in control of achieving the goals. One of the things that we need to do in our organization, and every organization, is that everybody has to take responsibility for asking, “How can we help? Who can I help? What can we do?” The Way of the Beaver has got to be an operation.
And the last one, which is what we all ought to be doing with each other, is The Gift of the Goose, which is to cheer each other on and applaud each other and catch each other doing things right.
Let’s keep on pulling together and knowing that no matter what happens, we can get through tough times because we’ve done it before.