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April 1, 2015 — 0

The Transparency of Results

I recently traveled to Colorado with my family for a long ski weekend. On the trip home, we paid $110 to check four bags. And, despite having no connections, three of those four bags didn’t show up.

Have you experienced this, too?

It made me wonder:

  • Is this airline at all concerned with customer value? After all, if I’m going to pay this much extra to check bags, shouldn’t they make sure I actually get my luggage?
  • This is a tougher one … what do YOU do in your organization that’s similar to the way airlines manage luggage?

In my last post, I described the impact Lean practices can have for customer-centric organizations – including the one I lead. In a recent visit to one of my company’s regional offices, I heard from many energized employees who were excited about their ability to drive meaningful change through Lean practices.

These employees recognized that with the responsibility to drive change came additional transparency into process and performance. Issues and results are discussed at all levels. There’s transparency with Lean, as large whiteboards highlight performance on a daily basis – placed in areas where everyone can see the results.

The employees I talked with were also energized about this level of transparency. They weren’t intimidated by the transparency, they were motivated!

I learned one other important lesson: We must be willing to accept that we’ve done things wrong in the past – sometimes really wrong and for a really long time!

Do not let problems get lost, like my baggage, or ignore our issues like too many airlines do.

Instead, flip this thinking on its head and celebrate that you’re identifying and solving problems, rather than feeling bad about things in the past. Without transparency, you can’t see problems. If you’re unable to see your problems, you will not know where to make improvements to help your customers or your organization.

Problems can be like an unexpected gift. We should celebrate those problems and have the courage to bring them forward in a constructive way.

March 25, 2015 — 0

Deliver the Value Your Customers Deserve

When I first went into a management role, I thought one of my most important responsibilities was being a problem solver. Team issues. Field/home office disputes. Individual performance shortcomings.
I was convinced I could solve them all.
There was a time, early in my manager career, where I was struggling with the performance of one of my direct reports. I received some great advice from another manager – Steve Taylor – who just retired last year. He told me leaders have to “make decisions and take action. Those decisions and actions will not be loved by all. And, if you as a manager are losing sleep over a performance issue, the wrong person is losing sleep.”
Many managers – and even executives – struggle with this distinction. Trying to help solve problems is certainly well-intentioned. And, there’s a good chance that a manager’s ability to solve problems and produce results led to their promotion.
But, when more hierarchy is involved in problem solving, the front-line employee’s power is reduced. Additional bureaucracy adds to problem-solving, taking away the precious asset of time. And, the need for perfection is much more prominent when more hierarchy is involved in solving problems.
Perfection and time are the enemies.
That’s one of the reasons I believe using Lean practices to improve customer value is such an important part of becoming truly customer-driven – something many companies aspire to be.
Lean turns management into coaches, not problem-solvers … coaches who empower front-line staff to solve their own problems. I’m seeing examples across my company where employees are energized to take on these problems. Red tape is removed, change happens faster. And, instead of hundreds of managers solving problems, we empower thousands of employees to do so.
Better numbers AND removal of bureaucracy!
Noted author and quality expert W. Edwards Deming once said, “A bad system will beat a good person every time.” With Lean, you empower good people to ensure you deliver the value your customers deserve.

March 2, 2015 — 0

Gratitude, Optimism and Belief

We each have the ability to choose how we approach our daily lives. What will you choose? I like to ground my attitude and actions around gratitude, optimism and belief.

Those are three pretty simple words, but they carry significant meaning for me – and for the work we all can do as leaders.

With gratitude, I’m reminded of how thankful I am for the accomplishments my company has made – together. But really, every organization should have reasons to be grateful – whether you’re the CEO, a manager, front-line employee –everyone.

Winning teams excel at being thankful. Make it a practice where you work. Make it genuine and authentic, too. Watch it spread, because gratitude also leads to optimism.

The idea behind optimism is that tomorrow will be better than today, and we all can have an impact on it. Optimism isn’t blind or naïve. Understand the issues you must tackle and areas for concern, and work on them together.

As leaders, this is about balanced and realistic optimism, and that stems from how your position yourself and your organization strategically. What do you have in place that will set you up to win? Get excited about them, and share your enthusiasm. My optimism is grounded in data and facts … in results and vision … in strategy. My company is poised to win, and an optimistic attitude gets us there even faster.

If courage is the one-word definition of leadership, then optimism is the foundation of courage.

I’m optimistic for all these reasons, but especially because of my belief in the people in my organization. We are better than we’ve ever been. And now is the time to realize our potential, harness it and use it to our advantage. I ask again: what will you choose?

Sometimes, we’re so close we don’t see it.

I hope you see it. I also hope you have the same sincere belief in your people and your organization … the same optimism in your future … and the same deep gratitude for the work you are doing.

Take time to share your optimism, belief and gratitude with those around you.

January 9, 2015 — 0

Do It Anyway

Just do it!

I’m sure you’re familiar with this brand slogan developed more than 25 years ago. Nike significantly increased its market share following the introduction of this theme.

At my alma mater (Wartburg College, a small, liberal arts school in the Midwest), members of the wrestling program have heard a similar, but slightly different message for nearly the past 25 years.

“Do it anyway!”

Perhaps it’s because of my college affiliation, but “do it anyway” resonates with me more than “just do it.”

Every successful individual, team and company faces obstacles on their paths to greatness. What often separates winners from also-rans is the extra effort and determination to “do it anyway.”

Do it anyway demonstrates a personal commitment to the greater goals of the team.

Don’t want to make a tough client call? Do it anyway!

An employee doesn’t want to commit to challenging performance goals? Do it anyway!

A manager doesn’t want to address performance issues? Do it anyway!

As CEO, I bring my “do it anyway” attitude to work. I’m committed to taking actions that will make my company – and its employees – succeed. I bring it through gratitude, optimism and belief for our strategy and our people… by being genuine. And by not allowing time and perfection, our enemies, to take hold of the organization.

Your customers are asking you — expecting you — to do it anyway. To go the extra mile for them. To be courteous, respectful and helpful each and every day, regardless if you’re having a good day or a bad day.

How can you promote a “do it anyway” attitude? Review goals. Recommit to personal goals, professional aspirations, and your dreams. Bring your very best to work each day. And let each day be an opportunity to make an individual contribution to helping your organization succeed.

By the way, my alma mater’s wrestling program? Before “do it anyway,” Wartburg wrestling hadn’t won a conference title in 15 years and had never won a national title. Since “do it anyway?” Eleven national titles, 22 consecutive conference championships, and the Knights haven’t lost a conference dual meet since 1994.

Nearly all of the other athletic teams have also embraced this attitude, as Wartburg College has won 155 conference titles since 1992 and nine other national titles in that time frame … compared to 43 conference championships and no national titles from 1937 to 1991!

How will you “do it anyway”?

November 20, 2014 — 0

The Power of (and Need for) Defining Moments

Not long ago, I was asked by a local non-profit to speak at its yearly fund-raising gala. You see, this organization’s operating model is changing, and the old ways of doing business are simply less relevant today than in the past. And its director noticed how our company has been navigating a similar shift with our operating models.

Could I share how my company is melding the mainstream of our business with the new stream business realities? And could I talk about how we approached this, and challenge the audience to new ways of thinking at this defining moment in its history?

Do you remember President Obama’s first-term chief of staff, Rahm Emanuel, and his statement: “You never want a serious crisis to go to waste”
I’ve never liked this comment. It implies you can push an individual agenda at a time when others are most vulnerable. “You never want a serious crisis to go to waste.” At the time, many criticized his comment … his choice of language. It did leave something to be desired.

But what’s more important, I think, was what Rahm said after that famous sentence: “And what I mean by that is it’s an opportunity to do things you think you could not do before.” Now, that’s a statement that resonates with me!

When people ask about defining moments – that’s it: A point in time for a company or non-profit, when the way of doing things isn’t working or relevant – and the recognition that change and transformation is required. This can be intimidating. It can be risky. And there will be some resistance from within. But, transformation – particularly when there is a defining moment – can be energizing, engaging, exciting … and a fun and rewarding process.

Throughout the history of my Midwestern, mutual insurance company – with agents in 19 states – we’ve been fully willing, at times and when needed, to recognize defining moments, and to make bold changes to forge a path forward. Even in situations where we were facing real adversity and some risk, we found a way to push ahead. In many cases, the path was incremental. But often, these moves involved larger leaps.

The advice I gave the non-profit group facing similar change was quite simple:

  • Recognize a defining moment (if you’re in one).
  • Think through a new path (one that maintains and supports your mainstream and invests in a new stream).
  • Engage your people to help make it happen.
  • Above all, keep your roots strong in the values you don’t want to change and hold dearly.
  • And, let those roots and history be the catalyst for momentum into the future.
  • Always, always tend to the soul of your organization. Never let these roots hold you back, but let them give you strength to grow.

This requires strong leadership. But your people will step up to the challenge. Often, we – individuals and organizations – settle for less. We don’t take full advantage of our capabilities. We don’t demonstrate courage or passion to move beyond our comfort zone. And, we don’t truly pursue our dreams or what we’re capable of achieving.

Today’s leaders and institutions are actually being called to continuously make necessary, fundamental transformations and shifts in operating models. In times of crisis – or defining moments – this type of leadership is required.

Recognize defining moments. Use them as catalysts for change and transformation. Don’t settle. Find the courage and passion to pursue your transformation aggressively. It’s an opportunity to do things you think you could not do before.

November 13, 2014 — 0

How to Learn to Love What You Do

Thanks to everyone for your comments on my last post, where I talked about my two sons and cautioned against holding out to “do what you love.” Instead, I’ve come to believe there’s a real need to learn how to “love what you do.”

Early in my career, I constantly looked to see what next the company would provide for me. Better health benefits and dental care, a great physical work environment, retirement plans… I think there are many people (like me) who want to know what a company can provide them.

But, here’s another trap – one I recognized in myself years ago.

It’s less about everything my company can do for me, and more about me making more of an investment in my career along the way. This switch in my head to one of – gratitude – helped me focus more on my development and accountability for my own success. My dad used to say, “If it is to be, it’s up to me.”

Hmmm… pretty true, I think.

Doing different jobs, asking for more and different work – these all help earn credibility – in the eyes of your company and your coworkers, but more importantly – in your own eyes. Sinking yourself into a new and different role or job or assignment helps fuel passion for learning, AND it makes you more valuable to the organization.

During my time with American Family, I’ve had many different jobs. And within those jobs, I’ve worked to carve out something positive and differentiating. In my first year in nearly every new job I’ve had, it was the tough. Will I be able to help our customers the right way? Our agents? My co-workers? It’s hard work! Doubt creeps in and you begin to wonder, “Am I going to succeed at this? Am I up for the challenge?”

Over time, I began to embrace these challenges and find the mindset of learning to love what I do.

Mike Rowe, who I referenced in my last post, summed it up well following criticism he received for encouraging a young man to stop following his passion. “When it comes to earning a living and being a productive member of society, I don’t think people should limit their options to those vocations they feel passionate towards,” Rowe says. Pursuing those opportunities only makes sense “if you’re headed in a sensible direction,” he says. “Because passion and persistence – while most often associated with success – are also essential ingredients of futility.”

This doesn’t mean you have to settle… for something less… away from your dreams. But, my point to my sons – and to today’s leaders – is to be prepared to take on those unexpected roles that come your way. And maybe, through hard work and development, you’ll find the passion in what you do – and not just enjoy it, but truly love it. Yes, sometimes you might have to grin and bear it. But the investment you make in your future, and the mindset you create, will pay off over the course of your career.

October 30, 2014 — 0

Love What You Do Instead of Do What You Love

Are you holding out to “do what you love?” Or, are you learning to “love what you do”?

Recently, I was talking with my two sons about this topic – one is a college senior, the other is in his first job out of college. They both want to “do what they love” but are realizing … they need to be able to make money and survive, too.

We talked about my frame of mind as I started working after college – about the notion of “doing what you love” and pursuing passions. Lots of people put these two statements together. They do seem similar, or close to the same. But I actually see them as two concepts that can be entirely different and, in a way, competing statements.

When I was a fresh-faced graduate, my passions were playing guitar and running. I loved both. But as I got closer to graduation day, I realized something: Most of the successful people I knew didn’t start out “doing what they loved” but somehow they ended up “loving what they did.”

That’s a subtle but strong difference.

It’s more than a difference, I think. It’s a trap. The writer Miya Tokumitsu says this do-what-you-love notion can “sever the traditional connection between work, talent and duty. The vast majority of the world’s workers are not working because they love the job, but instead are simply providing for their loved ones, and they had little choice in the matter.”

But many have found much more in what they do. They’ve found that by showing up, putting in hours, trying hard, and succeeding – that they’ve been able to “love what they do.”

Dirtiest Jobs’ Mike Rowe “would never advise anyone to ‘follow their passion’” until he understands more about the person. “Even then,” he says, “I’d be cautious. Passion is too important to be without, but too fickle to be guided by. Which is why I’m more inclined to say, ‘Don’t Follow Your Passion, But Always Bring it With You.’”

I believe it’s more important to grow into a job or career you love, rather than the other way around. There’s a mindset to adopt here, and I admit, many people never get there. Many are never able to get past the idea of doing what they love. In reality, you can use a love what you do mindset to overcome the challenges you encounter during your career and find great fulfillment.

October 23, 2014 — 0

Determination AND Patience

I recently had major surgery to correct some ongoing back issues. Spine surgery … nothing to take lightly, but the procedure went well. For me – recovery was the most challenging.

I’ve always believed with hard work and determination, you can get ahead – both in my professional career and in my personal life. I wanted to get back to normal at a faster pace than my doctors were telling me it would take. For those who work with me … no surprise there!

I started to see business and leadership lessons in my recovery – partly because, yes, I did have hours on end to think about this and other things. While I felt I had the determination to get through my rehabilitation and recovery faster than the docs thought, I didn’t entirely understand just how important patience would be for getting back on my feet – literally.

Here’s the thing: Determination to reach goals isn’t the only factor that will get you there. Sometimes, a dose of patience is required, too. And listening to experts and their advice. You’ll face roadblocks – some beyond your control – along the way. And pure willpower will not overcome them.

My advice to leaders at all levels is to find that right mix of determination and patience – and always seek and listen to expert advice. Equip yourself and those you lead with the tools to overcome obstacles along the way – including strong willpower. But understand that you’ll encounter setbacks and will need to be realistic – and patient – as you implement new ideas and forge change.

Determination can be your strength as a leader. Pairing it with patience isn’t a weakness. It only makes you better understand all that it takes to accomplish your goals.

August 7, 2014 — 0

Become an Everyday Leader

Leaders lead. And they follow.

These sentences sound contradictory, right? After all, we’ve all been conditioned to view leaders as … those out in front, those leading change, those making things happen. We have the context of historical leaders with tremendous personal will and courage.

I’ve written about leadership and courage before, so it does seem strange to now talk about leaders who follow. But I do believe successful leaders know when to lead, and when to follow. And the combination of these two dynamics sets the stage for learning, leadership growth and successful teaming. This is especially true for leaders at the highest levels of organizations.

I call this everyday leadership.

The mindset around all of this is what’s most important. As a leader, being self-aware enough to understand this thinking is truly the wisdom of crowds that can move mountains. And understanding that the conscious effort – every day – to notice and find nuggets of leadership to learn from and hold up to others in the organization … this promotes, encourages and motivates leadership behavior at all levels of the organization.

James Surowiecki wrote the book The Wisdom of Crowds, and although the term is more described in the book as a decision-making framework, I see it as a leadership mantra.

Everyday leaders seek examples in all facets of their lives – like paying attention to the way your kid’s coach motivates young athletes. Or maybe it’s a co-worker who’s effective at taking a project from start to finish; or a friend who always highlights the silver lining when things aren’t going so well. Sometimes, everyday leadership is not obvious – it can take real effort to find examples around you. But they are there – every day!

And once we recognize these nuggets of leadership, we need to do more! We need to learn from others, and incorporate these different techniques and styles along with ours. Everyday leaders take action to emulate the examples they encounter. They learn more about the leadership around them and incorporate the ideas in not only work, but daily life. They take these experiences and use them as motivation to push themselves. This becomes self-perpetuating, as leadership behavior at all levels of the organization is promoted and encouraged.    

David Potter is one example of an everyday leader. As an agent representing my company in Springfield, Mo., David leads a successful agency that’s been in business since 1987. He’s received numerous honors and award for his service to our customers.

What inspires me more than anything is David’s selfless nature and caring approach to the world. He’s led dozens of mission trips to Brazil, Costa Rica and the Dominican Republic over the years, and each time the people David brings with him come back changed. David’s a humble leader and doesn’t seek glory or accolades. He learns from others. And he acts.

Good leadership is contagious. Let it motivate you. Write down what you see, or talk to someone about what you experienced and the qualities that excited you. Because we encounter people like David every day, though we may not always notice them. Become an everyday leader and find these inspiring people in your life. Learn from them and work to emulate their actions.

Examples of leadership live everywhere in our daily lives. What have you seen recently?

May 19, 2014 — 0

Recognize the unsung heroes among us

I was at a town hall meeting at one of my company’s processing centers recently. A manager gave me some feedback, and it reinforced something I’d been thinking about lately.

Basically, the feedback was: We can do a better job recognizing and thanking those around us who, day in and day out, get the “less visible” work done.

By less visible, I’m talking about product-line processors. I’m talking about the employees who keep the lights on and keep us safe in our buildings. Our cleaning folks. Our call center employees. Our administrative staff. Without these important people, we couldn’t do what we do.

We’re surrounded by unsung heroes, and we need to get better at recognizing their importance and contributions to our success. These people are the glue holding my company – and probably yours, too – together.

So, I plan on taking some time to thank those who are, in a way, our unsung heroes. Could you as well?

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