Mix things up to re-energize your team

Posted by Jesse Kliza in Business, Collaboration, Leadership, Management

Here’s a great exercise to help re-energize your team:

Tell every member of your team that you want each of them to forget about everything that they are currently working on, and take the time to come up with what THEY think they should be working on. What THEY think should be their highest priority.

In addition, ask them to look at what every other member of the team is currently working on, and come up with what THEY think each person’s highest priority item should be.

Then, have a meeting to discuss all of these things, brainstorm and re-align your priorities.

When Team Dynamics Become Team Dynumbics

Posted by Jesse Kliza in Business, Collaboration, Entrepreneurship, Leadership, Management

Sometimes a terrible thing can happen to a team. Team dynamics become what I call team “dynumbics”.

People become numb. They become lulled to sleep, not willing to participate in the overall team effort aside from doing their individual tasks and calling it a day. They no longer have a drive to disagree, to be creative or to voice their opinions and ideas.

Why does this happen? In thinking about it, I’ve come up with the 5 dysfunctions of a team as I see them. (I know of Patrick Lencioni’s book with the same title, though I’ve never read it.)

1) Poor Leadership – Poor leadership causes everyone else to suffer. In reality, poor leadership is really the only thing to blame for poor team dynamics.  Leadership needs to recognize the signs of the remaining four dysfunctions, and fix them quickly.

2) Poor Process – Poor process will quickly lull people to sleep and drive teams apart. A poor process can be defined as: no process, a process that is clearly broken, or a process that changes all the time. A process changing and improving from time to time is one thing. However, if you have a fire drill every time a certain task needs to be completed, you have a poor process and you need to spend the time needed to fix it. A poor process just frustrates people.

3) Poor Relationships – Strong professional relationships are key. This needs to be fostered by leadership as well. One simple way to foster strong professional relationships amongst team members is to stress their importance frequently. Like most things, just bring it up. Tell your team that it’s important that they all have good relationships with one another, and that they feel comfortable providing constructive criticism and asking each other for help/input.

4) Lack of Shared Vision – If your team doesn’t have a shared vision for what you are trying to accomplish, how do you expect to accomplish it? Don’t expect that everyone will have the shared vision because you mention it once a year. It needs to be reinforced, brought up frequently, and you need to be evaluating the things that your team is doing to make sure they are furthering that shared vision. Without a shared vision, people can easily become disengaged and feel like they are doing busy work.

5) Lack of Ownership – This is vital for two reasons:

• Ownership motivates people to do their best. If you tell someone that something is “theirs” and that they “own it”, most people are going to do the best they can.  If no one owns it, it’s going to be mediocre.

• If no one owns it, there is no one to hold accountable when it doesn’t get done.  This also means that people will feel like someone else should have done something, which weakens relationships between team members.

Don’t let your team become numb.

Working Together to Create a Culture of Innovation

Posted by Jesse Kliza in Business, Collaboration, Leadership, Management

One of the things I love most about working is having the opportunity to sit down next to someone else and work side by side with them on something. I literally go out of my way to work with people this way if at all possible. I learn so much, and it’s an opportunity for me to hopefully impart something worthwhile to the person I’m working with. Sure, there are always things that you simply need to just focus on and get done on your own. But when you need to interact with someone else on your team, why not work side by side with them whenever possible?

Working this way is a powerful tool you can use to help create a culture of innovation within your organization/team. Here’s how:

1) Preface your interaction/work session with something like this:

“My goal every time I work side by side with someone like this, is not just to accomplish the task at hand. I have two other things that I explicitly want to accomplish. I want to learn something from you – I want YOU to teach ME something. At the same time, I hope to share some bit of knowledge, or teach you something as well. So please, try and teach me something, I will try my best to do the same.”

It’s important to set expectations this way, especially if you are working with someone that reports to you. Some people will feel like you are micromanaging, so just be clear about your intentions and goals.

2) Recap – When your work session is over, tell your co-worker what you’ve learned and ask them what they learned. THEN, ask them if what you learned is what they were trying to teach you and vice-versa.

3) Encourage everyone on your team to do the same when working with one another.

4) Periodically talk about the things that you’ve learned over the course of a given week or month, and ask the rest of your team members to do the same. It’s probably good to vary the frequency of these discussions.

This accomplishes a number of great things:

1) It shows that you respect your team members, and that you don’t think you know it all.

2) It shows that you are not just task oriented, but that you have an interest in your team members’ development.

3) Knowledge sharing happens, respect for one another increases, and stronger relationships develop throughout your team.

4) Your team members learn, grow, and become more engaged.

All making your job as a manager/team leader that much easier, and helping to create a culture of innovation within your team.

Munger Mondays in May: Success By Doing The Right Thing

Posted by Jesse Kliza in Business, Leadership, Management

For this last monday in May, I thought I’d end with this great statement by Charles Munger regarding one of Berkshire Hathaway’s keys to success:

“We don’t claim to have perfect morals, but at least we have a huge area of things that, while legal, are beneath us.  We won’t do them.  Currently, there’s a culture in America that says that anything that won’t send you to prison is okay.

We believe there should be a huge area between everything that you should do and everything you can do without getting into legal trouble.  I don’t think you should come anywhere near that line.  We don’t deserve much credit for this.  It helps us make more money.  I’d like to believe that we’d behave well even if it didn’t work.  But more often, we’ve made extra money from doing the right thing.” – Charles Munger

I’m a firm believer in doing what is right, regardless of the cost.  It’s great to see a company as successful as Berkshire Hathaway taking this stance.

Munger Mondays in May: If You Don’t Know Just Say So!

Posted by Jesse Kliza in Business, Leadership, Management

In April of 1996 Charles Munger spoke to a group of students at Stanford University Law School. This talk was later published in Outstanding Investor Digest twice (December 29, 1997 and March 13, 1998). During the question and answer section of this discussion, one student asked Munger the following question (remember, this was in 1996):

“You discussed Coke’s mistake. Do you have any thoughts about where Apple went wrong” – Student

Munger’s answer was one that far too few people are willing to give:

“That’s not a field in which I’m capable of giving you any special insight” – Charles Munger

He didn’t have any insight into where Apple went wrong…so he said so. Why can’t more people simply admit that they don’t know something, rather than give a confident answer when they have no real knowledge related to the question or topic of discussion?

One word: Pride.

Pride gets in the way. Too many people are afraid to admit that they don’t know something, even when it’s something they really can’t be expected to know.

I learned this lesson the hard way my first two years of college. I would NEVER go and ask professors for help. If I didn’t understand something, I would try and tough it out by myself. I would work all alone at trying to solve problems and grasp concepts that were completely new to me. I would avoid answering questions in class and stubbornly do poorly test after test. I just couldn’t humble myself to go and ask for help. I beat myself up, wondering why I didn’t just get it. Why were other students enjoying class and acing the tests?

Then I noticed over time that the students that were really excelling were the ones that were with the professor during his/her office hours. They were with the TA during their office hours. They were willing to admit they didn’t know it all. They didn’t “just get it”. They worked at it, and asked for help when they got stumped.

Pride is a terrible thing. Humbleness is something we can all use more of. I’ve noticed that I’m realizing it’s value more and more lately.

Now of course, Munger didn’t JUST say he didn’t have an answer to the student’s question. He took the opportunity to beautifully illustrate the importance of admitting when one doesn’t know something:

“There’s another type of person I compare to an example from biology: When a bee finds nectar, it comes back and does a little dance that tells the rest of the hive, as a matter of genetic programming, which direction to go and how far. So about forty or fifty years ago, some clever scientist stuck the nectar straight up. Well the nectar’s never straight up in the ordinary life of a bee. The nectar’s out. So the bee finds the nectar ad returns to the hive. But it doesn’t have the genetic programming to do a dance that says straight up. So what does it do?

Well, if it were Jack Welch, it would just sit there. But what it actually does is to dance this incoherent dance that gums things up. And a lot of people are like that bee. They attempt to answer a question like that. And that is a huge mistake. Nobody expects you to know everything about everything.

I try to get rig of people who always confidently answer questions about which they don’t have any real knowledge. To me, they’re like the bee dancing it’s incoherent dance. They’re just screwing up the hive.” – Charles Munger

Don’t screw up the hive. Be humble, and don’t lead others astray because you want to appear to know it all.

Munger Mondays in May: The Virtue of Reliability

Posted by Jesse Kliza in Business, Leadership, Management

In 1986 Charles Munger gave the graduation speech at the Harvard School in Los Angeles (now Harvard-Westlake). His speech was an expansion on Johnny Carson’s graduation speech given at the Harvard School years prior, in which Carson gave his prescription for a life filled with misery. Munger’s speech is WELL worth reading in it’s entirety. However, I’d like to focus this post on Munger’s first prescription for misery – Be Unreliable.

“First, be unreliable. Do not faithfully do what you have engaged to do. If you will only master this one habit, you will more than counterbalance the combined effect of all your virtues, howsoever great. If you like being distrusted and excluded from the best human contribution and company, this prescription is for you.” – Charles Munger, 1986

This is so true, and so many people are doomed to mediocrity in my opinion because of their lack of reliability. How many people do you know that say they will do something and never follow through? How many people do you know that you CAN’T count on?

I’ve thought a lot about this, and I really believe that a big factor that plays into people’s unreliability is pride. Many people are more interested in themselves and the appearance of success and strength, than in doing the right thing. They are more interested in being “people pleasers”, than being real. If you’ve got better things to do, tell me. If you don’t feel like something is worth your time, say so. If you just can’t handle something, do everyone a favor and let us know!

It comes down to being able to set others expectations appropriately. You aren’t unreliable if you tell me you can’t do something – You ARE unreliable if you don’t do what you tell me you will.

Unreliability is also perpetuated by the culture of many organizations and teams. Without accountability and consequences for being unreliable, people never learn their lesson and correct their behavior. This lax culture of many companies today undermines the very power of a team.

Twenty years after his speech, Munger makes an excellent point about McDonald’s in this respect:

“Indeed, I have often made myself unpopular on elite college campuses pushing this reliability theme. What I say is that McDonald’s is one of our most admirable institutions. Then, as signs of shock come to surrounding faces, I explain that McDonald’s providing first jobs to millions of teenagers, many troubled, over the years, has successfully taught most of them the one lesson they most need: to show up reliably for responsible work. Then I usually go on to say that if the elite campuses were as successful as McDonald’s in teaching sensibly, we would have a better world.” – Charles Munger, 2006

Maybe working at McDonalds should be a prerequisite for every job? But then again, pride would get in the way there too…

Nobody is perfect. To me, being reliable and following through on the things I commit to doing is not something I take lightly. If I forget to do something, or I’m late to a meeting, etc, I genuinely feel bad. I apologize, and correct my mistake as quickly as possible. I feel almost like I’ve lied, because I didn’t follow through. Then I reflect on my mistake, and try my best to not let it happen again.

It’s easy to go with the status quo, to except a behavior because everyone else does. DON’T! That’s a sure fire way to be mediocre, and as many of you know, I absolutely despise mediocrity.

I’ll leave you with one last quote from Munger:

“Master this one habit (being unreliable), and you will always play the role of the hare in the fable, except that instead of being outrun by one fine turtle, you will be outrun by hordes and hordes of mediocre turtles and even some mediocre turtles on crutches.” – Charles Munger, 1986

What do you think causes people to be unreliable?