The Power of Having Fun

workplace engagement

How Meaningful Breaks Can Help You Get More Done

 

Fun should be a top priority.

It shouldn’t be relegated to the bottom drawer, the one you open only when all the real work is done.

It’s not a distraction or a diversion.

That’s what Dave Crenshaw teaches in his new book, The Power of Having Fun: How Meaningful Breaks Help You Get More Done (and Feel Fantastic!). Dave is the founder of Invaluable, Inc., a coaching and training organization that helps transform businesses.

Dave recently spoke with me about his mission to have more fun in your life and, yes, even at work.

 

“Never, ever underestimate the importance of having fun.” –Randy Pausch

 

We Have Fun All Wrong

Fun isn’t something many executives talk about, but its benefits are important to individuals and to organizational culture. Why do we have fun all wrong?

The first issue is the emphasis on “fun” rather than “having fun.” The distinction is important because I view fun as an action. It’s something that we must make a part of our daily schedule. While others put emphasis on humor and culture, I put emphasis on planning and follow-through.

It’s the action of having fun―taking a break and doing something meaningful and enjoyable―that makes the real difference. Then we move beyond concept and theory and into implementation. The real “power” of having fun is in the doing of it!

The second issue is one of the biggest mistakes nearly every business leader makes. Leaders are tempted to think that everyone else will like to do what they like to do. For instance, the CEO may decide to hold a company bowling day…which is great—for the 40% of people in their company who love bowling.

Instead, leaders should become facilitators of unstructured, self-directed fun. For example. LinkedIn has one day each month for employees to recharge their batteries. While these “InDays” have a monthly theme, there’s a ton of latitude for employees to select activities for themselves.

 

Leadership Tip: become facilitators of unstructured, self-directed fun.

 

Do you see perceptions of fun changing with the Millennial generation?

I see the major differences being less of a generational issue and more of a life-situational issue. For example, I put a lot of emphasis in the book on creating “Family” Oases. I then define family very broadly, to include your traditional family―if you’re close to them―as well as best friends, parents, siblings, boyfriends/girlfriends, the grandparents you never forget to visit on weekends, your party-animal roommates, and even your trusted dog Sparky.

Those who are unmarried and without children are more likely to define these Family Oases in terms of time spent with friends and even co-workers. At the moment, most millennials find themselves in this life-situation.  However, once they transition into marriage and children, their priorities―and their definitions of “family fun”―begin to change as well.

The good news is, no matter your life situation, you and your loved ones can still receive the same benefit from carefully choosing, planning, and enjoying having fun together.

 

“Winning is only half of it. Having fun is the other half.” –Bum Phillips

 

Recognize Your Desert

How Servant Leaders Achieve Better Results

bridge to growth

How Servant Leaders Achieve Better Results

Recent studies show that only about 20 percent of workers understand their company’s mission and goals. Only 21 percent say they would “go the extra mile.” Less than 40 percent believes senior leaders communicate openly and honestly.

Today many feel that they are over-managed and under-led.

Jude Rake has over 35 years leading high-performance teams. He is the founder and CEO of JDR Growth Partners, a leadership consulting firm.

I’ve written and spoken about servant leadership all over the world. And so I read with great interest Jude’s new book, The Bridge to Growth: How Servant Leaders Achieve Better Results and Why It Matters Now More Than Ever and asked him to share some of his thinking and research with you.

 

“Servant leaders focus their organization externally on the marketplace.” –Jude Rake

 

Learn from Pat Summitt

You personally observed Pat Summitt’s leadership and watched her in action at half-time. You saw her growing other leaders, not demanding followership. It was such a powerful example. Would you share that story?

Several years ago when I was COO at a large consumer products company, we needed a keynote speaker for our annual marketing and sales meeting. Given that our company was a big sponsor of NCAA women’s college basketball, we decided to invite Pat Summitt to be our keynote speaker.

Pat inspired everyone with her energy and her famous “Definite Dozen Leadership Traits for On and Off the Court Success.” After our meeting at dinner, I shared with Pat that I had coached youth basketball for many years. She graciously took interest and invited me to be a guest coach at a Lady Vols game. I was floored! I took her up on her offer and eventually travelled to Knoxville for an unforgettable weekend.

I knew that Pat was an outstanding coach, and I admired her for her accomplishments, but I had no idea just how good she was at cultivating leaders throughout the Tennessee women’s basketball program. From the moment I stepped onto that campus, everything was executed with excellence. I soon learned that I would be shadowing Pat. I discovered firsthand why so many recruits chose the Lady Vols program, and why so many former players and coaches use terms of endearment when recalling Pat Summitt’s influence on their lives.

 

“Confidence is what happens when you’ve done the hard work that entitles you to succeed.” –Pat Summitt

 

Game day was quite a production, from pre-game activities to post-game reception. Anyone who watched Pat from the sidelines might expect her to lead everything with an iron fist. It was quite the opposite. Pat was clearly orchestrating everything . . . but the entire weekend appeared to be executed by everyone but Pat. She had done most of her leading and coaching in practice. The assistant coaches and players stepped up to the plate time and again, as did her administrative support staff. They took turns leading, and they collaboratively leaned on each other’s strengths to elevate performance throughout game day activities.

During the game, we sat immediately behind Pat and the team. At halftime the Lady Vols were trailing. We went into the locker room with the team. Pat was not there. I watched as the players—by themselves—took turns facilitating a brainstorming session about what had worked well and what needed improvement. Then they presented their analysis to the assistant coaches for input and guidance. Clearly, these players and assistant coaches had been trained well. They knew what to do without being micro-managed. Finally, Pat joined the team, and the players and assistant coaches collectively presented their conclusions. Pat succinctly graded their performance and assessments, added her own personal evaluation, and they aligned on an action plan for the second half. Everyone had led at some point. They leaned on each other’s strengths and focused on the biggest opportunities for improvement. They debated vigorously and respectfully. Ownership was achieved. There was no lecture or screaming. Half-time ended with a quintessential Pat Summitt inspirational call to heightened intensity and hustle, and the team went out and kicked their opponents’ behinds!

For me, this was an impressive example of a leader growing leaders and difference-makers, not just demanding followership. Pat Summitt showed us that leaders can be demanding, passionate, and ultra-competitive, yet still focus a significant amount of their time, energy, and empathy on the development of leaders at all levels of their organization. It’s what fueled her unprecedented results at Tennessee, and it’s the most important thing leaders do.

 

“Servant leaders bring out the best in others.” –Jude Rake

 

How to Build a Team

9 Steps to a Better Bottom Line

profit

How to Improve Your Bottom Line

In the last several years, businesses have faced smarter competitors, continual change, technological innovations, and uncertainty.

It seems more difficult than ever to both grow the top line of a business and the bottom line, too.

That’s the challenge that Dr. Dorriah Rogers, CEO of Paradyne Consulting Works, takes on.

From her work with some of the most complex projects and organizations, Dorriah has developed a 9 step program to grow net profit. After reading her new book Decide to Profit: 9 Steps to a Better Bottom Line, I asked her to share more about her research and experience.

 

“The man who removes a mountain begins by carrying away small stones.” –Chinese Proverb

 

Tell us more about the 9 steps and how you arrived at them.

The 9 steps are the result of many years of implementing various profit-focused solutions and systems across many different types of industries and companies.  At one point in my consulting career, a senior executive (almost, but not quite) jokingly asked me if I could develop an “Operations Manual” of all the tools I had at my disposal.  That was the genesis of the 9 Steps.  From there, I kept refining the steps, making sure they were interrelated, and asked for real-world feedback from my clients, until I had it down to a system as simple as I could make it.  I wanted to create a process that was not overly complicated to understand or use, and I wanted to create something that both managers making decisions and employees wanting to make an impact could readily implement to help their companies improve profitability.

 

“Whenever man comes up with a better mousetrap, nature immediately comes up with a better mouse.” –James Carswell

 

Identifying the system that needs improvement seems straightforward, but it isn’t as easy as it sounds. What if you can’t seem to identify which one is off course?

Agreed.  It is not simple to get started.  And that is why so many of my clients struggled.  They either focused on too many improvements or the wrong ones.  In many cases, most managers and employees inherently know where they need to start, or in what general area, and that is as good a point to begin with as any.  It may not be as tight a starting point as you might want, but the 9 Steps will help to define and clarify if it is the right place to focus your attention and resources as you progress.  Keep in mind that a “system improvement” could be as big as an entire corporate overhaul (like the Lego case study in the book) or as small as an internal vendor payment process.  The idea is to find those things that are impacting your ability to make money.  So the first place to start is to discuss internally which things are impacting your ability to generate profit.  Not revenue, but profit. 

Companies have a choice: keep doing what you’re doing and make incremental (or no) improvements to your bottom line, or tackle your best estimate of the system within your organization that could potentially have the biggest impact on profit.  You might start out with the wrong one, but the beauty of the 9 Steps is the iterative process built into it.  Along the way (and fairly soon) you will realize that the system you chose to improve might not be the right one because it is NOT positively impacting your financial goals, and the steps will prove that out for you through the ROI process.  At that point, you simply readjust, and the 9 Steps will guide you closer to those areas that will have the biggest impact.  So in short, start somewhere and the 9 Steps process will get you where you need to be.

 

“Creativity is thinking up new things. Innovation is doing new things.” –Theodore Levitt

 

Beware the Expert Loop

What is the expert loop and how does it often cause problems?

The expert loop was first coined by Alex “Sandy” Pentland in his November 2013 HBR article entitled “Beyond the Echo Chamber.”  In it, he posited that within organizations only a handful or individuals are viewed as the experts and the only ones who are capable of making important decisions.  I agree with his conclusions that, in fact, seeking information outside of this expert network is often much more valuable.  Time and time again I have seen the phenomenon of top executives sitting in rooms with the same small group of people as they rehash both problems and ideas in a tired, circular rhythm. The same ideas are beaten to death, and the same people are heard.  Even when new people are brought into the conversation, their ideas are often dismissed or even scoffed at as the experts re-establish their positions of authority at the top of the food chain. The problem this creates is twofold: a lack of true innovation and the stifling of a culture of continuous improvement.  While it is true that experts should (and do) have great ideas, it often requires a fresh perspective or a dissenting voice to shake things up and move the company in a new direction.  Some of the best ideas I have ever heard have come from the most unexpected voices.

 

9 Steps to Improving Your Bottom Line

  1. Identify the system that needs improvement.
  2. Put the right team together.
  3. Identify the goal.
  4. Observe the system.
  5. Identify bottlenecks within the system.
  6. Brainstorm.
  7. Select optimal solutions for improvement.
  8. Implement one change at a time.
  9. Sustain a culture of continuous improvement.

 

Unlock the Power of Brainstorming

Why Values and a Purpose are Vital for Leaders Today

purpose

Matthew Snider is a writer, a personal development junkie and a regular blogger at Self Development Secrets, a blog to help you achieve your goals. For more tips like these, I encourage you to visit his site.

Have you worked under someone who was so assured and stood their ground that no matter what happened, he or she knew what mattered? Then you’ve probably worked with a leader who has strong, unshakeable values. It’s not about the money, recognition or power. These values that drive them are something bigger. Finding your purpose is one thing. Finding it as a leader is an entirely different subject. It’s not about emulating other successful leaders or key figures in the industry; it’s about identifying your real values in life, knowing that this gives you a definite purpose for making the tough decisions as a leader. Let’s go about finding out how these things can be so vital to being a better leader.

 

The Making Of A Better Leader

Making decisions is what leaders do. They get paid to make the tough calls. But what’s more important are the values of a leader. It gives the team consistency and stability. What I mean by that is this: having a set of values will give a team a direction, a company culture, and adds some meaning to the work that is being done. All these start from the top, the leader, and flows down to every level. Now every leader has their values, and they can differ from one to another. Two good leaders can have completely different values. So what exactly is a value and how does it help one become a better leader?

 

“Great people have great values and great ethics.” -Jeffrey Gitomer

 

What Are Values?

Values are what is important to us—in other words, what we value, or the thing that drives us. People will have certain core values which help shape them into who they are today. The same values can also be different for everyone. For example, if two people value love, they can show it in very different ways through their actions or vocally. It’s sad to think that even though we all have values, when it comes to working, we tend to adopt the values we were taught to follow. Unfortunately, these values can hurt us, and it’s not something we would like to associate with our real values.

 

The Purpose Of A Leader

Harvard Business Review states that based on the author’s understanding, less than 20% of leaders have a strong sense of individual purpose. These same leaders can tell us the mission statement of the company, but they lack the sole purpose that makes them stand out as a leader. It doesn’t matter if you’re the CEO of a multi-million-dollar company or told to lead a small team of three, your purpose is what makes you, you. It’s your why: why you’re working, why you want to lead the team and more. That’s the difference between leaders, and a good leader has an ultimate purpose. This is why some leaders get remembered and acknowledged long after they’re gone.

 

How to Find Your Purpose?

How to Manage to Make a Difference

make a difference

Make a Difference

If you’re a new manager, you may find yourself in unfamiliar territory faster than you can imagine. How do you handle the gossiping employee? Or the top performer about to jump ship? How do you develop a high-performance team?

Larry Sternberg and Kim Turnage have literally packed numerous tips, strategies, tools and techniques for managers into the pages of their new book, Managing to Make a Difference: How to Engage, Retain, & Develop Talent for Maximum Performance. I recently spoke with Larry about their new work.

 

“We can change the world and make it a better place.” -Nelson Mandela

 

Why Employee Orientation is All Wrong

Your book starts out saying that we have employee orientation all wrong. We too often start with scare tactics and explaining what will result in termination. What does this do to new employees?

Frankly, the gratuitous negativity turns people off. The new employer is building the case for termination on day one! Also, it’s just plain boring. Negative and boring are not strategies to increase engagement and positivity about starting a new job.

You might say that these kinds of statements are necessary in our litigious society. We happen to disagree with that point of view. But even if we were to agree that they are necessary, they diminish your efforts to engage and retain people.

Imagine you’re dating someone, and you start a discussion about being exclusive and moving in together. The other person replies, “I’d love to do that! But first I want to make sure you understand the reasons I might decide to end this relationship.” How would that make you feel?

 

Go Ahead: Get Close to Your Team

I loved your advice on getting close to people. I’ve long advocated this. What are the benefits of getting close to people at work?

When you cultivate close, positive relationships with your employees (and among your employees), every employee spends his day with people he really likes and cares about. This increases job satisfaction, engagement and morale. Teamwork improves because employees are more likely to go the extra mile for people they care about. When problems occur, employees with good relationships will resolve them more easily. A leader who has close relationships with her employees can exert more influence on them without using her power. For instance, when she asks for extra effort, they’re more likely to give it.

 

Leadership Tip: the closer you are to someone, the easier it is to influence that person.

 

Talk about the importance of setting expectations.