Both events produced spectacular failure for two people: Rafael Nadal at the Australian Open and Kyle Stanley at the PGA event. The tennis match is now in the record books as the longest Grand Slam match at almost 6 hours! Nadal had lost 6 straight times to Djokovic and looked as if he were going down again when he rallied and had a 4 games to 2 lead in the 5^th and final set. He was serving to take a 5 to 2 lead which would have surely given him the match. An errant backhand led to a losing service game and before you knew, the match was over and Dkokovic had won the last set 7 games to 5. Despite being down 4 to 2, Dkokovic won 5 of the last 6 games!

The golf match was hard to watch as a fan. You never want to see someone win when another person completely crashes and burns.  Kyle Stanley had a 3 shot lead with 1 hole to play (never mind that it was a 5 shot lead with 6 to play!) On the last hole, an easy par 5, he dunked his 3^rd shot in the lake, made a triple bogey which caused him to be tied, and then lost in the playoff to Brandt Snedeker on the 2^nd hole. My heart was aching for Stanley as he could barely speak when the media tried to interview him after he lost. Thankfully, it was quick, but the pain on his face was incredible.

Few of us leaders ever fail with so many people watching. But, we all fail at crucial times in our careers. I don’t know anyone who hasn’t experienced both “the thrill of victory and the agony of defeat.” Some people say that it reveals our character when we fail. I believe that it allows the character and values we already have to come out and either strengthen us or realize what we’re missing that could have strengthened us.

I could regale you with all types of quotations and references to famous people who have said so much about this topic, but I’m not. You can find those easily on your own. Think Thomas Edison!

I want to leave you with a simple message; failure produces success. How? It can be as simple as reframing the situation, doing a detailed review of what went right, what went wrong and lessons learned. Or, it may require a complete reinvention of who you are as person if something critical is missing. I’ve had epic failures in my life that required that reinvention. I’ve also had failures that just required a quick retooling of minor details. Here are the main points to consider:

• Embrace failure as a springboard to the next success.
• Reframe your thinking and spend the time to review the event in detail.
• Ask who can help you on your journey…we don’t do this thing called life by ourselves!
• Make sure you’re heading in the right direction. Maybe the failure was that the ladder was going up the wrong wall!
• Do you have a friend, mentor, expert or coach who can help you see things that you can’t see?

Onward & Upward!

Ed

This is why we at Human Capital Initiative are big believers in the Birkman assessment, and we use it extensively in our coaching and consulting work. What I explained after that comment is that we all have needs that, if met, will allow us to perform at our best. Our usual style of leadership and our needs shape our perception of others and the world.  It’s very easy to believe that everyone is like us. There’s nothing fundamentally wrong with that, but it points out how challenging it is to be an UnCommon Leader. It is so easy to make mistakes when you’re a leader by believing “isn’t everyone like that?” If it’s important to me, then why shouldn’t it be important to everyone?

Most all of us have heard of the Golden Rule: do unto others as you would have done unto you. With the Birkman information, we change that paradigm to the Platinum rule: do unto others as they want to have done unto them.

Here are the major points for you to consider:

• How you see the world and your personal values color how you see others.
• How you see someone act is not necessarily how that person wants to be treated intrinsically.
• There is absolutely no correlation between someone’s external behavior  and his true intrinsic needs and motivators.

All of these points are important, but the last one is one of the key issues that will challenge all of us when we try to figure out how to lead others. Sometimes things just don’t add up, and you can’t figure out where they are coming from! Someone just shouted, “Exactly!”

Who and what is challenging you in your leadership role?

Onward & Upward!
Ed

One of the talks Stephen gives to groups is on networking. He and I were recently talking about the power of facilitated introductions and the importance of continually investing time in building your network both to expose yourself to new ideas and potential opportunities. Although Stephen targets his tips toward entrepreneurs who are looking for partnerships, venture capital, etc., his networking concepts are genius (common sense that is not so common) and will work for anyone.

With that in mind, I’m gearing this post to those of you who are looking for jobs. As I write this, 13.3 million of you are unemployed and would like to find a job. Some of you are discouraged and beginning to feel like things will never turn around. Reality is there are less jobs than people available to fill them, so you have to step up your networking game.

• Get clear. You have to know what you want to achieve before you can communicate this effectively to others. Take the time to truly decide what you want. Do you want a job? What kind of job? Who (within a company) would be your perfect contact? In what industry do you want to work? If this is different from your industry experience, how do your skills translate to the new industry? Do the research on companies for whom you would like to work. Make a list of two or three and the key contacts. For example, if you want a job in finance, get the name of the CFO, Finance Division President, or whoever is the decision maker for the particular position you have in mind. As Steven Covey would say, “Begin with the end in mind.”
• Utilize Stephen’s Tornado Technique. This is a questioning technique to use in networking situations that helps you to gather intelligence. You start with broad questions and get more specific as you continue the conversation. The key is to keep asking questions and really listen to what your contact is saying. Important questions to have in your repertoire include:
  • What do you do?
  • What type of industry are you in?
  • What are some of the companies you do business with?
  • Who do you usually sell to or work with there?
  • What can I do to help? What are your biggest challenges right now? Who are you trying to get to?
• Build referral currency. You have been engaged in conversation and listening for referral opportunities for the other person. You have enough information now that you can say, “Remind me to introduce you to A from B company and C from D company.” As Stephen so eloquently reminds me, this creates an implied referral system and a psychological burden upon the other person before you ever begin talking. The person feels obligated to help you because you are generously helping them. It’s at this point you ask for names of the specific individuals who can help you reach your goal. You will end up with three to four names from each person you talk to if you effectively use this referral currency strategy.
• Follow up. Make sure to follow up with each of the names you collect.  A follow-up call should use this script:
  • Hello, my name is ______________.  I was given your name and number by _____________.  Did I catch you at a good time?
  • Yes—Great.   Here is specifically why I am calling…..
  • No—Is there a better time to follow-up with you?

This follow-up script helps to create affinity between you and the person you are calling because you have a common bond with the individual who gave you the name and number.

Networking is simple but certainly not easy. It requires effort and action in order to be successful. I’ve provided you with a small snapshot of Stephen’s advice about how to network effectively. Ultimately, networking for the job search depends upon you and your persistence. Do the research — go where you are most likely to meet those who can help you get what you need. And good luck!

Onward & Upward!
Lisa Dominisse

Special thanks to Stephen Meade for permission to use his concepts as part of this blog. If you’d like to learn more, you can watch the two-part talk he gives in San Diego to a group of entrepreneurs at: San Diego Founders Isolation Speech Part I and Part II.

Change fatigue is caused by flavor-of-the-week change initiatives. Some are regulatory and cannot be helped, but many changes are truly “organizational programming” intended to improve customer service, increase sales, elevate employee engagement, etc.  Oftentimes, there is a lack of top-level commitment to these programs, so new programs are layered over more new programs and employees are left feeling like there is no true investment in any of the activities. Why should they commit? Desired outcomes are never achieved and the cycle continues…with another new program.

So this year, instead of thinking up grand plans for change for others, ask yourself, what do I need to change in the way I lead, behave and interact in my personal and professional life that will pay dividends? Maybe this is the year you invest in changing yourself. Start by asking yourself the following self evaluation questions.

1. What do you want as a leader, for your organization, for your family and personal relationships?
2. What’s holding you back from being the kind of leader you want to be?
3. What is it costing you to continue holding back?
4. How do you want to change your mind’s belief system on that topic?
5. What new habits will you put in place to fortify your new beliefs and mindset?
6. What is the most meaningful action you could take now to step into the leader you intend to be?
7. What new skills or support systems will ensure your success?

These questions will help you begin to determine what personal changes need to be made to move you toward achieving Uncommon Leadership for yourself, your loved ones and your organization. Our wish for you this New Year is that you chart the course to becoming an Uncommon Leader and that you may Live, Lead and Leave a Legacy. Happy New Year!

Onward & Upward!
Lisa Dominisse

The Human Capital Initiative (HCI) is committed to providing its clients the most well-rounded and experienced team of leadership consultants available. That is why HCI is so proud to announce its newest senior partner – Tom Pearce. Pearce joins the team with more than 12 years international consulting experience.

“I am delighted to be joining such a respected group. The Human Capital Initiative’s reputation in the business community for integrity, intelligence and impact is unmatched. I look forward to being part of the team,” says Pearce.

Pearce is the former Vice President of Human Resources and Administration for ARCO China, where he supervised 25 people and managed a budget of $8 million. He has also worked on assignment in companies in Indonesia, London and Dubai. His experience with global brands makes him an industry leader in the consulting field. His clients include Mobil, Atlantic Richfield, Nortel, Texas Industries and the Environmental Protection Agency.

“We are thrilled to have Tom on the team,” says Ed Chaffin, president, The Human Capital Initiative. “He brings a level of experience and a global perspective that fits perfectly within our diverse group of coaches and consultants.” With the addition of Pearce, HCI now has consultants working out of the Dallas, Baton Rouge, Denver and Atlanta markets.

Chaffin sites the power of virtual collaboration as a driving force in HCI’s continued success. “We come together with one another, as well as with clients across the country and the world. When our clients need a team, we are able to provide that. And, when they need a local consultant to help them, we can offer that, as well.”

Learn more about the HCI team.

Right after the flashbacks of the 2001 Disney marathon I began clapping and cheering on the runners as they passed me. Watching their reactions was priceless! Some ignored the cheerleading, but most responded with thumbs up, big smiles and even big thanks. You could watch their physiology change as well. Chests went higher, strides got longer (especially in those that I complimented their “gait” and running style!) and heads went up. The reason I did this was because I remembered what it was like to have crowd support when I ran the Disney Marathon. You run through all of the parks and the crowd support is unbelievable. It is also very hard to explain how important it is to a marathoner. I’ve talked to many who agree it really helps endure the process.

What are the lessons for us as leaders?

• Encouragement to your team can take on many forms, but I believe it is essential for every human being to be appreciated and encouraged. Yes, some of us don’t need as much as others, but all of us need some (The Birkman Method assessment will tell us how much!).
• If you understand the human brain, you know that there is a basic need to know we are safe and secure. As a leader, if you can provide a safe environment for your team, they will turn off that part of the brain that is driven by fear and looking for danger and move into a more productive and creative mode.

These aren’t just my leadership beliefs. These statements have been proven in the world of brain science and neuro-leadership.

There are times when some of your team need to hear the “cold, hard truth” of their performance.  We need to be told we’re not performing up to the standards that have been set. But, is this your main method for motivation and leadership? If it is, then realize what brain science has learned. The research says we need at least a three-to-one ratio of “positivity” to “negativity” to thrive and perform at a high level.

Encouragement certainly falls into the category of positivity!

Who needs your encouragement today?

Onward & Upward!
Ed

I love it, don’t you?! I’m sure some of you are incredulous, but I think it’s very telling of this generation. She went on to clarify that her main point about her generation being smarter related to technology. And, in that regard, virtually all of us boomers have to agree!

I’ve written a white paper regarding the generational differences (you can take a look at that here). But, for now, I’d like to discuss how we could better invest in this incredible group of people.

Several key factors to consider:

• This group is estimated to be larger than the baby boom generation
• They are alleged to be coachable and open to being mentored
• Organizations have finally embraced “coaching” as a key strategic initiative*

If we’re right about this generation – and I believe we are – then we have not only an incredible opportunity, but also an incredible obligation to take what we’ve learned and pass it on. This is our next great generation of leaders. If they want to learn and are willing to be coached, let’s step up. If your company has not embraced coaching as a strategic initiative then it’s time to consider it.

Do you have an intentional, focused effort to develop this next generation of leaders?

We at HCI are passionate about investing in others. We’re also expert coaches. How can we help your organization?

Onward & Upward!
Ed

* The Critical Human Capital Issues of 2011 – The Institute For Corporate Productivity (i4CP) – Annual study – Coaching is now the Number 10 item for High Market Performers

For the first time in 60 years, the Birkman Method is just a mouse click away. On November 8, 2011, The Human Capital Initiative launched its Birkman on Demand portal, allowing users to get the full benefit of the robust personality assessment starting at just $38.

“In 1999, I learned about the Birkman Method®. I was stunned by its accuracy and the depth and breadth of information. It allowed me to understand myself and those I was leading without the guess-work and trial and error,” said Ed Chaffin, President, The Human Capital Initiative. Today, Chaffin and the team at HCI are thrilled to bring this excellent assessment to everyone.

In today’s economic climate, executives, managers and small business owners are tasked with creating more with less and leading highly effective teams.  Birkman on Demand is an ideal tool for businesses, non-profits, churches, schools, families and individuals looking to learn more about themselves and each other.

Understanding what I do and how I do things is important. Even more significant is why I do what I do. This is the unseen world that is most difficult to identify and articulate. The Birkman Method put all this in language I could understand which transformed how I operate and relate to people. – B. Spencer, Entrepreneur

The price-point and speed of this new “on demand” system allows for just that. Unlike many other personality assessments, The Birkman Method describes an individual’s interests, strengths, motivations and stress reactions and provides basic recommendations for developing skills to achieve goals and overcome obstacles.

“This project has been a labor of love. Dr. Birkman has been one of my heroes for a long time and I am so proud to be a small part of the dream he had almost 60 years ago to bring the Birkman Method to the world,” said Chaffin.

Click here to learn more about Birkman on Demand and to take the assessment.

When I heard those words though, I was reminded of the oft cited communications impact (I think Toastmasters International still emphasizes this) that 93% of what you communicate is non-verbal. That ties with the end of the above phrase “and words will never hurt.” By the way, this statistic is actually one of those “urban legends” that has been repeated so often that it has become truth.  The study that alleges these stats has been questioned and refuted.

What’s the point? Word choice is VERY important when communicating for you to become a communication’s expert and an UnCommon Leader™. And, words not only hurt, they can damage a relationship beyond repair!

Let’s take the words YOU and ALWAYS. Let’s say we have a disagreement of some sort and I say these words:

“You always say mean things to me. You don’t understand me. You don’t care about me!”

The word you just became a dagger and the word always is a global term that is never true….just kidding! What if we changed this to the following:

“I am really hurt by what was just said. It seems that I’m not being understood, and it sounds as if I’m not valued.”

Which one of these two exchanges would have the best chance of producing a productive dialogue? Exactly. The second set of sentences.

Here’s another example in a work situation:

“Your performance is abysmal. You don’t have the skills to get this job done, and if you don’t shape up and get with the program, I’ll find someone who will!”

I know. That NEVER happens in the corporate world, does it? Trust me. Some of your managers had that exact conversation with a direct report today! How could this be rephrased to produce a productive dialogue?

“Ed, we have performance standards here at HCI. Those are not being met by the work you are doing. I am going to develop a performance improvement plan for you that I’ll present on Friday. Once we go over that information, I will expect a higher level of performance. And, I will want to know what tools, education, and coaching you will need to make that happen.”

Yes, there are times when the word you should be used, and this is one of those. Direct communications is necessary at times to make sure that the person knows what issues exist and that they are responsible.

Sticks and stones may break my bones, AND words can shoot daggers through my heart. Let’s teach that “ditty” to our children!

Onward & Upward!
Ed

September 27, 2011 – Today’s volatile job market demands that career hunters recognize what they can bring to a company and that companies understand how to craft powerful, effective teams. For more than 60 years, the Birkman Method® has provided assessments to facilitate just that; but it was an expensive, consultant-dependent process. The Human Capital Initiative is excited to announce the upcoming launch of “Birkman on Demand,” an online narrative version of the analysis starting at just $39.95.

“Dr. Birkman had a vision of creating an instrument that went beyond the standard reporting of our usual leadership, enabling us to see what our intrinsic motivators are and how — if they were met — our best, productive leader would emerge,” said Ed Chaffin, President, The Human Capital Initiative.  “With the launch of ‘Birkman On Demand’ we will help Dr. Birkman’s dream come alive for millions more people at a price that meets the market’s needs.”

Unlike most other personality assessments, The Birkman Method® describes an individual’s interests, strengths, motivations and stress reactions and provides basic recommendations for developing skills related to a wide variety of environments and people. Each assessment analyzes the way a person manages life and work situations, determining motivational needs and identifying ways to reduce stress reactions that so often damage relationships and occupational effectiveness.

Individual results will be provided in an easy-to-understand narrative format with simple directions for application in daily life. The Birkman Results Report will come in a workbook format, covering up to 26 topic areas including: Career Focus, Leadership Style, and Trust. “I have been exposed to many other assessments throughout the years in my leadership roles. In 1999, I was introduced to the Birkman Method® and my leadership has never been the same. I was stunned by its accuracy as well as its depth and breadth,” said Chaffin.