3 Reasons to Apologize Even if You’ve Done Nothing Wrong

“I’m not going to apologize because I didn’t do anything wrong!”

I remember my kids uttering that phrase a number of times when they were young, and I’ve also heard it from adults in the workplace more times than I care to remember. No one likes to be wrongly accused and most people certainly don’t want to apologize for something they didn’t do. The thought of apologizing when we’ve done nothing wrong, or even worse, when we’re actually in the right, causes our blood to boil. We become indignant, defensive, or lash out at others, none of which does anything to improve the situation.

However, there is a time and place for apologizing even if you’re not guilty. It’s important to remember that apologizing is not an admission of guilt; it’s an admission of responsibility. (Click to tweet) You are taking responsibility for improving and moving past the situation at hand. Here are three good reasons to apologize even if you’ve done nothing wrong:

  1. Choosing relationship over being right—When difficulties arise in a relationship, it’s a natural human instinct to want to assign blame. If the other person is in the wrong, then we can gloat in the satisfaction of being right. It’s easy to dive into the deep end of the pool of self-righteousness. It takes emotional maturity to prioritize the health of the relationship over the ego-feeding need to be right. Apologizing for the pain and difficulty of the current situation, even if you didn’t cause it, shows you place a higher value on the other person than you do on the need to be right.
  2. Lose the battle to win the war—You need to have a long-range perspective when it comes to relationships. There are going to be lots of battles (e.g., differences of opinion, conflict, etc.) in our relationships at home and work, and we’d die of exhaustion if we fought tooth and nail to prove ourselves right in every instance. Sometimes it’s better to lose the battle and apologize even when you’re right, for the sake of winning the bigger war (e.g., maintaining peace, completing the project, etc.).
  3. Take one for the team—As the leader, there are times you need to take one for the team. You may not personally have been at fault, but if your team has dropped the ball, you should take the blame on their behalf. Weak leaders will often throw their team under the bus when they’ve made a mistake. The leader will absolve him/herself of any responsibility and blame it on the team acting carelessly. The best leaders, however, apologize for the mistakes their team make and accept whatever blame comes their way.

It’s no fun to apologize when you’ve done nothing wrong. Every fiber of our being compels us to scream that we didn’t do it, and to blame someone or something else. Responding with righteous indignation often escalates the tension and does little to resolve the situation. If you value the relationship more than being right, are willing to lose a small battle for the sake of winning the larger war, or need to take one for you team, it’s OK to apologize—even if you’ve done nothing wrong.

A Fine Collection of Work Cartoons by John Junson

Today at Work in Winnipeg, it is -50 celsius with windchill. 

Now that’s cold. To keep warm I have collected the best cartoons by John Junson from his Today at Work collection from 2018.

When we laugh, we indulge in a short humor break and boost to rejuvenate ourselves and maybe even keep us warm!

John has created over 600 cartoons on work for the Employee Experience and Engagement network. I encourage you to use his cartoons today in your work.

To view the collection visit: http://www.davidzinger.com/wp-content/uploads/Today-at-Work-2018.pdf

9 Warning Signs of a Failing Employee

Danger Thin Ice“I’m sorry, we need to let you go.”

Oomph! Those words feel like a punch to the gut of the employee on the receiving end, and for the leader delivering the bad news, those words create anxiety and many sleepless nights leading up to that difficult conversation.

No leader likes to see an employee fail on the job. From the moment we start the recruitment process, through interviewing, hiring, and training, our goal is to set up our employees for success. It takes a tremendous amount of time, energy, and expense to bring new people into the organization and ramp them up to full productivity, so it’s in everyone’s vested interest to see an employee succeed. Yet we all know there are situations that, for whatever reason, an employee struggles on the job and there isn’t much hope of turning it around.

I recently met with a group of HR professionals and line managers to debrief employee termination situations. As we reviewed the cases at hand, the following nine signs emerged as warning signals, that had they been heeded early on in the employee’s career, a termination decision could have been made much earlier in the process that would have saved everyone a lot of heartache and the company a lot of money. Any one of these signs is alarming in and of itself, but when you combine all of them together…KABOOM! You’ve got an employee meltdown waiting to happen.

Nine Warning Signs of a Failing Employee

1. Things don’t improve with a change of scenery – Maybe it’s the relationship with the boss, certain peers, or the nature of the work has changed and the employee is struggling to perform at her best. Whatever the reason, moving the employee to another role or department can get her back on track. I’ve done it myself and have seen it work. But if you’ve given someone another chance by giving them a change of scenery and it’s still not working out, you should be concerned. The scenery probably isn’t the problem.

2. You feel like you have to walk on eggshells around the employee – We all have personality quirks and some people are more difficult to work with than others, but when an employee becomes cancerous to the morale and productivity of the team and everyone feels like they have to walk on eggshells around the person for fear of incurring their wrath, you’ve got a serious problem. Don’t underestimate the destructive power of a toxic, unpredictable employee.

3. Emotional instability – Part of being a mature adult is being able to manage your emotions and it’s critically important in a professional workplace. If you have an employee that demonstrates severe emotional mood swings on the job and in their relationships with others, you need to pursue the proper legal and ethical guidelines in dealing with the employee and getting them the support they need. Don’t ignore the behavior by chalking it up to the heat of the moment, the stress of the job, or excusing it by saying “Oh, that’s just Joe being Joe.”

4. Trouble fitting into the company culture – Perhaps one of the earliest signs that you have a failing employee is noticing she is having significant trouble adapting to the culture of the organization. There is a natural transition time for any new employee, but if you’re constantly hearing the employee make negative comments about how the company operates and criticizing leadership, or not developing solid relationships with others and becoming part of the team, warning alarms should be going off in your head.

5. Blames others, makes excuses, and challenges authority – You know the incredibly loud sound of air raid sirens used in civil defense situations? That’s the sound you should be hearing if you have an employee with a track record of blaming others and making excuses for her poor performance. Failing employees will often challenge authority by trying to lay the blame at the boss’ feet by saying things like “You should have done this…” or “You didn’t address that problem…” or whatever the case may be. If you have an employee who always seems to be involved in drama, ask yourself “What (or more appropriately ‘who’) is the common denominator in these situations?”

6. Distorts or manipulates the truth – I’ve dealt with employees who were very skilled at manipulating or distorting the truth. In whatever difficult situation they were in, they would find a kernel of truth to justify and excuse their involvement to the point that I would feel compelled to side with them. I learned you have to be discerning and consistent in your approach to dealing with manipulative people and make sure you document your interactions so you have sufficient data to support your termination decision.

7. Unseen gaps in performance – One of the most challenging situations is when an employee seems to be performing well by outside appearances, but when you explore behind the scenes you discover there are gaps in her performance. Maybe it’s sloppy work, not following correct procedures, or even worse, being intentionally deceptive or unethical. Be careful, things may not always be as they seem.

8. A trail of broken relationships – Employees don’t have to be BFF’s with all of their coworkers, but they do need to respect others and be able to work together. A person may be a high-performer in the tasks of her job, but if she can’t get along with other people and has a history of damaging relationships with colleagues, eventually there will come a point where her contributions are outweighed by the damage and drama she creates.

9. Passive-aggressive behavior – You know those smiley-face emoticons at the end of slightly sarcastic and critical emails? A classic example of passive-aggressive behavior where the sender is trying to couch her criticism in feigned-humor. This is toxic and can be hard to manage because it manifests itself is so many ways that appear to be innocuous in and of themselves. Veiled jokes, procrastination, sullenness, resentment, and deliberate or repeated failure to follow-through on tasks are all signs of passive-aggressive behavior. Be careful…very careful.

The number one job for a leader is to help his or her employees succeed. Before an employee is terminated, a leader needs to be able to look in the mirror and honestly admit that everything possible has been done to help the employee succeed. These nine warning signs should serve as critical guideposts in helping any leader be alert to a failing employee.

Does Being a Naysayer Make You a More Powerful Leader?

photography of a person pointing on something

If you’ve ever wondered why so many negative and critical leaders seem to rise to power, recent research sheds a little light on the cause. It turns out that even though we say we want compassionate and empathetic leaders, we perceive naysayers as being more powerful than their non-critical colleagues.

In one of a series of studies, 518 participants were shown four pairs of statements made by former U.S. presidential candidates during nationally televised debates. They were not told the candidates’ names or when the debate took place. The pair of statements included one that was positive and supportive of America’s future, while the other was negative and critical. Participants were asked to rate how powerful each candidate appeared to be, how effective they thought the person would be in office, and whether or not they would vote for the person.

Compared to the presidential candidates who made positive statements, participants rated the negative candidates as more powerful, more likely to be effective in office, and likely to earn their vote. In additional studies across different contexts such as art reviews and opinions on social issues, participants consistently rated the naysayer as more powerful, albeit less likable, than their neutral or positive counterpart.

Why is this the case? Researcher Eileen Y. Chou theorizes the cause is human psychology. We perceive naysayers as being more independent, willing to speak their mind, and willing to “tell it like it is.” This fuels a perception of the naysayer being powerful enough to not be bound by normal constraints or resources. This perception of power was strongest among those who felt the most disadvantaged. The disadvantaged perceive the naysayer as being willing to speak truth to power and disrupt the status quo.

So, should you incorporate more negativity into your leadership style in order to become more powerful? Let’s see…how can I put this in a sensitive, thoughtful, diplomatic way?

NO!

There is certainly a time and place for candid realism in a leader’s communications. Leader’s who sugarcoat the truth and try to get their people to believe everything is rainbows and unicorns are perceived as out of touch, fake, and incompetent. Leaders have an obligation to “keep it real” with their followers, but also need to inspire people with hope for a better future. Constant negativity and criticism causes people to view the leader as a malcontent and they eventually remove their support.

The more fundamental issue for me beyond the role of being a naysayer is a leader’s relationship with power. Power accompanies leadership and it can be used in healthy and unhealthy ways. The greatest use of power is in service to others and there are noble and altruistic ways of developing and sustaining power that benefits others.

One only needs to listen to the political rhetoric these days to see the harmful effects of naysaying leadership. Constant criticism, negativity, and fault-finding appeals to the most base instincts of humanity. The most successful and enduring leaders call to the “better angels of our nature,” as Abraham Lincoln said, and unite people through a shared vision of a more promising tomorrow.

The Secret Power of Moments for Full Engagement

I believe one of the biggest barriers to full engagement in work is fear. Fear arrives in many forms. One form I am familiar with is procrastination. We put off. We delay. We think we lack good time management or tenacious willpower.

What we lack is a way to tackle the fear that surrounds being engaged and the answer resides in moments. The fear can range from the idea that even if we do our best it won’t be good enough to not even knowing how to do a task and afraid to ask for help.

We can often do in moments what we can’t do in grand plans, big strategies, and “smart” goals because moments shrink fear to something so small that we are no longer afraid.

Here is a simple equation to explain this:

Engagement = Moments > Fear

The next time you encounter personal disengagement and you believe fear is lurking behind the scenes I encourage you to remember this statement:

Moments shatter fear into tiny fragments that can easily be managed and overcome.

Take your next moment, separate it from the herd of endless time, and focus your work in that moment. When you start to string or stack together many moments you may even surprise yourself about what you can accomplish. The poet, William Blake, encourages us to see the world in a grain on sand…

Engage along with me, our best is yet to be.

Just OK is not OK When it Comes to Being Trustworthy

When it comes to trustworthiness, being just OK is not OK.

You may have seen any number of AT&T’s “just OK is not OK” series of commercials touting their wireless network. Well, I’m a fan of creative and funny TV commercials, and the first time I saw one of these I immediately saw the connection to trust. 

People form perceptions of our trustworthiness based on our behavior. Acting in trustworthy ways creates the condition of trust in our relationships. When you look at what makes people trustworthy, you find they are:

Able: Being able is about demonstrating competence. Able people have the expertise, training, and qualifications to perform well in their roles. They also have a track record of success as they demonstrate the ability to consistently achieve goals. Able people are skilled at facilitating work getting done in the organization. They develop credible project plans, systems, and processes that help team members accomplish their goals.

Believable: A believable person acts with integrity by dealing with others in an honest fashion; e.g., keeping promises, not lying or stretching the truth, not gossiping, etc. Believable people have a clear set of values. They communicate these values to others and use them consistently as a model for their behavior: they walk the talk. Finally, treating people fairly and equitably is a key characteristic of a believable person.

Connected: Connected people show care and concern for people, which builds trust and helps create an engaging work environment. People can create a sense of connection by openly sharing information about themselves and the organization and by trusting others to use that information responsibly. Connected people also build trust by having a people-first mentality and building rapport with others. Taking an interest in people as individuals, not nameless workers, shows that these people value and respect their colleagues.

Dependable: Being dependable and maintaining reliability is the fourth element of trustworthiness. One of the quickest ways people erode trust is by not following through on commitments. Conversely, those who do what they say they are going to do earn a reputation of being consistent and trustworthy. Maintaining reliability requires people to be organized so that they can follow through on commitments, be on time for appointments and meetings, and get back to people in a timely fashion. Dependable people also hold themselves and others accountable for following through on commitments and taking responsibility for their work.

Growing in trustworthiness is a journey, not a destination. You never reach the point where you can say you are fully trustworthy. Trust in relationships is a living organism, constantly interacting with and adjusting to the dynamics of the situation and individuals involved. In order for trust to flourish, it’s important to behave in ways that demonstrate you are able, believable, connected, and dependable.

When it comes to trustworthiness, being just OK is not OK.

Conflate for Employee Engagement

Think “conflate” for employee engagement in 2019. To conflate is to mix together. We must strive to ensure our behaviors for engagement conflate results, relationships, wellbeing, and career.

As you offer performance feedback connect that to achieving results, building a relationship, to developing the other person’s career, and to increasing the wellbeing of both of you.

One input – many outputs.

Powered by WPeMatico

Rising Above the Mob: 5 Leadership Lessons from 1 Hawk and 3 Crows

A few days ago I was tidying up the back yard when the noise of several crows caught my attention. That’s not out of the ordinary for my neighborhood. Although I haven’t done an official tally, I’m pretty sure the ratio of crows to humans is 1:1 in my neck of the woods. Anyway, there was a real commotion going on.

When I looked up, I noticed there was a red-tailed hawk circling overhead and the crows weren’t too happy about it; hence all the racket. The hawk seemed to be minding his own business. He was majestically gliding through the air in circles, occasionally flapping his wings once or twice, but mostly being powered along by the air currents pushing him gently higher and higher into the sky.

The neighborhood flock of crows (or murder if you prefer the old-school term for a group of crows) had nominated three of their brethren to express their displeasure to the hawk about him invading their turf. The three delegates flew about the hawk in a menacing manner, dive bombing him from different directions and trying to knock him off course, all the while hurling bird epithets at him with their squawking and cawing.

Despite the crows’ ruckus, the hawk seemed to take it all in stride. Occasionally the hawk slightly deviated his course when he was closely buzzed by a crow, but for the most part he kept circling in a consistent pattern. The crows had to expend a lot more energy than the hawk to maintain their efforts. They furiously flapped their wings to match the speed of the hawk, forcing them to take turns in harassing the larger bird. Upward and upward the hawk climbed, and the more altitude he gained, the more difficult it was for the crows to keep pace. Eventually, the crows tired of their of their pursuit as the hawk soared out of reach.

I thought to myself, “Why were those crows harassing that hawk?” As with all of life’s existential questions, I turned to Google for help. It turns out those crows were engaging in what’s known in the animal world as mobbing behavior. The hawk represented a threat to the crows, so they cooperatively worked together to mob the hawk in an attempt to drive him away.

Mobbing behavior isn’t limited to birds; people engage in it, too. And sometimes being a leader can feel like being a hawk getting pestered by an angry mob of crows. I don’t think any hawks read my blog, but I know some leaders do, so here’s five lessons I think we can learn from our avian advisers:

  1. Expect to be crapped on—It turns out that one of the primary behaviors of mobbing birds is to defecate on the intruder. Nice, huh? Talk about dropping a bomb…anyway, leaders get crapped on, too. We should expect it because it comes with the territory. Gossip, backbiting, passive-aggressiveness, or outright resistance are all forms of crap leaders occasionally have to endure. Expect to occasionally encounter your fair share of crap so you aren’t caught by surprise when it happens. No matter how pure or noble your intentions, there will be people who don’t like what you’re doing and will let you know about it.
  2. Understand defensiveness—The crows didn’t mob the hawk for no reason; they mobbed him because they were afraid. It’s hard to get inside the brain of a crow (although I have been called a bird-brain before), but I imagine they were concerned the hawk might be looking for some delicious crow eggs for lunch, or maybe even a small baby crow if he was feeling extra hungry. In this way, people are similar to birds. When they perceive a threat in their environment, it creates fear and causes them to react defensively. If your people are starting to show signs of developing a mob mentality, figure out the root of their fear and address that issue. Too often we make the mistake of addressing the symptoms of a problem rather than the cause. Defensiveness can kill our relationships without us even realizing it.
  3. Check your motives—The hawk isn’t completely innocent in this situation. Why was flying in this particular area? Was he truly minding his own business or did he have ulterior motives? I don’t know. I asked but he didn’t respond. As leaders, we need to be clear on our motives. Are we behaving in self-serving ways, or do our actions reflect a desire to serve our people and organizations for the greater good?
  4. Don’t get distracted—Assuming your leadership behavior is driven by the right reasons, don’t get distracted by the critics in the mob and stay focused on your goals. The hawk wasn’t surprised by the mob of crows nor did he let them knock him off course. He stayed focused on doing his thing, knowing the crows would eventually get tired or bored and leave him alone. When you chose to be a leader, you chose to step apart from the crowd. You will be second-guessed and criticized, and with that will come lots of distractions. Stay focused on being a hawk and don’t worry about the crows.
  5. Rise above the mob—Ultimately the hawk flew high above and out of reach of the annoying crows. Leaders have to do the same when mobbed by their critics. I like the philosophy articulated by former First Lady Michelle Obama in response to how they tried to teach their young children to deal with the harsh criticism of her husband’s presidency: “…when they go low, we go high.” Leaders need to take the high road when responding to criticism—consider the source, learn from it what you can, and respond with integrity and decency. Keep soaring to greater heights and don’t get dragged down with the crows.

Now, being a hawk doesn’t necessarily make one a leader, just as being a crow doesn’t automatically condemn one to be an annoying pest. It just so happens I observed one hawk being mobbed by three crows, and out of that interaction drew five leadership principles. I’ll leave it up to you to determine if you’re a hawk, crow, or some other creature that represents your inner leadership spirit animal. Whatever you decide, follow these leadership lessons to rise above the inevitable mobs that will criticize and undermine your leadership and soar to the success you deserve.

Powered by WPeMatico

Engage 2019: Get More Into Your Work to Get More Out of Your Work

Do you know how to fully engage with your work so that both you and others fully experience all the benefits of your labor?

In 2019, I am devoted to helping educate others to get more into their work to get more out of their work. If you or your organization would like to learn more to fully engage please take the next moment to contact me: david@davidzinger.com. We can discuss possibilities around coaching, keynotes, workshops, or internal consulting.

Engage along with me, our best is yet to be.

Good work requires more than sheer effort, it requires knowledge and skills. It require an acuity to the moment and recognizing each moment invites us to engage with the work in front of us. It means embedding our moments within a bigger story as we string or stack moments for a momentous career.

I decided to make a video to sum up my 25,000 hours devoted to work engagement, personal engagement, leadership engagement, and employee engagement.

Below is my 23 minute 56 second video that was done in just one-take to share with you the future of engagement in 2019 and what I believe about the power of moments in igniting, enhancing, and build work engagement.

Below you will find the key points from the video.

If you prefer a wonderful and colorful PDF document containing these key points, click here.

The Portara

Here are the key points from Engage the Moment:

  • The
    secret: We are looking in the wrong place to improve employee engagement.
  • Engagement
    is to be found in the moment and moments are the fundamental building blocks of
    engagement.
  • There
    is no stress in the present moment.
  • When
    we fully engage, we are also enhancing our wellbeing and lowering our stress.
  • Ask
    yourself this great time management question: What is the best use of my time
    right now?
  • Drivers
    and levers are poor fit concepts to explain a personal responsibility for
    engagement approach.
  • Engagement
    is an invitation.
  • Engagement
    can be defined in 8 simple words: good work done well with others every day.
  • Trying
    to achieve and proclaim Great Work often isn’t so great.
  • The
    way to achieve great work is to do good work every day.
  • Good
    work can literally make us well.
  • We
    are responsible for engagement while we influence others’ engagement.
  • Some
    of us are more engaged with our smart phones than the tasks and relationships
    right in front of us.
  • Can
    you treat engagement as well as you treat your smart phone?
  • Do
    you charge both your smart phone and yourself up every night?
  • An
    excellent engagement trigger is after you use your phone to ask yourself: What
    can I do right now to improve engagement for myself of someone else in the
    organization?
  • Engagement
    is not about PowerPoints and survey results it is about actions and
    interactions. There is no way to engagement, to engage is the way.
  • Four
    focuses for engagement are ABCD: Achieve results | Build relationships | Cultivate
    wellbeing | Develop career
  • Attach
    your moments and small actions to the bigger story or strategy of your
    organization.
  • Add
    spice to moments so that you focus on results: keep asking yourself and others
    “what you want, what you really, really want.”
  • Engagement
    is not an extra it is the core of work.
  • Prevent
    iatrogenic disengagement – our attempts to engage employees that instead end up
    disengaging employees.
  • Anonymity
    can be a killer of engagement yet we rely on anonymous surveys.
  • Disengagement
    should not be a punishable offence it should trigger dialogue, conversation, and
    connection or re-connection.
  • Engagement
    is the diamond in the heart of work and wellbeing
  • Engagement
    is not something we do to people or for people it is something we do with
    people.
  • To
    get everyone on the same page, follow the Positive Deviancy dictum: never do anything about me without me.
  • Determine
    your Engagement Zone or E-zone: How long can you stay engaged.
  • David’s
    fine-tuned E-zone if eleven minutes and eleven seconds.
  • David
    offers 3 suggestions on how to determine the length and efficacy of your
    personal E-zone.
  • We
    have 20,000 possible moments every day.
  • When
    will you turn engagement around? How about the next moment?
  • Recognize
    or support someone else at work right now.
  • Study
    the academic focus on work engagement by Arnold Bakker and others to infuse
    work with vigor, absorption, and dedication.
  • Learn
    why snakes and ladders is such a vital metaphor for engagement at work.
  • A
    powerful leadership question to ask in many situations: What stood out for you?
  • Prevent
    and manage setbacks — can you make a ladder out of snakes?
  • Study
    John Gottman’s relationship moments composed of bids and turns.
  • Bids
    and turns are very predictive of engagement and relationships.
  • Make
    lots of bids and keep turning towards others.
  • Engagement
    thrives on strong relationships, good friends, and effective connections.
  • High
    quality connections occurring in the moments of time between people is a huge
    source of personal and organizational energy.
  • There
    is no secret in engagement. The real requirement is to step up to, and into,
    the moment of engagement.
  • Mindfulness
    is related to personal engagement.
  • Authentic,
    powerful, personal engagement is only a moment away.
  • What
    are you going to do in the next moment?
  • Keep
    on asking: what can I do right now to improve engagement for myself or someone
    else in our organization? Turn your answer into an action or interaction that
    contributes to achieving results, building relationships, cultivating career,
    and developing career.

Powered by WPeMatico

The 3 Types of People, Projects, or Tasks You Need to Prune in 2019

At this very moment on the cusp of a new year, you have people, projects, or tasks you need to eliminate from your life. Maybe you’ve been dealing with a troubling employee situation for months, or even years, and despite your best efforts you don’t see any hope for improvement. Or maybe it’s a project that got off track months ago, but no one, particularly you, wants to admit it’s a failure and a new strategy is needed. Perhaps it’s a particular task or process you’ve maintained for years because “that’s the way it’s always been done,” but you have an inkling that if you stopped doing it tomorrow, no one would notice or care.

If this resonates with you, then it’s time for some pruning.. The core definition of pruning is to remove anything considered superfluous or undesirable. As Dr. Henry Cloud points out in his book, Necessary Endings, the areas of business and life that require your limited resources—your time, energy, talent, emotions, money—but aren’t achieving the vision you have for them, should be regularly pruned in order to reach their full potential.

Consider the cultivation of a prized rosebush to understand the purpose of pruning. The gardener removes branches or buds that fall into any of three categories:

  1. Healthy buds or branches that are not the best ones,
  2. Sick branches that are not going to get well, and
  3. Dead branches that are taking up space needed for the healthy ones to thrive.

These three categories of pruning apply to the types of people, projects, and tasks you are dealing with right now.

Type 1 – The Good Detracting from the Great

The rosebush produces more growth than the plant can optimally sustain. The plant has only so much life and energy to power its development, so the gardener trims what may be healthy, yet average blooms, so the plant can direct its resources to the best producing roses. The good roses, if left alone, will suck life away from the great roses. The result? A rosebush with average blooms performing below its potential.

What people, projects, or tasks are you involved with that, although good in and of themselves, are taking time and resources away from achieving greatness with your team or organization? There is no shortage of things demanding your attention, so the key is to prune your priorities down to the most essential ones that fuel the majority of your success.

Type 2 – The Sick That Can’t be Cured

Some branches in a rosebush become diseased and have to be removed to protect the health of the entire plant. When the caretaker notices a sick branch, he will spend some time trying to nurse it back to health. At some point in time the caretaker will reach a decision to prune the branch because he realizes that no amount of water, fertilizer, or care is going to heal the branch. Sick branches take energy from the rosebush, and pruning these sick branches allows the bush to direct more energy to the healthy ones.

You have people, projects, and tasks that are diseased and need to be removed. You have fertilized them, watered them, nurtured them, and done everything in your power to help cure them. For whatever reason, they aren’t getting better and they’re only taking time and energy away from the healthy things you need to focus on. This can be one of the toughest decisions a leader has to face. It might mean confronting the difficult truth that a key company initiative isn’t working as intended, or a long-term employee isn’t able to improve his performance to meet the needs of the organization. On the plus side, it is liberating to admit things aren’t working and changes need to be made because it frees up time, energy, and resources to focus on areas of new growth.

Type 3 – The Dead Preventing Growth of the Living

The third type of pruning is removing dead branches in order to make more room for the living branches to grow. If the dead branches aren’t removed, the path of the living branches will be obstructed and limited. The living branches need room to spread in order to reach their full potential and the dead branches impede that growth.

You have dead branches in your business and personal life that need to be removed if you want to reach your full potential. It might be misguided organizational strategies that served your company well ten years ago but are no longer relevant. Or maybe it’s processes, systems, or meetings you engage in but don’t add any value to the purpose you’re trying to achieve. If it’s dead and just taking up space, get rid of it. It’s time to cut that branch.

Prune with a Purpose

The gardener doesn’t prune willy-nilly, just clipping branches and blooms here and there without discretion. The gardener has a purpose. He knows what a healthy rosebush should look like and he prunes toward that standard. It illustrates the importance of having clear goals and expectations for your organization, your people, and yourself. Without clear goals and standards, you don’t have an objective measure by which to prune and you handicap yourself from reaching your full potential in 2019.

Powered by WPeMatico