ALLIGATORS IN EVERY SWAMP

“A man does what he must - in spite of personal consequences, in spite of obstacles and dangers and pressures - and that is the basis of all human morality.” ~Winston Churchill

“Courage and perseverance have a magical talisman, before which difficulties disappear and obstacles vanish into air.” ~John Quincy Adams

 

“If the fisherman and the hunters feared alligators, then there would be no recreation in the swamp.” Far from being an over broad generalization, the speaker was simply making the point that motivation overcomes perceived obstacles. While it is wise to mitigate risk—especially the risk of being overtaken by an alligator during a hunting trip—as Leaders we cannot wait until all obstacles have been removed before proceeding.

There are “alligators in every swamp.” The alligators are the obstacles and the swamp is the arena in which we are operating. While our ultimate objective might be to rid the swamp of all alligators (perhaps by “draining the swamp”), in the immediate term we must be able to effectively lead our teams, serve our clients and meet or exceed our organization’s objectives.

On a personal leadership level, one must be able to identify the potential or known alligator—perhaps a rival—and develop strategies to effectively collaborate with the individual when necessary (perhaps even daily) and to leave the alligator well enough alone the remainder of the time. Over time, trust may strengthen as the alligator comes to regard you as a non-predator, and a relationship may very well blossom.

At the team leadership level, we are well-served to anticipate the obstacles that may arise in resource allocation, miscommunication, diverse skill sets and personalities, etc. Upon taking inventory of each team member, whether via personality/behavioral testing or objective observation, develop individuals and assign roles to maximize the unique qualities that each member of the team possesses and executes well. As team membership changes, re-assess and re-assign as you deem effective.

When reviewing the swamp at the organizational level, we must begin with our mission. What outcomes have we committed to achieving to fulfill our mission? Much like the dedicated hunter that braves the presence of alligators to nonetheless enter the fertile swamp, we as Leaders must acknowledge with certainty and optimism that although we will encounter obstacles in our path to achieve the outcomes, we shall not fall to those obstacles.

Marketplace competitors, government regulation, loss of key executives, etc. always have been and will continue to be present as we pursue our mission. Our commitment to set and achieve identifiable and measurable personal, team and organizational outcomes must supersede any tendency toward hesitation or retrenchment. Acknowledging and neutralizing the alligators in our swamp quickly will enable us to lead our teams to focus solely upon those misson-driven outcomes.

Leave it to others less committed and less passionate (rivals, competitors, naysayers) to delay or to stay home and miss an abundant day of fishing in the swamp. Lead the way!

DON'T STEAL MY JOY!

"If a man love the labour of any trade apart from any question of success or fame, the gods have called him." ~Robert Louis Stevenson

 

"Pleasure in the job puts perfection in the work." ~Aristotle 

Continuing the theme from my previous article, I had been thinking more about how we lead those members of our team who appear to have plateaued in their roles.

I am reminded of a time earlier in my career when I was meeting with one of my Accounting Specialists (we'll call her "Sherry"). Sensing that her abilities exceeded her present role, I had been encouraging Sherry for some time to learn new tasks, go back to school for additional education, and position herself for advancement in the Organization. I valued Sherry's contributions and loyalty to the Team. During this particular meeting, I was proposing assigning Sherry some new duties with greater responsibility, and I was suggesting that I delegate some of her current duties to another Accounting Specialist to alleviate some of Sherry's work load.

I'll never forget what came next. Sherry looked at me and said calmly but firmly, "Cris, don't steal my joy!"

A bit confused by her response, I clarified further, "Sherry, I am very pleased with your work on this Team, so I want to provide you with new opportunities." I continued sincerely but naively, "This is a good thing I'm suggesting."

"I would be happy to take on these additional tasks and the project, but please don't take away my current tasks," Sherry continued. "I enjoy doing them."

Aha! So that was the rub. In my zeal to develop my Team Member with advancement opportunities, I had neglected to fully understand how and why Sherry had come into the role I had found her in. Because I had viewed her outstanding work ethic, trustworthiness, and loyalty to me (as the Leader) and to her peers through my own lens, I had failed to inquire further into Sherry's own perception of her value to the Team and to the Organization.

Taken in that new light, but cognizant that Sherry would not be able to effectively shoulder all of the new duties with all of her existing duties, we negotiated to ensure that Sherry retained those prior duties she most valued and would remain the back-up on the additional duties that she agreed she would shed. As Leaders, we must shun the gut-level assumption that "resistance to change" or "secure comfort zones" are the only reasons member of our Team might wish to perform longstanding duties. As Sherry taught me that day, some employees simply--heavens!--ENJOY THEIR WORK.

Sherry had shown longtime loyalty to the Organization. She didn't want to set the world on fire, become the CEO, or lead a Division. But, like many members of the Teams we lead daily, Sherry wanted to contribute to the Team's success, further the objectives of the Organization, and have fun doing it. Really not so bad when you view the win-win outcome against the philosophical backdrop of the likes of Aristotle and Robert Louis Stevenson.

TODAY'S QUESTION: Are YOU fully informed about the individual reasons why your Team Members gravitate to and excel at the work that they perform? If not, when will YOU schedule that conversation?