So, Here's My Story... - TopPodcast.com

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Ep188: When The Home Office Isn't Working Jan 26, 2021

Show notes

How do you delineate when work ends and home life begins when both happen in the same space?

Why is that important for business?

There is something important to many people about the distinctions between work and home life, whether it be the commute (as we talked about in this previous episode) or having an office outside of the home. Having a physical or at least psychological separation between the two can be important. You need a work place, not just a place of work.

Having a distinct space can also influence the quality of our efforts, both at work and at home. The benefits of working out of the home, when possible, means there is no porous boundary and you can focus on the task at hand, instead of laundry and emptying the dishwasher, and any other thing that happens to catch your eye. Having everything you need to do in front of you at all times makes deciding what is most important a little more challenging.

It is important to at least think about ways to create a ritual or practice that acts to separate the beginning and end of the workday or work week. The absence of things to demarcate time causes everything to blur.

Other resources mentioned

The Power of Moments, by Chip and Dan Heath: https://heathbrothers.com/the-power-of-moments/

The Power of Full Engagement, by Jim Loehr and Tony Schwartz https://www.goodreads.com/book/show/68985.The_Power_of_Full_Engagement

Life is not a Marathon http://psychologyofwellbeing.com/201410/life-is-not-a-marathon.html?fbclid=IwAR0kZ4hif-iXu2ksQIy6QPabdrQhwZIrrd8HD6gaWOxdY0LjxLkBajA58fw

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Ep187: Your Gut vs The Data Jan 19, 2021

Show notes

Do you ever get data that has historically proven accurate and helpful, but just ignored it because…you wanted to? How do you determine when to listen to recommendations, and when to follow your intuition?

Why is that important for business?

Business owners get a lot of information, and it can sometimes be interesting to simply say, “that’s interesting” and move on. But when we put effort into getting reliable metrics and then continuously ignore them, it might require closer inspection.

This past year has been all about uncertainty in business and demonstrating that perhaps we are capable of navigating without so much data and certainty.

And…if good data is telling you something that goes against what you think feels right, it’s worth considering.

As GPS demonstrates, sometimes even the best data has flaws and you’ll need to override the advice given. But when you find yourself consistently ignoring the suggestions given, it is worth considering if you really want any of that data at all. Sometimes you have to let go of the “should” that data represents. There is an art to knowing when to follow the data and guidance, and when to follow your gut (and when to ask more questions).

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Ep186: Rules, Guardrails and...Kevin Jan 12, 2021

Show notes

How do you balance too many rules with too few? How about exceptions? And where do you fall on Methodists and Evil Kevin? Let’s talk about all of that (and more!)

Why is that important for business?

It is easy to overdo or underdo rules and regulations. It is easy to fall into the trap of assuming that your team does not need rules because they can be trusted. But your team won’t always be the same, both because situations in their lives will change, and your team will change over time. Assuming best intentions is wonderful, but you also have to ask, “what’s at risk?”

You might worry that rules assume everyone is bad or insinuate distrust. But they also protect your employees. And it warrants asking what the maximum level of threat is and if it warrants rules to protect you and the employee. There is a sweet spot in the middle where rules don’t inhibit the behaviour you do want, while not discouraging the behaviours you wish to see less of.

Rules are there to put guardrails on things, but you can always step over the guardrail whenever you want. And like guardrails, they might exist only in places where the most danger exists.

To sum up: Good luck with rules. You should have them. Maybe. Probably. But you may not want to always enforce them. But make sure you don’t overdo them. Or underdo them. In short - good luck.

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Ep 185: Generational Superpowers Jan 05, 2021

Show notes

Is there a generational divide in your business or place of work? Leaning into the differences – and the superpowers – of each generation can make your business stronger. For instance, how can you exploit the Gen X superpower of tolerating boredom? Let’s talk about that.

Why is that important for business?

Usually, we give a little too much credence and attention to the differences between the generations. But there are differences. In business especially, those differences can actually help, if you aren’t afraid to focus on the strengths and shape the role to fit those strengths. Whether people are primed for the world they will have to usher in, or are shaped by the changing world they occupy, each generation has different skill sets that, instead of mocked, can be incorporated to make them even better at their jobs.

How do you cater to the innate tendencies of each generation? How often do you roll your eyes instead of thinking how that generational trait might be a skill? And where do you need to make some adjustments in terms of setting up processes to get the outcomes you want instead of just setting up the process you want?

The oversimplification of generations segments it in a way that is less useful. But each does have its own superpower. And just like in superhero movies, each have their own thing that they bring. You want to leverage those superpowers, even if it requires some sort of accommodation.

Additional resources

Want to read all about Gen X and how suited to boredom (and pandemics) they are? Here is the article Jodi references in her story: It Took a Global Pandemic, But Generation X is Finally Getting Love

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Ep184: Entrepreneurs Can’t Get No Satisfaction Dec 29, 2020

Show notes

Billy Joel and Hamilton sang about it, but what is your relationship with satisfaction? How can entrepreneurs, with their knack for always striving, develop a relationship with satisfaction, and is it even important to do that?

Why is that important for business?

Is there an incompatibility with entrepreneurship/business leadership and being satisfied? Is it a cardinal sin to say, “yeah I’m good”, or is that foolish?

Satisfaction lives on a spectrum, and even if it might not be necessary for an entrepreneur to find their way all the way to contentment, it might be important to develop the capacity to at least appreciate. One version of an unhealthy relationship with satisfaction is not even being able to notice the point where you achieve a goal. But it is also true that not a lot of entrepreneurs come at life with an abundance of satisfaction – the itch for striving might be a necessity for this kind of leadership.

So how do you cultivate a healthy relationship with satisfaction, and do you think it’s even important to do? It takes fuel to stay at the same altitude, and there is a danger in relaxing into satisfaction or contentment too much, but where does being “unsatisfiable” cheat you out of enjoying what is there and has been created?

Sometimes, it is important to look back and consider what parts you are satisfied with, where you simply maintain altitude.

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Ep183: The Garbage Bag Full of Salad & Working Remotely Dec 22, 2020

Show notes

Ever been so focused on the planning that you don’t take into account the delivery method? Ah, the lessons we learn from a garbage bag full of salad, lobster-chip cookies, and acres of pizza.

Why is that important for business?

This issue – considering the delivery method – has come up a lot in business in 2020, largely because of remote working. When you have a way of doing something – launching a strategic plan before a holiday party, when everyone is together, for instance – and you don’t consider the change in delivery mechanism (i.e. you didn’t consider that it would be different to do this on Zoom), the outcome can suffer. And this change in delivery method can really get people tied up in knots about any kind of planning.

But we also need to be aware of where we are using COVID as an excuse to do nothing. Instead of just thinking about how it will be less in these circumstances, we need to focus on how it will just be different. When you struggle to see the possibilities, it can help to imagine yourself in the future, being interviewed on how you accomplished your goal in these exceptional times.

Working remotely can add a layer of challenge to certain organizational aspects of business, and you have to be sure you are still making decisions as part of the whole, not in isolation. And those conversations to make sure we are considering the whole – the purposefulness of this contact can feel like overkill, but without it, you might have a garbage bag full of salad.

Other resources mentioned

If you really want to watch the episode of Family Ties that Eliot mentions, it is Season 4, Episode 8

“The story I am making up is that…” exercise from Brene Brown http://www.oprah.com/omagazine/brene-brown-rising-strong-excerpt

What story do you want to tell?

So, that's our story... now, we want to hear yours!

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Ep182: Success Mindset & Quarantine Shaming Dec 15, 2020

Show notes

There is a big difference between how the haves and the have nots think and talk about money, access and resources. Those differences show up in your business, too, and we should talk about it.

Why is that important for business?

Just as rich people teach their kids different things about money than poor and middle-class parents, so to do these differences show up in businesses, especially in management teams and start-ups. There is a difference between approach and culture, and mindset about accessing resources and advice. It is practically the birthplace of “you don’t know what you don’t know”. Certain options never even occur to people who aren’t used to thinking of those options. When you don’t even know what is possible, it’s hard to know what questions to ask.

People who are accustomed to financial and business success have more access to resources, yes, but the bigger piece might be the mindset piece.

It can be seductive to want to feel like the smartest person in the room, but if you are, you are in the wrong room. The constant drive to not be the smartest person in the room is not only great for your own personal development, but also a great leadership skill to develop. You need to surround yourself with people who make you better.

Other resources mentioned

Rich Dad Poor Dad: What the Rich Teach Their Kids About Money That the Poor and Middle Class Do Not! By Robert Kiyosaki

Dismantling the Myth of the Self-Reliant CEO, https://www.fastcompany.com/3060235/dismantling-the-myth-of-the-self-reliant-ceo

What story do you want to tell?

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Ep181: Tell Me The Truth Dec 08, 2020

Show notes

“Tell me the truth” – are there any four words more fraught with potential discord than those?

But if someone asks you a “tell me the truth” question, it’s important to consider that might not be the question you should be answering at all.

Why is that important for business?

If someone asks you a “tell me the truth” question in business, there is the potential to do a lot of damage, regardless how you answer. But almost always, there is an opportunity to ask more questions and gain more clarity, without ever answering the original question. Be curious and find out what they are really asking before you answer. When you ask the right questions, you can help bring them to the conclusion they want to reach, without risking the relationship. It can be the difference between “you’re right” and “that’s right”.

The honesty question is the wrong first question - the first question should be other questions. It might be the question laid on the table, but it is not the question that needs to be picked up. If you keep probing, you can usually find the right question. Because your answer isn’t going to be helpful if you aren’t answering the right questions.

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Ep180: The Value of Suffering Dec 01, 2020

Show notes

If you’ve ever seen a debate about student loan forgiveness, then you’ve heard some version of, “I had to pay my loan back, so should they.” But at what point does “fairness” become lack of leadership, and focusing on individuals cripple a system?

Why is that important for business?

To be successful, companies have to be nimble and not beholden to the past. At the same time, we have to be careful not to blithely dismiss or alienate those who have concerns – is there merit in the process (like a chick needing the struggle of hatching to develop) or is it merely an issue of “I suffered, so should you.”

If there is an opportunity to fix a systemic issue in your business that might be holding people back from exceling, personal experiences shouldn’t trump the needs of the company. It is the responsibility of a leader to help people grow in how they think about an organization. If senior people are too side-tracked by things remaining the same as they experienced, it is a signal that you have work to do. You will need to work to help your team build their muscle of seeing from an organizational wide perspective instead of as an individual contributor.

If you or someone on your team thinks people need grit or struggle to be better at their jobs, it’s worth asking: “is there a better way to build grit?”

What story do you want to tell?

So, that's our story... now, we want to hear yours!

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OR...

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Ep179: Bonuses in a Bad Year Nov 24, 2020

Show notes

For a lot of companies, bonus season is coming up. Because this has been an especially strange year, it feels extra challenging to balance the desire to show your people they are valued, while still being responsible to the future needs of your business in uncertain times. Essentially, this episode is all about helping Eliot make decisions, but we get to come along for the ride.

Why is that important for business?

Considering how strange and unprecedented the events of 2020 have been, forecasting the cash reserve needs of 2021 feels extra daunting. And there has also been lots of opportunity for the best people on your team to show how very valuable they are this year. Saving for the unknown that is next year is responsible but can also make it more challenging to show staff they are valued. You want to be a bright spot for those that made this year better, and you want to make sure they have a job in the future.

It is important to recognize that the assumption that people won’t feel valued if they don’t get a monetary bonus might not be correct, and it might help to involve them in the conversation. Of course, if bonuses have become an expectation (as we talked about in this past episode), this decision becomes trickier. But for most people, expectations are well-tempered this year, and many are just grateful to have a job at all.

It’s important to ask some questions to challenge your assumptions, like: what’s the purpose of the bonuses? How do I want my people to feel when they get them? And can I accomplish that while still preserving most of our cash resources for the great unknown that is 2021?

A well-intentioned mistake that leaders can make is stretching their business too far to make their people feel valued. If you overextend, you set yourself up for very tricky 2021. And you may be putting your people at risk. Getting creative with showing your appreciation without putting your business in danger is important.

And if you don’t know how to create that sense of value, you might need to rewind and learn more about your employees first.

What story do you want to tell?

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