04 January 2011
Bear Bryant - "Do the Right Thing."
At a Touchdown Club meeting many years before his death, Coach Paul "Bear" Bryant told the following story:
"I had just been named the new head coach at Alabama and was off in my old car down in South Alabama recruiting a prospect who was supposed to have been a pretty good player and I was havin' trouble finding the place. Getting hungry I spied an old cinder block building with a small sign out front that simply said "Restaurant."
"I pull up, go in and every head in the place turns to stare at me. Seems I'm the only white fella in the place. But the food smelled good so I skip a table and go up to a cement bar and sit. A big ole man in a tee shirt and cap comes over and says, "What do you need?" I told him I needed lunch and what did they have today? He says, "You probably won't like it here, today we're having chitlins, collared greens and black eyed peas with cornbread. I'll bet you don't even know what chitlins (small intestines of hogs prepared as food in the deep South) are, do you?" I looked him square in the eye and said, "I'm from Arkansas , I've probably eaten a mile of them. Sounds like I'm in the right place." They all smiled as he left to serve me up a big plate. When he comes back he says, "You ain't from around here then?"
"I explain I'm the new football coach up in Tuscaloosa at the University and I'm here to find whatever that boy's name was and he says, yeah I've heard of him, he's supposed to be pretty good. And he gives me directions to the school so I can meet him and his coach.
"As I'm paying up to leave, I remember my manners and leave a tip, not too big to be flashy, but a good one and he told me lunch was on him, but I told him for a lunch that good, I felt I should pay.
"The big man asked me if I had a photograph or something he could hang up to show I'd been there. I was so new that I didn't have any yet. It really wasn't that big a thing back then to be asked for, but I took a napkin and wrote his name and address on it and told him I'd get him one.
"I met the kid I was lookin' for later that afternoon and I don't remember his name, but do remember I didn't think much of him when I met him. I had wasted a day, or so I thought.
"When I got back to Tuscaloosa late that night, I took that napkin from my shirt pocket and put it under my keys so I wouldn't forget it. Back then I was excited that anybody would want a picture of me. The next day we found a picture and I wrote on it, "Thanks for the best lunch I've ever had."
"Now let's go a whole buncha years down the road. Now we have black players at Alabama and I'm back down in that part of the country scouting an offensive lineman we sure needed ya'll remember, (and I forget the name, but it's not important to the story), well anyway, he's got two friends going to Auburn and he tells me he's got his heart set on Auburn too, so I leave empty handed and go on see some others while I'm down there.
"Two days later, I'm in my office in Tuscaloosa and the phone rings and it's this kid who just turned me down, and he says, "Coach, do you still want me at Alabama ?" And I said, "Yes I sure do." And he says "OK, I'll come." And I say, "Well son, what changed your mind?" And he said, "When my grandpa found out that I had a chance to play for you and said no, he pitched a fit and told me I wasn't going nowhere but Alabama, and wasn't playing for nobody but you. He thinks a lot of you and has ever since ya'll met." Well, I didn't know his granddad from Adam's housecat so I asked him who his granddaddy was and he said, "You probably don't remember him, but you ate in his restaurant your first year at Alabama and you sent him a picture that he's had hung in that place ever since. That picture's his pride and joy and he still tells everybody about the day that Bear Bryant came in and had chitlins with him."
"My grandpa said that when you left there, he never expected you to remember him or to send him that picture, but you kept your word to him, and to Grandpa, that's everything. He said you could teach me more than football and I had to play for a man like you, so I guess I'm going to."
"I was floored. But I learned that the lessons my mama taught me were always right. It don't cost nuthin' to be nice. It don't cost nuthin' to do the right thing most of the time, and it costs a lot to lose your good name by breakin' your word to someone.
"When I went back to sign that boy, I looked up his Grandpa and he's still running that place, but it looks a lot better now; and he didn't have chitlins that day, but he had some ribs that woulda made Dreamland proud and I made sure I posed for a lot of pictures; and don't think I didn't leave some new ones for him, too, along with a signed football.
"I made it clear to all my assistants to keep this story and these lessons in mind when they're out on the road. If you remember anything else from me, remember this. It really doesn't cost anything to be nice, and the rewards can be unimaginable.
-Coach Paul "Bear" Bryant
So what? As we start the new year, keep this story in mind. Act with integrity, treat people with respect, make a difference, and do the right thing.
11 August 2010
Focus, Clarity, Simplicity and Teamwork
by: Mark Lindstrom
While reading a recent article about Ford’s dramatic turnaround plan under CEO Alan Mulally, it brought me back to the mantra that guided Starbucks thinking during their impressive growth in the early 2000 time frame. Under the leadership of our very focused CEO Orin Smith we followed the direction of the simple mantra Mr. Smith championed everyday in both his words and his actions – Focus, Clarity, Simplicity and Teamwork. It clearly worked for Starbucks back then. And when you look at Ford’s growing market share and profitability that same formula is working for Ford now.
I believe we can all learn from the lessons inspired by Mr. Smith and Mr. Mulally. Here are a couple of the headlines from the article about Ford that personally connected with me:
• “He has moved faster than most observers expected to boost quality and simplify the product line up.”
• “Ford is in a very strong position – it has brought costs way down, has a well integrated global platform …and most importantly, a really good product line up.”
Mr. Mullaly has been fearless in slimming down and simplifying it’s product line up and focuses on serving a broader swath of potential car buyers with fewer higher quality car choices. Gone are Aston Martin, Land Rover, and Jaguar. Mercury will be history after December 31st and it recently announced it has a buyer for Volvo. It is almost mind numbing to think about all he has had the courage to sat NO to, so he can say with a bigger YES to serve his customers with a higher quality product.
After pausing to reflect on the lessons from these two leaders I find myself recommitted to leading with Focus-Clarity-Simplicity and Teamwork. How will I do it? For me it will be as simple as starting each day by asking myself the following four questions to center my thoughts and actions:
• What are the most important things that I need to FOCUS on now?
• How CLEAR am I with others, about the outcomes we are striving that matter most?
• What do we need to SIMPLIFY that is getting in the way of our biggest priorities?
• What do I need to do better, or different, to align our TEAMs to our mission?
As Terry Mansky, my colleague and friend at Coffee Bean & Leaf likes to say – “If you stand for everything, you stand for nothing.” So my challenge to you is think about the following question – “What are the things you will stand for with greater Focus-Clarity-Simplicity and Teamwork starting today to lead with a greater purpose?
While reading a recent article about Ford’s dramatic turnaround plan under CEO Alan Mulally, it brought me back to the mantra that guided Starbucks thinking during their impressive growth in the early 2000 time frame. Under the leadership of our very focused CEO Orin Smith we followed the direction of the simple mantra Mr. Smith championed everyday in both his words and his actions – Focus, Clarity, Simplicity and Teamwork. It clearly worked for Starbucks back then. And when you look at Ford’s growing market share and profitability that same formula is working for Ford now.
I believe we can all learn from the lessons inspired by Mr. Smith and Mr. Mulally. Here are a couple of the headlines from the article about Ford that personally connected with me:
• “He has moved faster than most observers expected to boost quality and simplify the product line up.”
• “Ford is in a very strong position – it has brought costs way down, has a well integrated global platform …and most importantly, a really good product line up.”
Mr. Mullaly has been fearless in slimming down and simplifying it’s product line up and focuses on serving a broader swath of potential car buyers with fewer higher quality car choices. Gone are Aston Martin, Land Rover, and Jaguar. Mercury will be history after December 31st and it recently announced it has a buyer for Volvo. It is almost mind numbing to think about all he has had the courage to sat NO to, so he can say with a bigger YES to serve his customers with a higher quality product.
After pausing to reflect on the lessons from these two leaders I find myself recommitted to leading with Focus-Clarity-Simplicity and Teamwork. How will I do it? For me it will be as simple as starting each day by asking myself the following four questions to center my thoughts and actions:
• What are the most important things that I need to FOCUS on now?
• How CLEAR am I with others, about the outcomes we are striving that matter most?
• What do we need to SIMPLIFY that is getting in the way of our biggest priorities?
• What do I need to do better, or different, to align our TEAMs to our mission?
As Terry Mansky, my colleague and friend at Coffee Bean & Leaf likes to say – “If you stand for everything, you stand for nothing.” So my challenge to you is think about the following question – “What are the things you will stand for with greater Focus-Clarity-Simplicity and Teamwork starting today to lead with a greater purpose?
22 September 2009
The Model of Immediacy - improving performance by getting specific about the here & now.
By Mark Lindstrom
Does the following scenario sound familiar to you? You’ve diligently planned for a crucial coaching conversation with someone. You’re prepared to talk directly about their need to improve performance, their current challenges and the necessary changes they need to make to improve their effectiveness. But what happens too often? The real conversation that needs to take place doesn’t really happen. Yes, you meet and talk. But the flow of the conversation leads you to begin talking in sweeping generalities about the intended topic. You talk about “how things used to be” or “how things were at their old company.” Far to often you end up having a coaching conversation about “someone not even in the room.” The result? You leave the conversation without any meaningful outcomes on important issues that will serve your organization or the person being coached. You end up muttering
– “Boy, that sure didn’t go the way I planned.”
Why does this happen? Simply, because it is much safer and there is less accountability for the person being coached. So how do you transform these passive conversations, filled with empty outcomes, to direct conversations that create immediacy, promote accountability and ignite performance on the biggest opportunities? A simple and direct way is to improve the quality of your coaching conversations through the use of a powerful coaching model - The Model of Immediacy.
The fundamental shift that needs to take place in your coaching conversations is to bring the focus of the conversation back “inside the lines” of the model. You create a bias towards action and strengthen the individual being coached when your coaching conversations move from:
• Then to NOW
• General to SPECIFICS
• There to HERE
• Them to YOU
Putting The Immediacy Model to Work: Reframe and redirect the conversations.
The Model of Immediacy requires a “here and now” orientation for the “leader-coach.” It requires a strong active presence with the courage to speak openly and to provide direct feedback when needed. Here are a few examples of the model in use during coaching conversations:
Example I - Getting into The Now: When you find the conversation drifting back in time, redirect and bring it “back into the now.” Far too much time is spent looking backward in the rear view mirror when the real focus of a “leader-coach” is to anchor their client on what is happening today.
• Employee: “Expectations were really different under the old leadership team.”
• Leader-coach: “That was how it was then. Let’s talk about what the expectations are now.”
Example II – Getting Specific: When the other person uses general statements, use specifics in your questions to reframe and provide clarity. You goal is to limit “aboutism’s” that often time sound good, but don’t provide the needed clarity about the topic at hand. You need to move from a place where you think you know what someone is talking about to where you know specifically what is on their mind. When you are in a place of knowing you can coach the real issue.
• Employee: “The Company’s new bonus program isn’t fair.”
• Leader-coach: “Can you give me a specific example of what’s not fair about the program?”
Example III – Talking About You: When the person being coached brings the focus on someone “not in the room”, it is important for the leader-coach to redirect the conversation and bring it back to the person being coached to provide personal accountability:
• Employee: “I’m frustrated. My store managers don’t get it. They fail to maximize our key promotions and as a result we are always at the bottom of the Region’s reports.”
• Leader-coach: “This is an important topic. Let’s talk specifically about you and what you are doing to improve your team’s execution & performance of key promotions?”
Your turn: How competent and confident are you in creating “immediacy” in your coaching conversations? Target the areas where you know you need to improve. (i.e. - Having a more strong active presence. The courage to provide direct feedback.) With whom do you need add immediacy to your coaching conversations? Make a plan to meet to talk to them – today, this week, this month.
Anchoring Thought
You’ll never make it as a wandering generality, you must become a meaningful specific.” – Zig Ziglar
Does the following scenario sound familiar to you? You’ve diligently planned for a crucial coaching conversation with someone. You’re prepared to talk directly about their need to improve performance, their current challenges and the necessary changes they need to make to improve their effectiveness. But what happens too often? The real conversation that needs to take place doesn’t really happen. Yes, you meet and talk. But the flow of the conversation leads you to begin talking in sweeping generalities about the intended topic. You talk about “how things used to be” or “how things were at their old company.” Far to often you end up having a coaching conversation about “someone not even in the room.” The result? You leave the conversation without any meaningful outcomes on important issues that will serve your organization or the person being coached. You end up muttering
– “Boy, that sure didn’t go the way I planned.”
Why does this happen? Simply, because it is much safer and there is less accountability for the person being coached. So how do you transform these passive conversations, filled with empty outcomes, to direct conversations that create immediacy, promote accountability and ignite performance on the biggest opportunities? A simple and direct way is to improve the quality of your coaching conversations through the use of a powerful coaching model - The Model of Immediacy.
The fundamental shift that needs to take place in your coaching conversations is to bring the focus of the conversation back “inside the lines” of the model. You create a bias towards action and strengthen the individual being coached when your coaching conversations move from:
• Then to NOW
• General to SPECIFICS
• There to HERE
• Them to YOU
Putting The Immediacy Model to Work: Reframe and redirect the conversations.
The Model of Immediacy requires a “here and now” orientation for the “leader-coach.” It requires a strong active presence with the courage to speak openly and to provide direct feedback when needed. Here are a few examples of the model in use during coaching conversations:
Example I - Getting into The Now: When you find the conversation drifting back in time, redirect and bring it “back into the now.” Far too much time is spent looking backward in the rear view mirror when the real focus of a “leader-coach” is to anchor their client on what is happening today.
• Employee: “Expectations were really different under the old leadership team.”
• Leader-coach: “That was how it was then. Let’s talk about what the expectations are now.”
Example II – Getting Specific: When the other person uses general statements, use specifics in your questions to reframe and provide clarity. You goal is to limit “aboutism’s” that often time sound good, but don’t provide the needed clarity about the topic at hand. You need to move from a place where you think you know what someone is talking about to where you know specifically what is on their mind. When you are in a place of knowing you can coach the real issue.
• Employee: “The Company’s new bonus program isn’t fair.”
• Leader-coach: “Can you give me a specific example of what’s not fair about the program?”
Example III – Talking About You: When the person being coached brings the focus on someone “not in the room”, it is important for the leader-coach to redirect the conversation and bring it back to the person being coached to provide personal accountability:
• Employee: “I’m frustrated. My store managers don’t get it. They fail to maximize our key promotions and as a result we are always at the bottom of the Region’s reports.”
• Leader-coach: “This is an important topic. Let’s talk specifically about you and what you are doing to improve your team’s execution & performance of key promotions?”
Your turn: How competent and confident are you in creating “immediacy” in your coaching conversations? Target the areas where you know you need to improve. (i.e. - Having a more strong active presence. The courage to provide direct feedback.) With whom do you need add immediacy to your coaching conversations? Make a plan to meet to talk to them – today, this week, this month.
Anchoring Thought
You’ll never make it as a wandering generality, you must become a meaningful specific.” – Zig Ziglar
Subscribe to:
Posts (Atom)