Shiny Object Syndrome Can Kill Your Company

Each day, Oklahoma business leaders wake up and go to work with vigor and anticipation. We are challenged with new opportunities to invest in exciting projects, hire new people, expand our organizations, acquire new assets, and create new products and services. It’s exciting to consider the possibilities that seem to present themselves on a daily basis. However, as leaders, we also understand that we can’t pursue them all. But how clear are we when it comes to decisions about what to pursue and what to let go? Which opportunities will leverage our best and create greater velocity for our organization and which are simply “Shiny Objects”?

As a CEO, I know something about “Shiny Objects”; it is thrilling to try new things. During board meetings, management briefings and water cooler chats, our attention often turns to the latest “Shiny Objects”. On the one hand, we all understand that if we do not innovate, our organizations will stagnate and eventually become irrelevant. On the other hand, innovation for its own sake can drain valuable resources away from the key priorities. It’s a balancing act, and we believe that part of this art is managing the “Shiny Object Syndrome” as we consciously and intentionally ask ourselves which opportunities to pursue and which to ignore.

An illustration may help clarify what I mean. A local manufacturing company had been considering various acquisition targets. For nearly a year, they had looked at three alternatives. The first was a $70 million opportunity, the second was $10 million and the third was $7 million. Their analysis showed that the $70 million acquisition was expected to produce a 14% ROI. The other two had more modest return profiles. In this case, the $70 million acquisition target turned out to be a “Shiny Object”.

As they clarified their strategy, they began to see clearly that on the surface the $70 million opportunity “made sense”, but it didn’t really fit how they were staffed or where the company was headed; furthermore, once they understood why it didn’t fit, they saw that there were many hidden costs that would only surface as they got deeper into the execution of the transaction. Once they understood this with clarity, they were able to take that opportunity off the table, stop spending time researching it and thinking and talking about it, and focus on finding another $70 million opportunity that was more in their sweet spot.

How much did the lure of that “Shiny Object” cost them? Fortunately not $70 million, however, there was an opportunity cost. They spent considerable time and energy going round and round discussing it over the course of a year. What if that energy had been focused on another high impact activity instead?

The three big issues with “Shiny Objects” are that they distract, dissipate and divert. They distract by drawing attention away from more relevant items and gobble up valuable time as we try to “figure out” how to make them work. They dissipate when they prevent us from seeing beyond what lies directly in front of us; when we clear away the fog they create, we can seek out larger opportunities that are in better alignment with our organization’s personnel, goals and direction. Finally, “Shiny Objects” divert resources when staff and management keep coming back to the same issues but cannot quite come to a decision.

While it is easy to fall prey to “Shiny Object Syndrome”, there is a way out. First, understand with great clarity what business you’re in. That may sound overly simplistic, even silly, but you’d be surprised how many business leaders can’t answer this question with clarity. If the leader isn’t clear, how can management and staff be clear? Second, understand what areas you need to focus on leveraging and improving. This will guide you toward investments and activities that will increase your organizations velocity rather than slowing you down. Finally, make sure that everyone on your team understands these things with the same clarity that you have. If they do, not only will you avoid the dreaded “Shiny Object Syndrome”, but you will find that small decisions that you used to have to make, no longer filter up to you. That means less stress for you as the leader. Maybe you can even go home early once in a while. Now that’s something to ponder! Written by Matthew Myers.

Matthew Myers is Co-Founder of the Giant Companies: Giant Impact in Atlanta and Giant Partners in Oklahoma City.

 

Liberation vs. Conquering: The battle for every day leaders

The smoke was still lingering from the heated confrontation in conference room two. The observers and passing by employees stood in shock at what they had heard – the struggle for power. Tim had won, again, by sheer will, obnoxious commentary and the higher title. Goliath had won in this instance and Sheryl was slain in disgust at his wrath. She was conquered again over a simple, misunderstood request that had led to a confrontation, with spectators.

While the above paragraph may seem a bit dramatic, I am convinced that you, the reader, can relate in some way. It is to these power plays and the conquerors that wield loose slander that are put on notice.

As I write there are hundreds of thousands of burned out, mined out workers who have been overpowered by their ‘leaders.’ The career websites are full of those employees who have been leveraged, abused and then thrown out for the sake of progress.

Working America is a melting pot of diversity and style in management and leadership, yet one thing is consistent through the course of time – leader’s desire for power. Power is held high in this society, especially envied at the highest levels.

These people are conqueror’s who use power as their weapon and wield it upon anyone in their path to remain in control.

Are these people, who spend their days priding themselves and their positions over others in the workplace, evil? Or are they really every one of us at certain points in our career?

Freedom from conquering does not come naturally. Every one of us must experience power and make a choice what type of person, leader, co-worker they will be. Do you remember the first time you were given authority over another person? What did it feel like? How did your attitude change?

I remember my first internship at a bank. I was given a great office on the top floor next to the bank president. I was very proud of myself. I actually began barking out orders, for a day. I remember Robin, the assistant’s, exact words to me. She said, “Jeremie, you might want to think about your role. I believe you are here for a few months and if you want the chance to work here you need to understand who makes things happen around here…” I got the point. My internship immediately began to lose its luster. However, Robin’s statement was a starting point for my road to liberation.

There would be many more challenges on my road to true leadership. I began forming my leading style not how I could manipulate or control people, but on how I can raise them up to be the best they could be. The truth is that my own liberation led me to want to liberate those around me.

Leadership is about power. Conquerors overpower. Liberators empower.

I choose to liberate. I choose to empower. I chose to be liberated myself.

As a result those that I work with have the chance to contribute, to innovate, to change and to bloom. As a liberating leader those I lead get the chance to become liberated and to lead via liberation among their co-workers and employees. They get the same chance at liberation that I received. This empowerment helps them understand their DNA, their strengths and their skills. Liberated employees lead to better businesses every time. Green growth appears.

The alternative is a mined out work force and a cynical and overpowered employee base that mimics the best Office sitcom.

So how do you know if you are a liberator or a conqueror?

Ask. People will tell you. Look at your resume, it will tell you. Look in the mirror.

Now, how can you become a Liberating Leader?

1. Become liberated yourself

2. Humble yourself

3. Engage with those around you and really care about what they care about

4. Ask people to help you

5. Ask God to get every part of your heart

6. Read the right books

7. Experiment and keep trying

In the end, choose to be liberated yourself. That is the best thing you can do for those you lead. Empower!

Written by Jeremie Kubicek

Jeremie Kubicek is CEO of Giant Impact (Life@Work, Catalyst, Injoy, Maximum Impact); Co-Founder of Giant Partners and a publisher of Revenue Generators. He is active in impact among the business world and faith communities. His wife and three kids live in Atlanta, GA. Jeremie@giantimpact.com

Pain in Leadership

When I was young, I used to think of being a leader as someone that gets to go play golf at the country club, eat good food, and visit with buddies at the snack bar afterwards.  Then I grew up and found that being a leader is like playing rugby – even when you win, you get hurt.  In a “grass is always greener” world, people seem to think that being the leader is all fun and games and there is no pain.  That cannot be further from truth, and anyone that has ever been a leader knows that leading often involves an intense level of pain. 

 

We all know pain is bad don’t we…  Is it really? 

 

Accepting leadership involves a process of accepting a high level of responsibility for others and as such, we are then tasked with many potentially painful undertakings. A good leader must have difficult conversations with people to hold him accountable.  A good leader must accept responsibility when things go wrong – must fall on their sword and take the blame.  A good leader has to lead by example, even when that means reaching deeper inside to move forward.  A good leader has to fire people at times.  There are times when the leader must go out and lead the battle and suffer the slings and arrows so the team can be shielded.  And if a leader does all of the above, they become stronger, and lead better.  

 

General wisdom says that pain is bad, and in this case, that is not true.  Leaders willingly accept the pain that comes with leadership because someone must lead.  More than that, great leaders, willingly accept the pain of leadership because they know that this defines the difference between those that are willing to step up and those that choose to follow.

 

Written by Scott Klososky  scott@giantpartners.biz

Communication: Companies Need Less…Not More!

I work with a large variety of CEOs, senior managers and key employees.  If I ask about the needs and issues within the company, I almost always get the same response…”We need more communication.”

 

My reaction to that is that it is simply, WRONG!

 

Companies don’t need more communication.  They need more clarity.

• Clarity of the vision of the company.

• Clarity of where the company is going (long term and short term).

• Clarity of HOW the company will get there.

• Clarity of individual roles and how those roles create value toward the vision.

• Clarity of how roles must intertwine in order to achieve extraordinary results.

• Clarity of how the company will hold itself and each individual accountable.

 

Think about a great basketball team.  When things run smoothly within a team they find that less communication is needed, not more.  When the team is really “in the zone” and everything is going perfectly, what is the coach doing? Very little!  He’s not yelling, or sending in new plays or screaming at the assistant coaches.  He’s letting the team perform at its peak level… because of their clarity of purpose.

 

The point is, when managers and employees have clarity of where they are going and how to get there they need less communication, not more.

 

Great teams don’t usually talk in paragraphs or even sentences to communicate.  They are so in-tune with one another they talk in just few words and eye-contact.  They have so much clarity of purpose among them that they require less communication, not more.

 

The next time someone in your company pushes for more communication, remember, “Don’t strive for more communication.  Strive for more clarity!”

 

Written by David Woods David@giantpartners.biz

Work Less – Think More.

I love music. When I listen closely to a piece of music, I notice the ebb and flow, the crescendo and diminuendo. I also notice the silences. Those composers who understand the value of silence use it to create powerful moments where anything’s possible. I believe the same can be true in business—if we just take time to think.

 

It’s easy to fall into the trap that tells us more work will yield more or better results. We’re constantly bombarded by messages that suggest we can do it all. The reality is that our best comes out when we are focused on a few key activities. Most times, focus doesn’t just happen. Focus comes from clear thinking.

 

Clear thinking doesn’t just happen either. It takes time. “But who has time to think,” you ask? I’ll tell you. Those that make thinking a priority. In other words, if you value thinking, you’ll make time for it.

 

You know the phrase “pregnant pause”. Why is it called “pregnant”? Because what comes next is a new creation, how it will look is anyone’s guess. It might even be a miracle. It’s true in music. It’s true in life. When was the last time you experienced a deep silence like that?

 

As you compose the symphony of your life, try using silence to create a new world of possibilities. Set aside time just to think. As you work less and think more, your work will become more focused and aligned and the symphony you create will be more powerful and memorable because of the silences.

 

Written by Andrew Ranson  Andrew@giantpartners.biz

Kick Me Now!!

Has anyone ever jokingly put a note on your back that said “Please kick me”? For the last three weeks, it seemed I have been wearing this note. 

For example:

• One friend told me my email etiquette was deplorable and had hurt someone’s feelings.

• Another told me that I was sending an arrogant message and was injuring a relationship. 

• A third friend told me my negotiation skills needed sharpening as I was unknowingly sending a negative message. 

Did it hurt to hear these messages?  Yes, but only briefly.  Sometimes I need to be reminded of the words of the proverb, “As iron sharpens iron, so one man sharpens another.”

 

It is my observation the more successful you become and the more power you assume, the less likely you are to be told the truth.  Sad to say, but the majority of leaders I know are never corrected by those around them. Can you imagine acting like a fool and not being aware of it?  There is an inverse relationship between those who have power and the frequency they are being corrected.  I estimate that 95% of powerful leaders have zero accountability in this area.  The real problem is that the most influential leaders are the ones who need the most correction.  Why?  Because if a person of influence says or does something foolish, they influence more people with their stupidity.  If a speech is given to thousands, an email is sent to dozens or negative perception is created with a few, the damage can horrendous.  Remember, influence works in positive and negative ways. 

The best solution I have seen is surround myself with a group of CEOs and leaders who lovingly “kick me” when I do or say something foolish.  Unfortunately, this is way too often!  In truth, I really value these men who risk kicking me.  They correct me because they trust me to respond favorably.  I listen to them because I know they have my best interest in mind. 

When is the last time you got a kick from someone around the office?  If your answer is “not lately” then you can reach one of two conclusions.  First, you are perfect human being.  Or secondly, you need to be “kicked” but people are afraid to help you.

 

Ouch!!! 

Written by Matthew Myers Matthew@giantpartners.biz

Loose Change

Check your pockets and your pocket books.  My guess is you have some loose change – maybe a few pennies, quarters and dimes.  Now check the top of your dresser.  More loose change.   Now, the junk drawer (come on, I know you have at least one in your house!).  Yep, more loose change.   Oh, I almost forgot – the center console of your car.   A vast treasure trove of loose change!    Keep checking – your golf bag, that old purse, the suitcase.   I bet you’ll find more loose change.

 

So why don’t we throw that change out?   It’s not doing us any good sitting in all those places.   We don’t throw it out because deep down, we know that change is valuable.   Or it will be when we finally take the time to do something with it.   Just ask my husband – I think he’s paid for vacations with our loose change!  He keeps a big plastic jar and regularly consolidates all our loose change in it.  Each time he cashes that jar in, it’s worth a couple hundred dollars.   Our change is valuable because he takes action.

 

It seems to me that this is a good analogy for our lives at work.   We know change is valuable if we take action.  But we find it hard to take that step to “make change” – pun intended, by the way.

 

One of my favorite quotes is “Change is inevitable. Growth is optional.”  Think about it.  Change is inevitable.  Growth is optional.   That is so true.  Change is going to accumulate all around us – just as the loose change does.  Whether we like it or not, change is going to happen.  It’s up to us to use that change for growth.  If we take action, if we manage the change, then we have the opportunity to grow.  To grow personally and professionally.  To grow our businesses.   Without change, you don’t get growth.  

I love change.  It’s exhilarating.  It’s scary.  It keeps things fresh and interesting and it opens up new possibilities.   No one wants to get stuck in a rut, yet we do when we fail to embrace change.   Most of the time, we resist change because we don’t know the outcome.  It may not work.  We might fail or look stupid.   It might be hard.   Why change something that’s working?  All valid reasons if the world would just stand still.   But it doesn’t – everything is changing all the time.   Your customers are changing.  Your competitors are changing.  Even the rules are changing.   So why aren’t you?

 

Remember, change is inevitable.  Growth is optional.   Now, here’s my challenge to you.  Every time you empty your pockets of that loose change, I want you to think differently about some business change or personal change you’ve been resisting.   Scoop up that loose change, put it in the change jar and take action.  Cha-ching!

 

Written by Pattye Moore   Pattyem@giantpartners.biz

Teaching An Old Dog New Tricks

Experience is the best teacher?  Age begets wisdom?  How about it’s hard to teach an old dog new tricks…  Many people equate leadership with experience, or maybe it is more true to say we trust leaders with more experience.  Translate that, we trust leaders that are older.  We somehow get anxious when we hear about the 26 year old CEO of that new start up that is doing great.  We secretly wonder how long it will be till they make some major blunder that leads to disaster.   In the end, we seem to value more the experience of the elders, over the clean eye of the youth.

This may have been true decades ago, but in our current world, where new technology tools seem to be invented hourly, a wise leader must begin to look for advice to the younger crowd.  Never before in history have we had such a divergence in the experiences between generations.   Never before have we had to wrestle with how they differ in their use of tools (technology.)  Once upon a time, it made sense to create a Board of Directors and fill it with people that had a few decades of experience on them.  Now even venerable firms like Delloitte are writing white papers suggesting Boards have a specific technology section on the agenda.  That young IT hot shots be held accountable at these very same Board meetings.  In order to truly have the best shot at success in today’s world, we need some youthful advice.

It is time to stop believing that age equates to value in an organization.  The viewpoint of the young now contains nuggets that will dramatically improve the operation of many businesses – if we listen.  Sure, they may be spoiled, coddled, and disrespectful of their elders at times.  Yes, they sneer behind our backs because we do not know how to load our own wireless drivers, and then comment to each other about how amazed they are that we got to where we are now.  But they have incredible value.  They have a clean eye, and when approached the right way, they can offer powerful insights.  So the next time you want sage advice, see a 22 year old…

Written By Scott Klososky. Scott@giantpartners.biz, www.klososky.com

Impacting Mr. Average

When it came to sports, I was always Mr. Average. I’ve ridden plenty of pine in my day. I remember one particular basketball game where no matter who the coach pulled from the bench, we weren’t going to win. As the clock ticked down to less than one minute, I remember thinking, whatever happens, please don’t send me in now.

Then it happened. It was as if life shifted into slow motion as the coach looked down the bench and yelled, “Sanders! Sanders you’re in the game.” No not now, I thought! Wow, a whole 40 seconds to turn the game around. Why doesn’t he just send me to the locker room for towels or something?

It was all I could do to pry myself from the bench and step onto the hardwood. In a matter of seconds, I went from being a comfortable spectator to being the center of attention at the half-court line.

We were on offense. The ball was passed to me. Although no one was near me, I panicked. I bobbled the ball. I dribbled three steps and then stumbled over my feet. Like a punter for a football team, I kicked the basketball to the other end of the court. The ball fell into the hands of our opponent. Before I knew it, the buzzer sounded and the game was over.

How embarrassing. Who cares about lettering, just let me out of here! I ran off the court and down the stairs to the locker room. As I did, I hit my head on a water pipe. What a klutz. Mine was a perfect ending to a horrible game. The locker room was full of laughter as my teammates began to reenact the fiasco. What was the coach thinking? Why did he pick me?

I didn’t know then, but I think I know now. My coach believed in me. He may not have seen potential in the player, but he did recognize potential in the person. A few weeks later as the two of us were leaving practice, coach put his arm around my shoulder and said, “You stay after it Sanders, and you are going to be something someday.”

I will never forget that day. It was a turning point in my life. He saw something in me that I never knew existed. He gave me the gift of confidence and self-esteem. I may not be the best at anything, but that doesn’t mean I can’t do my best and still make a difference. The message got through.

How about you? What if you had been my coach?  Would your words have been an encouragement?  What if you were my boss?  Would I see you as my mentor or as my worst critic?  Leaders are surrounded by average people.  The real question is whether or not you will be an average leader and do nothing or be a giant leader and impact the life of Mr.. Average. 

Written by Ray Sanders. Ray@giantpartners.biz

Fishing with a Friend

Today’s blog has nothing to do with leadership…at least it sounds this way.

 

I went fishing today with Dave Gillogly.  Besides being a successful executive and former president of Express Personnel www.expresspersonnel.com , Dave has a heart that would make Christ smile. There is no BS in Dave. I love his frankness and sharp mind.  If he likes or dislikes something, you know it immediately.  In today’s world of choosing our words so carefully to not offend anyone, this is very refreshing.  So when I get to spend time around people like Dave, I try to ask a lot of questions and shut up and listen. 

 

I am fascinated by people, especially bright and innovative thinkers. After reflecting on our conversation today, I made a commitment to invest more time with exceptional thinkers like Dave.  However, this is contrary to the habits of most successful people.  As we gain notoriety, create wealth and absorb power, we are the less likely than ever to listen to others.  Why do we need to listen to others if we believe we are the smartest person in the room?  A friend of mine who is a confidant to several billionaires said, “Matthew, as people gain wealth they lose their hearing. They become deaf.”

 

Remember what James said, “be quick to listen and slow to speak.”

 

Are you listening today like you did when you were younger and poorer?  Do you still seek out and listen to those smarter than yourself?  Remember gaining wealth, power and success does not mean you are any smarter today than before.  On the contrary, you may be going deaf and becoming more ignorant as you gain material success.  Are you willing to surround yourself with people who will tell you the truth…even when it hurts? 

 

For the record…we did not catch many fish today but believe it or not, a fish actually jumped in our boat!