There is no easy way to the top of Everest and it is the same in business. CEO’s have all made sacrifices to get to sit in the big seat. The big question is, “are many of the sacrifices made actually necessary”?
So often we see people putting in long hours, pleasing the boss, fueling their ego and trying to get a step ahead of their colleagues, like it is a game. So, how much productivity is lost through people being overworked, over-stressed and caught in a negative frame of mind?
Many people only see the successes of a CEO, rather than what lies below the surface. Hard work, dedication, discipline, persistence, failure, disappointment, sacrifice and failure are what it takes to get to the top in any industry.
Recently we surveyed a number of CEO’s, Senior Managers and Business Owners (CEO) on “What are the top 5 CEO sacrifices you have made, that you would take back in a heartbeat?”
The top 5 sacrifices are:
#1 limited time with children and family,
#2 not prioritising my own fitness,
#3 a lack of time to look after my health and wellness,
#4 forgetting about my friends, and
#5 working during family holidays.
When you take a look at this list, you notice a number of aspects that so many people value, especially family, but when it comes to the crunch people often choose work first. It is common for people to make the choice to work as they think there will always be time for family and friends.
“Spending too much time with accountants and lawyers (it took time away from people that really mattered).”
There is more and more research showing that sleep, as well as psychological and physiological recovery, are major ingredients in mental and physical performance. Why do we then sacrifice the most important aspects of growth to overwork our brains?
“Pure vacations, as business owner there is no pure down time”
Not having enough time for hobbies and personal development were also common. Many people wait until they are retired before they focus adequate time on themselves and what they really want to do in life. In many cases they lack the energy to really do what they want when they retire as they have neglected their health, wellness and fitness for some many years as they ground it out every day at work.
“Exercising more and less procrastination when thinking about exercising”
It was interesting to hear that a number of CEO’s say they sacrificed a lot of time with negative colleagues and Board members. They noted at times it made their life miserable, as it took the enjoyment and time away from their innovative and creative mind.
“Not being aggressive about Board of Directors composition. I need a Board that adds value, not just meet and waste my time. It was a sacrifice because it made my life miserable.”
The one aspect the resonated a lot with us, is that a number of the CEO’s felt they didn’t say ‘thank you’ enough, to those that really matter. Gratitude is an important part of being a successful leader. We sometimes forget that a lot of other people in our lives are making sacrifices to support our drive for success.
“Not saying thank you enough – to my family, my friends (many were neglected) and employees (who really made the company work).”
You have a choice, you can commit to the hard slog and burn the candle or you can put measures in place to ensure your productivity is high and you have the time for the important aspects that matter in life.
Stay tuned as we begin to open you to a different way of approaching work so you can deliver a high level of performance in all aspects of life.
What are your CEO Sacrifices?
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It has been reported that “81% of people lie or bend the truth in their resumes and when being interviewed”. (Schwantes, Unknown) Candidates can talk the talk, but can they walk the walk?
Are you tired of sifting through resumes and conducting tireless interviews only to find out 2 weeks after hiring someone that they are the wrong fit?
When we are recruiting someone to fill a role in our company or team we are looking for the best available talent. So are our processes actually identifying talents or are we just testing how good people can write a resume, interview and tell stories?
What do sports coaches, dance company’s, symphony orchestra’s, music labels and art galleries have in common when they are recruiting new people?
They conduct auditions and trials.
How do builders, plumbers and other craftsman recruit people?
They conduct apprenticeships.
So, why don’t companies and teams place potential employees through real-life situations, such as auditions or apprenticeships, when recruiting?
Let’s take a look at how you can reduce the opportunity to hire a talker rather than a walker.
When recruiting, we need to be able to assess the following:
Behavioural characteristics
Skill level
Values compatibility
Team cohesion
Complimentary skills to improve team performance
Audition’s, trials and apprenticeships allow you to test the candidate’s ability to perform the kinds of tasks that they are likely to tackle in a typical day. They allow you to view multiple skills, see how they work, how they prioritise, what they do when faced with challenges and you can interact with them in a work situation. It is a great way to safeguard your company or team against those who are good at bluffing their way through a situation or interview. (Smyth, Unknown)
Auditions need to be appropriate to the role recruiting for. If you are recruiting for a role that requires a lot of collaboration and management, then it might be more useful to bring all key candidates into the same room and set a group puzzle solving task. Whereas if you are recruiting for a role like a journalist, you could set them a highly technical brief and observe how they tackle challenge in a role-playing type situation.
In a group audition, try placing the candidates into groups of 4-6 people, provide them with a puzzle, and then sit back and enjoy. You will see their personalities shine through as they will naturally showcase their leadership, teamwork, working style and coping ability. At the end get them to present to the other group/s and then provide an opportunity for the group/s to provide feedback on the project and the process they went through to solve the puzzle.
Conducting a group audition allows you to reduce the total time of the recruitment process. It also provides observations on how people react in unique, awkward and pressure situations.
If you are completing individual auditions, then you need to establish an efficient process, to ensure that you get the best value for your time. Role-playing is a great way to achieve this. It gives you the opportunity to test both technical and soft skills. You get to explore the candidate’s ability to analyse, solve puzzles, think critically and present.
The audition process allows you to reduce the element of risk. You can really hone in on the skills you are looking for rather than trying to decipher through the candidates reflection of previous stories or even making up an answer. (Smyth, Unknown)
Interviews can deceive your analysis of a candidate’s performance potential. For many people, the interview process takes them into an unnaturally uncomfortable position. This may affect their non-verbal cues such as eye contact, handshake strength and ability to control nerves. You need to make sure your judgement is based on the actual skills required in the role they are applying for rather than the “first impression” soft skills. (Smyth, Unknown)
It is valuable to develop a meaningful measuring system to ensure all aspects of the audition are analysed effectively. You need to accurately measure and score against the skills required in the role. Therefore, it is important to ensure that the audition is based on simulations or every day work rather than a once in a lifetime crisis-type event. (Smyth, Unknown)
Some other ways to effectively assess your candidates (Lipsey, 2017; Musser, 2017):
Two-step role playing – Challenge their reflection & response to feedback
Creativity tests – Observe how candidates navigate the unexpected
Feedback/self Improvement – Assessing the vulnerability of a candidate
Paid trial period – Short-term commitment
Trial day – Place them into the work environment for a day
…athon – Set a task that requires work related skills, open it up to the market and create a competition out of it.
It’s time to find amazing talent, rather than good actors. How are you hiring?
Resources
Lipsey, R. F., (2017). Hiring A+ Candidates for Your Start-up How to Sport a Learner. The Huffington Post. Link
Musser, J., (2017). Transforming Interviews into Auditions. Sales Potential. Link
Schwantes, M., (Unknown). The Job Interview Will Soon Be Dead. Manuseto Ventures, Inc..Link
Smyth, G., (Unknown). Do Audition-Style Interviews Really Work? Seek Insights & Resources Australia. Link
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Have you got a rookie or two? Imagine a workplace that is filled with employees and teams who are full of energy, enthusiasm, curiosity and an inner drive for gaining a competitive edge. Is that yours?
All businesses and organisations want innovation, creativity, productivity and forward progress. But, many leaders stifle their team member’s abilities through the processes, daily habits and environment they create. So how do you create a culture of curiosity, wonder, learning, creativity and inspiration?
In an ever changing world ‘it’s not what you know, it’s how quickly you can learn’. The more experienced you are as a leader and your team members are, the higher the likelihood of complacency, reduced productivity and a feeling of we already know how this business works.
Do you ever feel jealous when new employees join your organisation full of zest, inquisitiveness and desire to make an immediate difference?
The number one predictor of impact in a business or organisation, is productivity. As leaders we need to be continually ‘changing things up’, providing a culture of forward-thinking and inspiring creativity at all levels of the business or organisation.
Do you ever feel jealous when new employees join your organisation full of zest, inquisitiveness and desire to make an immediate difference? You wonder how they have so much energy, eagerness and why they ask so many questions, even challenging what is working well! You don’t have to wonder, you too can channel the energy of the Rookie!!!
HALTING PROGRESS
Many leaders and managers feel frustrated with Rookies, more commonly known as new employees on their team, as the feel they are a short-term burden and at times a pest. They feel that the time it takes to train and invest in them is holding them back on current projects and immediate priorities. So, are leaders missing the point when we live in a constantly changing and evolving world?
I think so. If we take a look at people with experience, many tend to become stale and predictable, they stop seeing new possibilities and exploring new paths, and they are less likely to seek new perspectives. Due to habits performed over time, they tend to create several blind spots that hinder their growth as well as those they are leading or managing. (Wiseman, Unknown) It doesn’t have to be this way and there are a number of great examples of businesses and organisations, such as Apple, Google and Virgin, that are really effective at bringing out the Rookie in their team members.
“If we take a look at people with experience, many tend to become stale and predictable, they stop seeing new possibilities and exploring new paths, and they are less likely to seek new perspectives.”
Photo Credit: Kaye Asavathanachard
Before we go into some strategies to develop successful ‘Rookie culture’ businesses or organisations, let’s first understand what usual practices impede an innovative and creative environment. According to Wiseman (Unknown) excessive meetings, criticising ideas, rule overload, resisting change and punishing failure are common ways that leaders effect Rookie’s spirit and creativity.
Excessive meetings – stifle progress, discourage Rookies, limited time for brainstorming or new ideas, experienced push their agendas, Rookies not invited to share ideas
Criticising ideas – Rookies need time and space to try new ideas. Constant criticism will lead to Rookies becoming disillusioned and a loss of productivity
Rule overload – Rookies bring fresh ideas and rules will stifle and prevent new, creative ideas
Resisting change – resisting organisational change will show Rookies that ideas are either not welcome or aren’t good enough to succeed previous successes.
Punish failure – will lead to people operating in a safe place within the status quo.
As leaders we have to kick ‘mediocrity’ in the butt, and utilise the positive attributes of our Rookies and enhance our business or organisation culture, across the board.
ROOKIES BRING AN EDGE
Rookies tend to be more alert, move quicker and work smarter due to the significant knowledge or skills gap they face. They are primed for knowledge environments where change is occurring quickly, speed of tasks is crucial and innovation matters. However, according to Wiseman (2014) “they’re not well-suited for tasks that require technical mastery or where a single mistake is game-ending”.
Top performing Rookies are alert and seeking, cautious and fast, hungry and relentless, and unencumbered. On the reverse side, low performing Rookies feel invincible, have something to prove and can go into autopilot. When we compare this to experienced team members, the top performers simplify and clarify, they are agile and persistent, and are resourceful. Low performing experienced team members also feel invincible but are hindered by defending a reputation, questioning their own ability and are threatened by the new kids on the block. (Wiseman, 2014)
Photo Credit: TRIMag Asia
Leaders tend to underestimate the capabilities of Rookies and therefore delegate them mundane, easy and simple tasks when they first start in a role. Why not put their eagerness, energy and enthusiasm to play and allow them to make a difference right away? It provides a great opportunity to develop trust, build their self-esteem, feel part of the team and an opportunity to learn, whether they are successful or fail. They don’t necessarily need to be managed, “they need to be put in the game, pointed in the right direction, and given permission to play” (Wiseman, 2014).
Jon Gordon (Unknown) notes that “Rookies aren’t tainted by rejection, negative assumptions or past experiences. Rookies don’t focus on what everyone says is impossible”. They tend to “put their head down, work hard, stay positive, live fearlessly and are naïve enough to be successful”. Rookies have a belief that anything is possible and there are no obstacles that are too difficult to navigate. “They bring an idealism, optimism and passion to their work”, and will proactively seek out knowledge, advice and support to make something happen.
They don’t necessarily need to be managed, “they need to be put in the game, pointed in the right direction, and given permission to play” (Wiseman, 2014).
BRING OUT THE ROOKIE IN YOU!
How do we stop the cycle of mediocrity and complacency and bring out the Rookie in all team members, including you as a leader?
Kelley & Kelley (2012) believe that a leader’s job is not to teach our team members creativity, but to help them rediscover their creative confidence. As a child we have a “natural ability to come up with new ideas” and we aren’t afraid give them a go. Through age, our experiences and self consciousness can lead to falling into safe comfort zones as we develop fears that hinder our progress. A leader has the power to reinvigorate team members, and give them the confidence and courage to bring out their creative juices. Kelley and Kelley (2012) suggest leaders should develop strategies to assist team members to overcome four fears that hold most people back:
“fear of the messy unknown, fear of being judged, fear of the first step, and fear of losing control”.
Leaders need to nurture team members in a way that supports an environment of growth and thriving, while helping team members overcoming fears that inhibit them. We need to create ways to reward failure, not just success and reserve punishment only for inaction. As Thomas Sowell once said, “It is amazing how fast people learn when they are not insulated from the consequences of their decisions”. Team members must understand that learning beats knowing every time, and that progress is a result of wonder and curiosity. Bill Gates believes, “success is a lousy teacher. It seduces smart people into thinking they can’t lose”. So let’s give our team members the permission to fail and to screw up, so we open their minds up to new ideas.
Liz Wiseman (2014) was her most creative and productive, not from having fresh ideas, but from having no ideas at all. She explains that “when you know nothing you’re forced to create something. When you’re a Rookie, you’re also a pioneer. You’re out there on the frontier without confidence, so you have to focus on the basics. You end up operating very lean”. If we look back to when we were a child we liked to have fun and ask all types of questions, including quite a few silly ones. Levitt and Dubner (2014) identified that “kids are also relentlessly curious and relatively unbiased. Because they know so little, they don’t carry around the preconceptions that often stop people from seeing things as they are.”
Photo Credit: Sudanong Samantarat (Lek)
What should we do with those team members who spend every day talking and planning about what they are going to do but never do anything, or those are caught up in the ‘good old days’, complain about the way things are and are resistant to change? Should we ask them to leave, move them to a new department, demote them or even fire them? “Rookies don’t have experience. They don’t know about the way things were. They have no knowledge of the good ole days. Instead Rookies create their good ole days right now.” (Jon Gordon, Unknown)
As leaders we need to enable team members to use their experience to provide the business or organisation with expertise, and at the same time catalyse their Rookie mindsets to bring out optimism and passion in the work they do. Team members need to be inquisitive, utilise the knowledge of their networks, act cautiously but with speed, be hungry for results and relentless in the pursuit of new frontiers. We need to inspire our team members so they are pumped up for any opportunity, spread excitement across the business or organisation, have relentless pursuit and aren’t afraid of rejection or failure.
“As leaders we need to enable team members to use their experience to provide the business or organisation with expertise, and at the same time catalyse their Rookie mindsets to bring out optimism and passion in the work they do.”
It’s time to tap into your networks, forge new territory and generate fresh ideas. Let’s be willing to say ‘I don’t know’, ignore boundaries and ‘Bring out the Rookie‘ in you and your team members!
REFERENCES
Gordon, J., (Unknown). Think Like a Rookie. http://www.jongordon.com.link Kelley, T., Kelley, D., (2012). Reclaim Your Creative Conscious. Harvard Business Review, Dec. 2012. link Levitt, S.D., & Dubner, S.J., (2014). Think Like a Freak: Secrets of the Rogue Economist. Penguin, UK. Wiseman, L., (Unknown). Rookie Smarts Research. Rookie Smarts. link Wiseman, L., (2014). Why Your Team Needs Rookies. Harvard Business Review, Oct. 2014. link
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