As teams are getting downsized, right-sized, and totally reshaped, workplace teambuilding is becoming quite popular. Or at least it should be. Leaders of teams going through massive change or a reduction in force are missing out if they do not explore the possibilities that workplace team building sessions hold. Is there a cost? Answer: sure. Most effective workplace team building will involve some type of investment. But usually the experience delivers a handsome return.

Consider the benefits of taking your team offsite for just one day. During that day you are away from stressors and distractions. Your team can concentrate on skill building in areas such as communication, collaboration, and understanding change. In addition, they can engage in team activities (coordinated by the facilitator) that will help to enhance team accomplishment.

Can you accomplish the same outcomes by taking everyone to a ballgame? Answer: not really. However, outside activities of any sort should help to build morale and a better sense of team. A word of caution is you select this option, seek to encourage the consumption of more hotdogs than beer!

During a recent brainstorming session with a client, they mentioned a new revenue stream that their business had recently added to their arsenal. I praised them on the concept – it was a great idea. They deflected the praise and mentioned that a colleague had come up with the idea. I then asked if the colleague was also involved in the implementation. They said “no, that was all us.” That comment allowed the real praise to begin. They should be applauded for their focus and meaningful action. 

I hear a lot of great ideas. The action of making those ideas a reality is what separates the exceptional from the successful. Often the act of implantation is complicated and takes a potpourri of coordination. Most implementation begins with two simple steps, which I will mention in a moment. Many professionals leave great ideas languishing – promises unfulfilled – because they do not use a simple system to ensure that actions follow ideas. Here are the two initial steps that lead to successful implementation:

0. Assign a date for the implementation and place it on your calendar. Note: you may also place it in Tasks or your To Do List, but do not solely place it there.  
0. Using definitive language, as if the implementation is already complete, tell someone you greatly respect what you or your team is going to accomplish.    

This may sound simplistic, but the journey of 1,000 miles begins….yeah, yeah, you know.            

Since the U.S. economy has taken a bit of a detour from its normal cycle of growth followed by a 10-month recession, I thought it might be of interest to examine future pricing trends. The real estate meltdown is a case study in deflation. By definition, deflation is a “persistent decrease in the general price level of goods and services" - sounds like a description of the U.S. real estate market to me. Many sectors, retail for example, are following real estate’s decline in prices. While a decline in prices may be a good thing for some, it is not good overall. Declining prices can accentuate the contraction we are experiencing in the broader economy. Side bar: deflationary pricing coupled with a stalled economy combines to form stagflation – a situation our economy has not experienced since the Carter administration. Back on task: In response to our economic situation, the Fed is printing money like crazy in order to stimulate things. The pumping of dollars (approximately 1 trillion of them) into the economy should get our economy wheels moving forward and back into growth mode. Yeah, right? Well, hold on to your hat. Once the economy gets moving forward the Fed will need to raise interst rates like madmen. Why? Because inflation will be readying to take off. With trillions of excess, manufactured dollars flying around, coupled with the multiplier effect of a positive economy, prices will escalate – quickly. The Fed’s standard action to fight inflationary pressure is to lower interest rates. Our Fed Funds rate is essentially zero right now. Thus, as soon as the Fed is able to raise the Fed Funds rate, they will, they must. So that they can then, turnaround and quickly lower interest rates to fight rising inflation. Yes, yes, the Fed is in a peculiar predicament. So what the heck does all this have to do with you? Several things:

0. In the near term there will continue to be pressure in certain industries to lower prices.
0. If the economic stimulus package works, and people stop freaking out and actually focus on their business (something they can control), we could get out of the woods by mid-fall ‘09 – it may not feel like it, but there will actually be a clearing to walk in.
0. There will be opportunities to increase prices in the not too distant future. You might as well lead the band wagon rather than follow it. Look for your opening and seize the day.
0. At some point in your strategic planning, take increasing prices into consideration. The expense side of things will be higher in 2010 than you are anticipating – don’t get caught with your pants down. Prepare.

Well, there you have it, one person’s take on what the heck is going on – and going to go on. I welcome your insights and opinions. Be well.

Last week I attended a piano recital showcasing children ranging in age from six to twelve. On the surface my destined activity does not seem to call out as a compelling evening. Oh contraire. During a fast-paced 45-minute program, the performance of 15 youths riveted the audience and held us spellbound. The program culminated with a 12 year olds performance of a complicated arrangement from the movie The Piano. The beauty and passion that she poured into the piece left many audience members in tears – it was a tingly moment. This is supposed to be a piece on leadership, so why do I wax poetic about a piano recital? At which my six and eight year old sons were amazing, by the way. The answer: I want to highlight that the future is in good hands. In addition, I want to drive home the point that leadership does not begin when someone is appointed a manager or team lead or starts a business sometime in their mid-twenties or thirties. Leadership starts young! Returning to the recital for instance, prior to playing, each participant stood in front of roughly 50 adults and announced their name and their selection of music. Without exception, each youth exhibited poise and fine public speaking skills. Then, they executed beautifully – under a fair amount of pressure. Do I worry about the future? Naw, I'd rather listen to a little Beethoven.

Okay, so you are young, brilliant, and entrepreneurial. So confident, you decided to start your own business. Bravo! You are part of a growing section of business owners known as Gen Y Entrepreneurs. Perhaps your business is growing and you have added staff. Many of your team members may be your age and possess similar technology skills. Some, however, may be boomers. That’s right. You may be finding yourself in that precarious position of leading boomerville! This 50+ age group is not always warm to the prospect of being led by the techno-savvy. So just how do you, a Gen Y, cope with leading team members who are baby-boomers? Other than putting a shot of Kahlua in your coffee each morning, keep the following six behaviors in mind:

0. Respect begets respect. So what if you think you are smarter and can run rings around a boomer’s technology skills? Work experience carries a lot of weight. Trust me, the more you sincerely show respect for an older generation, the more of their experience will be bestowed upon you. Sometimes, old tricks can help young teams blow away their production goals.


0. Be inquisitive. Commit yourself to being a life-long learner. As such, seek to learn a broad array of things. Some viewpoints or work processes that boomers embrace may not interest you in the least. But if you think creatively you may be able to put a new spin on some things that will result in greater productivity for everyone.


0. Don’t play the age card. Obviously you are not going to openly state age differences, but this item deals with more subtle conversations. For example, you spend a glorious part of your weekend at the hippest nightclub on the planet. Don’t throw that fact in the face of your boomer teammate. They might have been at soccer camps all weekend long, during which they were teetering on the edge of losing their will to live. Respect their lifestyle. Even if they ask about your social life – give them the G-rated version, not the high-octane one.


0. Make it their idea. Just because you have ideas out the wazoo doesn’t mean squat if no one follows your lead. Take a humility pill and frame your ideas in a fashion that allows boomers to discover them, seemingly on their own. How do you do this? Easy, just follow these steps:
   • Communicate ideas and initiatives by the use of questions rather than statements. Think of yourself as an attorney who is leading the witness down a path of discovery.
   • Stroke the positives. When you like what your team members are saying, provide them with lavish positive reinforcement.
   • Question misreads. If your people begin to go down the wrong road, don’t immediately offer correct direction, rather, ask questions such as:
     • That’s interesting, but what about ______?
     • Or, what are two alternatives we could ponder?
0. Coach and develop. As you build rapport and respect with boomers, they will become open to your coaching. Initially engage in one-on-one coaching, and then move to group training. The initial topics should focus on improving their core technology skills, an area where you are, more than likely, perceived to be excellent. Slowly move to other important areas such as social marketing that will potentially increase sales and strengthen brand.


0. Calm sense of urgency. I was tempted to say “Be patient”here. However, patience is a luxury in which fewer and fewer industries now indulge. By the same token, we can’t show just how stressed out of our gourds we are. Seek to find a middle ground, where you can maintain an even tone, but imply that the pace of work needs to continually quicken.

Bottom Line: The right boomers, led the right way, are a valuable component of your business. They have experience, a good work ethic, and they are pretty darn competitive. When led by younger professionals they need to be finessed rather than strong-armed. For Gen-Y leaders who embrace this, the sky is the limit. Who knows, you might learn a new trick or two along the way.

Irresponsible reporting abounds. Just examine this recently reported story about the economy. On April 22nd, the International Monetary Fund (IMF) announced its outlook on the world’s economy. They stated that they believe the world’s economy will contract by 1.3% during 2099. This is a REDUCTION from their earlier estimation of 1.8%. In other words, this is good news! Further, they stated that 2010 is expected to be flat (i.e., not a decline). Again, good news. On April 23rd, however, a very well-respected radio news program reported this story. With a neutral tone they reported the IMF’s statements, even that their projections had been revised downward. They ended the report with a negatively toned voice about 2010 being flat – as if they were somehow disappointed that the world economy would not be bustling with a 5% economic increase. But here is the real story. By later that day, the afternoon companion of the radio program stated something to this effect:

The International Monetary Fund projected the global economy to shrink by 1.3% during 2009. This is the most severe recession since World War II.

Unbelievable! There was no mention of the IMF’s downward revision, nor any mention of the World Economic Outlook’s (WEO) statement that a slow recovery is expected to take hold next year. In my mind, this is irresponsible reporting. Not something I would expect from a respected news source. Bottom Line: Most media is feeding us negatively slanted stories. Don’t eat it up. Look for pragmatically positive viewpoints. Think strategically. Stay positive!

Movies can provide entertainment, as well as welcomed escapism. They can also, on occasion, deliver a meaningful message. For you leaders who are faced with specific challenges, there are several movies to consider based on your area of need. Below are several topics of potential interest, along with movies that can open up discussion or provide resolve.

Optimism – Cold Comfort Farm (based on her strong will and unwavering sense of optimism, the protagonist turns a group of surly relatives into a happy bunch of functioning people striving for their passions).

Hope – Shawshank Redemption (a fantastic movie about one man’s ability to stay focused and sane when faced with extreme circumstances, while never losing his ability to pragmatically hope).

Tolerance – Pleasantville (the people in a “perfect” town are faced with changing circumstances, which calls for them to embrace the new and different).

Salesmanship – Ferris Bueller’s Day Off (Ferris shows how to blend wit, smarts, and likability into a potion that mesmerizes every type of prospect).

Possibilities & Perseverance - Slumdog Millionaire (the protagonist possesses the ability to engage positive possibilities. His situation is dire, yet he combines resources, experience, intuition, and positive vision to create palatable outcomes).

Grit – True Grit (just about any movie including The Duke is going to contain a fair amount of grit – my grandfather would be so proud).

Well there you have it. Share some of your favorites with me, and the message they hold for you and your team!

Recently, I was consulting with a client regarding their marketing plan. As we moved through the process of strategizing, several things became quite clear. First, the client considered promotion and advertising as the same thing. Nothing could be farther from the truth – more on that in a moment. Secondly, while they had a “nice” website, it was doing absolutely nothing for them. Thirdly, they felt that Brand was the same thing as a logo. Fourthly, there was a lackluster sales effort that had been beaten down by the crush of the declines that they had been experiencing over the past few months. Lastly, each of the above named areas was seemingly its own world. In other words, there was no coordination, no consistency. It was the last fact that paved the way for our discussion, which is encapsulated as follows:

0. Advertising versus Promotion. Advertising seeks to connect with a targeted audience and is filled with claims/images controlled by you, while promotion (let’s call it public relations – TV interviews, mentions in print media, etc.) involves a well-known third party who, for neutral reasons, assists you in making credible claims. While I could go on for pages, let’s suffice to say that the two are quite different and in order to gain a similar message from both, targeted approaches are necessary.
0. Website. Just because a website is pretty, does mean it is effective. When we coordinate the creation of websites for our clients, we stress that the site is structured to support search engine marketing (SEM). In addition, the logic flow of the site needs to be considered, as well as easy maintenance.
0. SEO. Fewer than 5% of organizations have any type of Search Engine Optimization (SEO) or social networking strategy. Yet, your prospects are increasingly using these tools during their decision-making process. As such, it is imperative that professionals and organizations pay more attention to this important area. Please note: the most important social networking and SEM elements are detailed during a segment of our Sales Simplified boot camps.
0. Brand. In a nutshell, brand is the image of your company that the customer carries in their mind. Brand is not a logo, tagline, or slogan. It is what people say about you and your company.
0. Salesmanship. For many, sales skills are at a low ebb. A large number of sales professionals have allowed a tough selling environment to get into their head and to lower their morale. In a sense, it is understandable. To a greater sense, it is time to raise the bar.
0. Coordination & Consistency. Too many businesses view the above five mentioned categories as independent items. They are not, and as such, should be discussed simultaneously. Moreover, the strategies and tactics driving these areas should be well thought out and crafted by professionals who are experts in the field.

Bottom Line: The smart companies have a congruent sales strategy. They strategically blend public relations, search engine optimization, advertising, and branding, and complement it with first class sales skills. In the end, they send a consistent message to customers and prospects that delivers targeted, goal-breaking results.

No, no, this is not about Congress, well, actually, yes, this is about Congress. On January 20th there was big talk of a sweeping stimulus package. All in Congress were touting the concept as “saving the economy.” Since then, however, there are has been a dearth of real action. Perhaps Congress was stunned to read the stimulus package. If they read it thoroughly it is easy to see that it a $800 billion social welfare package (okay, there is $60 billion that will actually stimulate the economy – but is that enough?) In effect, Congress has waited so long regarding the “stimulus” package that the economy – albeit painfully, is taking care of (i.e., correcting) itself. At this point, Congress should consider one of two actions. Counter-intuitively, the smarter is probably the first action. 1. Continue to bicker and back-bite and do nothing. The result of this (in)action will be to allow the markets/economy to sort out its own rubbish. To put out the garbage (i.e., GM, Chrysler, and a bevy of undercapitalized banks) and to allow the cream (There is cream? Right?) to come to the top. 2. Revamp the proposed social welfare handout into a real stimulus package. Here is what is should like: a. Inject $600 billion (71% of the proposed plan) into bridge and road projects across the country. This will do several things: i. Get appropriate amounts of money to States that are organized and ready to put people to work – as opposed to States that are planning to use “stimulus” dollars for State operating funds. ii. Enhance America’s infrastructure iii. Increase safety iv. Allow the multiplier effect work its magic. In other words, let the people and businesses (yes, that’s right “businesses,” contrary to popular media belief, it is NOT a bad word) spend the money they make on the projects in other places. These “other places” in turn spend money in yet more places, and thus $1 spent on a road/bridge project is turned into several dollars. Note: the multiplier effect is Economics 101. Social welfare programs are, well, something different. Ladies and gentlemen, the solution is easier than you think. Contact your Congressman today and educate them.

I played basketball last Friday night for the first time in a while. During the contest it occurred to me how priorities change over time. Back in my youth, my top three basketball priorities were:
1. Win
2. Win
3. Have fun

During a timeout I shared the list with my fellow court-warriors. Most of them are fast approaching AARP-dom. As such, they joked that their current basketball priorities are:
1. Don’t have a coronary
2. Don’t break anything
3. Get some great exercise

Interesting things happened after that conversation. The pace of the game slowed down, the intensity lessened, and people began to play tentatively. Everyone was embracing the most recently stated priorities – even though they were offered in jest. Later, during a timeout, we had a more serious discussion about notching up our level of play. Funny, that’s exactly what happened – we began to focus and execute better. So my question to you leaders out there is this: “What kind of priorities are you communicating?” I guarantee you that if you become distracted by much of the negative swirl that has become commonplace, so too will be your team. You cannot expect your team to execute flawlessly if you are in a panic, make sarcastic remarks about your business situation, or holding a bevy of closed-door meetings. What should you do? It’s easy:
1. Don’t have a coronary
2. Communicate important priorities
3. Be a role model (a darn good one)

Embrace the above stated items and you will win. Just like we did last Friday night.

“Joshua, what do you want to be when you grow up?”
Age 2: “An elephant”
Age 4: “A paleontologist”
Age 6: “A rock star”
Age 8: “A maestro”

As a father, I am pleased to see my oldest son becoming more pragmatic regarding his future vocation. As a business consultant, however, I am saddened by the lessening of creativity. I gotta tell ya, I loved his response at age two. So what happens to us? When we are young, really young, the world is filled with possibilities. Yet, as we grow older, and the world beats on us, we narrow our vision. Actually, some of us grow pretty darn myopic. Helen Keller was once asked if she was sad that she was blind. I loved her reply. “The loss of sight,” she said, “does not sadden me. What makes me sad is when people lose their vision.” How is your leadership vision and creativity these days? Need a little tune up? Well, when I work with teams that need to notch up their creativity, I ask a lot of questions and break out the Play-Doh and Lincoln Logs. This space does not allow me enough words to fully describe the activities, but let me assure you, every team always rises to the occasion and presents creative and pragmatic answers to my questions. While I can’t give away all my secret questions and techniques, I can share a few questions for you to ask your team members right now.
1. What is the biggest thing we are currently doing right?
2. What are two specific positives that result from what we do right?
3. If we could change one thing (that we have the ability to change) what would that be?
4. What are two specific positives that would result from that change?
5. Envision you are our customer. What is one tiny thing we could do or offer that would delight you?
6. As you look at our organization, what is your perception of what we are really passionate about?

Attention leaders: seek to get a brutally honest answer from question number six. Sometimes, the answers received are clearly not what you are hoping to hear. This is not a bad thing. Heck, it may save your company. Take heed to what your people perceive. Listen to their feedback and dreams about your organization. Together, paint a picture of what your organization should look like right now. Not to just survive, but to thrive. What would your organization really look like right now if it was just awesome? An elephant? Who knows? Take your blinders off and find out.

Recently, I met a fellow named Mark. Nice guy, talented, a fine professional. Mark works for an organization that is being challenged with some cutbacks – imagine that. In an effort to learn more about the cutbacks facing his organization, Mark decided to visit his congressman – in the State Capital. Mark was surprised at the ease with which he was able to make an appointment. In addition, he was pleasantly surprised that his congressman actually listened to his appeal. When he started his journey Mark admitted saving his job was foremost in his mind. During his journey he practiced what he would say to the congressman. Listening to himself, Mark questioned his motives and thought about his colleagues and the bigger picture. Mark jettisoned his speech, took a deep breath, and started saying what felt authentic. By the time he entered his congressman’s office he had reached this conclusion: “If my intentions are pure, I will be successful.” Isn’t that a marvelous mindset: “Pure intentions!” For many people, the current business climate is quite a challenge. It is during challenging times that we learn so much about ourselves, and about others. Far too many people are currently operating as lone wolves, adopting a mantra of “every person for themselves.” Frankly, it is hard to blame some people – they are faced with tough circumstances. Perhaps they would be wiser, however, if they recognized that “we are all in this together.” Good times, tough times, all times, we are collectively in this wonderful game together. Stand back. Take a breath people. Stop talking about the economy. Honestly, I challenge you, that’s right, you. Do not mention the economy at all today. Bet you can’t do it! And that is the point. Many of us have been driven off center by crap (note: this is a literary term for crap) that we have heard in the media and cannot control. Yet, we allow this “stuff” to negatively impact our demeanor. Keep in mind, when we are our most powerful we possess a confident, positive mindset. The good news is, we can choose the mindset of our liking. Let’s return to Mark for a moment. Did his actions solve anything? Well, rather than face a huge cutback, his organization settled for a palatable 4% cutback. Did Mark enable the savings? Who knows, but his actions certainly didn’t hurt. What Mark definitively did was inspire his colleagues. When they found out about his journey (from another colleague, not from Mark) they were blown away. They sat open-mouthed while he was asked to tell his story. They committed to each other to make a difference and to keep their intentions pure. So I submit to you, keep your intentions pure. Focus on the positives in your world. Then, go out there and make a big impact on them. No idea where to begin? Perhaps a visit to your State capital is in order.

After a 77 year run as the largest automobile manufacturer in the world, General Motors is now #2 – just like they were in 1932. Unlike the depression era GM though, the current GM has little prospect of becoming #1 anytime soon. Savvy competitors and a majorly flawed business model will see to that. So just what went wrong for GM? Here is the story in a nutshell.

By the mid 1990’s Americans were falling in love with the SUV. These behemoth vehicles were fresh, with a cool design, lots of space, and huge profit margins. In addition, SUV’s made many people feel powerful as they rumbled down the motorway. Coupled with the percolating SUV craze was a solid economy that was being fueled by the dot com boom. No one blinked at gas prices. By 1998 GM (and Ford and Chrysler) had designed blueprints for huge SUV manufacturing plants to be constructed in Mexico. These multi-billion dollar projects were scheduled to be completed in 2002. That’s right, 2002. In other words, the brainiacks in Detroit bet the farm that SUV’s would be wildly popular four years hence, and beyond. In fact, the big three manipulated the automobile market from 1998 – 2006 by maintaining an extreme focus on SUV production and sales – consumers had a limited variety of choices. The result was huge net profits for the auto industry.

Side bar: Did GM hedge their bets by simultaneously designing smaller, fuel-efficient cars? Did they design their factories in a fashion that allowed them to be retrofitted for other, smaller vehicle production? The apparent answer to these questions is a stupefying “no”!

Back on task: A funny thing happened around 2006 – gas prices began to escalate. In addition, real estate began to meltdown. As Americans grimaced every time they filled up their tanks, they began to fantasize about owning a Yugo, or a bicycle, or at least something smaller than the juggernaut they were driving. Of course GM and the big three were ready for the shift in demand, right? Nope. Caught with their pants down, or rather with an arcane business model, they looked like deer in headlights as consumer demand shifted away from their hulking inventory. GM leaders seemed dumbfounded that people would not continue to by their SUV’s. Shockingly, it took almost two years for GM execs to get the message. Kind of makes you wonder what is in the water in Detroit? So what does the future hold for GM? Answer: short-term pain and long-term humble pie. If GM hopes to remain a viable economic concern they will have to embrace the following: - A plan to get much smaller, quickly - A wage that pays people what they are worth, rather than what people negotiate - A focus on the foreign markets that have embraced their brand - A way to connect with people under 40 in a meaningful way Is GM up to the task? Strong injections of open-mindedness, enlightened strategic planning, regime change, and luck sure would help.

In early 2007 the core mechanics of the U.S. economy were pretty sound. Pundits began a drum beat that a recession was on the horizon and, sure enough, by the end of 2007 our country was in recession. Now granted, we were in the midst of a real estate meltdown, but we were a year away from the financial collapse that has put some real teeth in the current recession. It would be interesting to know just how much sociology, group behavior, had to do with catapulting us into this recession. A recession was inevitable – the economy has its cycles, and we had a nice positive run. But group mentality can be a powerful influence. What is a current, growing group mindset? Answer: that the economy will turn positive by July of this year. Is there any good reason for this? Well, yes, there are some. Do detracting factors remain? You betcha. What will July 2009 look like? Perhaps a massage dose of sociological positivism, coupled with no other good reason will lift us out of this funk.

Many business owners seem obsessed with sales growth. Increasing sales volume will probably be a popular 2009 New Year’s resolution. A focus on sales growth, in most instances, should be reinforced. But don’t lose focus of the bottom line. Several years ago a study revealed that the best performing Fortune 500 companies shared equal focus/management of their top and bottom lines. The companies that only focused on sales growth frequently found themselves with little or no profit due to lack of expense controls or deep discounts that eroded net income. Think smart – and play a balanced game!