Marcia answers leadership questions

Marcia answers leadership questions

October 2020

Q. Our society is full of opposites, and it overflows into the workplace. It has resulted into people withholding information, competition, and lack of collaboration. How do we unify our team?

A. Fear drives people to take an emotional stance. Often people go in opposite directions based on their reactions and perspectives. Your role as the leader is to unite people with a unifying purpose. People split apart when they focus on either what they may lose or what they most hope for. You can create harmony by bringing the extreme factions together. Begin by acknowledging the perspectives of all of the people. They are both right as individuals, but they need to act as a team. Understand that now the team is looking at either/or, good/bad, or win/lose perspectives.

Leaders pivot and refocus the team on the issues that they care about and need to accomplish together—what are the problems that need to be solved? Together they need to work to find the answers. They need to also agree on who they are serving. When the people can work together, they can optimize the system and the results they need to achieve. Optimization is key and leads to improvement, innovation, and transformation.

Q. Some of my employees are adapting to the changes in their lives to stay inside during the pandemic and due to the West Coast wildfires and air quality. Other employees are still struggling, overwhelmed, and stressed. We continue to be supportive. What else can we do?

A. Different people will pivot and find the opportunities during the crises that they face. They will make the adjustments in work or home that work for them. Those who struggle may put too many expectations and pressure on themselves. To support your team more, discuss with them what challenges they face.

Understand their workload and make sure they take breaks through the day and have the resources they need. Help them prioritize, and have a beginning and end to their day with distinct boundaries. Teams may want to achieve perfection. Reassure them that finding success, happiness, and customer satisfaction emerges from their happiness and the control they have. Keep them focused on what they control, and let go of what they don’t control or uncertainty.

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Marcia joins The Drop in CEO podcast

Marcia joins Deborah Coviello on the The Drop In CEO podcast. They discuss the difference between motivating vs. helping emerging leaders self-motivate, redefining outcomes, and the value of making education fun.

You’ll learn why leadership complicates the message of service. Marcia will share tips on how to make simple changes in order to help team members understand and align with the organizational mission.

Start listening

Navigating through these times

Email newsletter - September 15, 2020

Marcia’s Leadership Q&A

Marcia answers leaders’ questions. Send your questions to md@mdaszko.com.

Q. Our company is offering a few long-term team members an opportunity to take a sabbatical for 2-3 months. I’m excited but anxious! How do I prepare?

A. Embrace this opportunity! The more you mentally and physically prepare, the deeper your emotional experience can be. A sabbatical is a dedicated time (generally 2 to 12 months) to pivot. Go in a new direction where you focus your energy, time, interests and create a new purpose. It’s time to enrich yourself, achieve new goals, learn new skills, travel, volunteer in a foreign country, write a book, or hundreds of other pursuits.

The choice is yours. It’s a time to focus and create a new opportunity. Examine a deep passion you have. Logistically to prepare, plan where you will take your sabbatical—in the den or across the world. Preparing your living arrangements, finances, family and friends’ interaction, all need to be considered and addressed. Think about how your work will get done while you are gone and how you will re-enter with your team. Think about the end of the sabbatical: what is your vision? If you begin with a few ideas and also leave some open space for new possibilities, you’ll get more out of your time away.

Q. I hear about people spending all day in meetings, on Zoom calls and in webinars. Who has time for those? We’re swamped trying to keep up with our business and meet our customers’ deadlines.

A. Some companies are scrambling to keep their businesses open, doing deliveries, pivoting the way they do business. Every moment is reacting, responding, and following their processes. They may take little time to plan, improve, learn, or develop new skills.

It’s challenging, but the organizations that navigate through crises do take the time to plan, strategize, communicate with each other, listen to customers, and invest in some new training or learning—even if it is only one hour a week. People need to develop new skills together. They need to feel progress and forward movement. Ask periodically, “what can we improve?” Then apply those ideas. Over time, the work flows better and better.

Take these 5 steps to diffuse stress

Email newsletter - September 8, 2020

Marcia’s Leadership Q&A

Marcia answers leaders’ questions. Send your questions to md@mdaszko.com.

Q. The past six months has been overwhelming, and I feel like I’m sitting on a powder keg of stress at home and at work. I’m going through the motions to do what needs to get done. How can I diffuse my stress?

A. You’ve taken Step One—you are aware that you are holding your stress inside. There are multiple and quick ways to release the stress and get you to a healthier place mentally and physically. There are also many resources (articles, books, music) to support you.

Step Two is to make a mental decision to make changes. Commitment is essential. If you want different results, you must take different actions.

Step Three is to make a list of ways that you can try to take care of yourself and diffuse the stress. You might feel that time and personal space is in short supply (and it is), but everyone has 24 hours in a day. Think about your ideal day and work toward that.

Carve out time during your day for three deep breaths (in through the nose for 4 seconds, out through the mouth for 5+ seconds; you can do this in the shower or when you’re driving.) Take a few minutes at the beginning and end of the day and think about or better, write down what you are grateful for (it might take one to ten minutes.) If writing is an outlet for you, keep writing and let your ideas flow.

Step Four is to take your list of activities and schedule them. Alone or with family, schedule time to eat (not at your desk), take a walk preferably with nature, read (to a child), choose one of your hobbies and sports and do it. Self-care with sleep, healthy eating, and exercise are your foundation. 

Step Five is ask for help: a partner, a colleague, a neighbor, a friend. If you need a free hour or evening, ask for help so you get some space. Then offer to help someone else.  Build your support community at home and at work. Be creative. The more you adapt to challenges, the easier life flows.

Q. My team is in slow motion. What do I do to motivate them?

A. First, there is a decades-old assumption that you can motivate others! Leaders don’t motivate others. Leaders create the environment where people are self-motivated! Repeat that! That’s where the power is! Managers may try to motivate people with fear, incentives, quotas—and it may work for the short term, but it’s not healthy or sustainable. If your team is slow, assess your own leadership.

How do you inspire, teach, develop, give them challenging work, show respect, and give gratitude? If you want your team to hasten their pace, are you clear about the purpose of the work? Do you continually communicate with the team and ask them what ideas they have to improve the work and connection with the customer? Are you creating the workplace where people can learn and work TOGETHER? If you have departments and silos and they don’t communicate, you’re on your way out of business. It’s time to pivot your thinking and your leadership. Action starts with you, in leadership.

Marcia’s Leadership Q&A

Email newsletter - August 13, 2020

Marcia answers leaders’ questions. Send your questions to md@mdaszko.com.

Q. We thought the pandemic meant we’d be at home one or two months. Our company has now said we can work remote into 2021. How do we pivot and think about being home long-term?

A. Life is a perpetual pivot. It helps if we adopt that thinking. We are always adapting to changes in life, so it’s great to look ahead and prepare for the changes you know about. You’ve probably been adapting over the months, from working in bed in your sweats to creating a comfortable workspace with better lighting, seating, computer set-up, plants and pictures.

Think of your work style and your environment. What can you enhance to make it more effective for you? What do you want to upgrade? What will be some of your future needs? It’s helpful if you keep some variety in your setting.

Build in some of your routines (start time, ending time, break away from your office and do a 30-minute lunch and walk or yoga class.) Then build in some variety every day to keep you fresh. Connect with someone you haven’t talked to for a while. Make a plan for the week-end and mix up the activities. The key to being resilient and productive is to not get into a rut; be creative! Do at least one new thing a week!

Q. I’m working independently with occasional connections with my team. How do I continue to be productive?

A. Productivity begins with clarity about what you need to achieve, how you will accomplish your tasks, and what resources and support you need to be successful. You and your team can initially make your Plan about what you want to accomplish and who will do what. Identify the timeframe and expectations. Communication that is effective for all of the team members will help remove barriers and allow the team to feel supported. Identify your needs and ask how you can support others.

As you do your work, have a Plan for your day and build in some structure as well as some flexible and break times. Remove distractions. Tackle the harder tasks first while you have energy and also have time to reach out to other team members if you need help or questions answered. When the “must-do” priorities are done, assess your progress, what can you adjust and improve in the future, and reflect on the learning and contributions you’re making. Communicate with your team for fun, for progress, to plan, and to celebrate progress and results.

Tips for effective communication

Email newsletter - July 30, 2020

Marcia’s Leadership Q&A

Marcia answers leaders’ questions. Send your questions to md@mdaszko.com.

Q. After more than five months of remote work, some of our virtual teams are feeling exhausted. How can we revive all of us?

A. Zoom fatigue (from any platform) has become an unexpected side effect of remote work. There are countermeasures team members can take to monitor and reduce the fatigue or stress. It also means that you have to implement the tips for reducing the fatigue, not just think about it or think that it sounds like a good idea. It means having healthy boundaries for yourself.

Here are a few tips! See what works best for you. Before getting on a Zoom call, take a few minutes to prepare yourself. Get a beverage, go to the restroom, and do some breathing exercises (simply do deep inhales through your nose and long exhales out your mouth) several times. If you’re leading the meeting, prepare an agenda and do a quick review of it as you begin Start with a focused warm-up. You might ask for people to describe in two words how their week-end was or how they feel today. If you ask an open-ended question such as, “How are you or how was your holiday?” you might be 30 minutes into the meeting time before that stops. Instead, schedule a time for a luncheon or Happy Hour for the team or employees to join if they choose.

Another tip is to schedule meeting for 50 minutes, not 60 minutes so you have breaks and meetings aren’t back-to-back. Then people can refresh, summarize notes, or prep for a few minutes for the next meeting.

Throughout the day schedule breaks for 15 minutes, 30 minutes, or an hour. Get up and move away from the computer. Change the scenery by going to a different room or go for a walk around your yard or around the block. With even 30 minutes, you may be able to take a short drive.

Periodically, give your eyes a rest by looking away from the screen.  Blink more often. Look across the room; look outside and to the horizon. Take a nap for 15 minutes or at lunchtime to refresh. The most important thing is to take breaks, walk around, do some self-care, exercise, and change your scenery. If you tend to sit at your computer and be on calls four to sight to ten hours a day, this will be a major, but much needed pivot for team members.

Q. Great communication is essential, but especially while we’re working remotely. What are some important ways we can keep improving our communication?

A. At the beginning of every meeting or interaction (by phone, virtual platform, or socially distant in-person), be clear about your aim. What do you need to accomplish together? What help do you need? What problem are you trying to solve? Many people assume these answers, but the reality is that often people are unclear about the direction the company is going, what the team needs to do, or what’s expected.

Communicating purpose saves so much time! It allows for better productivity and great worker satisfaction. Clarity allows workers how best they can contribute. When people understand what to do, why they’re doing it, and then can create together the solutions, work, information, and communication can flow. People excel when they can ask questions, discuss options, look at data in context, and make decisions to apply. Through these times, making a difference and experiencing personal satisfaction to help others contributes to more open, healthy communication. Ask questions, listen, laugh, share, include people, be creative! There are so many ways to communicate!

Marcia’s Leadership Q&A

Email newsletter - June 30, 2020

Marcia answers leaders’ questions. Send your questions to md@mdaszko.com .

Q: During this time of uncertainty, we have been able to keep all of the employees. A few left to move or retire. I’ve been transparent about the unknown future, but as sales fluctuate, how can we approach keeping our employees if we can?

A: Cash flow is paramount for organizations. But this is also the time to examine your leadership and your culture. Based on those, leaders have choices to make. Some companies reacted and laid off employees immediately. Some companies put their employees’ well-being first and closed down quickly to keep their staff safe. Financially some have no-layoff policies and financially ensure their employees stability. After looking at many factors, leaders make decisions about how to keep the operation sustainable.

Some owners will suffer in the short-term to ensure the company survives. For example, sales may be slow now. But if business comes back in three, six or twelve months, managers do not want to lose staff that they have invested in. Some companies have cash reserve. Others have only enough for a month or two. Does it make sense to borrow? Have you applied for the government funding? If it looks like your business will survive but be temporarily doing less work, think about where you make investments. Gather the people together to learn and work together. Get ready to re-open. What needs to be different?

Q: We’re able to keep our employees in 2020, but we don’t have a lot for them to do since our customers are on hold. How should we use this time?

A: You’re very fortunate. Think ahead to 2021. Assess the reality of where you are today. Then gather the managers, your teams, or the most creative people in the company together. Lay out the issues, and ask the question, “How can we revive, thrive, and survive in 2021?” Put them in groups across the company (not by department) because people will speak up more easily. Have a few sessions.

Encourage people to share ideas, and let them be as wild as can be! A wild idea from Sandra may not work, but may lead Brian to think of an even wilder idea that can work! What does your company see as needs of your customers? What do they see as needs outside of your current customer base that you could meet? Create a new market. What are problems your company can solve? Get people working together.

Q: Next month, we may need to cut costs or furlough people. How do we do this?

A: If cuts need to be made, who can participate in those decisions? Depending on the size of the company or department, there may be options. Perhaps everyone can take a 20% pay cut and executives can take 40%. Can people take their vacation now? Are there people who want to go part-time? If there is no work that you typically do, can you use this time to invest in classes, train employees with more skills, or coach teams to prepare for the future? Can cleaning, re-organizing, repair work, painting, or redesigning the offices be done now? There might be another company that is booming. Can your employees go help out that company during their surge in business? Keep looking for options. If you have to do layoffs, can you or another profitable company support your workers to volunteer in the community? Keep being creative!

Dynamic podcast with InsightOut host: Billy Samoa Saleebey

It was a deeply moving experience to share ideas with Billy Saleebey about how to pivot leadership and organizations to thrive. Have a listen and explore your thinking about these provocative ideas. Enjoy!

• Apple: https://apple.co/3i3Hcx9

• Spotify: https://spoti.fi/388sfoP

• Google:  https://bit.ly/2YAWgdR

YOUR INFLUENCE IS UNKNOWN—YOU MAY NEVER KNOW!

Email newsletter - June 23, 2020

A SURPRISE CALL

One of my closest friends, Jill from Minnesota called me this week.  Before I barely said hello, she was already talking to me, “Marcia, I didn’t think I’d like your book. I don’t really read those kinds of books (non-fiction, business, leadership?) But I LOVE your book. It’s like it was written yesterday! You’re talking about things that are real, that we’re facing like the riots and things I face in work and life! I love the stories already.” After a few minutes, she said she had to go; she wanted to continue reading.

THANKS, JILL FOR SHARING AND ENJOY!

YOUR INFLUENCE IS UNKNOWN—YOU MAY NEVER KNOW!

You can make a difference and have an impact. Most of the time you do the best you can. Others do, too! 

It may be rare that by one moment of kindness, one kind comment of encouragement, one thank you, one hand-written card, you can positively influence someone’s career, direction, or life.

In challenging times, the support you can give that takes one minute can be meaningful for a lifetime to someone else.

Remember the time when:

• You asked someone’s advice and then did something amazing with it?

• A teacher or coach encouraged you, and it helped?

• Your coach complimented you on your teamwork or efforts?

• A mentor asked you questions and you discovered your passion?

• Your friend referred you to someone who helped you?

• Your parent had your back?

Remember to appreciate and encourage a child rather than criticize and put them down.

Remember to give the space to others so they can do some self-care (time for a nap, exercise, read, journal, daydream.)

Remember to make a phone call and spend time with those who you take for granted.

What Pivots Can Inspire You?

Email newsletter - May 27, 2020

Our lives are not what they were two months ago. Some have lost jobs, businesses and their routines. Some have worked harder and longer hours to help others live or make progress. There’s wide variation in our experiences. 

Everyone has shared some kind of pivot. Whether at work, at school, at home, without friends and entertainment, there have been different experiences.

What is a pivot? It means we make a fundamental, often abrupt and rapid change in direction.

A pivot is thrust upon us when it’s necessary, for example in the case of the COVID19. The only counter-measure for a pandemic is physical distancing.

In various organizations or industries, the leaders choose to pivot when they need to survive or when they want to pursue new opportunities.

Variety of Pivots

There are multiple types of pivots: service, product, business models, systems and processes, etc.

Who Pivots?

People are capable of pivoting. Leaders guide a pivot. Some people resist a pivot. They don’t like change and like the status quo, whether it’s been good or not. It’s what they know. People who don’t want to pivot immediately begin to whine, adopt a victim mentality, and wonder who’s going to help them. They don’t take responsibility or become creative to transform their situation. They’re stuck.

Great leaders will revive bad situations. They see possibilities and opportunities. Even if they lose a job or a business, they’re not failures. They will learn lessons and move forward and make a difference.

People who pivot are inspiring leaders. They use a Strategic Compass, continually adapt and implement a Pivot Strategy rapidly. Pivots require focus and speed.

Pivot Examples

Here are some examples of Pivots that we’ve seen in the past few months:

Athena Security makes software that allows security cameras to detect more than 300 types of firearms.

Pivot: Its software now applies the same rigor to detecting fevers as it goes to spotting guns. It uses thermal cameras to watch for elevated temperature as people move through halls and doorways.

Sesame

Pivot: Quickly transformed its business and introduced a new virtual appointment and telemedicine system which accounts for 86% of its bookings.

Bacardi Rum

Pivot: shifted production at some of its distilleries to help supply ethanol to make hand sanitizer, and the company is donating half a million 10-ounce hand sanitizer units to local communities. Bacardi also launched the #RaiseYourSpirits initiative and pledged $3 million to support restaurants and bars affected by COVID-19.

Melbourne Symphony Orchestra

Pivot: Live streamed a performance of Beethoven’s Seventh Symphony to a live audience that peaked at 4500 and gathered thousands of subsequent viewers.

Zoos Victorias Animal House 

Pivot: Live streaming lions, giraffes, snow leopards cubs, penguins and the occasional dancing zookeeper.

When you need to pivot at any time in your life or business, step up, embrace it and move forward to make a difference. Don’t get stuck in old thinking.

Ask Marcia Leadership Q & A

From her column in the Silicon Valley Business Journal | Email newsletter - May 13, 2020

Please Share this with Board Members you know. Let’s help each other!

Q: What is the Board of Director’s role as this pandemic unfolds and looks to be a disruption in our lives for months to come?

A:  There are a variety of Boards from large corporate boards to small non-profit boards.  Some are solely focused on their fiduciary and policy-making responsibilities. Others are hands-on Board members who are intimately involved in committees and working closely with staff members. In a crisis situation, a Board of Directors plays a crucial role.  As events with the crisis changes day to day, the Board’s role is to pivot and adapt its leadership, communication, and collaboration. The Board has to reflect on its own strategic thinking and leadership. As one voice, they need to give guidance to the CEO and the organization’s leadership team. 

Needs

In a crisis, the Board needs to understand and ensure that:

• The CEO and leadership team have a realistic grasp of the issue facing them

• They are addressing it and are not in denial or receiving bad data

• If the organization has to drastically pivot and adapt to be safe and healthy or to serve clients, or to stay solvent, it is capable of rapid decision-making

• Leadership is anticipating various scenarios about the impact of the crisis on the business and steps are being taken to mitigate the risks and preserve the organization

• Any necessary coaching, mentoring, or team development needs are met.

Decisions

The Board needs to make the best fiduciary and policy decisions for sustaining and ensuring the survival of the enterprise and its ability to achieve or modify its aim. The Board communicates with leadership to provide necessary guidance or support of the staff for adjustments to the strategies and projects.

Policies

With a further vision in a crisis (it may be a month or a year), the Board needs to vigorously do its own work. It may need to continually review its policies and procedures and create new policies and protocols as the crisis unfolds. It may need to develop deeper policies about employee and customer safety. 

Opportunities

It may be a time to consider new investments, acquisitions, or sales. The Board examines the organization’s budget, its cash position and stability.  If the organization is in need of cash immediately or soon, where will it come from?  What are the alternatives? What’s the valuation that can impact equity incentives? If cash is low, how will the organization retain its employees? What are the options? What are the values of the organization and how do they impact the decisions the organization will make and the legacy they want through this time?

Board leadership and direction is essential. Collaborating with the organization’s leadership to serve its employees, and its customers or members is the higher order of business. In a crisis, leaders must have the capability to pivot and create a new future for the organization.

HOW MANY DOLLARS WOULD YOU HAVE FOR PIVOT?

Email newsletter - May 11, 2020

Do you wish you had a dollar for every time you heard the word Pivot in the last month? I do! Who knew a few months ago it would be so important? Individually, at work, in our schools, hospitals, and organizations, WE have had to pivot! We have to adapt and plan for tomorrow and for the future. While the future is the unknown, it is possible to daily gather more and more information, data, and look at how all of the pieces must work together for survival and for progress.

Check out this short 2-minute Forbes article that defines the outcomes of pivots and shares industries that are pivoting out of necessity!

READ THE FORBES ARTICLE

PLANNING FOR THE POST-PANDEMIC: What will the world look like?

If you have a picture of what your world might look like in six months, or a year or two, it might be easier to prepare for it. Begin now to have these discussions with small groups throughout your organization. Gather ideas.

• What do you want to see? Create it.

• How do you want to serve customers? Serve them.

• What new market can you identify? Seize the opportunities to deliver quality.

• How do you want to be remembered during this crisis? Put the VALUES IN ACTION. You’re creating your LEGACY.

• How will your community or society impact you? Plan, adapt, and keep pivoting.

Contact me to discuss your current challenges, explore workshops (Lunch N Learns to virtual retreats) you want for your team, or to plan your post-pandemic strategies.

Disrupted? Yes! What’s Next?

Email newsletter - May 5, 2020

Need a Hand to Pivot, Focus, Plan, Decide and Solve, and Survive—FAST?

Marcia helps leaders Challenge their thinking:

• Pivot what they’re doing

• Embrace new decisions, business models, markets, products & services

• Add value, make a difference, and get results like never before

Marcia’s addressing these and your other relevant topics:

• Pivot Out of Your Crisis

• How to Pivot into Innovation

• Survival is Optional

• How Great Leaders Disrupt and Transform

• Fear Erodes People & Profits

• Innovation in Leadership Thinking

Contact her to schedule a session.

DOWNLOAD HER SPEAKER SHEET

Ask Marcia Leadership Q&A

From her column in the Silicon Valley Business Journal

Q: It looks like we will be allowed to re-open our company with several hundred employees in the next few weeks. How do we do it wisely? I’d like your thoughts.

A: We are all in a new age of discovery with no playbook or roadmap, but we do have a compass. We need to go in a direction, learn, adapt, and pivot—keep moving, slowly. We’re creating a new future (not a “new normal”—what a crazy buzzword), and we need to do that together, seek good counsel, and then question, “Does it make sense?”  No one has all the answers. With the guidance of the health officials first (their plan), make a plan for your organization. 

Here are a few questions that can guide your decision-making for your organization which may be different than the company down the street. How do you prepare your company physically for employees returning to work? Many may have left abruptly. What disinfecting do you need to do to prepare for their arrival, and what’s going to be the daily maintenance plan to ensure their safety? What’s going to be the protocol; will it be taking temperatures daily? How can you re-design the workspace so people are socially distant? Do people need to work in staggered shifts or days? How will people interact, meet and work? 

Safety is number one. Then ask everyone, how can we be productive and support each other and serve our customers?  The more creative your teams are as you work together to deal with issues, the more successful you can be.

Leaders Pivot their communication and actions in a crisis!

Ideas spark hope.

Email newsletter - April 30, 2020

Great leaders think different. They pivot. They see challenges and crises as turning points and opportunities to scale up and move forward. It is not time to get stuck and “wait and see.”

They see the world with so many different possibilities and connections. Some are complex. Some are so easy, we think, “Why didn’t I think of that?” Why did I think of the Pet Rock and make a million dollars? Why didn’t I think of combining a hamburger place and a playground that resulted in a whole new attraction for family dining? Why didn’t I find the cure for polio?

Great leaders take their ideas and act on them. They continually pivot. They see possibilities, opportunities, new solutions, therapies and cures. They may acknowledge barriers and obstacles, but the value and benefits far outweigh risks and mistakes (learning moments in the process for success.)

Your Vocabulary Drives your Thinking and Your Actions

The pivot begins with the right thinking. It is a shift to transform and add value! 

Can people pivot when there’s a crisis?

If you are in or lead an organization, the vocabulary that people use is a reflection of the direction it is going. It doesn’t take a long conversation with an executive team to assess and predict if they are floundering and struggling and on the path to failure or if they are making progress, innovating, and on the road to success.

Can they think different and adapt? Can they create and innovate? Can they focus and prioritize?

Here are two companies and the language their managers and teams use:

COMPANY A

• Blame

• Reduce

• Layoffs

• Lay Low

• Fear

• Eliminate

• Cut Costs

• Stress

• No. I can’t.

• Failure

COMPANY B

• Wow

• Opportunities

• Serve

• Possibilities

• Customer Experiences

• Optimize

• Innovate

• Create

• Let’s try it!

• Lead

Which company do you want to work at?  

Company A is on its way to fail. And Company B is a survivor. Think about your team, your organization, your thinking. If you’re stuck and struggling, it’s time to pivot your thinking for better outcomes. If there is a crisis, you need to think different, pivot and transform to come out of the crisis.

Leaders emerge with courage

Email newsletter April 27, 2020

Leaders of families, businesses and communities emerge during a crisis. They create and collaborate and take rapid action. They learn as they go. They don’t have the answers. They look at the data they have in the moment. They make the tough decisions, are creative, innovate, and get involved.  

Others sit in their recliner, judge, criticize, and adopt a “wait and see” attitude. Others are victims, “woe is me” attitude.

What do you do? Do you grab your courage or wilt? It’s a choice! 

How do you help? How can you volunteer? Who needs your help?

PDSA CYCLE

A process that leaders use, consciously or intuitively (we all use it to some degree) is called the PDSA Cycle. When dealing with a crisis, solving a problem, or improving a process, there’s a tool you can use. This quick learning cycle means that you:

• PLAN (first pilot your idea on a small scale)

• DO (Implement your idea)

• STUDY (collect and analyze the data) What worked? What didn’t work?

• ACT Keep what works

Whether planning a vacation or dealing with a pandemic, you can use the PDSA.  

The GREATER VALUE: Use the PDSA CYCLE repeatedly, faster and faster. The faster you use it, the faster you learn, make decisive and informed decisions and take urgent action.

Pivot for Progress

Email newsletter - April 23, 2020

Into this pandemic for some months around the world and across the U.S., people are either quickly adjusting or still struggling with the disruption. No one can predict exactly when we will be post-pandemic. That will vary widely depending on population density and ramp-up times for education, businesses, etc.

We can take time to think about, “What is important today and in the future?” We can pivot today, at home and in organizations! We can make significant pivots that will help us make a difference and not get stuck in victim thinking. 

As we go through changes many people have never experienced, we need to start with the positives in our lives. We can understand our concerns and address fears, but we can focus on what we can control. 

The following concepts can help us find our control during the pandemic:

SENSE AND RESPOND

In just a blink, lives turned upside down around the globe. Those who quickly became aware (sensed) of the threats and acted (responded), locally and globally, may best get through the pandemic or any crisis. There’s so much variation dealing with the coronavirus. For people who already work from home, there may be little adjustment. But for those who work from home and are now surrounded by children who need to be home schooled, a spouse who also needs to work from home, and a challenge of one person safely going to get groceries, life is now faced with uncertainty. 

Uncertainty is a temporary condition. It is also driven by the fear of the unknown. Call it out, name it, talk about it. By talking about fears and concerns, they can begin to dissipate because you’re processing them. Secondly, you don’t need to get stuck in the unknown. Start forward thinking and discussing what you do know. That will give you more positive feelings and feelings of control.

What can you control in your life today?

UNDERSTANDING VARIATION

Some people have lost jobs and have a lot of time at home. Businesses have closed. Some companies are quickly hiring people to stock shelves. Healthcare workers are working on little sleep and frantically trying to save lives. 

There’s variation in everything. Now the variation is wide, the extremes severe. What stress one person has is not the same as someone else, be it emotional, physical, or financial. Listening and trying to understand is essential now. And it takes patience. 

How can you be creative and see new possibilities?

FOCUS AND PRIORITIZE

This “humanitarian crisis,” as it was referred to by David Solomon, CEO of Goldman Sachs means focusing on the care of people first: family, friends, neighbors, colleagues, communities, staff, and employees. 

In our work, it is also critically important to choose a few priorities (2-4, not 10+). Build teams around these few priorities and focus. Put your energy and resources on a few priorities. Otherwise you’ll deplete your energy and resources and accomplish little. 

What are your priorities?  Where do you need to focus?

PREDICTABILITY

People are yearning for balance, for the “new normal,” (latest buzzword?) for some certainty. People have to adapt, adjust, and ease into new routines. But the new routines won’t be the permanent routines. This tornado has hit some areas, but it isn’t done howling and spinning yet. We’ll continue adapting because we must. The impact on relationships, goals, special occasions, the economy, education, etc. will create different and new systems that we can’t currently envision. People who focus, prioritize on what’s important, and adapt will do well. 

There will not be a “new normal.” 

There will be a transformation—something we cannot imagine now.

What can you predict? What can you imagine? 

What new opportunities do you see? What new deeper relationships will evolve?

CONTROL

The world has violently been hit with this pandemic, to varying degrees. From families to the education and healthcare system to the workplace to the economy and to the military, every sector has felt some impact. All of these dots, all of us are connected. All one human, global system! We’re feeling the pandemic! We want it to go away, to get our lives back the way they were. We want control. When we have control, we don’t feel anxious and stressed.

What concerns do you have now that you can let go? 

Where do you feel joy in your power? 

Find your joy, and you’ll find some power. If you want it to be stronger, pivot.

Make the progress you want to see.

Pivot for productivity

Email newsletter - April 20, 2020

PRODUCTIVITY Through a Pandemic?

People who have been working from home or airports or coffeeshops may be very productive. If you’re adjusting to working remote for the first time and have multiple distractions, be patient with yourself and your colleagues. It’s an opportunity to pivot our thinking about productivity.  Remember, keep life as simple as possible and be aware of your stress levels. Keep pivoting so communication and work and life flows.

A CHECKLIST FOR REMOTE WORK - HOW ARE YOU DOING?

Here are a few tips as you continue to adjust to your work environment:

1.What’s Your ROI (RETURN ON IMPORTANCE)?

• Focus and prioritize on a few things that you want to achieve each day.

• Manage your Things to Do list. Focus on the priorities first. Allow yourself time to adjust.

• Don’t schedule your Zoom or phone calls back to back.

• Re-asses the meetings that you attend and only attend those that you MUST attend. 

• Fill the day with shorter meetings; have a focused agenda with a clear Aim: what do you need to accomplish? 

• Schedule some time to think, plan, and reflect. 

• Schedule time to do your work.

2. Bring a healthy, professional you to the screen.

• Take quiet time everyday; schedule it for 15-30 minutes to let the ideas flow

• Self-care and wellness is essential: good sleep, exercise, healthy food and less alcohol, vitamins, more water, relaxation.

• Schedule your lunch and time to get away from your desk to take a walk. DO IT - NO EXCUSES.

• Prepare yourself for your interactions; if you’re on video, look presentable.

• Create a Community and connect. Especially at a time of crisis, check in with people, ask how they’re doing, listen, empathize, have fun. Laugh.

3. Gather the support you need

• What support tools are useful: WebEx, Slack, Zoom, Facetime, text, chatbot, whiteboard, phone, apps?

• Are your connections reliable? Update as needed.

• Optimal work environment? How can you be comfortable but not end up with a sore back? If you are sitting on a sofa or a bed all day, you can end up with back or sciatic nerve problems.

Leaders pivot!

Email newsletter - April 14, 2020

Is your job, business, or industry facing new challenges and threats?  What do WE do? Leaders pivot. 

Leaders (at home and at work) transform to make progress with new, different, bold ideas. Leaders see possibilities, new markets. And opportunities to serve and make a difference—often like never before! That’s transformation: thinking and doing something like never before, but still adding value!

Recently, we’re faced with this question. When we face challenges in life and a crisis such as a pandemic, some people quickly discover their natural leadership and internal courage. Others shrink and take no accountability. There are varying degrees of leadership and various places where it shows up. 

Some people can jump into action and accelerate their creativity and innovate because they have a great foundation of strategic thinking. They’ve invested in themselves and their colleagues and have been learning to lead. But now is for action.

DO YOU KNOW HOW TO THINK DIFFERENT AND WHAT TO DO?

In recent weeks, we have seen leaders emerging across the world. They are stepping up individually, in organizations, and in nations. They are reaching across communities, industries, and countries to collaborate, partner, and find solutions.

Leaders see the challenges and what needs to be done to beat the obstacles. What will it take? Leaders Pivot and transform! 

These are the key Pivot Points that leaders use:

BE AWARE. Leaders quickly assess and grasp a situation. They strategically see its probable impact and step up to address it. They sense and respond. What are you aware of and how will it impact you?

BELIEVE. Leaders believe that by working together a crisis can be addressed. They have  no doubt that they will make progress to serve customers and often brand new customers. They don’t waste time. High speed is their modus operandi. Do you believe that you can succeed and serve fast enough? Do you believe you can deliver an amazing customer experience of value?

IF WE BELIEVE IT, WE CAN ACHIEVE IT.

CREATE. Creative people are full of ideas in a crisis. Their creativity is contagious as they engage other peaople to explore and discover new, different, possible solutions. Are you constantly discussing and exploring new ideas and choosing which ones you will implement? Are you learning and acting fast enough?

CAN DO.Innovators make their ideas happen. They influence, leverage, and connect with others to achieve their goal. Do you rapidly make your Plan (it might take 10 minutes or 2 hours to discuss and agree on a Plan of Action (do not take a week or month to make an Action Plan to address a crisis!) and act on it? What works; what doesn’t? Revise your Plan; do it again. Faster!

Where do we see pivots?

Jobs. Thousands of restaurant and salon workers have lost their jobs. It’s uncertain if or when their employers will re-open. Workers who pivot immediately can find companies who are hiring and secure a new position.

Hand sanitizers. Small and large breweries and distilleries across the U.S pivoted from making beer, gin and vodka to making hand sanitizers.

Mask sterilizers. Three Midwest companies transformed 50 toaster ovens into mask sterilizer units that can sterilize 150 masks per hour and are donating them to hospitals low on mask inventory.

Virtual events. Consultants, trainers, and speakers are shifting to virtual classes, events, and conferences to share significant intellectual property.

Ventilators. Auto manufacturers pivot to produce ventilators as seven ventilator producers increase their productivity on 24-hour shifts.

And thousands more . . .

Ask Marcia - Leadership Q&A - Week of April 16, 2020

Week of April 16, 2020 / From her column in the Silicon Valley Business Journal

Q. My team is scattered in remote locations as are our customers. We know we need to help them, but what are the best ways in our business-to-business world?

A. Companies are using multiple channels to help their customers.  For operational people, some are connecting by phone or Zoom/Webex as frequently as needed. For strategic conversations, executives are reaching out to clients. Teams are rapidly conducting more classes and meetings to communicate with employees and customers. Topic include: how to reduce stress, self-care, working from home, executive/manager coaching through crisis, Leading a remote team, safety issues, how to effectively communicate, how to use communication tools like Zoom, etc. First of all, determine what needs have to be met for both your customers (or members or students) as well as your employees. Then develop the agenda, curriculum, or seek an outside vendor with the expertise you need to deliver webinars or Zoom meetings virtually. Webinars don’t need to be sixty or ninety minutes.  Shorter webinars help the presenter focus and deliver the material more effectively. Thirty minutes for many webinars followed by some Q&A is often sufficient. 

As one SVP told me today, “People are starved for information.” People need support to help them through new situations—and they need it fast.  The more you can deliver to your customers and employees just in time, the faster people can adapt to the chaos.  Order will emerge out of the chaos. This pandemic is going to teach the world how quick they can accomplish what they need to do when they make timely, wise decisions.  When leaders can clearly articulate the aim that needs to be accomplished, people have surprised themselves about how fast they can achieve and solve problems together.

Send your questions to Marcia Daszko at md@mdaszko.com. 

Call her to discuss your challenges and during this COVID19 crisis.  She has been a trusted advisor to executive teams for 25+ years and is the author of the book “Pivot Disrupt Transform” and co-author of “Turning Ideas Into Impact: Insights from 16 Silicon Valley Consultants.” Invite her to speak (virtually now) and see her resources for you at www.mdaszko.com