Category / leadership

by Nathan Coumbe

A break with the Industrial Age

The COVID-19 pandemic has created rapid change in all areas of work. For those employees who showed up to an office location day after day, the lines between work and home have been blurred completely: work is now being done at home. School is now being done at home. And the amazing thing is that companies (and many schools) are realizing it works. Not only does it work, but it might also be better.

The Internet has made all this possible. Without it, this pandemic would have ground the world to a screeching halt rather than a frustrating slow-down. I believe that the COVID-19 pandemic is one of the final straws in breaking the world out of the Industrial Age mindset and unleashing human potential by fully adopting the Knowledge Worker/Information Age mindset.

These changes – the ability to work from home; meetings that are now (and should have always been) emails; genuine collaboration (because it’s the only way to get things done now); dictating results and trusting employees with the methods – will last long after this crisis is over. Companies will realize that their people are more productive than ever when given freedom and flexibility. More importantly, those that feel like their companies cared about them as people during the crisis will come out the other side more loyal and productive than ever before.

Those companies that are trapped in the Industrial Age – where people are things and less important than the machines they operate and the numbers they generate – will fail. Command-and-control, micromanagement, treating people as things – none of this works anymore. The failures may not happen immediately, but it will happen. Employees who feel their companies have failed to treat them with dignity and care, who have felt their health and wellbeing was seen as unimportant, will leave.

The coronavirus is terrible: people are dying; people are losing their income and their livelihood. But as with all great challenges in history, forward thinking, adaptable, flexible, and generous individuals, groups, and companies will learn from it, survive, and thrive in the new world.

Say goodbye to the last vestiges of the old world. I hope you are working for and with people who care.

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by Nathan Coumbe

Leadership as an experiment

The only way to become a leader, or to improve as a leader if you already are, is to treat everything like one giant science experiment.

Start with a hypothesis: “If I do/try/encourage _____, then ______ will happen/change/get better.”

What are you positing? What are you already presuming? Start with an observation you believe to be true.

Here’s an example:

“My employees feel disconnected from the company’s mission.”(Observation)

“If I meet regularly with them one-on-one to discuss what they believe is most important, then they will feel involved, supported, and I might get some really good ideas about how we can improve things around here.”(Hypothesis and potential solution)

At this point the experiment begins. Set parameters: what do “regular meetings” look like? What sort of questions will I ask? Am I prepared to listen empathically, to really understand how they feel and what they think matters?

You’ll gather data and attempt to put the ideas into practice (another experiment, perhaps). Test the ideas; observe what happens; use the information gathered to make changes as needed; repeat the experiment.

Think like a scientist.

If you think like a scientist, you don’t simply run the experiment and assume that it works. A scientist doesn’t hypothesize something, put on a blindfold, call the experiment a success, and move on to the next idea. The scientist tests, observes, measures, and solicits feedback. When you get that data, it will show either progress or regression – support for your idea or arguments against it. Use that data to adjust your hypothesis and experiment again, until it either works or becomes obvious that your hypothesis was wrong.

You are going to be wrong. Often.

There is only one way to avoid being wrong: don’t try to become a better leader. If you are willing to become a better leader, you must be willing to be wrong. Since you know you are going to be wrong, you need to become comfortable with honesty and transparency.

“This idea that I had, this new way of doing things, it didn’t work. I’m sorry. I was wrong.”

Humility and Trust

A leader must be humble and emotionally mature enough to admit errors and missteps. If you attempt to hide your failure, if you put the blame on anyone or anything other than yourself, if you pretend it all worked out when it’s obvious it didn’t, you will lose the trust and respect of those who serve under you. It will be very hard to get that back.

Think like a scientist. Test, observe, measure, and get feedback on your ideas. Experiment.

Most importantly, don’t ignore the data, and apologize when you’re wrong.

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by Nathan Coumbe

“But why is no one listening to me?”

You are having an argument with your spouse, and she doesn’t understand your point of view, no matter how much you push it.

Your children won’t do anything that you ask them to do. They won’t engage or communicate with you; they shut down every time you try to talk to them.

You are writing blogs and posts, but no one is reading or responding to them.

You’ve created a product that will change lives, but no one is buying it.

Naturally, you ask the question:

“Why is no one listening to me?”

You feel you are doing everything right. You have the right ideas or the right argument; you know more than your children; this product is truly amazing and has revolutionized the way you see and do things. And yet, no one is listening. No one is engaging. No one is buying.

Why?

Because you aren’t listening to them.

The only way to get others to listen to you, to engage with you, to buy from you, is to listen to them and understand their points of view, their wants, and their needs.

If you bludgeon people over the head with your arguments and ideas, they won’t accept them; they don’t have the same ideas, the same noise inside their heads. They are telling themselves different stories. The key to being listened to, to making an impact, is to understand those other stories.

You don’t have to agree with them, but you do have to listen to and understand them. When people feel understand, when they feel heard, when they know that you see them and their side of things, they feel more open to hearing what you have to say.

“Seek first to understand, then be understood.”

–Stephen R. Covey, The 7 Habits of Highly Effective People

No one is listening to you because you aren’t listening to them.

Your spouse won’t listen to your side of the argument because all you are thinking of is your side of the argument.

Your children won’t listen to your advice and guidance – even though you probably do know more and understand more than they do – because they don’t feel like you understand them, how they feel, or the narrative in their heads.

No one is buying your stuff because as awesome as it is, they don’t get how it will benefit them or how it will make them feel once they use it. Why? Because you didn’t take the time to understand what they want or how they want to feel.

Understand

To influence someone, you must open yourself to the possibility of being influenced by the other person. This means creating a feeling of understanding in the other person. This is not meant to be manipulative: you must genuinely want to understand the other person. Also, people can tell if you are simply trying to manipulate them rather than understand them.

Listen to what your spouse wants; listen to how your children feel; listen to the needs and frustrations of your customers.

Understanding must always come first; otherwise you’ll fail.

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by Nathan Coumbe

Everything is marketing. Everything is sales.

That’s the premise.

Even on the smallest scale, we are marketing and selling. It might not be products but rather ideas or ways of thinking and being. 

If I have an idea about how people can behave or change to improve their lives, to become the best possible versions of themselves, it does no one any good unless I can persuade them to adopt the ideas. That means that I have to sell to them.

“Making is insufficient. You haven’t made an impact until you’ve changed someone.”

– Seth Godin, This Is Marketing, p. xiv

Marketing and sales are both about influence; each of us must influence others to create change (we will get into the ethics of influence in another post).

Leadership in the modern age is sales and marketing. During the Industrial Age, a leader told an employee what to do and that person either complied or left. In the Knowledge Age, a leader must influence those who follow. You can still attempt tell people what to do, but it rarely leads to enrollment and willing compliance, without which high-quality work does not occur. However, influencing them – by empathizing and understanding what they want, feel, need, and believe, and then having the courage to let them know your ideas for progress – this sort of leadership brings others willingly to your way of thinking. (It also potentially creates better ideas than either party came up with on their own.)

Every career requires sales and marketing. A psychologist is both a salesperson and a marketer. If they do not market, they do not get patients. She cannot rely on her credentials to bring people into the office.

A teacher is marketing each time she sets foot in the classroom. If she cannot get her students to come with her, if she cannot get them excited and willing to go on the learning journey, her knowledge and expertise are useless. She must influence them.

If you coach people on how to level up their careers, personal lives, or get past negative scripting from earlier life periods, you must sell them on the ideas you present. If you fail to do so, or do it poorly, you have failed to create change or the desire for it in the other person. 

Regardless of whom you seek to influence, you must always begin by understanding them, their points of view, their wants, desires, worries, fears, and problems. That is always the first step to influence, and influence is marketing.

We all must influence others to make change happen, and if everything is marketing and everything is sales, you might as well learn to do it well.

Start with this book here.

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*Some links in my posts are affiliate links, which means I make a small commission on any purchases.

by Nathan Coumbe

You might be the smartest person in the room…

You might be the smartest person in the room, but that probably doesn’t matter.

Being the most trusted person in a room, the one everyone believes they can rely on – being that kind of person will benefit you much more.

Being the smartest person in the room really doesn’t matter if no one likes or trusts you; if the relationship is bad, no one will listen to all the wonderful ideas and vast stores of knowledge inside you.

Work on your integrity and your relationships first, then work on increasing your knowledge.

Become the most socially/emotionally intelligent person in the room.

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by Nathan Coumbe

Courage

What is courage? It is the same thing as bravery?

Courage might be doing something even when you are terrified.

It might also be one’s readiness for action when a situation demands it.

Either way, courage is a choice. It is the act of deciding to act when the need arises.

Be courageous. Choose to act.

by Nathan Coumbe

The long-term

Cultural norms drive us to seek obvious, visual achievement in the short-term: we are encouraged to show off and look successful. But looks can be deceiving; it doesn’t mean that what is being done is right simply because it is a cultural norm.

It requires bravery and discipline to focus on the long-term at the expense of obvious results in the short-term. You cannot focus on what you want now at the expense of what you want, and probably need, later on.

If you have money in investments, it doesn’t make much sense to pull out more money than you are making in interest to buy something that you want now. You are invading the principle of the investment; this, in turn, lowers the amount of interest that can be made on what is left.

We violate this principle all the time:

  • Someone wants a new car, computer, or toy, so they borrow money to do it.
  • A parent wants her child to behave and cooperate now, so she uses her authority, power, and fear to metaphorically bludgeon the child into compliance.
  • A leader wants results this quarter, so she drives her people to exhaustion and frustration to hit the numbers now.

What are the results of these decisions?

  • Loss of control over income; massive amounts of interest paid
  • Fear and resentment of the parent by the child
  • Burnout, turnover, and loss of results over the following years

How might things have been different if one chose to live on less than one made? That money could have been saved up or invested to grow.

The parent could have used the troubled moment with the child as a time for understanding and teaching. Think of the relationship that would grow out of thousands of moments like this.

The boss could have attempted to look further out at what she really wanted from her company overall, not just right now. And she could have sought to understand her people better. She would increase loyalty and effectiveness: her people would naturally want to work harder and achieve the results for her because they believe she cares.

None of these responses have obvious, visual results in the moment, but their long-term results are exponentially greater.

It might feel weird to stand out from the pack, doing something that has no obvious short-term return.

That doesn’t mean you are wrong.

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by Nathan Coumbe

We are all volunteers

Everyone you interact with on a daily basis is a volunteer in your life.

Don’t believe it? Try an experiment:

If you have children, a spouse, or any sort of significant other, order them around, withhold affection, neglect the small kindnesses and courtesies that make relationships so strong and fun.

If you do it long enough and often enough, they will quit.

(Please don’t actually try that experiment.)

The same is true in any organization: simply because someone is employed by another does not mean that person is not a volunteer. You would never neglect the needs and wants of a customer or disrespect her. Why not? Because a customer is a volunteer – she is choosing to do business with you, and that choice can be revoked at any time.

There seems to be some disconnect when money is involved – because the person is paid, she does not deserve the same level of care and dignity given to a customer. This could not be further from the truth.

The employee might be reliant on that money; she might need it for her survival, but she is still a volunteer.

Your friends and family members are volunteers; they are customers. They are choosing to do “business” with you, and at any time, that choice can be revoked. Your employees are volunteers; they just happen to be paid.

Treat everyone with whom you interact as a volunteer customer, and you will seldom be disappointed.

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by Nathan Coumbe

Getting the grade

Students are so driven to get the grade that they will cheat on tests and assignments. 

Why?

Because we’ve taught them that the grade, not the learning, is important. 

If all our emphasis is on the grade, then of course they are going to cheat. Or cram. Or do just enough to get by.

“Will this be on the test?”

What is the end goal of education? Is it getting good grades, or imparting knowledge, skills, and wisdom to students?

If it is the former, then don’t be surprised when students cheat, cram, and stumble their way through class. 

If it is the latter, if the “why” behind education is learning rather than grades; encouraging curiosity and leadership rather than compliance; expect to gain willing enrollment from those in your charge. 

What is school for?

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by Nathan Coumbe

Teach someone else

Do you want to know how to retain anything you, yourself, are trying to learn?

Teach someone else.

A teacher, after all, is nothing more than a professional learner. Any teacher worth her salt will tell you that the greatest learning comes when one knows one will have to teach the material being learned to someone else.

The next time you find yourself reading a book, taking a course, or watching a video lecture, imagine that the reason you are learning the material is so that you can teach it to a small group of people in 48 hours.

Better yet – actually teach it to a small group in 48 hours. If you can’t get a group together, then teach a few people individually. If that is impossible, then write a blog post, or record a quick video lesson, and publish it.

“To know, but not to do, is really not to know.”

–Stephen R. Covey

To know and to do, but not to teach? Well, that’s just not right.

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