Horizon Point Consulting

Category: Beyond Leadership

Beyond Leadership is Horizon Point’s line of resources for managers of people. Managing ourselves is a distinct set of behaviors from managers the work of others, and we are here to help. Read stories in this category if you are ready to take the next step into people leadership (or if you’re looking for articles to send someone else…).

  • The Most Popular Slide in All My Leadership Trainings

    The Most Popular Slide in All My Leadership Trainings

    I often glance at what people take note of when they are a part of one of our training sessions.  Not the notes or handout questions we make them fill in, but the notes where they turn over to a blank handout page or pull out their own notebook and jot things down.  The notes people take because they want to make sure they remember something.

    The times when people say, “Can you go back to that slide for a minute please?” And then they start furiously writing.

    We also get feedback from all participants at the end of each session in order to see how the training will affect their behaviors at work going forward. What will they do differently we ask? What will they use?

    After gathering this feedback and paying attention to what people take note of, I think this slide is the most meaningful slide in all of our trainings:

    I think this slide is even more meaningful given our current situation with the COVID-19 crisis.   I’ll be covering this slide as well as others and the tools that go along with it in a webinar: Leading in Crisis hosted by our friends at the Huntsville Madison County Chamber tomorrow, Wednesday, May 6th from 9 am- 11 am.

    Click here to register. Click here to download the handout for the webinar. It has tools that go along with this information.

    I hope you can join us as we learn more about leading in crisis, especially through employing the bright spot philosophy and the accomplishment list.

    What do you to help you lead in crisis?  What has been the best training takeaway you’ve experienced?

     

  • DWYSYWD- Lessons from the Elementary School Guidance Counselor

    DWYSYWD- Lessons from the Elementary School Guidance Counselor

    One of the first things we teach in our personal leadership course is the concept of DWYSYWD- Do What You Say You Will Do.   It involves committing to what you can do, or as Covey would put it, committing to your circle of influence and focusing on being accountable with what you can do instead of worrying about things that you cannot do something about.  For example, I cannot do anything about whether or not a stay at home order is extended or relaxed this week in my state, but I can wash my hands, not touch my face, and wear a mask when appropriate to help stop the spread of the virus. 

    As Covey states, this then allows us to be better leaders by helping our circle of influence grow. If my kids watch me wash my hands regularly, then maybe they will too.  If we can’t influence our own behavior, then how can we expect to influence the behavior of others? 

    During times of uncertainty like we are in now, it is easy to de-commit to anything and to not hold ourselves and others accountable.  

    I’m thankful for the staff at my son’s school for creating routines in their work and for guidance counselors like Jan Mendenhall who send out notes of encouragement, linking the current situation to leadership lessons for my children.  This helps them (and me) stay committed during uncertain times. 

    Here’s her note to the students from last week.  I hope it brings you the perspective and motivation to DWYSYWD this week to better lead yourself and others.  And to hit the reset button if you need to. 

     

     

    Wednesday, April 22, 20/20

    Week 3 of Virtual Leon

    Do you all remember way, way, way back in August when we were actually all in the school building together and were able to have conversations in person? We talked about goals and accountability, which means we should do what we say we’re going to do. I’ll be honest with you all: Last week I did better with my attitude, and it helped to daily write down three positive things. I tried to complete my daily to-do list, but I was beyond pathetic with my physical fitness goals. I didn’t do what I said I was going to do. Guess what? I hit the reset button Monday and have been much better about walking, exercising, and riding my bike – even when I’d rather lounge around, play Spider Solitaire, and eat donuts! What do you need to do better on? Be accountable to yourself, and ask someone at your house to hold you to it. One of my favorite authors is coming out with a new book next week, and that – not a donut! – is going to be my reward IF I DO WHAT I SAID I WAS GOING TO DO! Stay tuned for next week’s email because there may be a really cool prize involved! Until then, take care. Wash your hands. Be safe. Be well. Choose kind. Love you!

     

    What is one thing this week you can do to follow through on DWYSYWD? 

     

  • Defeating the Kobayashi Maru, the No-Win Situation

    Defeating the Kobayashi Maru, the No-Win Situation

    My 13-year-old came to me last week and said “Mom, we are living through history. In five to ten years, kids will learn about this pandemic in history class and I’ll be able to say ‘yeah, I was there’!” And he’s right. 

    Students will hear about how our world came together to fight COVID-19. They will be amazed by the fact that we quarantined, that so many businesses had to close their doors, but hopefully, they’ll be inspired by the way we innovated to overcome this pandemic and support those in the front lines. 

    I don’t know that we ever could have been fully prepared for what this virus has presented us with, but I do think we could have been more prepared than what we were. In my fifteen years in HR, I’ve only had one client that had the forethought to create a Pandemic Response plan. Even during my time in healthcare, the facility I worked at had a plan for outbreaks, we managed the H1N1 flu with ease, but wouldn’t have been prepared for something of this magnitude. 

    While we as a nation weren’t prepared for the worst-case scenario, and we’ve quickly exhausted our usual resources, we’ve stepped up to the challenge and begun to think outside of the box. So many people and companies have come forward to help, from people around the country sitting at sewing machines making masks for healthcare providers, using 3-D printers to make masks, veterinarians donating their equipment, reconfiguring CPAP machines to function as ventilators, automakers shifting to make ventilator parts, breweries making hand sanitizer, and the list goes on. 

    There’s a saying out there “expect the unexpected, then it becomes the expected.” Imagine how much quicker we could have responded if we had thought outside of the box before a pandemic hit if we had imagined the absolute worst-case scenario instead of just what we were used to. That company I mentioned above that had a Pandemic Response plan in place, together we took that plan and turned it into a full-scale Business Continuity plan. They were prepared for the worst-case scenario, they knew what to do if they had to shut down their facility if their employees all had to work remotely. They went into this pandemic prepared, simply implementing the plan they already had in place. And in speaking with them recently, that implementation went very smoothly. And not only were they prepared for a pandemic, but they’re also prepared to handle other worst-case scenarios such as a natural disaster. 

    How could having a Business Continuity Plan have impacted your organization’s response to this pandemic? 

    1. Assess. Business Continuity plans help organizations consider the Kobayashi Maru, the no-win scenario. What major events could impact your organization’s ability to function? Plans help organizations assess the risk of a pandemic, a natural disaster, a blizzard, a major power outage, data loss, and other “it would never happen here” situations. 
    2. Prepare. Business Continuity plans allow organizations to do just what Kirk did in Star Trek; redefine the problem to create a winning solution. Once you’ve assessed those worst-case scenarios, you can start to determine how your organization would need to react in each case. Who is considered a key employee to help get your organization through the situation, who is responsible for communication, how will you keep your employees working and continue to be able to pay them? What resources might be at risk and how do you acquire alternative resources? How do you implement remote work, do you need to stand up an alternative work site or data center? Is there something your organization can offer others in each scenario to help minimize the impact or provide necessary resources to your community? Once your plan is complete, practice it. Make sure everyone knows their role and responsibilities. And review the plan annually to make sure it is up-to-date. 
    3. Respond. So many companies are struggling right now because they didn’t have a plan in place. Some struggled to figure out alternative work solutions, set up remote access for employees, determine how to manage a remote workforce, who is considered key employees, how to keep from having to furlough or layoff their workforces. By having a plan in place before disaster strikes, when it does strike, your organization is prepared to respond. You’ve already figured out the critical tasks that need to be completed to stay afloat, it’s just a matter of notifying your Disaster Response team that it’s time to act. And your response will be much faster and must smoother than organizations that didn’t plan ahead. 
    4. Recover. While the response is critical, planning for recovery is just as important. A major part of any good Business Continuity Plan is the recovery phase, which must begin almost immediately. Most Business Continuity Plans address the short-term needs of recovery, looking at recovery in three phases- the first 24-hours, the first week, and the second week. During these phases, organizations should be assessing their long-term needs and planning to meet those needs. As the recovery phase continues, some of those needs may change, so you must constantly be assessing and reassessing long-term needs. 

    How could your organization have been more prepared for this Kobayashi Maru? 

    For more information on Business Continuity Planning, check out Preparing for the Worst: Business Continuity Planning. 

     

  • 3 Things Leaders Don’t Do in Times of Crisis

    3 Things Leaders Don’t Do in Times of Crisis

    We are still in the midst of an unprecedented time in our country and world, with so many unknowns related to COVID-19 and its impact on quite literally everything. Last week, I wrote about 4 things leaders do in times of crisis based on my observations of leaders in action.

    Well, we’ve been on this train of crisis for over a week now locally, and just like there are observations about how to behave as a leader, I’ve been exposed to how not to behave as a leader during times of distress.

    Through further observations, here are three things leaders don’t do in times like these:

    1. They don’t make the crisis about themselves. It has almost become laughable as one person has described to me how an appointed task force leader has responded to his newly appointed role as leader given the crisis. Every day, there is a new story about this leader being anything but a leader through his actions, all of which are tied to him making everything about himself.

    From the pronouns he uses (I, me, my) when he addresses a group or individual about the situation, to the fact that not even a week into the situation he said he had to “take some time off” because of the impact the situation was having on him (while everyone else on the task force and those he is leading remain at work 14-16 hours a day). I am constantly amazed at how some people have no perspective on the bigger picture of a crisis of this or any proportion. They instead choose for it to be an opportunity to draw attention to themselves and their position instead of modeling what it means to be a leader through their own behavior.

    In addition, organizations that are not on the forefront of fighting this epidemic don’t come out and act like the largest martyrs of this situation. Yes, this is going to hurt all businesses and peoples’ livelihoods and this is tragic. But when I get an email from a vineyard I’ve visited while traveling where I bought one bottle of wine and their email basically implies that the tragedy is theirs and theirs alone to bear, it makes me want to vomit (and never buy wine from them again). Kris Dunn has some similar thoughts in one of his recent posts. Check it out.

    To be a leader in a crisis, realize it’s all about everyone else, not you.

    2. They don’t neglect their own health. Having said that leaders realize it isn’t all about them may make this second point seem counterintuitive, however, you can’t lead if you are so sick or burnt out. Being sick or so exhausted you can’t function takes away from your ability to help others. When you can, sleep. When you can, exercise. When you can, eat right. And realize that doing all of this really happens before a crisis even hits. Instilling healthy habits when there isn’t a crisis helps to ensure they will continue even in times of crisis. This gives you the reserves to manage the crisis when you don’t have time for the things that you normally do to maintain a healthy lifestyle.

    In this situation given a pandemic, this also involves following the proper protocols to not contract and spread the illness.

    To be a leader in a crisis, you have to take care of yourself in good times and bad.

    3. They don’t check their humanity and the humanity of others at the door. Leading during a serious time calls for serious thoughts and actions. However, the things that make us uniquely human and make living worth living through difficult times are our ability to laugh and love. True leaders during these times don’t neglect the small points of holiness that are demonstrated through laughter and love.

    I’ve enjoyed more funny videos this week as people have sent them trying to lift others out of the anxiety this situation is creating, even if it is only for a few moments.

    Some of my favorites:

    I’ve taken more time to enjoy the sheer joy in our seven-month old’s giggles this week.  There really is nothing better than a baby laughing and smiling.  So I’ll leave you with a glimpse of that here: 

    To be a leader in a crisis, you have to still live, laugh, and love. 

  • 4 Keys to Leading through Crisis

    4 Keys to Leading through Crisis

    We are experiencing unprecedented times given the ever-evolving issues with COVID-19.  It is scary and unnerving for everyone, especially those leading during this time of crisis.  

    I’ve been watching a few leaders in action over these last few days.  Their actions have provided some insights into the courage, energy, and attitude that is required to inspire and influence others when things are uncertain, novel, and anxiety-ridden. 

    Here is what I’ve learned leaders need to do during all situations of leadership, but most especially when leading through a crisis: 

    1. Lead by Example:  First, leaders do what they say they will do.  If you are telling people not to panic, you can’t panic either.  If you are asking people to be at work or not be at work, then you need to do the same.  If you are telling people to wash their hands and how or are telling them to wear appropriate personal protective equipment (PPE) then you need to do the same.  Model the behavior you want to see. 

    2. Lead by Putting People First:  I’ll be the first to admit I am very concerned about the economic impact this pandemic is going to have on my small business and the other small businesses around me.  Many are saying their first priority is people’s safety and rightly so, but also of concern is being able to pay people when there is no business to conduct due to quarantine or other issues.  So what do you do?  You do the next right thing, and that is putting people first. At some point, this is putting people first where their health and safety are concerned, and at other times it’s putting people first by making sure you can provide for their financial well-being and sometimes it is both all at once. 

    For example, I had a dentist appointment scheduled for Wednesday.  My dentist is planning to cease operations for three weeks starting on Wednesday.  She asked that my children and I come in early to fill cancellation slots on Monday and Tuesday.  Her priority in this situation is being able to generate as much revenue as she can before having to shut down in order to be able to pay her staff (and herself).  A member of her staff met me at my car to take my temperature before coming into the building. She also asked me a series of questions about my health, where I’ve traveled, and who I’ve been around before letting me enter.  This is to ensure the safety and health of her staff and her other patients.  Upon finding out that my husband works in a healthcare setting where he may have been exposed to the virus, they told me they would need to reschedule my appointment.  I see this is a prime example of putting people first. She is managing the complex issues surrounding this imperative as a leader by considering both people’s physical and financial well-being, gathering information, and then making a case-by-case decision.  

    3. Lead by Communicating:  Communicating with a variety of people, in a variety of settings with a variety of needs is a challenge on a regular day.  Add to the equation an unprecedented level of fear and anxiety, and you have a perfect storm on your hands.  To communicate effectively during this situation, leaders need to: 

    • Communicate often.  Schedule regular intervals of communication updates and implement by the minute updates when breaking or new information becomes available. Depending on your industry and situation this may be different and require different modes.  In most cases as soon as you know, others should know if it impacts their wellbeing and work. 
    • Communicate transparently.  Provide direct, factual information as you know it. In most cases, your opinion or emotions aren’t needed during a crisis. 
    • Listen.  When emotions are high, our natural tendency is to not listen as effectively as we would in a non-stressed state.  Eliminate distractions while listening and ask clarifying questions to make sure you have heard the messages given to you as intended.   It may also be wise to take a notebook and pen with you everywhere you go (if you don’t already) to write down what you’ve heard and what you need to follow-up on because, during a stressed state, we are more likely to forget or misunderstand things when we go to interpret or act on them. 

    4. Lead by Thinking Creatively.   Novel times require novel actions.  I have been amazed by the creativity I have seen in leaders trying to navigate the ever-evolving crisis.  For example, my sister-in-law owns a dance studio.  She made the decision, by following the leading by example and leading by putting people first to close the studio for the safety and wellbeing of her students, staff, and families. She also is trying to put people first by maintaining a payroll.  If students can’t dance, she feels like she cannot charge tuition.  So, she is working on online video streaming content for all her students so they can continue with their practice at home.   This will allow her students to get the services they desire through a modified delivery channel, thus still charging tuition and still being able to pay her staff.  

    From how to provide childcare to healthcare workers that have to report to work but are dealing with schools closings for at least three weeks; to figuring out how to rapidly test individuals without exposing others to the virus; to watching business owners adapt to find new sources of revenue to be able to continue to pay employees; we are truly a country filled with ingenuity through our people.  This is what will get us through this storm, and I am confident we will all come out better leaders and people on the other side. 

    How are you leading through the crisis today?