What's the Program?

If you are leading a company, a team, a family or your life - a major part of your job needs to be determining what the program is going to be and what "Act" will be coming up next. Sometimes we get so caught up in performing or the performance that we forget that we are also the "Ringmaster" who needs to determine the overall program. Too often, we find ourselves running around, listening to who is "squeaking" the loudest and being reactive.

Set the agenda, get your team on board with the program and clear the path for execution. If you are not doing this, you might need to ask yourself "who" or "what" is determining the acts of your circus.

"One Sure Way To Break Trust With A Performer"

While attending a conference last week, I witnessed one of those "don't ever do this" kind of moments as a ringmaster. A department leader was giving a presentation and when finished, introduced the next speaker, who was someone who reported to them. In the transition, the second speaker indicated a need to use the laptop and set up a power point. The department leader was clearly frustrated as they set things up and then said, "You told me you didn't need this." They said it loud enough for all the meeting attendees to hear and it clearly shook the second presenter.

Yes, the second presenter should have been better prepared and indicated their needs prior to the session, but reprimanding them in front of the audience was clearly no way to professionally handle the situation. Making one of the performers in your circus feel less than their best just prior to a performance is a guaranteed way to get less than what you expect. It also undermines the level of trust shared between you. Address it at a more appropriate time when there is no audience and when the results won't be so damaging.

Trust takes so long to build and can be broken with just a few thoughtless words.

Working Effectively with Others

I recently read the book, Leadership and Self Deception, Getting Out of the Box, by The Arbinger Institute as a result of a recommendation from a good friend of mine. I am "passing on" the recommendation because I found it to be a excellent book.

It is written in a story format like Juggling Elephants. The overall concept of the book deals with, as we say in Juggling Elephants, that the "relationship between the ringmaster and the performers affects the success of the circus." Leadership and Self Deception gives great insights on how to improve both your personal and professional relationships. Check it out, you will be glad that you did.

Training Tips From Clowns

Susan Landay is the President of Trainer's Warehouse and visited with us at the ASTD Exposition a few weeks ago. Part of Susan's background is that she was a real clown with Ringling Brothers! She has written a superb and practical article for all of us involved with training entitled, Training Circus. She goes indepth on the following key thoughts:

• KISS-Keep It Simple Stupid
• Make it BIG
• Get in, get the laugh, get out
• Relax and let it happen
• Laugh at yourself

Thanks, Susan!

Enough With The Drama!

Remember going to the circus and the ringmaster saying, "And now... our star will attempt something that has never been done...." and they complete the stunt or feat. We know the drama is not as big as the Ringmaster is making it out to be, but we get caught in the emotion of the moment.

We see so many people who are like that Ringmaster. They are building an over sized sense of drama about their work situation, financial condition or even a relationship. Don't misunderstand us. Things are tough for many people and the pains are real. But many people need to conduct a reality check of their situation and keep things in perspective. Here are some ways to start that reality check and to start creating a lineup that will take you to a better place.

• Challenge rationalizations. Don't let yourself off the hook with thoughts like, "Everybody is dealing with the same issues" or "I need this for..." or "I can't change because..." Be honest with yourself and determine what's the truth and what you simply don't want to change.
• Force new options. So often we see our choices as either A or B. But is there another option that might be even better? Don't hold back because of the change in behavior, attitude or comfort the new option might require. Give the new option time to grow in your mind.
• Look long term. When driving, we are taught to look ahead 10-15 seconds (think city block) to prepare for what is coming. Reflect on your current decisions and actions and see if they are preparing you for "what's coming" or if they are just setting you up for greater pain, loss or frustration in the future.