My Week Ahead - Aug 3, 2014

In my second installment of my week ahead, Monday won't have the blahs because my week is exciting!

1. Dance: This week I get to take our little daughter to her first dance performance! We're seeing Taylor 2 and I'm hoping that even though she's only 6 months old, she'll love dance as much as I did from an early age.

2. Teaching: Saturday I get to teach Broad Run HS's Color Guard for the first time in quite a while! I have a three hour dance block in which we'll warm up, stretch, do some technique block, cover some basic and fun across the floors, and then learn a combo! Now I just need to figure out which song to use for the combo. Any suggestions? The front runner at the moment is Peace by OAR.

3. 4-H Fair: The annual Frying Pan Farm Park 4-H Fair ends Aug 3 and we're hoping to bring our little one to see the animals!

4. Coffee: Two days a week I'm a stay-at-home-mom (SAHM) and one of those days this week I'm meeting up with a friend so she can take a quick coffee break at work! I can't wait to catch up, and for her to see how much our little girl has changed since she last saw her about a month ago.

5. Leadership Coaching: This week at work I'm listening in to a webinar focusing on mindfulness within leadership and coaching. I'm loving coaching, and I'm someone who constantly wants to learn so webinar's like this excite me! Maybe I'll report back after the session to share what I learned.

Color Guard: Rules at Stonewall (#6-10)

A few days back, I posted the first five rules of Stonewall color guards, and how they apply to the real world. Here is the next installment: Rules #6-10.

  #6 Do What You Can Do, to the Best of Your Ability  

At Stonewall, we push the team members to consciously understanding what they're good at and encourage them to do whatever it is to the best of their ability every single time. There will always be things you're not great at (maybe it's a specific toss, or a turn, or a drill move), but there will always be things you're great at. Exploit that! Then start to work on the things you're not so good at, one at a time (see Rule #7).

Real World Application: Often times people focus on improving what they're not good at. Think about at school, it's the classes that you don't do well in that you often focus on, and if you pay attention closely, you'll notice it's likely at the detriment of what you're really good at! Gallup - a consulting firm best known for it's polling capability - talks about exploiting your natural talents, and then do your best to make your weakest areas acceptable.  For some more insight, check out Gallup's website, and how they distinguish between a talent and a strength here. At work, if you are known for something, people will know to call upon you for that subject matter expertise, and it becomes part of your personal brand. For example, at work I'm known for my expertise in Federal Recruiting, even though I also know how to do Competency Modeling, Workforce Planning, Leadership Development, and leadership Coaching. People know that if they need expertise in Federal Recruiting, they call me first, but they also know I'm capable of doing other things as well.

  #7 Make One Thing Better Each Time  

Particularly during auditions, at spin clinics, or when learning new work, we tell the members to make one thing better each time. Sometimes if they think about the work as a whole, they get overwhelmed and they try to get everything right every time...and as a result, don't get anything right and worse yet, get anxious and frustrated. Instead, if you don't worry about everything, and focus in on one thing to improve, you're more likely to actually improve that one item. Think of it as a small win! If you add up all the small improvements you make, by the end of running through the choreography ten times, you'll have fixed ten things!

This advice is also something choreographers, coaches and instructors should remember. Don't expect one of the members to fix everything you're asking them to fix in one try. Give them corrections at the same rate that they can actually apply those corrections. For example, if you're teaching a movement section, first fix the steps or their feet. Let them get that right, and then work to correct their arms. Once that's corrected, then give them more information about where their head should be facing. You get the idea.

Real World Application: No one is perfect, and yes, you should knock it out of the park in the talent area you have (See Rule #6), but that doesn't mean you should ignore your weaknesses - or as we like to say at my company "opportunities for improvement." But sometimes when you try to improve in multiple areas at once it's overwhelming and you're less likely to make noticeable improvement. Take, for example, my job. I need to know multiple functional areas of human capital (like I mentioned above), I need to know the contracting process, I need to know financials (finance I know, our method of finance tracking I do not know). I have to be good at people management, and I could go on. Each of those categories has multiple areas that I need to learn, too! If I try to become good at all of that, I won't be able to improve a noticeable amount in any area. However, if I choose a couple areas to focus on at a time, I'll get noticed for my improvements. For example, this year I'm working less on learning new functional areas within human capital, but rather am continuing to develop my project and people management skills. I love both areas, but am finally getting the opportunity to build on what I know and manage a team and a project. By the end of this project, my boss will know I can manage people and projects, and I can start expanding my financial knowledge next!

  #8 Finish Strong  

Color guard is a judged activity. Human nature is to remember your first impression and your last impression. Every performance will have mistakes - be them minor or major - but the judge and the audience will remember how you end. Choreographers and show designers keep this in mind when they create the show. We want to have an opening that sets the stage for what the judges and audience should expect. And most importantly, we need an ending that leaves an impression with them so they remember your team. Here's an amazing moment from SI in 2013, captured by Jolesch during their finals run at WGI World Championships, where they went on to win the silver medal in Independent A (IA) class.

2013 Stonewall Independent WGI IA Silver Medalists
The Ending
(c) Jolesch Photography

Real World Application: Let's say you're on a project for 6 months, and a couple moths in, the client or your boss is less than thrilled with your progress, your team is showing up late or missing meetings, and you have a new requirement you somehow need to adjust for! Life happens. It's what you do next that matters. Your job is to produce a high quality end product. If you can do that , your client/boss will remember the end result, and may even recognize how you overcame difficult obstacles. No matter how a task or project appears to be going in the present, there's almost always time to finish strong!

  #9 Just Breathe  

Often times in color guard or other performing activities, coaches remind the performers to "just breathe." We often use this at Stonewall when we're warming up before a show and someone is trying too hard to get a toss and is messing it up over and over. I remind them to take a deep breath and it helps them recenter, and remember that there's no need to stress. I would say 9 times out of 10, just a few deep breaths are enough to recenter the students I work with, and remind them that they're supposed to LOVE performing, not stress about it. The other 1 time out of 10, I just have to try something else.

Real World Application: Breathing is the body's natural way to de-stress regularly. There's even research that shows that how you breathe can cause your brain to get out of the stress mode, it can lower your blood pressure and heart rate, spark brain growth, and can even change gene expression (check out this article on NPR or this one on Forbes)! Imagine you're at work, you just found out your client/boss hates what you're working on and you have to redo it tonight because it's due tomorrow. So you stop, and take a few really deep breaths. You automatically can refocus and stop panicking, so that you can stop wasting time worrying and move into action to get the job done.

  #10 Don't be Married to Anything (aka expect change)  

At Stonewall, we constantly tweak every single count of the show. We have about 7-8 months to work on a four minute show, rehearsing about 15-20 hours a week....on four minutes of a show! That's a lot of repetition. Many color guards have portions of their show that don't change and they practice by repetition over and over. At Stonewall, we run rehearsals a bit differently. We do far fewer repetitions, and instead spend time in rehearsals tweaking parts until they make the most sense. We expect the members to pick up the changes quickly, and just get them right, even if we only get to practice it a few times. As a result, our show changes every single week, and not in the sense that we add to the show. No, we fundamentally change a couple sections, and then minority change nearly every single section of work (adding lower body, adding free hands, turning some people around to face backwards, adjusting choreography, switching entire drill spots).

We don't EVER set anything in stone, until the last week (and even then, we make changes!). The students we teach understand that change will happen, and they know we always have the best interest of the show and group in mind. It's never personal when we make changes (okay, ALMOST never personal). As a result, they've all learned to adapt to change incredibly well! It is not innate in everyone to be adaptable like that; you have to practice it so that you can change quickly, when needed.

Real World Application: When I hear about employees or staff who are unhappy at work, it's often because there is a major change occurring (or they perceive the change to be major). However, my assumption is always that change will occur. I can decide to go with the change or find another job, but there's no use in stressing over the change. If you start to embrace change as a necessary occurrence for business to align to the market, then you won't see change as a bad thing, or a personal attack on you. Imagine if you just go with the flow, and start to find ways to make the change work, you'll be seen as someone who is a problem solver, instead of a problem identifier. And your stress level will go down 10000%!!


There are probably 20 more rules at Stonewall that apply in the real world, so there may be yet another post. We shall see! What rules do you have in your performing group that may translate to the real world?

Color Guard: Real World Application of the Rules According to Stonewall Independent (First 5 Rules)

I coach Stonewall Independent color guards (all three of them!) and we have some basic rules that we often talk about in rehearsals. They apply in a lot of scenarios beyond the color guard (or dance) world! After each Stonewall Rule, you'll see how it applies out in the real world.

(Update: see here for Rules #6-10)

  Rule #1: Fake It Till You Make It  

This is always the first rule that we share with any new members, or when we teach our annual summer spin clinic. If you don't know what you're doing, just look like you do! We would rather see you mess up fabulously large and confidently, than look meek and scared when attempting something new.

Real World Application: In my company, you're seen as a subject matter expert (SME) after doing something one time. That means, even though you may not really know what you're doing, you'd better act like you do, and do the best you possibly can to help the client by relying on what you do already know and asking questions when you don't know. In general, your presence will say a lot about you. Act likely you know what you're doing but be humble enough to ask questions when you don't.

  Rule #2: No Excuses, Ever!  

If you get a correction, just say "okay." We don't necessarily care if you were late on count 7 because you had a sail, or because you had an itch on your nose, or because Sally in front of you was late. Just be right on count 7 next time. Now, if you have a question about how to get to count 7, that's fine, but just ask, don't make excuses!

Real World Application: When you go into the workforce, your boss doesn't want you to give him or her a lot of excuses as to why you didn't get something done. If there was an obstacle or barrier, speak up and approach your boss to bring the challenge to them, but come to the table with a solution. Don't be known for complaining about your work. No one needs a negative Nancy on their team.

  Rule #3: If You are sick or injured, See Rules #1 & #2  

If you are sick or injured, unless you physically cannot practice or perform (as in you can't stop throwing up, or your dizzy which is just dangerous to spin), you should come to EVERY rehearsal. If you can, practice and learn everything as it's being taught and just follow Rule #1 - "fake it till you make it." If you can't, sit and watch it being taught. If you REALLY can't be at a rehearsal because of illness or injury, make sure you learn every single count, drill move, and detail before the next rehearsal and follow rule #2 - no excuses, ever. For example, here's Drum Corps International (DCI) performer from Blue Stars 2008 - Dan Federspill - who broke his nose in the middle of a show at DCI Atlanta, and kept performing!!

Dan Federspill - Blue Stars 2008 - DCI Atlanta Regional

Real World Application: This one's obvious. Don't cry wolf! Don't use sickness or injury as an excuse unless it really is one. If you are sick or injured, work around it however you can, because you're likely more capable than you think you are. If you can telework, do it. If you need an accommodation to get your work done, politely ask for it.

  Rule #4: Pointing Your Feet Makes Everything Look Prettier  

In dance and color guard, adding just a little bit extra finish on the end of your feet can increase the level of perfection just a bit more and give a better lasting impression to the judges. You want to remove the small distractions like a not-perfectly-pointed-foot so that they focus on the bigger picture of what's going on on the floor!

Real World Application: This is similar to saying "dot your i's and cross your t's." In other words, put the finishing touches on everything and it will stand out. Too often in the business world there are a lot of grammatical or spelling errors, or formatting isn't on par. If you take the time for those small details, your will prevent the audience from looking at those tiny details and get them to focus on the content of what you're saying/presenting.

  Rule #5: If You Don't Know the Free Hand, Make it a Pageant Arm  

At Stonewall, many of our free hands are a pageant arm, hand behind the head, or hand behind the back. So, if you don't know where the free hand is, assume it's one of those (and for us, it's usually pageant arm!). See below for a demonstration:

Emily - Sporting the "Behind the Back" Free Hand (Stonewall Independent, 2013 IA Silver Medalists)
(c) Jolesch Photography

Devon - Sporting the "Hand Behind the Head" Free Hand (Stonewall Independent 2, 2014 IA Semi-Finalists)
(c) Jolesch Photography

Kenny - Sporting the "Pageant Arm" Free Hand (Stonewall Guard Staff)

Real World Application: Oftentimes at work when you have a question, you can deduce the answer based on what you already know. Don't ask questions if you are likely to know the answer to them. First analyze what you know. Then determine if you know the answer and/or look around you to find the answer for yourself. THEN if you still aren't sure, you can bring it up to your boss. 


What rules does your team or group have that could apply to the real world?

My Week Ahead - July 27, 2014

I've known for a while that I need to start regular postings but haven't figured out until now something I could keep up with on a weekly basis (at a minimum!). I was reading High Five for Friday on Pursuit of Pink and got an idea. She recaps her week every Friday and I love the idea, but of course, that's her thing!! Instead, on Sunday night or Monday morning I often think about the week in front of me. Mondays typically are no fun for most people, but these days they don't seem to bother me so much, so I'm hoping these will be fun and exciting posts, not "woah is me" Monday posts.

1.  Play Dates and Friends: We're starting off the week with a play date with my little one's boyfriend (he's a whole 2 months older!! the scandal....). I've started to realize that now that my daughter is getting much more interactive, she needs kids her own age to play with. That, and it's a great excuse to stay connected to my friends. 

2. Performances: I have two days a week off (I work part-time) and on one of those days this week, I may be heading to see a children's performance with my sister-in-law and her three kids, and her sister and nephew! My daughter's only 6 months old, so I may not get to stay the whole time, and chances are she won't be that interested/entertained, but it'll be fun nonetheless! Check out their website if you have kids.

3. Travel: My team at work travels to OH this week. While I love traveling with them, I'm sitting this one out so I can stay home with my little one a bit more...plus, then I don't have to rearrange childcare again! The biggest disappointment in skipping the trip? Missing out on seeing my good friend Sean (right)...

...and missing out on Dublin Pub's famous Pub Fries (below)! Imagine a white wine cheese sauce, spring onions, bacon, cheese.....

4. Work: Another team member is joining the project I'm leading. This project has allowed me to manage a team of 2 individuals, and now we're at 3! Small wins. And on Monday I take on another leadership coaching client! I'm loving helping people in terms of leadership development on such a personal level.

5. Farmers Market: Now that we're nearing the end of the summer, I finally made it to the farmers market around the corner from my house 2 weeks ago. I fully intend to go back and get myself some BBQ (food truck), fresh veggies, and one of the fancy popsicles (flavors like hibiscus raspberry). If I don't make it, I'll be kicking myself come fall when the farmers markets all start to fizzle away. Last time I went I bought their fresh picked lobster, flown in the night before from Maine by Lobster Maine-ia! I turned it into our own lobster rolls with fresh corn and a tomato-cucumber salad all from the farmers market. Delish!

What does your week have in store for you?

Leadership: Whole Person Leadership

How many times have you noticed that someone acts differently in "real life" than they do at work. What is it that let's us feel free to be who we are at home and with friends, but we feel we have to put up a front, or play the game, or just act differently when we are at work?

I was trying to seek answers, and read a recent article on "whole person leadership" by Jack Keogh, and he pointed out that it's about "finding mutual balance among family, community, work and our private selves."1  While I agree with that point, I also feel that there are sometimes people who feel balance in those areas, and yet still act differently at work than they do at home.

An experiment recently struck me while I was in my Leadership Coaching course at George Mason University (run by Philosophy IB). What if you were to think of everything as a stimulus-response scenario. Then you look at stimuli and your response to them in your home life, and then again in your work life.

For example:

• If you're faced with a stressful situation in both, do you react similarly?
• If someone challenges you in both locations, how do you handle it?
• Are you highly task oriented at work and more creative and playful with your kids at home?
• When you think about teaching your children something, is that different than how you try to interact with colleagues at work?

Maybe next time you seem to be struggling with a situation or decision at work, take a moment to step back and put on your filter of how you act at home. Maybe there's an answer there that you aren't thinking of.

Granted, all of this requires a high level of self-awareness in the first place, and that's an entirely separate topic. Maybe one for a future post...

If this interests you, also check out my post about what it takes to be a leader.


Endnotes:
1. http://www.drivingstraight.com/Articles/Whole%20person%20leadership.pdf

Leadership Development: What Makes a Good Leader

First, there's a debate over what distinguishes the competencies of management vs. leadership. I view management as tactical (e.g., managing staff hours, administrative activities, etc.) where as leadership is more strategic or visionary (e.g., inspiring people to perform to their potential, growing a team, etc.).

I also believe managers are position-based where as anyone can exhibit the qualities of a leader. That said, as you move up in an organization, you need to learn what activities or competencies you need to gain and which ones you need to get your staff to start taking over.

My favorite book on this topic is by Scott Eblin, entitled The Next Level. He also has a 360 Leadership Assessment (in which I'm certified), that aligns to the book. Essentially, his premise is that there are qualities you much "let go" and others you must "pick up" as you move into a managerial / leadership position.

While my list is influenced by Scott Eblin, it's my own version of what I've observed and learned throughout my career to date. Here are my top three:

1. When you're a leader, you need to influence behaviors and have a sense of political savvy. Some would say that you have to know how to "play the game" but I think it's more than that. It's not just about playing the game, because then it seems disingenuous. As a leader, you need to think about how to motivate others to agreement and/or action by understanding how THEY want to be communicated with, not how you want to communicate to them. Just because you have a message to get across, doesn't mean it's phrased in a way that the other folks want to hear. Find out what appeals to them, what's important to them, and work from there.
2. Delegation is key, but not the way you think. As you move up in an organization, you can no longer be the "do-er," but rather you need to learn to manage what needs to be done so that the mission is achieved. As a manager you serve as a task master, but as a leader, you serve the role of guiding the team around you and mentoring them as needed. Teach the team to fish rather than giving them the fish. And don't send them out to learn to fish on their own if you can help lead them down the right path.
3. Start to use powerful questions. Before I get to the "why", first I want to answer "what is a powerful question?" Powerful questions get people to think deeper and expand your final end game for the whole team. They are open ended, and come from a place of curiosity rather than information gathering. Often times managers ask, "When will this be done?" or, "Where are we on this?" A powerful question would be, "What are we not thinking about?" or, "How can we make this product better?" The powerful question takes you out of that task master, manager role, and into a leadership, guiding others role. The basic rule for powerful questions is to avoid a question that has a single, short answer. Also avoid "why" so that you don't subconsiously appear to assign blame for something ("Why did it go wrong?" turns into, "How could we do this better?" or, "What did we miss?").

What are some powerful questions that you think you should be asking?

Leadership Development: Lean into the Fail

This past weekend I spent a few hours helping our Booz Allen team run a pilot of our digital leadership simulation with the Takoma Park Cooperative Nursery School (TCPNS). Participants included members of their board, staff and membership. The simulation was originally conceived as a board game and has now been turned into a digital format that is played on iPads with a facilitator at each table. Each group competes for value points while having discussions about the decisions and risks they are currently facing or could face in the future.

Throughout the simulation, we take breaks to debrief what's going on. During the first debrief, one of the board members started talking about the importance of learning from failing or from when something doesn't go as planned. So I added "so we need to learn to lean into the fail."

Apparently, that one statement had a huge impact on the day! Lesley Romanoff, Director and Teacher at TPCNS, wrote this blog about the concept of leaning into failure rather than avoiding it like the plague.

Blog Post: http://takomacooperativeschool.org/2013/11/lean-into-the-fail/

 

The point is an interesting one. We teach our children to learn from failure. We teach them science experiments, and when something doesn't go right we explain that most of science experiments will not work but it leads you closer to the right answer.

And yet, as adults, failure is seen as a bad thing. Yes, we are told to learn from it and not make the same mistake twice, and yet it is still taboo to fail in the workplace, or at home, or with friends.

In the blog post by Lesley, she talks about taking her class out into the woods to explore an old fallen tree. The morning class had a bit of a "failure" and then she repeated the exploration with her afternoon class, utilizing what she learned from the first trip!

I hope you enjoy her blog. And for more information about our Digital Leadership Challenge Simulation, leave a comment and I'll get you in touch with our team.