Category: Leadership Articles

Millenials

  By
Kelley Reynolds from Aegis Learning

By Kelley Reynolds

THOSE People

In the hushed corners of the office cubicles, we can hear the whispers of our co-workers talk about a that certain group. Those people.

The Millennials!!!

Here is some information you might not know: They are our kids.  WE raised them.  They didn’t hatch or arrive on earth at age 21.  Whatever failings, perceived deficiencies and actual differences they have are on us!  We wanted to give them everything; to make up for we did not have in our own childhoods.  While growing up, we provided for them so well that they did not need to get a high school job.  We protected them from the childhood hurts and disappointments like not being a good enough athlete to make the team.  Everyone got a trophy.

We succeeded. We focused on protection and self-esteem.  Now we work with these team members whom as parents, we failed to prepare for the “real world” as we knew it.

To be sure, no one reading this is that parent.  It was everyone else!

Guess what?  The “real world” as we knew it, changed. 

We told them to go to college and now they are saddled with student loans that rival a mortgage.  A significant percentage of them didn’t get their first job until age 20! They are marrying later in life than we did.  Moving out on their own and starting families later than us, too. They are not buying homes at the age or rate we did. This generation is the first whose life expectancy will be shorter than their parents’. They have fewer social interactions. Social interaction is important factor to a long healthy life!

We can no longer compare their goals and benchmarks against our life achievement timelines. “When I was your age,” is not fair and is like comparing Pong to an online multiplayer game like World of Warcraft. (Google it.)

They may not be loyal to an employer.  Why would they? The days of graduating high school and getting the job at the local plant, mine or mill and working until retirement with a pension are all but gone.  The plant, mine or mill is likely gone too.  During the economic collapse, they observed us lose our jobs when our employers had to downsize or close.  They had to move, change schools when we lost our homes. They heard us when we asked ourselves, “What do we do now?” when our safety nets, the value of our retirement accounts and homes’ equity plummeted to next to nothing. They learned from what happened to us.  The message was clear: Loyalty to an employer guarantees nothing.

Plus, now to make up for what we lost in the previous decade, we are remaining in the workforce longer.  They do not have the career growth opportunities because we are still occupying the window offices.  Why would they not seek another job that may offer fulfillment since they neither trust nor see growth opportunity in their current workplace?

We cannot change the past.  They are here with us in the workforce. The company needs good people and we raised good people.  As leaders and employers, we need them!  Moving forward is the expectation and responsibility the organization has entrusted to us.

So, let us move forward.  In order to do that, we must utilize our best leadership skills.  We need to modify some of our expectations of them.  They want a job that is fulfilling and offers opportunity.  It is critical that we create a satisfying and social working environment. They need us to inspire and engage them.  They crave positive feedback from us. We can continue and increase the amount we provide of it. When we leave, they have to be prepared to move into our offices.  We are the ones to prepare them. This is natural for us because all we have ever wanted is for our kids to succeed!

Kelley Reynolds from Aegis Learning

Kelley’s optimistic outlook on life guides her belief that change is possible!

Her easy going instruction style mixed with a dry wit make her an entertaining educator. She has instructed professionals throughout the nation as well as internationally. Kelley has earned a Master of Business Administration and possesses a bachelor’s degree in Criminal Justice, both from University of Nevada, Las Vegas.

Plan B

  By ,
Kelley Reynolds from Aegis Learning

By Kelley Reynolds

Growing up in Las Vegas, I appreciate the beauty and opportunity of the buffet. One day recently, for lunch, I wanted turkey, so I headed to my favorite buffet.  I walked in with the sole intent of dining on roasted turkey.  As I headed to the carving station, I survey the other tasty selections offered. The pizza was just pulled, hot from the oven. The Chow Mein appeared tired.  When I arrived at the carving station, they are out of turkey.  Now what?

Easy…. as I made my way through the line, I had crafted an alternate plan. Now, I moved to Plan B, the piping hot pizza.

Thankfully, the buffet offers options and an easy solution to my dining dilemma.

I recently read an article in which the author postulated that it is important to have a goal, Plan A.  Some people will create contingency plans, Plan B, if you will.  However, the author of the article wrote that the simple fact of having a Plan B means you are not committed to Plan A.

While I appreciated the author’s position, and enjoyed learning something new, I disagreed.

You can be fully committed to Plan A, 100 %, and still prepare a Plan B.  Having a Plan B does not take away from or in any way diminish A. 

Most of us believe we will live long lives.  Does owning a life insurance policy mean we are not committed to Plan A, long life?  No. Life insurance means that we realize that life does not always go along as we expect.

When we marry, we plan to remain together for the remainder of our lives and perhaps beyond.  Does a prenuptial agreement mean we are not committed to the love of our life, Plan A?  No. It means that in world in which we habitat, there are a myriad of legal and financial reasons for a prenuptial which in no way reflects our love or commitment.

To be clear, Plan B is not a euphemism for a boyfriend or girlfriend outside of your committed relationship!  Plan B does not sabotage or undermine Plan A.  It is in place if some external force interferes with your ability to succeed with Plan A. 

Having Plan B means that you are prepared.  Well prepared.  You have assessed the landscape and are aware that there are market forces beyond your control.

You realize that there are variables of which you may be unaware or have no influence.  The tornado that rips out sections of the highway in your delivery chain.  The embargo that stalls your supply chain. Or, the new technology launched that makes a service you offer irrelevant. 

While these are events you cannot control, you are able to control your response to them.  You either implement or scramble to develop Plan B or lose business.  Having Plan B in place allows you to be nimble and continue business when, for whatever reason Plan A is no longer viable.

Be fully committed to Plan A, to reaching the sales goal, to reducing client wait time or whatever your goal.  However, also be a leader prepared with contingency plans to help your team navigate when life takes twists and turns.

Kelley Reynolds from Aegis Learning

Kelley’s optimistic outlook on life guides her belief that change is possible!

Her easy going instruction style mixed with a dry wit make her an entertaining educator. She has instructed professionals throughout the nation as well as internationally. Kelley has earned a Master of Business Administration and possesses a bachelor’s degree in Criminal Justice, both from University of Nevada, Las Vegas.

Grieving Change

  By , ,
Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

My old house was really not special or unique on any level.  1100 square feet, office, master bedroom and some under-stair storage.  Nice neighbors, too many sirens and fully audible play-by-play of football on Friday nights from the next-door high school. 

But for three years it was home.  Our little landing place, safe spot and quiet zone for me and Miss Sydney.  Knew where everything was and could find things in the dark.  Comfortable and completely crafted and designed by me.  Contained and protected all my treasures. 

The contrasting change is a new home, three times the size, new roommates, bigger yard, space, space and more space.  Exciting stuff with a lifetime of new memories coming.  There is no doubt about a better future in this home.

But the one lesson I learned when my dad passed was to mourn the loss of the old situation.  Even though my old bachelor pad was not much to write home about, I need to mourn that change.  With my dad, I didn’t do that for many years.  Moved right into performance mode and even denied emotional connection.  Took care of everything and everyone and never took the time to mourn the loss.  That exploded some years later in a necessary breakdown related to the missing of my weekly conversations and annual visits. 

Even though a house change is not close to the emotional connection with a loved one, there is still emotional connection.  Emotional connection that cannot be denied.  To fully move on and be joyful and present in my new home, I needed to mourn the loss of the old place.

And so, it is with all changes and even, those changes that happen in the working environment.  We lose a team member; we need to grieve it and mourn.  There is a procedure that we have high expertise in; we need to mourn its passing and change.  The organizational structure changes; we need to take some time, reflect and mourn. 

To some of you reading this, you will find this a bit much and even be dismissive of the entire concept of mourning a procedure or cubicle location but hang with me for a moment.  The cycle of change, regardless of the depth and scope of change, requires a grieving, stressing or mourning prior to coping and moving into performance.  Change becomes a unique human adaptation because it requires both a cognitive (mental) and emotional reaction.  The cycle of change is described as:

Change Event

What becomes different. 

Stressing, Grieving, Mourning

Degree of emotional reaction associated with comfort, expertise and love connected to the prior situation or person.

Coping

Point-in-time acknowledgement that you must survive, adapt and move forward in the new situation.

Performing

The recovery of prior levels of functioning after the coping point.

(Repeat to Next Change Event)

Now let’s look at some telltale signals and signs of the need to grieve:

  1. Constant Referencing the Way it Was
  1. Memorials and Tributes to People Gone and Lost
  1. Tributes to the “Old Days”
  1. Not Recovering into Performance
  1. Staying “Stuck in the Past”
  1. Not Learning or Adapting to the New Ways or Situations

The complete object lesson of this is learning how and when to grieve a loss related to a change, no matter how big or small.  The principles of grieving are the same for a lost loved one as they are for a new technology at work.

  1. Acknowledge the Feelings and Emotions of Loss

Openly accept the hurt and emotions related to your loss.  Don’t deny them.  Don’t say your alright. 

  1. Provide Time to Grieve

Give yourself some time to reflect on the loss and reflect on what you valued about the old situation.  Resurrect some fond memories and allow yourself the feeling of fondness.  Do this as soon as possible.  Delay in this step can exasperate the feelings of hurt and reduce your ability to move forward.

  1. Accept and Acknowledge

Intellectually accept that things will not be the same and will never return to the previous situation.

  1. Focus on the Benefits of the New

Create or focus on the positive outcomes from the change event.  If you are unable to summon this, you may need to go back and spend more time grieving what you lost.

  1. Learn

Develop and learn new skills associated with the changes that you are experiencing.  Build a set of competencies that restore normalcy and return your expertise.

  1. Adapt and Overcome

The final stage is to restore your performance and functioning.  Return to your routines with the new reality and begin to really adjust to your situation.  Many people (me included) have tried to jump to this step which really stunts the recovery from change period.

A final note about grieving a loss is about time.  There is no magic formula for how long this will take you.  Some losses will take months, and even years, to recover from while some, like my old house, this cycle can be moved through in minutes.

Tim Schneider New House

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

Drama Queen and Emotion King

  By , ,
Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

I know you know them.  You may work with them.  They may live in your neighborhood or even your own home.  Drama Queen and Emotion King.

To Drama Queen (DQ) and Emotion King (EK), every event is worthy of sharing and over sharing.  Every small thing that the rest of us brush off and rack up to another day, they turn into a major crisis.  As we work to calm others, they work to stir up others.  When we try to fix a problem, they tend to make it worse.  When they exist in the workplace, they offer some significant challenges to leaders.

First some of the symptoms.  When the office temperature goes down just a little, DQ thinks she will freeze.  The slightest shift of policy and practices causes EK to rant endlessly about the adverse impact.  EK has more dysfunctional relatives than a year’s worth of The Jerry Springer Show.  DQ is getting sick every other day and is either shivering or burning up from fever. 

The bottom line is with both DQ and EK is that this type of behavior is very disruptive in the working environment and can be highly counter-motivational to the rest of the team.  Drama hurts the workplace and the well intending team members caught in the storm that surrounds it. 

Researchers have tried in the past to put some quantifiable face on workplace drama.  There have been studies related to age (millennials versus generation X), gender (men versus women), job type (blue versus white collar) and even lunar cycle.  In each attempt to study the phenomenon, no trends were found other than workplace drama can be a aggravating and compounding factor in workplace toxicity and lead to a great deal of lost productivity, turnover and a large drop in morale.

The one certain element in our drama causers, DQ and EK, is that they both lack the emotional intelligence to deal with situations and issues that the rest of us can process easily and with no interruption.  High degrees of emotional intelligence allow us to have greater resilience (bounce back), confidence and self-satisfaction.  Poor emotional intelligence means that an individual lack in these critical competencies and skills.  When they don’t have the skills to cope, people project and emote their frustrations and feel compelled to seek outside validation and have others involved.

Effective leaders will deal with workplace drama and our pals DQ and EK in the following ways:

  1. Model Behavior

The most powerful and easily controlled method of dealing with workplace drama is to not share yours.  No matter how benign it sounds on the surface, your challenges may be interpreted as drama to others.  Don’t complain, whine or bring your personal issues to work.  If it is cold, put on a jacket.

  1. Not Biting

Workplace drama enthusiasts (DQ and EK) really want someone to pay attention to them and to validate their concerns.  Don’t acknowledge the rants, complaints, tantrums and pouting.  If their behaviors lack validation, they will soon lack any credibility.

  1. Not Accommodating

One of the more prevalent tactics of drama purveyors is the need to have different terms and working conditions as a result of their drama.  When we do not accommodate their requests for differential treatment, we are disabling their ability to get what they want through the drama route.

  1. Refocusing to Mission and Objectives

The gentle, subtle and sometimes right between the eyes reminder that team members are charged with certain responsibilities to support the organization is a powerful reminder to cut the drama.  Team members are paid to perform a job function and not to provide a support group for the wayward and heartbroken.

  1. Clear Expectations of Behavior

The final method of dealing with workplace drama is the only proactive method.  This is to clearly articulate and reiterate that drama type behavior is not acceptable at your organization.  It is not that you are not uncompassionate but rather that you and your team are focused on the needs of the organization.

Tim Schneider from Aegis Learning

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

Skin in the Game: Are You Interested or Invested?

  By , ,
Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

Most often attributed to the Oracle of Omaha, Warren Buffet, the phrase “skin in the game” probably originated in a California newspaper in the summer of 1912.

Regardless of origin, the phase has been quoted millions of times in baseball dugouts, football huddles, board rooms and corporate meeting rooms.  One of the more famous recent uses of the phrase came from Barrack Obama prior to his being sworn in as president of the United States.  The president-elect was describing the shared sacrifice needed by all Americans to resurrect the economy.

“Skin in the game” is used to describe commitment and participation in any activity.  It is especially descriptive of the difference between someone who is fully invested in an activity compared to those who are passive spectators.  It might be money invested, time spent or actual skin shred on an athletic field, “skin in the game” is a very descriptive phrase that is more powerful than “buy in” or “commitment.”

I have had the privilege of spending a significant amount of time with an executive in the convention services industry.  Her favorite take on “skin in the game” is “are you interested or are you invested?”  Highlighting the difference between true commitment to a task, project or issue, “interested or invested” challenges people to check their level of commitment.  Beyond buy-in and even more business relevant than “skin in the game”, “interested or invested” is a great self-check in anything in which you claim to be committed.

When examining interested, you see people that probably talk a good game.  They express their commitment to others and they will argue tooth and nail about their level of commitment.  Unfortunately, when you scratch the surface a little, you realize their commitment level is nothing but talk and their involvement beyond the minimum requirement is nonexistent.  There is no initiative and there certainly is no subordination of self-interest for the good of the organization.

An interim step between interest and invested could best be described as involved.  Involvement is different from investment because of the emotional commitment required.  Involvement looks a great deal like fully engaged team members because those team members are in motion and action is occurring.  Work gets done, extra labor is applied, time is spent but it is still not at full investment.  Involvement is action without commitment.  It is better than being interested but can still be fleeting because there is no real emotional commitment.  It is the living together of work commitment level.

Invested is when a team member gives of themselves, commits their own time and resources and is really committed to the direction, mission and vision of the organization.  That is the team member that asks what needs to be done and not “what’s in it for me”.  It is the team member that works to get something done without inquiry about overtime.  It is the team member that is becoming a business partner and moving away from being an employee.  Not that compensation should ever be ignored but it is not the most important part of the equation.  Doing what’s right and what is needed is the most important part.

Invested is also about subordinating self-interest and comfort.  It is truly amazing how committed some people claim to be but when their comfort is challenged, they revert back very quickly to being moderately interested.  How invested would you be if that investment meant taking a pay cut?  How about downsizing your office?  How about requiring more work at the same level of compensation?  Those are some of the litmus tests for true investment compared to interested or even involved.

To improve the investment level of your team and even yourself, consider the following steps:

  1. Increase Participation

Seek out, solicit and allow more team member participation in key decisions, organizational direction and daily operations.  Nothing builds team member investment like participation.

  1. Increase Honest Communication

Share successes and challenges with team members.  When they are seeing both the good and the challenging, they are more likely to respond with higher commitment.

  1. Utilize Personal Loyalty

If you did your job as leader and built solid relationships with team members, you can now capitalize on those relationships to increase investment and move them out of interest.

  1. Don’t Judge Others Based on Your Investment

People arrive at the investment stage at different times and at different paces.  You might have achieved near instant investment and it may even be a part of your DNA.  Don’t be too anxious to judge others if they are more hesitant or reluctant to move that quickly.  They may have been burned by a bad boss.  They may have been swallowed in a corporate takeover after providing a high level of commitment.  Encourage them but let them arrive at investment at their own pace.

Tim Schneider from Aegis Learning

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

Voices in My Head

  By ,
Leading Edge from Aegis Learning

By Kelley Reynolds

So, you know how we are supposed to practice Listening Skills?  Focus on the other person.  Provide validation.  Correctly seek clarification.  Well, sometimes, I become distracted.  My mind wanders.  For example, a few months ago, a friend and I were discussing the 7 Wonders of the World.  We talked about the Great Wall of China.  We spoke about Colosseum in Rome.  As she proceeded to the Taj Mahal in India, I remained in Italy.  I thought about delicious, tender pillow pastas; cool, creamy Nutella gelato and thin crusted, double cheese pizza. Yum! My culinary revere was interrupted by my friend.  I noticed her smiling face as she asked, “What do you think?  Good idea?” 

This was my opportunity to ask for details or clarification because I had no idea what she had just proposed.  But did I ask?  Nope.  My response was…. “Yeah, good idea”, hoping to learn details of her thoughts during the remainder of the conversation.  She then received a phone call and left abruptly.  Oh, well, I could return to my Italian gourmet daydreams!

While it is important to practice Listening Skills, distractions do occur.  We can normally pick up the topic as the conversation continues.  If action is required of us, we will usually learn the expectation soon enough.

And a couple of weeks later, I learned.

My same friend contacted me to share the details of the reservation she made for OUR three-day trek through Peruvian villages to Machu Pichu. 

Oh, boy! 

See, I am not a hiker.  Not an outdoorsy kinda gal by any stretch.  Nor would anyone ever mistake me for an athlete either.  But, strolling through Peruvian villages…, how bad could that be?

Fast forward several weeks.

Now, I am walking through a rainforest with the same friend and a Peruvian guide named Carlos, a.k.a. El Diablo, who appeared to be a direct descendant from the Incans.  He was short, muscular and moved like a mountain goat.  I peered in the direction we were heading.  There were no villages in sight.  Not a soul nearby.  However, there was the largest mountain I had ever laid eyes on in our way.  We were going to have to go around it.

The guide smiled as we trekked.  I asked which way we were heading.  He pointed in the direction of the Giant Mountain.  I chuckled.  El Diablo was funny.  I responded, “I am NOT climbing THAT mountain!”  He laughed at me, then effortlessly leapt over an 8-foot boulder.

The trek became challenging quickly. The mountain peaked at 14,100 feet; was steep and covered in tall slick grass. The thin air was depleted of oxygen. I labored to breathe.  My heart beat rapidly to push oxygen into my lungs and straining muscles. The trek worsened with each step.  There was an inverse relationship between the altitude and my attitude.  The higher I ascended, the lower my thoughts sank.

“This is hard.”  “I am not a hiker.”  “What am I doing here?”  “I should stop and go back.” 

Soon these were the only thoughts traversing my brain.  “This sucks.”

At some point, I realized the sabotage occurring in my head.  I attempted to slow my breathing and calm my brain.  The negative thoughts were NOT helping me.  I had to change the refrain.

If I was going to succeed, ascend any higher, go any farther, I knew had to alter my thinking. However, I was sucking wind, literally and figuratively.  I felt puny and needed help. 

Suddenly, there was a chorus of voices in my head. No, I was not hallucinating from altitude sickness, for these were words of support.  The voices were from friends, family and colleagues.  People, who during previous challenging times had cheered and inspired me.  They offered encouragement and love. 

“Keep going.”  “You’ve got this.”  “One step at a time; one in front of the other.”  “You are doing this!”

The voices continued until I finally said, out loud, “Forget this! Before today, I might not have been a hiker.  But after the last 90 minutes, you bet your boots, I AM NOW!”  From somewhere above me, I heard El Diablo chuckle.

I trudged onward and upward; scrambling over boulders, occasionally on my hands and knees. 

The view from the top was spectacular.  Reaching the goal energized me.  I would complete the day’s 12-mile trek!

During my ascent, finding encouragement within myself was elusive, I knew positive thoughts were my only choice.  The negative thoughts did not serve me; they depleted me.  However, once I replaced the negative ones, I physically felt stronger, powerful and hopeful. 

I did not run up the mountain, but I didn’t need to run.  I just needed to keep taking small steps, one at a time, in the direction of my goal until I reached the top.

I drew upon previous encouragements I had received; other successful experiences to help me attain this goal.  This adventure will be added to my treasure chest of accomplishments; to be used as a reminder when needed!

So, keeping taking those steps towards your goal.  You’ve got this!

Now, I really must work on my Listening Skills!!

Kelley Reynolds from Aegis Learning

Kelley’s optimistic outlook on life guides her belief that change is possible!

Her easy going instruction style mixed with a dry wit make her an entertaining educator. She has instructed professionals throughout the nation as well as internationally. Kelley has earned a Master of Business Administration and possesses a bachelor’s degree in Criminal Justice, both from University of Nevada, Las Vegas.

Transparency is the Golden Egg to Engagement

  By , ,
Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

We hire smart people.  We trust people with lots of stuff, in some cases, millions of dollars of transactions.  We love to throw out words like empowerment and transparency and genuineness.

But when it comes to information, some organizations fail to trust that people can disseminate or handle the truth.  Veils of secrecy cover the comings and goings of team members, plans for growth, new systems and critical organizational changes.  Politely worded press releases take the place of honest and genuine communication with team members and the public.  Legal advice that is designed to eliminate any risk trumps real transparency.  The human resource function tells us we can’t say why someone is mysteriously gone.  A bevy of people in many companies like to play Hungry Hungry Hippo with the real story.

Transparency is the golden egg of organizational trust and team member engagement.  Conversely, lack of transparency is an extreme morale killer and gossip starter.  Some symptoms to look for in an unhealthy environment include:

  1. Lots of closed-door meetings.
  1. Way too much whispered conversations and huddling of leaders with no explanation.
  1. Silly explanations for people leaving (i.e. “Bob is pursuing new interests”)
  1. Unexpected and unannounced hiring and new jobs just popping up.
  1. Press coverage of events that surprise team members.
  1. Branding and marketing shifts that are unannounced.
  1. Total lack of any organizational or senior leader communication or visibility.
  1. Communication that is only weighted to highlight the good and never a discussion of issues or challenges.
  1. Over-reliance on legal advice to avoid any risk.
  1. Creation of insiders that tend to know things that the rest of a team does not know or is not privy to.
  1. Rampant gossip and rumors about people and the organization.
  1. Answering direct questions with avoidance and obfuscation. 

The correlation between organizational (and leadership) transparency and team member engagement and overall performance is undeniable, heavily documented and irrefutable.  Quite simply, the best organizations are transparent.  The best leaders are transparent within set boundaries and they often challenge those boundaries.  Transparent organizations perform better, have less gossip and rumors, have more engaged team members and trust their senior leaders on matters of strategic direction.

To build greater degrees of organizational and leadership transparency, work on the following:

  1. Challenge why a piece of information supposedly can’t be shared. Trust your team members with information and hold them accountable for improper disclosure.
  1. Communicate openly and with high frequency. Regular updates and newsletters are a good start.
  1. Seek input from team members during challenges and when issues arise.
  1. Share plans and planning processes with team members. Include them on strategic discussions and solicit their input on directional changes.
  1. Share all press releases with team members concurrently or before it hits the news.
  1. Share all current marketing and branding efforts before it becomes public.
  1. Avoid closed door meetings and discussions (unless laughter and fun are too loud).
  1. Eliminate creating insider information and sharing with a select few. If you can share with one, you can share with all.
  1. Kill gossip in its tracks.  Create a bright line about rumors about the company or people and rebuff attempts to share it with you.  Participation equates to endorsement, especially in a leadership position.
  1. Don’t tell part of a story or create a tease point.  If you can’t relay all of the information, don’t share any of it.
Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

The Intersection of Dreams and Comfort

  By , ,
Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

The difference between dreamers and doers can best be summarized in a set of characteristics:  tolerance for risk and comfort with uncomfortable.

Everyone has dreams.  Everyone wants to be something a little different or better.  Everyone wants to contribute to a common good.  Many people even take it a step farther and label their dreams as a life passion, calling or purpose.  They create vision boards for where they want to be and even journal about a better life for them and their families.

“I really want to get a new job”

“I really want to go back to school”

“I really want to devote my life to something bigger and better”

“I really don’t want to be stuck in an eight-to-five grind”

Where these dreams come to a crashing halt for many is at the blinking-light intersection of risk and comfort.

“But I don’t want to give up my daily Starbucks”

“I’m can’t tell my wife I’m quitting my job to open my own business”

“The classes and studying will put a burden on my family time”

“I’m not about to start at a position lower than my last one”

Risk aversion can certainly become an evil little voice that continually reminds you of the potential for failure and all the negative “what ifs”.  Sadly, this voice rarely speaks to the potential positive outcomes associated with a leap towards your dreams or reminds you of the great satisfaction of doing what you were placed on this rock to do.  Highly successful people use self-talk to silence or reduce the impact of the voice of doom and actively replace it with the positive outcomes of risk taking.  Not that anyone should blindly leap into the unknown but the reminder that all unknowns have an equal or greater chance of being successful as becoming a failure.  The risk aversion voice also tends to overstate the failure outcomes as being horrible when in fact, they are nothing more than learning opportunities and everything is recoverable.

Comfort aversion is as damaging as risk aversion to living a purposeful and fulfilling life.  Now there is nothing wrong with being comfortable but over-emphasis on comfort will keep you in a complacent, non-growing, non-achieving spot.  The comfort lie tells us that some of our creature comforts and vanity desires have become needs.  The BMW instead of a Camry, Starbucks instead of Folgers, gated community instead of two-bedroom apartment, Ivy League instead of community college, designer purse over the JC Penny’s version.  Again, successful people will truly understand the difference between a core need and those items that simply create comfort.  Interestingly, those people in life that have failed and restarted several times have a clearer view of what is really needed versus those comforts that sometimes serve as obstacles to achieving our dreams.

Below are a couple of tactics to help improve risk and comfort tolerance:

  1. Identify What is Really a Need Versus a Want

Look at basics.  Return to an earlier time in your life and describe how you survived and with what.

  1. Take Small Risks

Develop risk tolerance by beginning with smaller risks prior to a big leap.  Note or journal the lessons from failures and the ease in overcoming and recovery.

  1. Commit

If you want to achieve a dream or purpose, commit to a course of action complete with timelines and measurable milestones. 

  1. Partner

Don’t be afraid to share your dreams with others.  Seek the support needed to reduce risk and get buy-in on changes to comfort.  Quite simply, ask the kids if they are okay with no cable TV or moving to a smaller house.

  1. Track Progress

Monitor, track and report your progress towards your dream.  Vision posters are nice but a formal system to track progress is where achievement rests.

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

The Pilot

  By ,
Kelley Reynolds from Aegis Learning

By Kelley Reynolds

I recently shared my observations of certain passengers while on a flight home from Spring break.

While on this flight, there was another opportunity to observe leadership in action.  I would be remiss if I failed to share with you the leadership skills demonstrated by another leader on this flight.  The Pilot

Those of you familiar with air travel are accustomed to the perfunctory pre-flight commentary offered by the cabin crew.  Included in this are the usual details offered by the pilot.  We’ll be cruising at 30,000 feet.  Our flight time, from gate to gate is 2 hours and 18 minutes, etc.  Rarely do I pay much attention to this.  However, when the pilot began the litany, I noticed the first comments were to thank us.  That was a nice touch.

Shortly after take-off, the pilot announced that we might encounter some turbulence.  For about the first hour, the flight was uneventful.  The beverage cart slowly made its way up the aisle as I noshed on a palm-sized bag of pretzels.  And then, we dipped and bounced a little.  The familiar ‘bing’ was heard overhead, indicating that the pilot was communicating with the crew. 

The pilot announced over the p.a. system that we were encountering the turbulence.  He instructed the flight attendants to take their seats.  He further informed us that they would attempt to find smoother air.

For the next 20 minutes or so, we shimmied and dipped.  Then the bumps stopped.  The pilot, true to his word, found smoother air for us.  He then communicated with us that while we were out of the turbulence and the flight attendants would resume beverage service.

The remainder of the flight was unremarkable.  Thankfully.

The pilot had done a wonderful job flying the plane; we landed as expected, wheels first.  He also displayed a few critical leadership skills in the process. 

He communicated with us.  He provided honest and accurate information; using easy to understand language, no jargon.  The pilot managed our expectations and advised us of anticipated turbulence.  When the turbulence hit, he calmly provided instructions to keep us safe while addressing the swirling currents of air. The pilot shared with us his plan to solve the problem and followed up by notifying us when he believed we had navigated through the difficulties.

At this point, you might be thinking; “I never really thought about my flights this way, but is this really article worthy?”

While this analysis is interesting to note, it was the pilot’s next actions which inspired the article. It was what he did on the ground.

As we deplaned, our pilot who calmly guided us to smoother air, stood on the jetway waiting for us.  He spoke to the passengers.  He apologized to each of us for turbulence.  He thanked us for flying with them and let us know that he hoped we would choose the Friendly Skies for our next flight. 

Isn’t this remarkable?!  Not only did he display Battlefield Cool, as he maintained control of the bouncing plane, he exemplified high caliber leadership on the ground, too.

After landing, pilots will often remain in the cockpit, hidden from the view of passengers.  Not this guy.  He faced each of us.  Any of you who work with the public, know the unhappy customer wants to speak with the manager!  By making himself available, he provided any dissatisfied passengers the opportunity to share their displeasure.  This action may have created satisfied customers as well as diffusing any complaints going further up the chain.

He apologized for a situation that he did not create.  Turbulence.  He did not attempt to make excuses for the weather or blame air traffic control.  He took responsibility.  His plane. Period.

Then he expressed appreciation for our business. The pilot realizes that customer service is not some task to be only be performed by other members of his team.  By personally thanking us, he role modeled excellent customer service.

Finally, he made a gesture for his team and the organization.  He asked us for our future business. 

Throughout this flight, our pilot put people first.  Whether be it the passengers or flight crew or the main office, his leadership actions demonstrated dedication to the customer, to his team and to his organization.  What a great example of proactive effective leadership in action!

Kelley Reynolds from Aegis Learning

Kelley’s optimistic outlook on life guides her belief that change is possible!

Her easy going instruction style mixed with a dry wit make her an entertaining educator. She has instructed professionals throughout the nation as well as internationally. Kelley has earned a Master of Business Administration and possesses a bachelor’s degree in Criminal Justice, both from University of Nevada, Las Vegas.

Please Buckle Your Seat Belts

  By ,
Kelley Reynolds from Aegis Learning

By Kelley Reynolds

You know, I see leadership skills everywhere, everyday even in unlikely locations and situations.

As an example, this article was written on an airplane full of families returning home from Spring break. 

In any group, team, family, or organization, there is a need for leadership.  Whatever word you use for a gathering of humans who are working towards a common goal, be it increased sales or a menu for dinner, they perform better and accomplish more with a strong leader.  We need a leader who asks the team for suggestions, considers the needs of the organization and guides the team towards the goal.

When the sun is shining, and the team is working well together, the goal is within reach; leading can appear almost effortless and joyful.  However, what happens when there are unexpected bumps? When the team becomes unsure? Uncomfortable?  Apprehensive about the future and attaining the goal?

It is during these situations where we see the caliber of the leader.  As leaders, these are opportunities to challenge ourselves and grow. 

So, we hit a patch of turbulence.  Not the metaphorical kind, but the real kind.  The roller coaster in the sky with dips and drops and shimmies.  The pilot calmly communicated to us that we were going through some rough air and instructed the flight attendants be seated and to fasten their safety belts. We rocked and rolled as the pilots attempted to find smooth air. 

During this, the reactions of passengers, especially parents who were flying with their kids, were noteworthy.  Some passengers were obviously uncomfortable.  There were some of the usual and expected behaviors.  We held tightly to beverages.  We grabbed the armrests.  We offered prayers.  The turbulence was intense.

There was one parent, whose behavior caught my attention.  She clenched her jaws and squeezed her eyes shut.  With each drop, she moaned and cried out loudly in fear.  Her fear consumed her.  She appeared to be oblivious to anyone else on the plane, including her own kids and what they were experiencing.   Her behaviors caused tremendous concern and trepidation among her children.  One of her kids began to sob.   Her response to our current predicament was not helpful to anyone.    Her reactions only exacerbated the fear her children felt.

In the aisle across from me, there was another family.  Prior to the bumps, the teen had been entranced in whatever YouTube video was playing on her cellphone.   The parent was intently reading her book.  As we bounced, I noticed the teenager glanced to her parent.  The teen appeared to be seeking a cue from her parent.  Her posture seemed to ask, “How should we react to the bouncing plane?” Or perhaps, she was seeking some reassurance. 

The parent’s neutral gaze remained on the book for many seconds.  When the mother glanced up, she gently smiled at her daughter.  The mother offered a few words of comfort.  That was apparently enough to appease the teen who then returned her attention to her small screen.

Once the teen’s attention was re-absorbed into her cellphone, the mother discreetly placed her book down and wiped her moist palms. 

This mother, as the leader of her group of humans, had performed her job.  During an uncertain time, a member of her team sought reassurances.  The leader’s calm confidence let her team know that although scary now, everything was going to be okay.  Her message appeared to be just continue doing what you are doing, and we will get through this together.

Based upon her sweaty palms, this leader was not comfortable either.  However, she was careful not to share her feelings with her team; to not burden them with her worries.  As a leader, her priority was to subordinate her feelings and to place her team’s needs above her own.

In our professional lives, we know not every day is easy.  Whether it is because the sales numbers dropped, there was a delayed delivery or organization wide restructuring, there are those times when the team may be scrambling in turmoil. 

As leaders, you have choices.  You can behave like the parent in first example.  You can moan and be visibly upset; letting everyone within earshot know how dire you think the situation is.  You can share your fears with your team.  Will this strategy change or improve the situation?  Would this help the team? 

Or, you can behave like the leader in the second example, demonstrating Battlefield Cool.  You can exhibit confidence; confidence in them and in their ability to respond to the situation at hand.  You can be there for your team and provide them with the reassurance and guidance they seek.  As the leader, no one else can provide these for your team but you. Finally, you place your team’s needs above your own.  Being strong for them gives you the opportunity to focus on their needs while controlling your own emotions. You help no one, when you let them see you sweat!

Kelley Reynolds from Aegis Learning

Kelley’s optimistic outlook on life guides her belief that change is possible!

Her easy going instruction style mixed with a dry wit make her an entertaining educator. She has instructed professionals throughout the nation as well as internationally. Kelley has earned a Master of Business Administration and possesses a bachelor’s degree in Criminal Justice, both from University of Nevada, Las Vegas.