Be Careful of the Goal

In the last couple of weeks, several people have died trying to climb Everest, the tallest mountain in the world. In at least some cases, Sherpas were telling the people to get down off the mountain, but they went ahead to the summit and died on the way down.

Last fall, we took on a Personal Challenge trekking to Annapurna Base Camp in the Himalayan Mountains to the west of Everest. While our trek was only to 4,000 m (Everest is 8,000 m) it gave us a small taste of altitude sickness and the challenges of trekking day after day. While most people think Everest is the most dangerous of the 8,000 m peaks to climb, statistically it is not. A higher percentage of climbers have died trying to climb Annapurna.

In his book, The Will to Climb, Ed Viesturs recounts not only his three attempts to summit Annapurna, but numerous other attempts over the years. Ed is the only American climber to summit all 8,000 m mountains in the world. His advice is simple — the goal is not to climb mountains and summit their peaks. The goal is to get to the top and to get back down safely. When you are at the peak you are only half way there.

The people who died on Everest recently lost sight of Ed’s advice. Some were so committed to getting to the peak of Everest they pushed themselves too far to make it back down safely. As a goal driven person, these events and our experience in the Annapurna Sanctuary remind me that I need to choose goals where we can make it all the way to the end.

Personal Challenges

Annapurna At Day Break

Annapurna At Day Break

I recently returned from a trip to Nepal where I realized a long term dream. I trekked with my wife Karalee and a group of friends through the Himalayan Mountains to the Annapurna Sanctuary where we got to get up before dawn to hike up to Annapurna Base Camp and view the early rising sun paint Annapurna, the tenth tallest mountain in the world, with light. While any fit person can do this trek, it created some personal challenges for me that are among the greatest I’ve ever overcome.

Here is what I learned from overcoming these challenges.

Have a Dream: This trip started because Karalee and I have a good friend who has led dozens of treks in Nepal. We had heard of the beauty and challenges of these treks and decided that we wanted to trek in the tallest mountains in the world.

One Step at a Time: A big goal can seem overwhelming. You can overcome this by focusing on the next step. If you can make one more step, you can get closer to your goal.

Lead from Within: I got sick, from drinking a cup of tea, and could not eat any food for two days. Dehydrated and low on energy, I had to trek to stay with our group. Rather than focus on the next step, I focused on the next ten, all that I could do without stopping. I amazed myself when after climbing over 1,000 steps, ten at a time, I arrived in camp only a half hour after the rest of our fit group.

Set an Example: I have shared these personal challenges from trekking in Annapurna with employees, colleagues, and friends. It is important that they see that when I ask them to overcome a challenge that they know that I am both willing and capable of overcoming challenges myself. This adventure challenged me to find my boundaries and go past them.

How do you challenge yourself to the next level?

Orchestrate

 

Satin Doll

A colleague and I were discussing our career paths the other day. Both of us are musicians. He is a professional and I am a serious amateur. We were talking about the power of music to coordinate individuals and teams. 

Time: Music is broken into a time signature and bars. Each bar has a given number of beats. The tempo sets the overall time for how fast the beats go. When we coordinate people, our meeting, deliverables, and other rhythms set the beat. As leaders we set the tempo for how fast we want the organization to go.

Individuals: Each line in sheet music represents a different instrument or voice. These individual lines are combined to create the overall sound that we hear. In organizations, we need to provide clarity to individuals as to what is expected of them. It is rare to provide the level of clarity that is provided by each line and note of music.

Movement: Each line of music can be going in different directions, each note can have different lengths, and the emphasis we put on individual notes can vary moment by moment. This level of precision is rarely seen in organizations, yet is often needed to deliver on complex projects.

Orchestration: When you listen to the individual parts of a score of a large group or orchestra, each can sound completely different than the finished score. A beautifully written piece of music comes together as each individual part is combined to form something greater than the sum of each part. When we get teams to perform at that level, we achieve the same thing for our organizations.

Higher performing teams know how to orchestrate themselves to bring out the best in each individual, while insuring that the complete picture is delivered in a beautifully coordinated way for customers. How do you orchestrate?

One Minute

Vancouver Water and Mountains

I exercise every morning before work in order to power up for the day. I recently started a new boot camp at Vancouver’s Vanier Park. Located near Kits Beach, with views of the water and apartments in Vancouver’s West End, it is a beautiful place to exercise. The natural setting helps to energize me.

The boot camp instructor uses timed exercises that are repeated two or three times. He often gets us to do one exercise for 45 seconds, but the other morning he asked for 60 seconds. It got me thinking of just how long a minute is.

When you are holding a plank position, a minute is a very long time. Even when counting seconds in your head, the time goes by very slowly and it can seem like forever before the minute is up.

In a business context, minutes seem short. Days often fly by, especially if you are fighting fires or going from meeting to meeting. We can often gain new perspective on what we are doing by focusing on the minutes:

  1. How many minutes does it take to read and respond to an email?
  2. What is achieved in the first five minutes of a meeting?
  3. How long does it take you to switch tasks?

To achieve peak productivity, we often have to break down what we are doing into the minutes. What will you achieve in the minutes you have today?

We Have Alignment

Dragonboat Racing

I sometimes volunteer to drive race officials at Dragonboat regattas. This gives me the opportunity to sit back and observe the start of a Dragonboat race. After the on the water umpire hands the race over to the starter, the starter brings all the Dragonboats up to the start line. Once the starter gets every boat in position in perfect order on the start line, they call out:

“We have alignment.”

In working with business leaders I often wish that I could call out “We have alignment”. The truth is that the strategy and goals set by senior management are not aligned to their own compensation or to the accountability and rewards of the organization.

Accountability: Clear lines of accountability must be a set. Groups, entities, and concepts can not be held accountable. Only a person can be held accountable. For every critical project and responsibility there must be one person who accounts for performance to the rest of the team. This person will rarely have direct control of all the people reaching for the goal. They do have a responsibility to know what is going on and report when things are not on track.

Rewards: Have you ever seen a senior management team set goals for the year without changing their bonus and reward structure to be tied directly to the goals? Accountability and leadership has to start at the top. This then needs to be reflected throughout the organization so that everyone is being rewarded fairly for the goals that are being set for the organization.

Investors: Are the investors goals aligned with the goals of the organization? Investors are often looking for financial, growth, or other goals that are not aligned with the strategic goals of the company. This creates tension and distraction that can pull everyone off course.

High performing businesses ensure they have alignment from the top to the bottom of the organization and the accountability to report on that alignment. Are you aligned?

Which Direction?

West Fifteenth Avenue

In business, we are always looking for feedback on where we are and how we are doing in order to plan our next steps in where we are going. All too often I see entrepreneurs pouring over financial statements hoping that they will predict the future. I think there are many challenges in using traditional financial statements to help in the operations and vision for your business.

Backward Facing: Financial statements are backward looking documents. They tell you were you have been and provide no insight into where you are going. Due to the practical reality of creating financial statements, they are rarely available until the third week of the month after the month you are reporting numbers for. This is far too late to provide any meaningful information for the current month’s activities. How current do you need your numbers to be to have a meaningful impact on your business today, tomorrow, and this week?

Strategy: Financial statements are organized according to the Generally Accepted Accounting Principles (GAAP) or International Financial Reporting Standards (IFRS). These rules are designed to create consistent financial reporting across businesses and industries. This is important for investors and other key stakeholders for providing standardized ways of recording, reporting, and measuring on businesses. For senior management, these reporting standards do not align with a company’s strategy. What numbers show whether your strategy is on track?

Feedback: Financial numbers rarely provide the feedback to everyone in the organization that they need to know whether they are on track or not. In many organizations, financial statements are never shared with the majority of employees. As I wrote in Red, Orange, or Green, high performing organizations find those two or three critical numbers that tell them every day whether they are on track or not. Have you found your critical numbers and do you report them daily to your entire organization?

Deciding whether you are going in the right direction is a challenge. Rather than using your financial numbers, find the operational ones that drive your business.

Move the Average

David and His Bike

I last wrote in Red, Green, and Orange that top performing organizations find one or two critical numbers that drive all organizational results. Rather than tracking tens or hundreds of numbers, there are always a handful of critical ones that all the others depend on. Focusing on those few critical numbers creates rhythm and momentum. I want to give some concrete examples of how this works for me.

I committed myself this year to write two blog postings every week. Rather than focus on how many subscribers I have or how many readers, I kept sight of the fact that I need to keep writing, each and every week, so that one day I might have enough content that people would want to subscribe or read my blog. By keeping a crystal clear focus on the measure, writing two blog posts a week, I am surprised to discover that this is my seventy fifth blog posting. The key was focusing on the activity (writing blog posts) and not the outcome (how many there were).

I also committed to myself to post ten additional photos to my Flickr Photostream. Same idea — focus on the activity. This has been less successful for the simple reason that I have not been keeping up with ten additional photos a week. I have been doing some challenging work for clients and I made the conscience decision to leave my Flickr photo activity behind so that I could focus on my clients. The result is that the number of photos that I wanted to have on Flickr by now is far below what I wanted it to be. That’s what happens when you fall behind on your critical number — you fall behind on your outcome.

Bike PedalingI like to ride my bike at this time of year. I enjoy being outdoors and it is a great aerobic activity. I use an electronic meter to measure my speed. I am always surprised at how challenging it is to raise my average speed by even a half a kilometer an hour over my twenty kilometer route.

In bike riding the secret to raising your average speed is to focus on your pedals. Bikers, including me, have a tendency to pedal in gears that are far too high. When I want a good work out I should focus on pedaling at 85-100 revolutions per minute. To pedal that fast, I automatically have to gear down. This naturally increases my speed. So the rule is simple — to raise my average speed I focus on pedaling 85-100 RPM.

Our businesses often get stuck in similar high gears. By changing our focus to a different activity we naturally start improving business results. As leaders, we need to help:

  1. Identify those key activities.
  2. Measure them.
  3. Help everyone stay focused on the key activities.
  4. Get everyone in shape to increase their performance.

How is your organization’s performance today?

Vision, Goals, and Actions

Dragonboat Racing in False Creek

Jesse Lyn Stoner’s blog posting 6 Tips to Set Goals That Will Get You Where You Want to Go got me thinking about how I help companies create a vision, set goals, and measure actions. I’ve written before about the Vern Harnish One Page Strategic Plan. Working with the plan involves looking at your business the opposite way that most people do. Rather than look at the next quarter or the next year, you start with your core values that will survive forever, look forward fifteen or twenty years, and then work backwards from there.

Purpose: Taking a page from Jim Collins’ book Good to Great, start your planning by asking yourselves why you are here. In fifteen or twenty years, why will someone care about your business? This is a strategic question that paints the big picture for why you, your team, your employees, and your stakeholders will stay in the game for the long term.

Actions: What values define your business? What is your Big Hairy Audacious Goal (BHAG)? What actions will show that you are living your values and reaching for your BHAG?

Targets:  Where do you want to be in 3-5 years? What markets are you in (your sandbox)? What is your measurable brand promise?



One Year Goals: What are your key one year revenue, profit, margin, and other key measures? What are the five key initiatives that you will achieve in the next year? What are one or two key productivity indicators that you will measure?

Quarterly Plan: What are the three to five rocks, those things you will chip away at all quarter? For each rock, who will be the single accountable person responsible for that rock? What are the key measures that will be tracked to insure that the whole company is on track?

Lots of good questions. Too bad so few management teams take a time out to stop and look at the strategic vision for their business. As I’ve seen over and over it can make the difference between poor or average performance and outstanding.

Change the Environment, Change the Experience

Howe Sound

My friend and coach extraordinaire Kevin Lawrence likes to remind me:

“Change the environment, change the experience.”

In my recent posting called Recharge, I wrote about those things that personally recharge my batteries. Most of what works for me involves getting me out of my regular every day environment. Today I want to ask the question:

“What do you do to change the environment for the people you lead?”

All too often, I see people being boxed into their cubicles. Creative people who don’t have access to spontaneous work spaces and white boards. Software engineers who are supposed to invent things by staring at their screens.

I know that time and time again my best ideas have come from getting out of the office. Going for a walk. Connecting with the beauty of our British Columbia environment.

For executives, this is as important. How can you achieve breakthroughs in strategy if your quarterly meeting takes place in an office board room? To truly change and grow a business, you need to get away from the day to day fires, turn off the phones, and meet in a neutral environment far removed from the office. You then have a chance to foster new ways of connecting, fresh ideas for strategy, and renewed energy to push off in new directions.

How will you change your environment today?

Recharge

I enjoy leading a passionate life no matter what I am doing. Because I live intensely I often have to balance off one part of my life with another. When things are driven and challenging at work, I look to my personal life to recharge my batteries. Over the years I have made note of those things that work to get me into a different frame of mind.

Get Physical. I make sure that I keep up with my physical fitness routine. I exercise first thing in the morning six days a week (Saturday is my day off). Whenever possible, I meet up with other people. Having someone to meet, visit with, and share the ups and downs of exercising helps keep me motivated.

Be Outside. I like to be connected to the outside environment. Whether it is hiking, skiing, or a walk on the beach with my kids, being outside reconnects me with nature. It reminds me of how much bigger the world is than me. If helps that we happen to live in Vancouver, BC, which has tremendous natural beauty.

Connect with friends and family. Having dinner with the whole family, hearing about my wife’s and children’s day, or heading out on a big adventure with friends, connects me to those I am close to. Listening to them and being part of a close social group gets me focused on other people and thinking in new ways.

Sailing. Being on a sailboat and heading out for new destinations starts to recharge me as soon as we leave the dock. Letting the wind guide where we go, sitting comfortably at anchor, cooking, and sharing it all with people I am close to is one of the most perfect ways I get energized.

Travel. Exploring new areas, meeting new people, living in an environment where no one speaks English, and doing it with friends or family opens new doors for me. In the photo above, I am shopping in a market in Palma de Mallorca, Balearics, Spain where my wife Karalee and I were staying with friends on their sailboat. What a perfect way for me to have a change of pace and get myself ready for whatever comes next.

How do you recharge?