Blog Archives

41 Cent Leadership – ROEI … Return on Energy Invested

Business People

You’ve got the 4 coins in your pocket – the quarter, dime, nickel, and penny. They are there to remind you to genuinely appreciate your people daily! They are always reminding you of the tremendous diversity you have in the people around you! Today consider this …

Marcus Buckingham and Curt Coffman, in their book First Break All the Rules, describe a talent as any recurring pattern that can be used for good. I absolutely love the definition. It opens up a world of consideration when looking at ourselves and our teams. We are talented people. We are wired in certain ways that can produce incredibly positive outcomes!

So, if this idea is a principle to lead by, then we can make the following analogy. Pull those coins out of your pocket… Each of these coins has value … different levels of purchasing power but all have value. On our teams people will have differing impact for the organization but no one is invaluable. To the entire 41 cents, the quarter contributes 61%, the dime 24.5%, the nickel 12%, and the penny 2.5%. Each have differing impact in the outcome.

Let’s look at your team. Likely there is someone or a group of someones who make an impact similar to that quarter. Without them, the team would greatly suffer. And you likely have people similar to the dime and nickel – key players making solid impact but could be removed and the team would adjust without serious detriment. And, if you’re like the rest of us, you have some people that are contributing at the penny level – not moving the needle much at all. (Make sure you read my post published Oct. 2, 2013 regarding the people producing at the penny level because we just might be the reason why they are performing at that level!)

You do know your team, however. You do know their talents and their not-so-talents. You have placed them in their best fit so they can do what they do best!

Now, let’s say it comes to reviews in your fiscal year and both the “quarter” associate and the “dime” associate are under-performing by 50%. The quarter associate’s lack of performance is costing you nearly 1/3 of your business productivity because remember they contribute 61% to the overall business at optimal performance. And how about that dime associate? Yes, they are important and they are costing you nearly 1/8 of your business productivity. But which is the bigger threat? You know you are going to need to commit some energy to investing in these two associates. You know you only have so much energy and time! Where are you going to leverage that energy most? One choice will likely improve your team by approximately 30% and the other by approximately 12%.

Too many times are perspective gets skewed by personality, perceptions that are not necessarily accurate, and even our own biases! Be objective and make the best decisions to bring the strongest RETURN ON ENERGY INVESTED!

Do you believe people’s contributions to the overall productivity vary?
Do you find yourself leveraging energies toward areas that will not yield much return on energy invested?
What skills have you developed to become more effective in leveraging your energy and time in areas most needed?

Advertisements

41 Cent Leadership – Different Stories

You’ve got the four coins in your pocket.  The quarter, the dime, the nickel, and the penny all represent the diversity that you have on your team.  Think about this.  What roads did those coins travel before coming into your possession?  One thing is for sure … all likely had different routes before crossing your path. Think of all the ways they could have been used, saved, bought something meaningful, bought something frivolous or even illegal.  They could have been misplaced, been forgotten in the wash, driven over, lost out in the weather, dropped in machinery, stored in a drawer, tub, car console, etc.  If those coins were alive, what would be the implications of those experiences?  If those coins had feelings, habits, or thoughts, how would all of those be affected by their experiences?

The people we work with are no different.  Think about the woman who works in accounting … she dresses the part – most of the time and performs her job at an average level – most of the time.  But if you get to know her, you will find that she has been told all her life that she doesn’t really matter – she’s a nobody.  Or the gentleman on your outside sales team that is aggressive, almost domineering.  Down deep it is very possible that he is striving for something that is missing – and he has been on a journey for a long time to find that something to fill the void.  Still there is another person who offices a few doors down from you.  She barely talks in meetings.  You would barely notice her except that her work is always completed as such a high level that she shows up at the top of several metrics each week, month, and year.  But ask her a few deeper questions and you find that she worked 2 jobs as a single mom for 5 years – 5 really tough years!  Then, she landed this job – one that adequately pays the bills by itself – and she loves it as well… but she doesn’t hear much praise for her accomplishments and is constantly driven by a fear that she is not meeting the standard.  She feels the pressure daily to provide for her family!

Do all these backdrop stories affect the individuals on our teams?  Yes.  Do their histories affect how they work on our teams?  A resounding yes.  Do their histories give us hints as to what motivates them and what likely hinders them?  A unequivocally strong yes!

So, take time to get to know each one on your team.  There are great stories and tough stories to discover about people.  There are clues to key on to become a better leader for that individual.  Don’t miss them.

Let’s get out there and create positive momentum in people’s lives!

What are your thoughts on this?  What ideas have you seen work to help leaders key in on these differences?  One book that I am reading right now is “First, Break all the Rules” by Marcus Buckingham and Curt Coffman.  This book really keys in on the idea that great managers understand that people don’t change that much and it is their job to help people further develop what is uniquely them to execute the shared team goals.