I’m fascinated by human behavior, and I love a challenge.  These inherent traits bode well for my chosen profession as the leader of a sales team for a media company.  We develop custom integrated marketing campaigns that fulfill specific client needs. I get to work in a variety of verticals with customers who range from Apple to The Zoo. I love the creativity the job requires to develop these campaigns and as a by product no two days are the same. As much as I love the thrill of seeing a project we develop come to fruition and make a measurable impact, it was a one-word question and a group of over-achieving, short attention span having, 6th graders that made me realize why I like to get up in the morning. The question was simply “Why….?”

I am a HUGE Simon Sinek fan. His books “Leaders Eat Last” and “Start With Why” struck a nerve and made perfect sense.  He explained in very plain terms why we do what we do,  why some strategies work, and others don’t.  One of his underlying themes is “People don’t buy what you do they buy why you do it.” I’ve subscribed to this notion way before Simon phrased it so succinctly.  This time, the sentence hit home and forced me to ask myself; “What Is My Why?” Why do I do what I do?  At this particular time, my father had passed a few months earlier, we were experiencing a dip in sales numbers, and I was looking for a bit of clarity. I was concerned that without an understanding of why I was doing my job, I would just be going through the motions. As they say, you can’t fool all of the people all of the time.  This lack of focus would become obvious to my team and clients would see what must be a facade. A downward spiral would surely ensue.  One thing was evident before I could figure out what I was going to do, there needed to be an understanding of “why” I would do it.

How I rediscovered my “why” was this; I was driving to work when I asked myself what seemed like a difficult question but in actuality was quite easy. “If I were able to do anything at all for two hours today, let’s say from 10 am to noon, what would I do?” After the standard “Attempt to eat a gallon of Cookies and Cream” and “experience zero gravity” were ruled out the answer was clear and evident.  I would gather “my girls” get them on a field, and I’d coach.  What suddenly became apparent was that my career is the same skill set and activity. I get to coach my sales team for a living.  It was an incredible realization.  The most rewarding part of what I do professionally and personally is help my team grow and lead them to achieve success… i.e. Coaching.

As I explored this parallel further, the commonalities between my professional and personal pastimes became crystal clear.  It was all about Leadership.  There were differences of course but at the end of the day, people are people and personalities are the same.  The biggest difference is one audience provides your instantaneous feedback with absolutely zero concern about an annual raise.

The conversations are a bit different; you might need to deliver instructions in shorter bursts, but deep down we are all wired the same. I do not claim to be Tim Cook (named by Forbes as the greatest leader of our time), Franklin D. Roosevelt (a leader who led our country through it’s toughest times), or Mickey Goodmill. I am just a guy who’s fascinated with how the brain works and has made a hobby of studying human behavior. My conclusion is this; if you want to test your management science, pick up a ball, a bat or a lacrosse stick and head to a field.

I’ve stubbed my toe many times along the way, both in the office and on the field. Here are a few “Jackisms” that might help you along the way. These rules apply to both of my fields of play. My descriptions refer metaphorically to both teams.

Engage… Engage… Engage… It’s all about Engagement; Hence the title “Herding Cats.”  If you have ever tried to get a cat to do anything, it’s all about keeping them interested.  If you lose them, good luck getting it back.  Now, imagine doing that with a group of people.

Same principle. Keep them interested and motivated. According to a Gallup report “How to Tackle U.S. Employees’ Stagnation Engagement”, up to 70% of the Americans who go to work every day aren’t engaged in their role.  This lack of interest costs the American Economy up to $450 – $550 Billion in lost productivity*. This staggering number does not take into account the expense of Advil and therapists for the unlucky managers of the 70%.  When building this connection with your team, understand that not everyone likes mint chocolate chip. Different topics will appeal to different people. So keep it fresh and find specific individualized compliments to let them know you are paying attention and care about what they are doing.  In short, get involved in their world.  And OMG!!!  IMHO (In my humble opinion) this is VERY IMPORTANT, play to your audience.  What’s interesting to you might not be important to them.  If you are coaching teenage girls, you might want to study up on One Direction or texting abbreviations.  If you are coaching a sales team, be up on the latest trends in the business.  Do what you’ve got to do keep everyone interested and involved. A general rule of thumb: Whenever possible make it fun. Fun ALWAYS sells.

 

Individualization –  Everyone is different. We might have one common goal, and ultimately we are wired the same, but no two people get to the same place the same way. Getting to know what makes each person unique takes a bit of time but the alternative is banging your head against a wall when your cats feel like taking a nap.

Know their “Why” –   Everyone has their reason for being in front of you and on your team. It’s your job to find out why they are there and where they want to go. Everyone’s reason is important and very real.  If it’s important to them, it’s important to you.

Listen to Ray!!! – Up there on the level with Simon Sinek maybe even a little above, I’m a huge Ray Lewis fan. The greatest linebacker in the history of the NFL. I even named my favorite dog after him. He was an incredible player, and his leadership skills were second to none. Dude was a prophet, and I’m pretty sure he would agree. Truth be told, most of the time, I couldn’t follow his speeches, but I wanted to run through a wall for him when he was finished. One phrase he repeated stuck with me; “They don’t care what you know until they know that you care.” Caring is a direct correlation to “Knowing their Why.” Once they know you genuinely care about what they want to accomplish, you are now headed in the same direction. Their goal is your goal. (Full Disclosure: I know there are many people who said: “They don’t care what you know until they know that you care.” I just love any opportunity to share a Ray Lewis reference and a video.  Click his name for the link)

You’ve Got To Give To Receive – There are reams and reams of research about the benefits of giving.  It doesn’t have to be a material item.  The best gifts are your personal time, effort, and concern.  When getting your team to “know you care” as Ray puts it, you need to give of yourself.  When you lead by example in this way, they will then give more of themselves to the team.  If you want to read more on this principal, you might want to check out “Give and Take” by Adam Grant.  It’s a good read.

Be Transparent – You need to know your “Why” and let it be known.  As mentioned earlier, Simon says, “People don’t buy what we do they buy why we do it.” This rule is true for virtually any audience you can find. Anyone who has ever worked for me or played soccer for me knows I am a very competitive person, and it’s no secret I love to win. But they also understand (or, at least, I hope they do) that I want to help them improve and grow. Winning is a by-product of individual improvement. (see “Goals and Wins” post earlier in the blog)

Believe in your people – If you believe in them, they will believe in you. Some of my favorite players that I coached were not superstars. My favorites were the kids hesitant to play but found confidence in a supportive team.  This kid ended up loving the game, gave everything they had and played way beyond their ability. Confidence is an amazing drug. It makes people believe they can do things that were previously unimaginable. Henry Ford put it best; “if you believe you can or you can’t; you’re right.” (I am confident Ray Lewis would have thought of this, but Mr. Ford predated him)

Passion Is Contagious – If you are excited there must be a reason.  If you deliver information in a monotone boring manner, don’t be surprised if you get a monotone response.  Cats could care less about monotone.  They want the flashy ribbon or string.  Give them what they want.

Shrink The Goal – Celebrate Small Victories – If you are living your “Why” your goals will probably be apparent.  However, it’s your job to set, and show the path to what James Collins and Jerry Porras call the “Big Hairy Audacious Goal” or BHAG.  In their book “Built To Last  Successful Habits Of Visionary Companies”  they describe the BHAG being “created to focus an organization on a single medium-long term organization-wide goal which is audacious, likely to be externally questionable, but not internally regarded as impossible.” But remember, achieving your goal is a result of others striving to obtain theirs along the way.  You are not going to reach the BHAG in one meeting, one practice, or in a short amount of time.  So remember to shrink the goal. Focus on the mile marker in front of you and collectively enjoy the dopamine rush when you cross the line. These accomplishments feel good for all involved, provide a boost of energy and set the path towards the next goal on the list.

“Shooters Gotta Shoot” –  but they also need to respect the defense. On the soccer field, some people have a nose for the goal and love to take the shot. Others naturally know how to position themselves on defense. Same in the business world.  There are deal closers and account managers.  Each person on the team is important.  Let them thrive in their role.  They will be happier, more engaged and the team better rounded.  This being said, sometimes it’s good to switch them up for a day or two.  Let the sales team see how hard the back office works when an order is late. Or let the person who gets the glory for scoring a goal understand stopping a shot is harder than they think.

People are accountable to people, not numbers – At the end of the day, one of the main reasons the human species survived for millions of years is the drug serotonin.  It’s what makes you proud when someone you love accomplishes a goal. It’s what makes brave men and women in the service put themselves in harms way for others.  Serotonin is the loyalty drug.  When there is a genuinely caring relationship between two people, they will to more for each other than they ever would on their own.

As a Manager, you will assume the responsibilities of business metrics that are usually quantifiable by numbers.  As a leader, your goal is to build and grow a TEAM. With strong leadership, Together Everyone Achieves More and the metrics become accomplishments.

*Sorenson, Susan, and Keri Garman. “How to Tackle U.S. Employees’ Stagnating Engagement.” Gallup.com. Gallup, 13 June 2013. Web. 26 Jan. 2016.