Alice and the Mirror of Accountability

Alice and the Mirror of Accountability nick.leja |November 9, 2023 |Personal GrowthStories 1 Alice entered the inn, her eyes locking onto Thera at one of the wooden tables. Her heart racing, she walked towards her. This was her moment, years in the making—the chance to run the Bountiful Berries store in the city. A full-fledged shop, not just a market stand. This interview served as her final challenge. “Hello,” Thera said. “Please, have a seat.” Alice settled into her seat, and the interview began. The initial questions were straightforward, but a surge of anxiety rippled through her when Thera began searching through several parchments, likely in search of her recent sales records. “Ah, yes,” she said, her gaze sharpening as she found them. “Your sales have been rather low lately.” “Yes,” Alice said quickly. “That’s because my teammate, Lily, hasn’t been reliable with running the stand, so I haven’t been able to gather more valuable berries.” “Hmm,” Thera said, scanning Alice’s sales breakdown. “It also looks like you haven’t sold any elderberries. Those are one of the most sought-after berries in our region.” “Yes,” Alice said, shifting in her wooden chair, “because I haven’t been trained on how to collect them.” “And what about your pricing? You’re selling berries for much less than the other vendors.” “That’s because our stand is at the back of the market. The only way to attract customers is having low prices.” “It sounds like you think our stand’s location is a problem?” “A huge problem.” “Then why haven’t you moved the stand?” “No one told me I had that authority. I didn’t want to move it and get in trouble.” “I see…” Thera said, finalizing her review of Alice’s sales and setting the parchment down. Not Alice’s favorite line of questioning, but she had a swift response to every concern Thera raised. Sure, her sales were down, but, as she explained, it wasn’t her fault. Thera asked a few more questions, wrapped up the interview, and departed for the next village to interview their Bountiful Berries stand operator. Alice anticipated a decision within a month. The weeks rolled by, and then a messenger delivered a parchment from Thera—Alice didn’t get the promotion. Her heart lodged in her throat as she read the message repeatedly, desperately seeking an explanation. Obviously, her sales were the culprit. But didn’t Thera listen to her? Every obstacle she faced was justified: Lily’s unreliability, her lack of elderberry training, and the unfavorable location of her stand. How did Thera expect her to succeed? If it weren’t for those obstacles—which weren’t her fault—her sales would be better than everyone’s. 2 Needing some distraction, she left her thatched-roof cottage and visited the village’s only pub. Amid the crowded bar area, she took a seat and awaited service. “Hello,” the bulky man next to her greeted as she sat down. “Hi,” she said, not recognizing him. “Where are you from?” He introduced himself as Mason, a blacksmith passing through the village on his way to the city. Not much time passed before Alice poured out her frustration at missing the promotion. Mason listened attentively, asking questions to grasp the full extent of her the situation. After a moment, he shared, “You know, I went through a similar experience when I first became a blacksmith. Then, one day, I stumbled across an artifact that completely shifted my perspective. Since that day, I’ve achieved every goal I’ve set for myself.” “Really?” Alice asked wide-eyed, leaning in to absorb every word. “What was it? What did you find?” Mason paused and regarded her for a moment as if peering into her soul. After a few seconds, he broke into a warm smile and reached into the rucksack leaning against his chair. From it, he pulled out a handheld mirror and handed it to her. “Here,” he said. “This is the artifact.” She cautiously wrapped her fingers around the handle and raised the mirror to her face, her reflection staring back at her. “A mirror?” Mason nodded. “Yes, but not just any mirror. This is the Mirror of Accountability.” As she examined it, she noticed inscriptions encircling the glass at the top and bottom of the mirror. The top read: ‘Look in the mirror when things go wrong,’ and the bottom: ‘Look out the window when things go right.’ “I don’t understand.” “When things go wrong, look inward, taking accountability. When things go right, look outward, attributing credit to those who supported you. “By blaming other people or situations, you shift power from yourself to them. You put your success in their hands instead of your own. When you take accountability, you empower yourself.” Alice continued examining the mirror, mentally processing everything he said. “When you get home tonight,” Mason continued, “look into the mirror and state a reason for not receiving the promotion. Watch what happens.” 3 They chatted for a while longer as Alice asked several questions to better understand the mirror and how Mason had used it in his own journey. After sunset, they bid each other farewell, and Alice made her way back to her cottage. After settling in for the night, she raised the mirror, peered into it, and said, “My sales are down because Lily isn’t reliable.” Alice gasped as blue strands swirled together in the mirror, masking her reflection. When the strands faded, an image of her full body appeared on the left, and an image of Lilly manifested on the right. A radiant, white orb materialized in front of her chest and rushed over to Lily. Alice’s image darkened, while Lily’s brightened as the orb dissolved into her. After a few moments, the images vanished, and Alice’s reflection reappeared. Her power had transferred to Lily, just like Mason said. Okay, time to try taking accountability. Alice gazed into the mirror and said, “My sales are down because I have not put together a reliable team.” This time, a mystical white aura emanated from the outer rim of the

Managing to Core Values

Managing to Core Values nick.leja |October 13, 2023 |Business Managing to Core Values has had a profound impact on my ability to place the right individuals in the right roles within my companies (getting the right people in the right seats). This wasn’t just a minor adjustment; it was a seismic shift in how we construct and nurture our teams, which has led to significant improvements. Before embracing Core Values as a guiding principle, I found myself in a challenging situation. I had team members who clearly didn’t align with our values but were not technically violating any of our handbook policies. It turned into a waiting game with me waiting for them to violate some policy so I could initiate the disciplinary process. This approach resulted in toxic or unproductive team members remaining in the workplace for extended periods, causing harm to the overall team morale. Once I transitioned to managing based on Core Values, the transformation was immediate. Most problematic team members voluntarily left within three months, and high-performing individuals became notably more motivated. Here’s how to do it: Create Core Values The initial step is to work together with your team to craft your Core Values, and it’s advisable to keep them to no more than seven. Ours have evolved over time and currently stand as follows: Honest Reliable Passaionte Open Minded Good Listener Great Work Ethic Positive & Upbeat When I first did this, it felt like a waste of time. Core Values appeared to be mere feel-good words, abstract concepts lacking any tangible benefits. I was wrong. Implement Quarterly People Analyzers On a quarterly basis, we conduct a People Analyzer on everyone in the company (including the leaders… including me). During this analysis, managers should assess each team member against our Core Values using the following ratings: “+” = the team member exhibits this Core Value most of the time “+/-” = the team member exhibits this Core Value some of the time “-” = the team member generally does not exhibit this Core Value It’s important to note that a “+” doesn’t imply they always exhibit the Core Value, and a “-” doesn’t mean they never do. We all have good and bad days. Additionally, the People Analyzer assesses each team member’s suitability for their specific role within the company. This evaluation focuses on three key factors: Get It: Does the team member understand their role? Want It: Is the team member genuinely motivated and committed to their role? Capacity: Does the team member possess the capacity and capability to effectively perform their role? For each of these, the team member is given either a “Yes” or “No.” Here’s a sample People Analyzer for reference: Define “The Bar” No more than three “+/-” ratings for the Core Values. No “-” ratings for the Core Values. All “Yes” ratings for Get It, Want It, and Capacity (GWC). If a team member meets or exceeds The Bar criteria, they are considered a good fit for our company’s culture. Handling Team Members Below “The Bar” When team members fall below The Bar, it signifies that they are either the wrong person, in the wrong seat, or both. If team members are above The Bar concerning Core Values but receive a “No” for GWC (Get It, Want It, Capacity), it suggests that they are indeed the right person for the company but are currently placed in the wrong seat. The ideal approach is to seek a different role or position where they can excel and contribute effectively. However, if they’re below The Bar with respect to Core Values, they are the wrong person for the company. When a team member falls below The Bar, here’s a structured approach to address the situation: 1. One-on-One Meeting: Schedule a one-on-one meeting with the team member to discuss their People Analyzer results. Explain the ratings and provide them with clear feedback. 2. Identify Obstacles: Explore whether there are any factors within the company that might be hindering their performance. Discuss their understanding of their role, expectations, training, tools, and resource needs. If they’re identified as the right person but in the wrong seat, discuss other potential positions they might be interested in. 3. Mutual Game Plan: Collaboratively create a plan to help the team member rise above The Bar. This plan may include actions both the manager and the team member should take to improve the situation. 4. Schedule Follow-Up: Set a follow-up meeting to conduct another People Analyzer in 2-4 weeks. Ensure that this follow-up meeting is scheduled and added to both calendars before ending the meeting. 5. Follow-Up Assessment: In the follow-up meeting, reevaluate the team member’s status against The Bar. If they are now above The Bar, the problem is resolved. If they remain below The Bar, begin the Disciplinary Process and schedule another follow-up meeting in 2-4 weeks. 6. Repeat as Necessary: Keep repeating steps 1-5 until: The team member is above The Bar (the desired goal) The team member voluntarily resigns or is terminated Our Process For our company, our Disciplinary Process involves two written warnings, and if the issues aren’t resolved, termination of employment. If the team member does not improve, the longest the process would take is 3 months: A great benefit of this process is that most team members will quit before getting fired. If someone isn’t a good cultural fit, deep down, they’ll know it. If they’re only at risk of being fired for making mistakes, many will try to hang on, hoping to avoid any further errors (or at least to avoid getting caught). But when the issue is a poor cultural fit, it’s much harder to conceal. This process also focuses on what’s most important: recognizing team members who align well with our Core Values rather than those who make the fewest mistakes. I’d rather have a team member who strongly embodies our Core Values, even if they make occasional mistakes, over a toxic team member who simply plays

Thoughts on Time Management

Thoughts on Time Management nick.leja |September 30, 2023 |Personal Growth Ever feel like you’re spinning your wheels? Or that you’re spending most of your time reacting to the world around you instead of paving your own path? This post on time management should help! Putting the Ladder on the Right Wall Before I can effectively manage my time, I need to determine my destination. Otherwise, I’m climbing a ladder without making sure it’s on the right wall. Even if I’m highly skilled and efficient at climbing, it’s pointless if my ladder is on the wrong wall. Sometimes, I know where the right wall is. I simply need to reposition my ladder. Other times, I may feel lost and unsure about my goals and direction. In such cases, I’ve identified two exercises that can be helpful. Clarity Breaks When I’m stuck at a crossroads while pursuing my main goal, I find that taking clarity breaks helps me find the right path. Here’s how I do it: Write down what I want to figure out. Grab a pen and paper. Lock my phone in a drawer. Find a comfortable place to sit, ideally outside or in a quiet room if outside isn’t practical. Set a timer for one hour, preferably not using my phone (since it’s locked away!) Just be. During the “just be” phase, I’m not actively trying to solve the problem, judge my progress, or clear my mind. I’m just being. The first 20 minutes are usually painful as I feel unproductive and my mind focuses on everything except solving my problem. The second 20 minutes are a bit more calming as my mind begins to settle. The final 20 minutes are where the breakthroughs occur. This is when ideas emerge, and solutions to my problem surface, much like noticing the car I’m considering buying everywhere without consciously looking for it. Mental Maps If I’m ever really feeling lost or without direction, I’ll make a 5-year personal mind map for myself, typically using Ayoa. In this mind map, I list my 5-year goals: personal, professional, physical, mental, and more. Numerous studies indicate that writing down our goals significantly increases our chances of achieving them. Mind maps are an excellent starting point for this process. example of a mental map Focus on Quadrant II Activities The Time Management Matrix, created by Stephen Covey in The Seven Habits of Highly Effective People, categorizes activities into four quadrants based on whether they are Urgent/Not Urgent and Important/Not Important. Quadrant I activities are urgent and important, like emergencies and projects with deadlines. Quadrant II activities are important but not urgent. These include relationship building, important projects without a deadline, clarity breaks, and intentional recreation / relaxation. Quadrant III activities are urgent but not important, such as most phone calls, emails, and meetings. Quadrant IV activities are not important or urgent, such as time wasters, busy work, some calls/emails, or non-intentional escape activities (such as mindlessly checking my phone without a specific purpose). Quadrant II is where the magic’s at. Every activity here contributes towards achieving my goal. Quadrant I activities are necessary but don’t really move me forward. Quadrant III often traps people, consuming their time, and Quadrant IV is where I find myself when I’m bored or seeking distractions from life. While climbing a mountain: Quadrant I is getting back up after I fall. Quadrant II is taking a step forward. Quadrant III is looking for a squirrel that just ran past on the trail. Quadrant IV is checking my phone with no real purpose or intention. Willpower In The One Thing by Gary Keller, the author compares our willpower to a cell phone battery. First thing in the morning, our mental willpower is at its maximum, like a fully charged battery at 100%. As the day progresses, our willpower gradually depletes. By late evening, it’s nearly drained, making activities like watching TV very tempting after a long day. Because of this, for good time management, it’s crucial to prioritize our Quadrant II activities at the beginning of the day when our willpower is at its peak. It’s also important to schedule these activities. When just starting out, I would schedule (and set a timer for) one-hour blocks three times per week. Now, as much as possible, I block out every day before noon for Quadrant II activities. All my meetings, email-checking, and responding to others’ requests happen after noon. Delegate and Elevate Not all activities consume willpower equally. The more we dislike doing something, the more it depletes our willpower. It takes a large amount of willpower to pay all my bills but not so much to play a video game. To maximize our willpower, the key is to focus on tasks we genuinely enjoy or love, and delegate everything else. A helpful tool for identifying tasks to delegate is the “Delegate and Elevate” tool, which is part of the EOS System created by Gino Wickman. To use this tool effectively, I categorize my daily activities into four quadrants using the graph below: As with the Time Management Matrix, most of us get stuck in Quadrant III: things we don’t like doing but are good at. For tasks we dislike, the best approach is to delegate whenever feasible (acknowledging that the real world may not always align with this ideal). By concentrating on activities we genuinely enjoy, we can achieve significantly more since they require less willpower. Be At Peace with Losing Balance Another concept in The One Thing is being at peace with being out of balance. Constantly striving to maintain perfect equilibrium between personal and professional aspects of life can hinder progress. On any given day, it’s likely that one aspect of life takes precedence over the others. Take vacations, for example. The goal of a vacation isn’t to keep everything perfectly balanced; it’s about dedicating time to fully recharge. During a vacation, it’s okay to prioritize personal life while neglecting professional life temporarily. Similarly, there are phases when