Health Care and Knowing When To Hold and When To Fold

When Kenny Rogers sang the “The Gambler,” the lyrics “ you gotta know when to hold them, know when to fold them, know when to walk away, when to run” - provided advice to live by and succeed – at all levels. So what's that got to do with Health Care?

I don't know about you, but Nancy Pelosi promising to have a health care bill out of the House before the August recess does not give me a warm feeling. Like you, I've watched this process – if that's what it can be called, weave around like a drunken sailor, and bounce off one wall after another. Is it supposed to cut costs, or provide care to the 47 million that someone somewhere claims don't have insurance, even though 50% of that group are estimated to be eligible for insurance that already exists? And another 30% are estimated to be illegal immigrants that shouldn't be entitled to health insurance in the first place? I'll bet a large percentage of the already eligible but not enrolled are the same people that never used those $40 vouchers to buy the boxes they needed to see TV after the changeover to digital. I – like most Americans – don't mind being my brothers keeper – but that brother better get off the deck and help himself from time to time.

Democracy is a messy business – by anyone's measure. Where else could the vast resources of the legislative and executive branches expend so much effort, and do it so poorly, as they have in this health care change situation? It was gonna be a tough thing to do under any circumstance, because this change will affect all those taxpayers out there that actually pay taxes and vote. And most of them seem to feel reasonably satisfied with their health care coverage. And with the way this change process has been going, the status quo looks pretty damned good. Even if all of those 47 million are counted – and they shouldn't be, that means roughly 14% of the population is the center of whatever we're trying to accomplish. If your odds were only 14% in any card game, it's time to fold – it's time to run away. But no, another iteration of this incredibly complicated bill – with large parts of it so complex that they will never see the light of day, is being worked on in committee to come up with a winnable bill.

Winnable for whom? Answer: The Congress – specifically the President and the Democrats – certainly not for the country. The latest piece of news I've heard is the possibility of a five person executive council – read “Czars” - that will oversee and make the decisions that will keep the plan revenue neutral and “fair” (God, how that word scares me) for all. What a frightening thought! But the people so wrapped up in their own underwear – so dedicated to passing a bill – just dig in deeper and deeper – and leave logic and common sense ever further behind them.

It's time to hold – it's time to fold – it's time to turn away – it's time to run.

Congress - take a recess, take a deep breath, talk to the people that will be affected by whatever is passed, then come back and try again. Throw the 1100 pages plus 300 plus amendment pages in the trash – there's been so much back room dealing to gain votes that no one trusts what's in them anyway. When the devil is in the details, and no one can explain or even foresee the consequences, risk is too high. The status quo is so much more to be preferred.

The lessons for us mortals to gain from the health care mess are pretty straight forward:

● When something that started out with good intentions becomes so complicated that no one can understand it, or explain how it will meet its stated intentions, it's time to get back to the drawing board.

● When the responses to the plan keep pushing back and the response to the push back becomes ever more complicated, it's time to fold. Its time to go back to the drawing board and start by reexamining those intentions.

● When other circumstances overwhelm the importance of intentions – like the recession - its time to hold, and prepare for the time when progress can be made.

● And, if the best laid plans require misrepresentation and, at best, half truths to pass inspection, its time to turn away, and run.

Now let's all learn from what's going on, and let's tell our elected officials that knowing when to hold, when to fold, when to turn away, and when to run are all parts of showing integrity and leadership. They're absolutely essential to our success - at every level.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph & Fax: 602-795-4100; E Mail: acox@coxconsultgroup.com;Website:www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

Copyright 2009 All Rights Reserved

Two Key Elements In Achieving Success

Peter Drucker and Jack Welch, two experts in anyone's list of experts, have identified many key elements leading to personal success. The following two are so fundamental and critical, but often get pushed aside in favor of the “silver bullet of the month” element. They bear repeating.

Drucker said there is nothing as worthless as doing well something that doesn't need to be done at all.

Jack and Suzy Welch, in their weekly “The Welchway” column in Business Week, advised a questioner seeking career advice – a self described introvert - to find and release his inner extrovert if he wanted greater success in a large organization. Relationships count, and being known and having your value known is a personal responsibility – so adapt.

What do the Peter Drucker statement and the Jack and Suzy Welch advice have in common? They deal with two key elements required to achieve success

Key Element One – You've got to be doing work that others see as valuable and it's up to you to advertise it's value.

And the valuing of the work starts with the person doing it. If they don't see its value, you can be sure others won't either. It's the difference between being “just the receptionist” and being “ the first person people meet when they come to my company.” It's the difference between being a “retail clerk” and an “expert on men's fashions.”

The burden of establishing the value of the work belongs to the person doing the work - they're the person most affected by the perception of the value of what they do. It's in their best interest to advertise and promote what they're doing as worthy and valuable to the enterprise. In many organizations, expecting that your work will speak for itself results in disappointment and frustration. When there are so many others speaking out for their work you gotta stand up for what you do.

Ask yourself - Can you, in thirty seconds, explain what you do and its value to your organization? Not being able to do that effectively creates the perception of low value. The story of the three bricklayers illustrates that point. The first, when asked what he does, said “ I lay brick.” The second said “I'm helping build a school.” The third said “I'm contributing to the building of a place where children in our community will learn – a special place.” Same job, same outcome, same pay - three very different pictures of value added. Which of the three would you rather have working for and with you?

A story about how to keep value and accomplishment a secret:

A good friend was in a new position promoting a new enterprise that was going to open its doors in about a year. Her job was to promote and develop interest and commitment in this new enterprise in its target market. She started from scratch, with very little to work with other than her knowledge and presentation and relationship skills. The results of her efforts would not really be apparent until the enterprise opened. She did an excellent job of promotion – outside her organization. Inside her organization – not so much. She was working independent of any direct supervision. She was advised to develop a regularly published report – weekly preferred, at the least monthly - to communicate her activities and accomplishments. She thought that was too much like self promotion, and, besides, she didn't like doing that kind of work. So her bosses really had only anecdotal information on which to judge her effectiveness. Had she put together a routine of reporting and creating a vision of what she was doing, she would have been seen as the highly effective, valuable and successful person she was. But no one was in a position to see her success. She was lucky she had a patient boss – and an excellent track record - many others aren't so lucky.

Key Element Two– Know who you are - your unique blend of skills, motivators and behaviors. Not just who you think you are, but how you are perceived by others. Then get to know your organization's expectations and culture. Then adapt to meet the needs of your organization - you must accept the responsibility of matching up with the requirements of the work and of the culture.

Sounds like a nobrainer. But many a can't - miss prospect, a big success in one situation, ends up not succeeding in what looks like a similar situation. The cause?

It starts with making the assumption that what worked at one place will work at another - that the motivators, values, behaviors and personal skills brought to the job match the requirements of the new enterprise. It's amazing how often they don't. It's also amazing how out of touch people can be with the reality of their personal skills, motivators and behaviors.

An example:
A manager whose experiences and values have resulted in her being very successful as a planner and preparer. She now works in a mid size company where speed to market is an absolute value. She insists that everything be planned and prepared so that chances of 100% success at implementation are as high as possible. No ready, fire aim for her. She's convinced of the rightness of her ways. Chances of success in that environment unless she adapts her values and behaviors – very low.

To put these two key success elements to work for you, take Drucker's observation to heart and make sure you do work valued by both you and your organization. And, of course, do it well. And take Jack and Suzy Welch's advice to heart and get to know the culture of the organization and how you fit in it and adapt to make sure your work is valued by others – self promotion is a valuable personal skill. It's an outcome of being convinced of the value of what you do, and, as the expert on what you do, you have the unique capability to share and create that value with others.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4100; E Mail: acox@coxconsultgroup.com;Website:www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

Copyright 2009 All Rights Reserved

Ten Behaviors For Success In A Business Downturn

A lot is written about what to do after losing a job, but what about the people who don't lose their jobs, but are faced with the results of business slowdowns - layoffs, reduced expectations, salary freezes, greater responsibility with fewer resources and the uncertainty of what's next?

In every economic downturn and resulting workforce reduction, the internal dynamics of organizations change. Everything takes on more importance - every behavior, mistake, judgment, comment gains importance way out of proportion to its value. Contrasts become much sharper. The meetings get longer - the demands get sharper - the expectations higher - the disappointments felt more deeply, and the blame game swings into action. It shouldn't be that way, but in most companies - even the best managed - workforce reductions brings home the feeling that it could happen to me. When that happens, survival trumps opportunity, safety trumps optimism, and a sense of humor has to be muted -unless the person with that sense of humor be seen as not serious - as not a player.


For many people in todays workforce, the depth and severity of this downturn is outside their experience.


So they ask if it's time to slam the hatch shut and hunker down and wait it out, or go out and look for a job, or start a business. What other alternatives are there? What can be done to not just survive, but prosper in a downturn?

Plenty - in behaviors, attitudes and personal growth. That may not seem obvious, but the choice of how to deal with a temporary setback is a personal one. And the effect of using this stressful time as the time to develop personally and professionally adds value throughout a career.

Here are ten success behaviors that can make the difference between losing, just surviving or succeeding in economic downturns.



1 - Do the work - every day. Downturns often lead to people spending way too much time on conjecture and surmise. Avoid those people - and make sure your own behavior doesn't become counter productive. I have a friend who has a saying framed and placed right where everyone can see it. It says " Don't let the bastards wear you down."


2 - Start by valuing what you have and stop wasting time mourning the loss of what was. And recognize that the boss may have had to fight hard to keep you, and now is not the time to complain about pay, assignments, or all the other issues that people reductions create. Make sure any and all conversations are positive and understood in the way they were meant to be understood. It's easy in these times of bad news for one person's suggestion to be seen as a complaint.


3 - Keep your eyes open, your ears tuned, and your mouth shut. Deal with what is - not what you might think it is, or what motive you think was behind decisions.. Your opinions and judgments are probably (90%) wrong anyway - so why waste time on them?




4 - Help a friend that lost their job. Giving and showing concern means a lot to them and even more to you. Acting without regard to getting is tremendously liberating, and the rewards for it may be in a lifelong friendship and other rewards that can't even be imagined at this time.


5 - Update your resume. Chances are that it hasn't been touched since the last time you changed jobs. Be impressed by how far you have come from a value, skills and contribution basis. If you're not impressed with your increase in value, skills and contribution, get in gear and grow!


6 - Seek self development. Even in the worst of downturns, the opportunities to grow your skills is available. An example: Don't like to speak in public? Join Toastmasters - do it on your own time. It isn't expensive and it will increase value faster than almost anything else you can do. Same goes for working in volunteer organizations - the personal skills that can be gained from working in non profits and volunteer groups have tremendous carryover value to work. Reach out to do something you have never done and never thought to do. It's stimulating. Be sure to stay current on the trade publications for your industry and/or your areas of expertise.

7 - Be a problem solver. Ever notice how many people are always ready to identify a problem, but seem to disappear when the talk turns to solutions? The problem identifiers seem to come out of the woodwork during downturns, but the problem solvers are the ones who grow - and they are a scarce commodity. And being a valued scarce commodity in a downturn - or anytime - is definitely career advancing.



8 - Inventory what you're good at - what others say you are good at - as well as what you feel are your strengths. Then build on those strengths. In downturns it's easy to fall into the trap of thinking in terms of scarcity - of what you don't have. All that does is lead to negative thoughts about self worth and ability.



9 - Stay in touch with people who you see as successful and centers of influence - at work and in your personal life. Learn from them - become a center of influence yourself. Read Harvey Mackay's book "Dig The Well Before You're Thirsty" on the importance of building relationships - and doing it every day, not just when all hell is breaking loose.



10 - Seek out things that provide motivation and inspiration. I have a friend who listens to bagpipe music on the way to work every morning - says it pumps him up - gets him ready to hit the ground running. Avoid people and programs and situations that provoke anger and negative emotions.



Come to think of it, these ten behaviors are valuable all the time, not just in a downturn. But they do take on added importance when times are tough. Take the time - right now - to see which of these success behaviors have value for you - and which ones need some work on your part. And then make this challenging time a time of personal growth. It will prepare you for the good times that are just around the corner.

Written by Andy Cox, President
Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com;Website:www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

Copyright 2009 All Rights Reserved

Where Success Happens

What does it take to be successful? What is success? How can I get there?

The best answer to the question of what is success is from Og Mandino: “ Success is meeting your goals.”

The answer to what it takes to be successful and how to get there is a bit longer: Success happens at that special intersection of passion, commitment, talent and persistence. Think of those four as separate paths that flow into one path – one powerful path that leads to success – in it's infinite variety. It's a special place, that path.

That special path is different for each of us. It has to be – everyone of us is so special and different in every one of those four requirements. But we all have the capacity to arrive at our own intersection – again and again. What an exciting thought - that each of us can combine and align our special attributes in such a way to be successful – as we choose to define success.

It's sad that so many people have had experiences that have taught them to be safe, to stay on the sidelines and watch, to hold their passions and commitments in check, to see how the wind blows. What an enormous waste of resources,on a personal level and on every other level. Those are the people that are the subject of Henry David Thoreau's statement: “ The mass of men lead lives of quiet desperation.”

It doesn't have to be that way.

The idea that there is the potential to exceed anything yet accomplished through a process of self discovery, discipline, commitment and passion is really exciting – and scary. What's really scary is that it lies within each of our capabilities to grow and reach that intersection and do it again and again in our lives. We can do it at any age, under any circumstance, at any stage – and it's not magic, it's not a silver bullet, it's not limited in any way.

Let's walk down each of these four paths and see how we can get them to join together to create a level of success greater than any yet experienced.

Passion is the first path for a reason. It's the emotion that leads to commitment. It's the feeling that comes from the heart and provides us with the strength to dedicate ourselves to people, places, things, ideas, processes. It's often the most difficult path to find, but once found, it can be the most sustaining and exciting. Passion is excitement, passion is enthusiasm. It's curiosity, it's wanting to share, it's that spark that lights the fire that leads to commitment. The path of passion runs very close to the path of commitment – their intersection is vital to creating the foundation for success.

Commitment comes in many forms. The qualities of commitment that we are looking for start with positiveness; the conviction that we are committing to a worthy cause; the belief that what we commit to will result in a positive outcome, and will improve our life and the lives of others. There is no place on our path for negative, destructive commitment. Positive commitment sustains, negative commitment corrodes and destroys. Commitment requires that special feeling of being part of something bigger than self. If there is a single tipping point on the path to success, it is when that feeling of total commitment occurs - when, as Goethe wrote:

Until one is committed, there is hesitancy,
the chance to draw back, always ineffectiveness.
Concerning all acts of initiative there is one elementary
truth,
the ignorance of which kills
countless ideas and endless plans:
That at the moment one definitely commits oneself,
then providence moves, too.
All sorts of things occur to help one
that would never otherwise occurred.
A whole stream of events issues from the decision,
raising in one's favor all manner of
unforeseen incidents and meetings and
material assistance which no man
could have dreamed would come his way.
Whatever you can do or
dream you can, begin it!
Boldness has genius, power
and magic in it.

Talent is the path where the rubber meets the road – where things can be done – where action to create success occurs. The belief that anyone can do anything if they put their mind to it may be true at one level, but at the practical level of creating success, it hinders more than it helps. An example: without good eye hand coordination and excellent depth perception, no one is going to be a major league baseball player - nobody. They don't have a piece of the puzzle – the talent - that is critical to success. If they persist in trying to a be a major league ball player, they're wasting their time. Some people learn that lesson the hard way. “Experience may be the best teacher, but only fools can learn by no other” is a harsh reality. Others find out what they are good at, and pursue success from that more powerful place. You can have a passion for and a commitment to baseball, you can manifest that passion and commitment as a spectator, as a sportscaster, as a grounds keeper, as a General Manager or a players agent, or as an employee of the team, but as a player – not. The talent has to be there to be successful.

The good news – and it is really good news – is that talent requirements can be identified, talents already present can be identified, and, in many cases, talents that need to be developed can be – it's exciting. Even more exciting is discovering a passion and a commitment that fits with your unique blend of talents – now that's special. Whether it's through experience, failures, successes, self discovery, or tools to help define requirements and capabilities, this is where the engine of success resides – in the talent to drive that passion and commitment.

And then Persistence, the centerline that keeps the forces generated in the paths of Passion, Commitment and Talent moving toward success. I have a framed saying from Ralph Waldo Emerson that I keep within view. It's a powerful message:

Press On

Nothing in the world can take the place of persistence. Talent will not: nothing is more common than unsuccessful men with talent. Genius will not: unrewarded genius is almost a proverb. Education alone will not: the world is full of educated derelicts. Persistence and determination alone are omnipotent.

Passion, leading to Commitment, fueled by Talent, and directed by Persistence – the formula for success. And in this time of uncertainty and bad news, it's so important to find or rediscover our passions and commit or recommit to them, develop the talent – the skills and abilities and motivators we need to make them happen - and then persist in meeting our goals.

That's the package. Now's the time. It's not easy – nothing worth doing ever is - but it's worth it – in so many ways. Have a great 2009, and the best of success to you.

Written by Andy Cox, President
Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com
Copyright© 2009 All Rights Reserved

How To Create Survival Tools For Tough Times

Tough times are a big part of what makes us successful, as survivors and leaders. Getting through them effectively and positively depends on how we treat that space. Our personal survival tools go a long way to getting us through tough times. Some may call them coping tools - they're much more than that. We're talking about tools to help us stay positive and focused and optimistic.

Developing powerful survival tools starts with the realization that what you expect is what you get. Think positive expectations and get more than your share of them. But most of us are conditioned to think pessimistically - to expect the worst outcome. Take a look at all the media inputs we get every day for one major source of our negative conditioning.

So how do we overcome all the negative inputs directed at us every day, and create our own survival and success tools? The answer to that question is a very personal one - every one of us has our own unique set of experiences, perceptions, values and attitudes, and they all drive how we will create our own tools. The important thing is to create your own tools, and keep them shiny with use.

Here are a dozen suggestions from many of the leaders we have worked with that have helped them with their tough times.

Realize that "this too shall pass." During tough times it's hard to see any light at the end of the tunnel. It's there - be convinced of it - but you gotta look for it and work toward it.

Avoid negative influences and their effects - the news, the toxic people you may have to associate with, drugs and alcohol. Seek out positive people and messages - wherever you can find them.

Express your goals and expectations in positive ways - focus on where you're going, not what you want to stay away from.

Know that giving in to despair and pessimism is very human - even the most positive do that. It's the overcoming of those emotions through action that lifts you up.

Ask for help. Realize that the highest order of relationships is interdependence. Most people are anxious to give - if we let them know by asking. We can't assume others know what is going on in our heads - they don't.

Give without calculating return. Nothing can help to get through tough times more than helping someone else get through their tough times. Giving comes in so many different ways - but you know it when you see it.

Don't compare. It's easy to fall into the trap of seeing others who seem to be on top of the world, and feeling envious toward them. A human emotion, but destructive. Realize that everyone of us carries around our own burdens - who are we to judge the weight of another's?

Kick start every day by creating positive space. A friend starts his days with high energy, positive music. He gets up with positive energy and a head start on positive emotions. I have written about Ray Stevens song "Everything Is Beautiful In Its Own Way." I hear that song and it just lifts me up - makes me smile - gives me a blast of positive energy.

Dream - just don't dream of things that never were or never will be. Dreams are a sign of hope - a precious commodity during the tough times we all face. As Rudyard Kipling wrote in his famous poem "If" - "If you can dream, and not let dreams become your master."

Start and end every day with a success - as you define success. The very act of getting up and getting going can be a success - each of us has to define what success is. But be convinced that in every day there are the seeds of success - and look for them. Exercise is a great daily success - it's personal, requires action, and results in physical well being.

Create rewards. They don't have to be big, but they are your own recognition of a job well done - a day well spent - fears faced and overcome. Many leaders find keeping a journal of accomplishments and challenges helps them reward themselves by writing it down.

If you see ways these suggestions can help during tough times - and - by the way - during non- tough times as well, then start using them today. Not a single dollar needs to be spent in order to use any of them. And if you would like to share your own ideas, I'd welcome hearing from you.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4100; E Mail: acox@coxconsultgroup.com; Website: http://www.coxconsultgroup.com/; Blog: http/::multiplysuccess.blogspot.com

Copyright 2008 All Rights Reserved

Plenty For Everybody - Project Team Success Depends On It

Project team success depends on a number of variables, but the one that shows up as most important involves the willingness of team members to collaborate. And collaboration requires a belief that there is plenty for everybody. And it's tough to spot as the reason a highly qualified, highly resourced, experienced, interdisciplinary team just did not click.

A story to illustrate, followed by eight recommendations for project team selection and success.

A client asked me to work with a team that just didn't meet expectations. A critical project, lots of resources, clearly defined roles, clearly stated objectives, experienced people that could see the problem from many sides, more than enough time and money resources and top management visibility; this team had it all. And yet, output just didn't meet what was expected - the team members agreed expectations were high, but achievable.

So what was the problem? In many of these kinds of situations there are any number of factors that can lead to poor performance. But lack of collaboration and sharing is always at or near the top. In this case, it was the single over-arching reason for the lack of performance. In this team of six high achievers were two that had been highly successful as individual contributors, but had little experience - or interest - in working in a collaborative setting. Their input was critical to the team, but they were reluctant to provide much, unless they received credit and recognition for their individual contributions. The other four members of the team were used to sharing, had been successful at it, and assumed all team members shared that value. Wrong. These two highly successful individual contributors saw the others as competitors - competitors for credit, recognition, rewards.

They really didn't believe there was enough for everybody. And because of that belief, there wasn't. Every member of the team ended up keeping their cards and self interest close to their vests, and little information and sharing occurred. Little leverage.

It only takes one or two negatively competitive types on any team to really screw it up. That had happened with this team.

I'd like to report that the two "not enough for everybody's" were turned around.. They weren't. They were released from the team and replaced by two people with the ability to collaborate and share - and the team ended up meeting expectations.

The belief that there is plenty for everybody is the cornerstone to collaboration and sharing. With the belief that there is plenty for everybody, there will be! Without it, there never can be enough. It's the difference between a glass half full or half empty. It's the difference between optimism and pessimism. It's the difference between sharing and hoarding.

So what to look for in project team members to ensure that collaboration and open communication will occur?

1 - It goes without saying that experience, education, industry experience, technical skills, are all critical - I don't care how collaborative and sharing someone may be - or how much they may believe there is plenty for everybody - if they aren't perceived as bringing "chops' to the table, they can't contribute, and the seeds of discontent may be sowed among the other members.

2 - Look for people who are successful and collaborative not only in their work, but outside their work as well. Collaboration skills can be learned, but instinctive collaboration and sharing provide a huge head start. There is no better way to build collaboration skills than to work on volunteer committees, boards, church groups, non profit organizations.

3 - Remember there is no "I" in "We." Look for how accomplishments sre described. Does the person refer only to themself, or are they generous in their recognition of the contributions of others.

4 - In describing accomplishments, spend time getting to the need for sharing and collaboration in their accomplishment. Are they aware of the contribution of others. Do they seek out individual contributor roles or roles requiring group skills and abilities?

5 - Get an example of when they were a good follower - what does that mean to them? How did they perceive their own performance in supporting roles to others? Have they demonstrated the willingness and ability to follow someone else, and be supportive?

6 - Look for people who participate in collaborative and team sports or activities - where the group is dependent upon each othet for success. This does not mean golfers and tennis players and skiers don't make good collaborative teammates, but basketball, football, baseball and softball team membership provide more chances for supportive and sharing behavior.

7 - Look for "givers" - people who contribute without calculation of immediate reward. An example of this quality is the mentor who gives to others without expecting promotion, publicity or a raise in pay.

8 - And once the selections for the team are made, institute a group recognition and reward structure - give the team credit and recognition. Picking out team members for special recognition is OK if something unique happens, but too much of that behavior can breed competition in the team - and that kind of competition reduces sharing and collaboration.

Look at your own beliefs and the beliefs of your organizations. If you see "me" behaviors - and you will, work to establish the belief that there is plenty for everybody.

Written by Andy Cox, President

4049 E Vista Drive, Phoenix, AZ 85032; Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: http://www.coxconsultgroup.com/; Blog: http://multiplysuccess.blogspot.com/

Copyright 2008 All Rights Reserved

Ten Ways Leaders Overcome Analysis Paralysis

One of the biggest challenges leaders have is to ensure that preparation and analysis add real value and provide the framework for action. The biggest enemy to action is analysis paralysis.

One of the most difficult habits to break is the habit of continuing to create and analyze choices long after decisive action should have taken place. Analysis paralysis is the graveyard of many organizations and careers. It's procrastination - on both the organizational and individual level - caused by fear of failure, fear of consequences, fear of not being thorough, fear of making a mistake.

Analysis paralysis results in too many choices. Too many choices drag down the energy, the time and the effort of all those who are part of the issue.

Here are ten ways leaders have ensured they and their organizations don't fall victim to analysis paralysis.

1 - Define success as the result of a cumulative process - built on a cycle of action, evaluation, improvement - then action, evaluation, improvement. Nothing creates fear - and analysis paralysis - quicker than to be told that whatever decision is made will result in failure or success - with no other possible outcomes. Creating a hardline success or failure situation will almost certainly result in careful - read lengthy - analysis and preparation. Define ideal outcomes and solutions and use them as guidelines in setting goals - just don't let the ideal be the only acceptable solution.

2 - The best course of action in the vast majority of situations is the one that "meets requirements." Save the "best possible" course of action for the relatively few high value, high impact decisions.

3 -Impose constraints - money, time, resources - that keep the focus on action, not on preparation and analysis

4 - Set up a ready, fire, aim behavior. Insist on enough information to act with a reasonable degree of confidence in the decision, and establish a measuring mechanism to allow for changes as they become apparent.

5 - Realize that simplicity and limited choices can be very liberating - they create a structure that allows for action, rather than a constant evaluation of ever increasing alternatives. Complexity is the partner of analysis paralysis.


6 - Value attitudes that place a premium on information - but information as a means to act, not as an end in itself.

7 - Insist on action at every step. Direction and priorities are created through goal setting. Accomplishment is the benchmark of success - not activity.

8 - Accept that mistakes are part of improvement. The biggest enemy of innovation and development is often the fear of making a mistake - or of being blamed for a mistake. A problem solving climate accepts mistakes as part of the process of improvement. It punishes non risk taking behavior, as well as behavior to cover up mistakes."If you're not making mistakes you're not accomplishing anything" is a belief in problem solving organizations.

9 - Adopt a "Principle of Good Enough " (POGE) attitude toward action. Software developers use POGE to act - knowing that the only way to implement and improve is to throw the switch - go live - measure the results and improve - and then do it all over again. Adjustments based on the results of action are an accepted part of the process - not an indication of failure.

10 - Keep progress reviews simple and frequent and highly structured. It's amazing how even the most worthy goal can become hostage to analysis paralysis - if it's left unattended by people in a position to see the bigger picture. Make course corrections a routine part of the process - an accepted and vital part of meeting goals. A question that should be asked in every progress review should be " "What course corrections do we have to make to meet this goal?"

Take an inventory - of yourself and of your organization. Ask yourself if the conditions for analysis paralysis exist - or if analysis paralysis is already hard at work confusing activity with accomplishment. Then use the suggestions from the leaders who contributed to this article to increase your personal and organizational competitive advantage.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: http://www.coxconsultgroup.com/; Blog: http://multiplysuccess.blogspot.com/

Copyright 2008 All Rights Reserved

How Leaders Create The Energy Essential To Success

Leaders know high energy individuals, workgroups and organizations create success. How to create and sustain that high energy is the key challenge leaders face every day.


The following behaviors and beliefs are keys that leaders we have worked with have found work to achieve consistent high energy with their people.


Leaders start with the belief that commitment unleashes energy and that compliance reduces energy. To the extent that their people feel committed to the goals of the organization, they will work harder, produce more and accomplish more than any group of people waiting to be told what to do. Compliance keeps people waiting for direction - it keeps them asking " What do you want me to do now?"


Leaders share knowledge and information, they don't hoard it. They want their people to know how things are going. They believe 90% of their people can handle the truth, but that 100% of their people are turned off by half truths and secrecy. Leaders practice the exact opposite of the "if knowledge is power, than the sharing of knowledge is a reduction in power" behavior of high control managers.


Leaders work with their people to create goals that align with the organization's goals. Then they keep the goals as simple as possible and work to have their people align their personal goals with the goals of the organization. And they fight to keep the goal process as simple and free of bureaucratic stuff as possible. They want goals to create energy, and not have process destroy it.


When leaders think they've communicated enough - they know they need to communicate more. Effective communication creates energy.


Leaders protect the time of their people. There are always distractions that can take the energy out of any endeavor. Leaders keep their people protected from the low value, time and energy eating things that invariably show up. Just as individuals need to keep their eye on the few important things, so must leaders keep their eye on the same few important things,


Leaders define what having "your eye on the ball " means. The purpose of goals - solid, real goals focused on contribution and accomplishment - keep the main things the main things - and make it easier for everyone to be energized and focused.


Leaders know action creates energy - lack of action sucks the energy out of any enterprise. Ever been in a restaurant when it's not busy? Bad time to be there - you might expect the best service and the best food, but it rarely works out that way. Come back when the place is really busy - and see a high level of service and energy and focus. Focused busy has a power all its own.


Leaders have high expectations of all their people - and they hold them to their expectations. Nothing is more demoralizing and sapping of energy than to have a manager indicate by words or actions that not much is expected. And guess what? When that belief is communicated - not much is accomplished. Nobody ever did anyone a favor by telling them to "take it easy."


Leaders demand that their people know what their contribution to the enterprise is and how it is measured, and how they are doing. And not just at the annual performance review. Leaders hold performance reviews all the time.


Leaders know the more open and communicative their behavior, the more authority, power and energy they and their people have. High control managers, on the other hand, fail to see that, and hold as much power as possible to themselves, and in doing that, they actually cede power to others, and don't tap the potential energy of their people.


Leaders protect the energy of their people from the negative 5 percent that show up - in even the best organizations. They protect them by taking swift action to either remediate the negative behavior, or, failing that, by getting rid of the negative 5 percenters. And not by simply palming them off on the next manager or leader.


Leaders incorporate these beliefs and behaviors into their every day work and play. They know that anything that requires constant special attention to keep going will fail. Only imbedded behaviors and beliefs have lasting value.



Review the behaviors and beliefs that leaders have shared in this blog, and see where you can add to your impact and create more energy with your people - and the people around you. Do it through action - today.

Written by Andy Cox, President

4049 E Vista Drive, Phoenix, AZ 85032 Phoenix: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: http://www.coxconsultgroup.com/; Blog: http://multiplysuccess.blogspot.com/

Copyright 2008 All Rights Reserved