Leadership and Life Coaching – Time to Get Serious

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I am so excited to start providing better content for your needs.

It’s time to roll up our sleeves and get serious about what is important.  The fundamentals that are important to you and valuable to your immediate world – and finally that in turn will become a benefit to our larger world; a human world where we find our path.  A world where we listen to the needs of others and become more effective at helping others and as a selfish benefit, we become more fulfilled in the process.

Are you ready?

I am.  I will be making mistakes along the way but with your input and feedback, we can make changes that improve lives – one step and one person at a time.

So, how do we do this?

First, we realize that we need a vision.  A goal.  There is no sense pursuing a path without understanding the objective.  The Why?

If we want to change in meaningful ways, then our vision must be clear.

How can we articulate our vision?  Many of us know that we want to be better.  We ‘feel’ that in our bones.  Yet we can’t express it with clarity.

In the next blog, we will start with ‘Clarity in Expressing Your Vision’.  Funny play on words but pertinent as we cannot guide ourselves or others until we have that objective completed.  Martin Luther King Jr. was able to express his vision.  As did John F. Kennedy, Steven Jobs, Richard Branson, Ghandi and the list goes on.

 

Enjoy life and see you soon. We are in for an afterburner ride to success and fulfillment.

Exciting Radio Interview

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Wow, the wonders of our internet age. I joined Twitter; gathered a following and followed others; made some connections and within no time, I have an interview invite from someone more than 3,000 miles away.

Domonick Domasky is an author and host of an Inspirational Talk show.  His friendly approachable character made the opportunity to share some stories a pleasure.  If you have time to sit with a cup of your favourite beverage, I invite you to listen in.

Just click on the Title below.

Taking Flight to Your Dreams.

Aviation is Now Normal – What a Pity

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I recently saw the trailer to the upcoming documentary, Invisible Highway.

I look forward to seeing the program as it is aligned with my deepest beliefs.  My love of flying, my gratitude to the pioneers and visionaries that have made the amazing strides in flying efficiency and wonder.  These men and women  have steered my  soul since I was a teen. It saddens me to think that most of us have become complacent, even openly critical about our air transportation system.

It is legitimate to feel frustrated if you have an expectation, however we also sadly miss the opportunity to be grateful.  We lose when we don’t make that marked effort to appreciate how fortunate we truly are. The fact that just a century ago our world had no ability to connect at these speeds and locations.  Today the masses have access to safer transportation and you no longer need to be in the elite or the daredevil class to fly.  This gift is only due to man’s curiosity, courage, tenacity and belief in a dream.  Let us continue to nurture these virtues. Let’s not lose out on the pleasure and fulfillment of gratitude.

Flying has come so far and it is moving faster and better at exponential rates.

Hang on for the ride.  I know I am.

Your Life – Painter’s Canvas or an Office InBox.

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Many of us seem to live our life as a never empty inBox.  Tasks stack up and we work through them.  Just when the pile is getting lowered, another pile of duties and problems roll in and we are forced to handle yet another crisis or mundane task.  This is hardly an appealing way to look at our lives and for many the option of breaking free from this drudgery seems hopeless.

But what if we kept these tasks. Continued to handle them and yet felt freedom and creative energy of a brilliant artist?

What?

I propose that we chose our state of mind

You cannot control what happens to you, but you can control your attitude toward what happens to you, and in that, you will be mastering change rather than allowing it to master you. ~ Brian Tracy

So how do we make this subtle but critical twist?

In aviation, we often complete repetitive tasks that require attention and precision but can become at times boring or laborious.  One of the joys of flying is that every trip or mission is different and even though many of the tasks may seem the same we have an opportunity to perfect them. Just as a musician makes a better example of her work each time she plays a piece, a pilot can see the results of his efforts at the conclusion of his flight.  A debrief will illuminate what went well and what could have been improved.

The best way I know to stay focused and motivated on each and every flight is to conduct it like I was given a blank artist’s canvas.  Each check, radio call, communication with the crew or timely switch selection is recorded like a painter’s brush stroke.  Some perfectly placed and others –  well ‘smudged’ at best.  The satisfaction is stepping back and looking at your completed piece at the end of the flight. What went well and what could have been improved.

So how can you turn your tasks from a dreary mundane inBox into a creative Canvas.

Remember, there are no shortages of canvases. Tomorrow, you will have more tasks and problems that challenge your creative gifts to solve.  Try to imagine them as a chance for you to paint a canvas that is a fine piece of art.  Attempt to execute the routine and the mundane in creative motivating ways that solve problems more elegantly and with less effort.  Perhaps benefiting more of those around you.

This perspective can change your outlook to your working world, whether at home, office or away.

Good luck on your new painting!

The Gift of Giving – It’s not for who you may think

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Growing up, I was amazed at how happy those that served others often felt. They seemed to have a truly inner satisfaction that the rest of us were missing.

I also wondered why I didn’t have a ‘calling’ like so many others to volunteer as willingly as I should.  What was I missing that led me to chose more self-centered pursuits?

Some research shows that people normally develop through 3 phases of maturity.

Dependant, independent and interdependent.

The first is obvious as an infant; we are totally reliant on others for our nurturing and survival.  Once we become able children we exert our independence – pushing away help and accepting the challenges on our own.

Finally, we realize that our needs are best met by enlisting the help of others to match up with our own efforts to produce a finer result.

So that may serve our needs but what about the needs of others?  What motivates us to reach out and help?

Ironically it may even be a selfish act.  Needed, altruistic and admired – but selfish all the same.

Why?

Because it meets our needs more than we can possibly understand.  By turning around the paradigm of looking after ‘me’, we find that joy, freedom, inspiration and satisfaction flow richly into our lives in ways that we never expected.

So how do we start?

  •  Observe.  People who need your help are all around. You know when you start to focus on any idea and it will start to appear all around you.  Just bought a new white car by Nissan?  Notice all of the white Nissan’s on the road? – so it is with people that could use a hand. Think about helping others and your thoughts will manifest the opportunity.
  •  Take action. Small at first, but make the first step. Say hello and then while assessing their needs, determine how you may help.  Ask, “Can I help you?”  It doesn’t have to be perfect, and you may meet rejection but above all don’t take it personal. Many in need don’t see it or don’t trust and they certainly are not in the most receptive state of mind.
  • Be Generous.  Your time – your money – your energy and maybe most difficult – your pride and reputation.  It costs to be generous – but as many will attest – it is more than worth the investment.
  • Tune out the radio station – WII FM  ‘What’s in it for me’.  When you truly give without expectation of return, you will soon find that the returns are not external.  They come from within. And when that happens, you have reached lasting joy that just can’t be derived from material or selfish means.

Like most pursuits, they take time to master. And the learning can be filled with ups and downs.  Know in your heart you are moving in the right direction and by taking small – real steps each day, you will meet your goals.  (And your needs!)

6 Steps to Better Decisions

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Where do we start with our decision making?  Have we thought about it?  Do we have time to think about it?  After all a decision is demanded of us  – and soon.

Identify the problem. Is there a problem? What are the threats. What is the timeline? Who and what will be impacted? In military terms we gather intelligence, identify the threats, determine axis of attack, assess environmental factors, determine the optimum ingress and egress routes and develop contingency plans.  This planning process involves information gathering.  Sometimes the problem is very simple – or it can be dreadfully complex.

Here is an example of 6 steps.

  1. Identify the objective
  2. Evaluate the threats
  3. Analyze the options
  4. Chose the best course of action
  5. Execute the decision
  6. Record, evaluate, debrief

These may seem like a  military style list for decision-making, yet we can easily use it in our own lives and the principles still apply.

  1. First you need to understand what it is that the decision pertains to, i.e. your understanding of the problem and the need to make a decision.  Look ahead and attempt to predict what impact will occur if no action is taken.  This provides the motivation to move to the next steps.
  2.  Intelligence gathering is the method that Militaries analyze and evaluate the threats.  As we have now analysed the problem and decided that some action may be necessary, we need to gain as much ‘intel’ as possible in the context of making the best choice in our decision.  Threats are not only enemy defences but can include environmental conditions, equipment and training limitations of our personnel, communication limitations or anything that can have an impact on the outcome of our actions. Time becomes an element that limits your research. However, overlooking this step is the biggest cause of failure and regret down the road.  How often have we seen the consequences of poor decisions where the subject uses the feeble excuse of ‘I didn’t realize that?’
  3. Analysis – aah, death by analysis.  It can be paralysing.  In our example, we simply weigh the value of each factor.  Environment, resources, risks and benefits all play into our judgement.  This third step has 3 subsets.
        • a. Weigh the relevant factors. This assures that we are giving appropriate priority to the elements that impact each choice.
        • b. Next you need to consider how the factors that impact your decision. This includes even the lower priority factors in (a.)
        • c. Finally, evaluate the benefits and risks of each choice available.
  1. Choose. This is often the most difficult for many.  Choosing. Did you analyze correctly? Are you missing key information? Did you consult and collaborate? If you have doubts on these questions then it will be an anxious choice indeed.  The less time available, the more you need to leverage your research by enlisting the help of others. We often think and behave with the philosophy that we can’t afford the time to ask others.  Be careful. Is that true or are you simply afraid they may not agree with your prognosis.
  2. Action. It’s time to ‘shoot the puck’.  You will never know whether your choice is correct until it turns into action. This will lead to a best option and finally the act of taking action on your decision. If you are still hesitant at this crucial time, I suggest that you ‘trust your gut’.  I have used this many times when I have dilemmas and the analysis doesn’t provide the convincing argument.  I simply lie back on a bed, with hands at my side and eyes closed.  I imagine or visualize either option, and try not to argue the benefits or risks. I simply ‘feel’ the effects of each scenario.  It often becomes crystal clear in a matter of seconds.  (Disclaimer – It has worked for me.  I make no claim you will have the same results or your decision was best with this method).  That said, it is an amazing feeling to have that clarity when it happens.
  3. Debrief. Many people fail to take this opportunity. Post game analysis is essential to making better choices in the future. It warrants your time and effort. If you were successful, the serotonin kick your body provides you and your team is worthy of celebration. You should also capture all of the factors that helped you in that choice.  If it was the wrong decision, you have just created a fabulous learning opportunity.  Great leaders, inventors and creators have all failed and often.  Don’t cheat yourself.

It’s OK to make a wrong choice. Guess what? We’re human! Let’s just make sure it wasn’t as a result of poor effort. The secret is to practice making decisions. That sounds strange but the impact of making deliberate decisions following these steps will make you better and better at ‘knocking them out of the park’.

 

 

 

 

 

 

 

 

Where do we start with our decision making?  Have we thought about it?  Do we have time to think about it?  After all a decision is demanded of us  – and soon.

Identify the problem. Is there a problem? What are the threats?  What is the timeline?  Who and what will be impacted? In military terms we may gather intelligence, identify the threats, determine axis of attack, assess environmental factors, determine the optimum ingress and egress routes and develop contingency plans. This planning process involves information gathering. Sometimes the problem is very simple – or it can be dreadfully complex.

Here is an example of 6 steps.

                  1. Identify the objective
                  2. Evaluate the threats
                  3. Analyze the options
                  4. Chose the best course of action
                  5. Execute the decision
                  6. Record, evaluate, debrief

These may seem like a military style list for decision-making, yet we can easily use it in our own lives and the principles still apply.

                  1. Identify. First you need to understand what it is that the decision pertains to, i.e. your understanding of the problem and the need to make a decision. Look ahead and attempt to predict what impact will occur if no action is taken. This provides the motivation to move to the next steps.
                  1. Evaluate. Intelligence gathering is the method that Militaries analyze and evaluate the threats. As we have now analysed the problem and decided that some action may be necessary, we need to gain as much ‘intel’ as possible in the context of making the best choice in our decision. Threats are not only enemy defences but can include environmental conditions, equipment and training limitations of our personnel, communication limitations or anything that can have an impact on the outcome of our actions. Time becomes an element that limits your research. However, overlooking this step is the biggest cause of failure and regret down the road. How often have we seen the consequences of poor decisions where the subject uses the feeble excuse of ‘I didn’t realize that?’
                  1. Analysis – aah, death by analysis. It can be paralysing. In our example, we simply weigh the value of each factor. Environment, resources, risks and benefits all play into our judgement. This third step has 3 subsets.
                  • a. Weigh the relevant factors. This assures that we are giving appropriate priority to the elements that impact each choice.
                  • b. Next you need to consider how the factors that impact your decision. This includes even the lower priority factors in (a.)
                  • c. Finally, evaluate the benefits and risks of each choice available..

 

                  1. Choose. This is often the most difficult for many. Choosing. Did you analyze correctly? Are you missing key information? Did you consult and collaborate? If you have doubts on these       questions then it will be an anxious choice indeed. The less time available, the more you need to leverage your research by enlisting the help of others. We often think and behave with the philosophy that we can’t afford the time to ask others. Be careful. Is that true or are you simply afraid they may not agree with your prognosis.

 

          1. Action. It’s time to ‘shoot the puck’. You will never know whether your choice is correct until it turns into action. This will lead to a best option and finally the act of taking action on your decision. If you are still hesitant at this crucial time, I suggest that you ‘trust your gut’. I have used this many times when I have dilemmas and the analysis doesn’t provide the convincing argument. I simply lie back on a bed, with hands at my side and eyes closed. I imagine or visualize either option, and try not to argue the benefits or risks. I simply ‘feel’ the effects of each scenario. It often becomes crystal clear in a matter of seconds. (Disclaimer – It has worked for me. I make no claim you will have the same results or your decision was best with this method).
                1. That said, it is an amazing feeling to have that clarity when it happens.6.             Debrief. Many people fail to take this opportunity. Post game analysis is essential to making better choices in the future. It warrants your time and effort. If you were successful, the serotonin kick your body provides you and your team is worthy of celebration. You should also capture all of the factors that helped you in that choice. If it was the wrong decision, you have just created a fabulous learning opportunity. Great leaders, inventors and creators have all failed and often. Don’t cheat yourself.It’s OK to make a wrong choice. Guess what? We’re human! Let’s just make sure it wasn’t as a result of poor effort. The secret is to practice making decisions. That sounds strange but the impact of making deliberate decisions following these steps will make you better and better at ‘knocking them out of the park’.

Leadership and the Responsibilities of Authority

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Leadership is a great topic for discussion.  Like it or not, we are exposed to many examples of leadership (or lack of it) in our daily lives.

So when we look at the highest level of who we call “leaders”, it is often with wonder and occasionally with contempt.  Why is that?

The responsibility of someone in authority carries a heavy burden and they are held in great accountability.  As social animals we accept that we sometimes require someone in charge. That individual who has the skills and competency to carry us as a group through challenging times.

The head of state – Prime Minister or President are the most obvious examples. They hold the power to direct the outcome of their peoples.  Their actions are viewed with a critical eye.  The perception held by their followers can have a profound outcome on their success.

As the previous post suggested, leadership is within all of our reach.  But being designated as ‘The Leader’ is often a positional assignment – or authority.

This authorization to hold a position and influence the outcome of an organization or even a society carries massive responsibilities.  Unlike the leadership practices that many of us provide to our immediate subordinates, peers or children, these high level assignments do not permit one to make errors without great risk.

Positions of authority often require the leader to take action without all of the information.  In Military terms, a General may be only given certain pieces of intelligence and must use every bit of knowledge he can muster in the time provided to be decisive and accurate.  ‘Risk management or the fog of war are terms that relate to what occurs for CEOs and Presidents and occasionally even those in lesser positions of authority when timely action is required without the benefit of full background intelligence or knowledge.

So, how does one become competent at holding positions of authority?

One way is to practice making decisions. This sounds odd but we conduct decision making everyday. We just don’t think about it. Good leaders, learn from their decisions. They practice this art and analyze what works and what doesn’t. They also appreciate the impact of their decisions. Not only on the objectives but also on the emotional impact of others.  This is not a ‘touchy – feely’ kind of emotion.  All people make their decisions based upon emotion – even if we couch it with terms like logic, analysis and objectivity.  The final action to execute a decision is an emotional one and – like it or not – it follows with an emotional impact on ourselves and on others.  Marketing people understand this.  They know that even if you decide to buy a beige Volvo for all of the safe and logical reasons; the purchase is an emotional one.  Successful leaders also recognize this.  That is how many of them have been able to influence their armies and their masses throughout the ages.

So I suggest you can practice and be conscious of your decisions.  But by all means make them.  Pilots are well trained in decision making and this serves them very well both in the air and on the ground.

Our next topic will bring some insight into what Maj Gen Perry M. Smith, retired USAF would term ‘Big Leadership’.

Management vs. Leadership

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Managers as leaders?  Of course they are.  But so are many others in an organization.  It’s been said that managers look after things, and leaders look after people.  Logic might suggest, that if the tasks don’t involve other people, then there is no requirement for leadership.

Now Stephen Covey relates a great story in his book The 7 Habits of Highly Effective People –a group is tasked to clear a path through the jungle.  The manager organizes each task such as sharpening machetes, removing brush and making schedules for the workers.  The leader climbs a tall ladder and looks over the top of the canopy.  After scanning the horizon, he shouts down, ‘Wrong jungle!”  To which the manager replies – “Shut up – We’re making progress!”

This story illustrates a somewhat narrow perspective of how a manager may doggedly work to carry out an assignment without questioning the purpose, goal or even its effectiveness.  But this is only one example of the difference between the leadership and managers.

The role of manager is an assignment giving one authority over others.  The purpose is to organize and direct all resources – including people – to complete tasks efficiently.  Management is based upon the assumption that once more than a few people are assigned a task or objective; there is a requirement to have an individual with authority to direct activities.  For example in the army you may have a fire team of a few soldiers working independently. Once they require more soldiers, a supervisor – corporal is assigned to lead a squad of say 8-13 soldiers. When several squads combine they require a Sergeant for a platoon and so on. The terms and numbers may well vary among nations.

The second perspective is that all people are at times leaders and they don’t need formal authority to exercise this skill.  For example, we all have a way of leading others within our ‘circle of influence’.  An example may be when we help a fellow worker, or set an example by taking initiative that gets noticed by others. These can have an impact and may inspire others to take action.  This influence of changing other people’s behaviour not often credited to good leadership – and yet it may occur at almost anytime that we are in contact with others.

So, managers are leaders.  But as my son once told me when he was only 12….”Dad, just remember you’re ‘special’ and ‘unique’ – ….. just like everybody else”.   Next time you have a chance to observe a manager (or anyone with authority), notice how they perform.  Do they rely on their authority or their leadership? And how easy is it for others to recognize the difference?

In the next topic we address how we often think of leaders as people in power and control.  And yet this may only be a result of their given authority.  We will discuss the responsibilities of authority.

Leadership – the Civilized Animal

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Why is it that we deny our animal instincts?  Is it that we feel superior to the beasts in this wonderful world?

What natural behaviours can we observe in animals that help us reflect on our own desires – and ultimately our behaviour?

For leadership, I suggest we look at a variety of  ‘social animals’.  It is in this context that we may discover why we feel and react as we do when it comes to leadership.

Some speakers such as Simon Sinek articulate this point with great clarity.  His TED talk resonates with my own values on leadership.  Perhaps it is because I have been cut from the ‘Fighter Aviation’ cloth where leadership is valued and cultivated throughout our professional lives.

But it is the animal world where we can observe how the pack instincts behave for the benefit of the many.  Whether this is in our community, family, business, or educational institution, we have a natural behavioural instinct and thus organize our structures to support leaders and followers.

When we stray from these natural behaviours and patterns, we quickly discover that we are falling ‘off purpose’.  Our performance suffers and our harmony stumbles and ceases to resonate with the safety and success of our collective wellbeing.

What leadership behaviours do you find in your organisation that emulate a wolf pack?

 

 

Ladies & Gentleman, This is uh – your Pilot?

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It is a little humiliating to share my first P.A. with you as a new pilot with Air Canada.  Being a Fighter Pilot, this skill was not part of my portfolio.  You can imagine, I was anxious to do it just right. The plane was a Boeing 727 and I was the third pilot.  Sitting sideways as a Flight Engineer wasn’t the biggest thrill after the ethereal excitement of flying F-18’s but it was a starting position in a great new career.  Our 137 passengers were enroute from Ottawa to Edmonton and I was going to provide them with an update on our route.  Being prepared, I wrote my script about an hour early so I would have time to practice and complete my many systems checks prior to the grand oration.

 

‘Ladies and Gentlemen, boys and girls, I would like to give you an update from the cockpit.  We are at 35,000’ over Lake Winnipeg and our time to destination is 2 hours and 10 minutes. The latest weather is … blah blah blah.’

 

It was written, read and rehearsed in my head until I was certain I would do the company and most of all my entire crew, proud.  So, time passed and I eventually picked up the mic – and gave it my best.  I was quite proud, as it went well with no uhhs and or lengthy pauses. I even did the translation into French.  So feeling relieved, I continued my duties and light conversation with the other two pilots.

 

Then the flight attendant came up and asked if we had a map.  A map?  We’re pilots! Of course, why would she ask that?  They were actually aeronautical charts but they provided us our position and we knew exactly where we were.  This was before GPS, I might smugly add.  Then she said, never mind – it is just there is a German tourist onboard and he thinks of himself as a pretty good navigator and wondered where we were.

 

When she left, I leaned forward to glanced outside from my heavily instrumented side panel console.

 

My heart sank.

 

We were not anywhere near Lake Winnipeg – yet!  I had picked up my personal script early and rattled it off while over the numerous tiny lakes of Northwest Ontario.

 

I can’t remember if I confessed my error to the others. I think I did and they laughed it off – but I never forgot that day.  Could that be a lesson for prepare and then prepare again? Or was it simply a lesson to prepare, then sit back and assess all of the environmental and external variables before pick up the mic?