Kill big furry thing or die

Teamwork first became a necessity back when the caveman realized a mammoth was just too dang big for one guy. A common goal of the cavemen was survival. It was clear, beat the mammoth or starve to death. Starvation being a horrible death, leaders of the time were able to motivate the rank and file to success with simple logic, "kill big furry thing or die."

Today, working together to achieve goals is still just as relevant, life is just much more complex. Teams still attack the proverbial mammoth but each individual member's perceived gains and costs are as varied as stars in the sky. We humans have progressed! To experience ultimate success leaders of today must realize "food in tummy" leadership cannot be the only motivator.

Today's human has so much more to worry about. Individuals are actually concerned about such trivial things as how we look in a pair of jeans to things we can't control like world peace. It is the things individuals have a hard time conquering which require a team effort to complete. I will bring together many of the processes required to focus a group of individuals to realize a common goal. First, we must understand what it is that makes us tick.

The Human Element

For the most part, all humans are nuts (it seems only those who complain are on medication). Emotional variances occur with the slightest stimulus. We can go from happiness to rage in the time it takes for the soda machine to produce the product you didn't expect. We start each task with a set of expectations then it seems we spend the rest of the day modifying those expectations depending on the result till we end the day with a perceived win. Nobody likes to lose!

What separates us from every other living thing on the planet is the ability to reason. Left to our own devices people go off in millions of different directions placing a value on each idea or thought. The value can change depending on the current event surrounding the idea or thought. The value someone places is actually the gain to be expected. We prioritize our perceived gains based on personal need and our desire to be accepted by others.

Perceived gains manifest themselves on a continuous basis. First, as fast as our brain can process information we are bombarded with a series of "could I's?". Could I scratch my head? Could I eat the sandwich? Could I look at the clouds? Could I answer the phone? Could I... well they are endless and ever present. Each "could I" is then met with a process of thought to determine what the gain will be when completing the action.

Cost is the amount of effort either emotional or tangible someone is willing to spend to realize the gain. If cost outweighs the gain then the person will not expend the energy. We do cost analysis for every voluntary action we attempt.

A military person standing in ranks for an inspection will sometimes have an itch on their nose. After the "could I scratch" a number of considerations may present themselves. "If I do's" and "what happens when" now fill the brain. Things such as possible embarrassment to themselves or letting down their unit by breaking rank may outweigh the gain of itch relief. If it does the military member may let it go. The itch becomes worse, the same thoughts continue and an alternative presents itself, the person wiggles their nose. No relief, the itch gets worse. Two different results may occur. Itch or not. If the person chooses itch, it is only because the person determined the possible embarrassment to themselves and their teammates was less cost than the itch itself.

Effective leaders understand the concept of cost and gain. The problem most effective leaders have is understanding the difference between their own determination of the gain or gains and what the subordinate believes. Misunderstanding what the perceived gain or gains of the subordinate will likely lead to frustration and various degrees of failure.

We are also created with the desire to be accepted by others. Everyone cares about what others think to some degree. Rather someone wants to raise the smartest children, have the nicest yard, or sell the most products, all of us have some level of competitive spirit.

The competitive spirit is essentially the pilot light for the fire inside which is a major factor we utilize when determining gain. Influencers, such as the belief certain actions could provide us a sure promotion or a perceived increase return on our investment, will manipulate our process of thought and drive us to spend more of our emotional and physical capital on those actions.

Leadership.

On the most basic level, the skill sets of a salesman and a leader are the same. A salesman inspires you to buy something you didn't necessarily want, and the leader inspires you to accomplish something you didn't necessarily want to do. In the pecking order of life people would rather be referred to as a leader than a salesman. As a matter of fact, a leader is at the top and salesman is somewhere near the bottom between politician and lawyer. Much of this perception is driven by the belief that a salesman does it for personal gain and the leader does it for the benefit of the organization.

If you ever attended basic fire-fighting in the Navy, you know fire burns because the three elements of heat, oxygen and fuel are present to some degree. It is referred to as the fire triangle. The more balanced the three elements the more brightly the fire will burn. Each person's internal fire to succeed will burn its brightest when the example of the fire triangle is applied to how you lead. Heat refers to accountability, oxygen is training, and fuel is the incentives. When applied at the right levels with consistency and fairness, there is enormous potential to be realized.

Accountability - When a subordinate fails, ensure you take the time to also do some self-evaluation. Single person failure or total workforce failure? How your workforce performs is a direct reflection on you. How an individual performs can be a symptom of personal disturbances - fact find; don't react, think first, and then act.

Incentives are a tangible way to develop expectations and ultimately reward or acknowledge the performance the leader seeks. Reward those who exceed, congratulate those who meet, and encourage those who strive to meet your expectations. Never reward failure!

Integrity.

Take the high road the view is always better! Some days things are going to go in a direction you haven't planned for. You will have opportunities present themselves which you know are the wrong way to do business. Remember, we are defined by what we do with things we can control and how we react to things we can't. Having the courage to do what is right not always the easiest path - set the example!

Remember, positive thinking will add years to your life, and before you can make a difference in other people's lives you must first start with your own.

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