Push for Growth

PUSH FOR GROWTH

Is Growth for the Sake of Growth What You Really Want?

Leaders everywhere are struggling to find the best way to satisfy customer needs while maintaining a reliable, skilled, and engaged workforce.

I recently met with Bill, a client of mine, and asked him this clarifying question, “Can you tell me why you bought out three other companies in the past year and a half?”

Bill is the owner, and president, of a service company he started 25 years ago.

 “That’s simple. To grow,” he replied.

“Why do you want to grow?”

“Why not? Growth is good.” He smiled at me in a patronizing way that indicated he wasn't sure why he'd hired someone who didn’t understand such a simple concept to help his company.

 “Well,” I replied, “here’s the reality. Since you started this growth campaign, two long-time key leaders who were instrumental in the success you enjoyed in the decade and a half before you decided to acquire these companies, have left. Two of your three remaining top-level managers don't trust each other and are in constant conflict. Most employees fear one and feel sorry for the other. They're burned out; many are thinking of leaving and have resigned themselves to do what they need to survive and nothing more. Finally, a large number of customers have closed their accounts in the past six months. Let me ask you this, have the results of the changes you’ve made met your expectations? Is this really what you planned to do?”

Bill didn't respond because he didn't like being asked those questions. I wouldn't either. But, we both knew the answer was, “No.” He was learning the hard lesson that growth for the sake of growth is no more effective at helping you get what you want than punching yourself in the face because you want to know what it feels like to punch someone in the face.

Change is NOT Evil!

Neither is Bill. He really did want to make positive changes. He certainly got changes just not the ones he really wanted.  Successful change happens for organizations because of one, or more, of the following reasons:

1.  Relationship Dynamics- People connect with each other when they see a net-positive value-proposition in doing so (intrinsic, extrinsic, or a combination of both) and they adjust their level of investment according to the value they get out of it in relation to their expectations.
2. Innovation- Someone does something new and different that creates the potential for a redistribution of one or more resources in a given culture, community, or market.
3. Growth- Someone seeks the prospect of meeting the needs of more people than they have in the past.

The order of the three points listed above is important… critical actually. There is a very strong human tendency to want to cut around the process and get straight to the good stuff. It’s easy to see that growth can lead to more mutually beneficial relationships, more business. More business can mean more profits so that’s where we think we want to focus.

The Change-Pull Effect

There are two fundamental problems with trying to create growth for the sake of growth:

1. It undermines the ability to deliver a net-positive value for all key stakeholders involved because it assumes no considerations are necessary to continue to meet their needs before growth-focused action occurs.
2. It assumes innovative solutions that will redistribute resources in a mutually beneficial manner for all stakeholders involved will just happen.

So, in the case of Bill’s company the desire for growth created different and new behaviors (purchasing new companies with the prospect of serving more customers) that resulted in a net-negative value delivered and over time the various stakeholders engaged less at variable rates. Some key leaders and customers divested completely while others adjusted how they related to each other and the company.

Bill and his company were experiencing problems caused by the “change-pull effect”. It happened when Bill created a vacuum through self-serving changes in how his company operated expecting everyone to adjust and fill in the gaps. It’s a technique…not the recommended technique…but a technique, just the same. What typically happens is: Growth pulls away from the innovation because the affected stakeholders perceive they’re being excluded so they resist. They pull back.

The whole point is, real mutually beneficial relationships are magical- When one occurs, every stakeholder involved walks away from interactions, transactions, and situations feeling like they've gotten more out of it than they put in. See? Magic.  It’s the reason why you can’t skip past the relationship dynamics; the magic will be lost.

The change-pull effect doesn't only happen during acquisitions; it can also happen when an organization attempts to launch new products, new, services, new customers, new locations…any time changes are made to grow for the self-serving sake of growth.

When You're at Risk

• The best time to stop, listen and adjust is before you create negative pull-change effects. In other words when this kind of conversation happens:

Any employee- “How-are-we-going-to…”

You- “We’ll figure it out.”

Any employee-“I just wish we'd think this through first.”

• The second-best-time to adjust is as soon as possible after you’ve created negative pull-change effects.  The conversation will probably sound like this:

 Any employee- “Now that we've,  <>, how am I supposed to….?”

You- “You’ll figure it out” (See what you did there? Your employee does.)

Any employee- “OK, I'll do my best but I just wish we’d thought this through first!” 
(Thinks to self: “In the end, I'll have fixed the problems they created and they'll get all the credit. Maybe this isn’t the best place for me.”)

The Solution: Create Push-Change Effects

The solution for Bill, and people who have created similar punishing change-pull effects in their own organizations is…more change. But, here the change must begin with them. They need to change how they think so they can create positive push-change effects for their key stakeholders which will create opportunities for growth. Here’s how they can do it:

1. Focus on the needs of the people they wish to serve and seek to understand the gaps between those desires and the value the organization can currently deliver.
2. Closing the gaps identified in #1 takes innovation- new and different decisions, behaviors, tools and processes. When innovation creates more efficient use of resources the capacity to serve is increased and the conditions for successfully meeting the needs of more people are set.
3. Grow by seeking new mutually beneficial relationships and then reap the additional profits.

The solution may seem like it takes longer to get what you really want than just seeking growth for the sake of growth…because growth is good. But, it doesn’t. Just ask Bill. He’s got a lot of work to do now…relationships to mend.

Have you experienced the Change-Pull Effect before? Share your story and what you learned from the experience in the comment section below! Be a part of the conversation!

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ABOUT THE AUTHOR: Tom Eakin is the author of Finding Success and the Success Engineer at BoomLife. LEARN MORE ABOUT TOM...

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The Math Behind Integrity

How Value Propositions Really Work in Relationships and Success

When I was a kid, my parents always told me integrity is "doing what you say you will do." 

When I was in basic training, I remember the Drill Sergeants insisting integrity is "doing the right thing, even when nobody is watching." I'd ponder this sentiment as my cohorts and I stared down at the puddles of sweat forming below while we collectively did push-ups in penance the impudent act one of our own committed.

Neither definition is wrong. But, I've always believed both left some important questions unanswered, like:

• Do I really know the right thing to do in every situation?
• Do I even know why it's the right thing to do?

What the Dictionary tells us:

Integrity (noun)

 1. adherence to moral and ethical principles; soundness of moral character, honesty

2. the state of being whole, entire, or undiminished

3. a sound, unimpaired, or perfect condition

What does it mean?

It's simple: The only way to have integrity, to achieve a state of being whole, is to consistently personify each of your values (a.k.a. virtuous, "moral and ethical principles").

Think of your values as pieces of a puzzle and "of your life as a puzzle. You create and form the pieces that fit together to create the whole. If you don’t give each piece the attention it needs, it just won't fit into the others. You may have the pieces, you may understand that you need them, but because they don't fit, they leave empty spaces in your life until you give them the needed attention." (From Finding Success)

The point is, every human being knows who they really want to be. That ideal person is defined by a specific set of values, each of which have meaning and together make up a potentially integrated whole.

In any situation, when our decisions and actions are focused on personifying each of our values integrity is sustained regardless of the results. 

Our Biggest Challenge

The external results we seek have a tendency to distract, or divide, our thoughts, decisions, and actions from our values. When that happens, we cannot have integrity because the person we really want to be, is compromised, the whole becomes disintegrated to some extent.

The Simple Solution: Expand Your Definition of Success

Expand your definition of success.

When making a decision, always remember that there is a difference between success and values-driven success.

Success is getting what you want (desired external results).

Values-driven success is getting what you want and being the person you want to be. Here's the catch, you can't really get what you want if you are not first the person you want to be.

The Problem Begins With the Least-Best Question

Our problem with integrity happens when we ask ourselves, "How can I get what I want?"

The question, itself, directs us away from the direct path to the person we really want to be. It begins to divide our thoughts, decisions and actions from the words we would love others to use to describe us. It creates the least amount of value for us, especially in our relationships with others.

The Best Question 

"How can I get what I want and be the person I want to be?"

The secret sauce is to consistently choose to do things that reflect every one of our values. I call it Values-Driven Thinking. Add a dab to every decision and the results will taste much better.

Why Values-Driven Thinking is So Critically Important

• Values-Driven Thinking helps us to consistently prioritize values over results: the person we want to be is more important than the things we think we want to get.
• Potential results (rewards or punishments) either motivate or coerce.
• Values inspire!
• Values-Driven Thinking provides an indestructible foundation from which we can always build.
• Conviction will drive us to keep working at getting the results we want. Getting what we want, in and of itself, is not the problem. 
• Results are temporary and can be changed if we keep trying.

What the Math Looks Like

Let's break down the equation:

Words = The words you want people to use to describe you and the actions you take; your values and the "moral and ethical principles" they represent. These words represent the value proposition you promise.

Acts = The things you do. How you create and deliver value for yourself and the people who are important to your success.

Nothing = Zero distracted thoughts + Zero divisive decisions = Zero compromising actions.

You cannot be "whole, entire, or undiminished" if anything divides your values from your actions. People see the gaps between the value proposition you promised them and the value you deliver. So can you, my friend, let's be honest. You're not hiding anything from anyone.

It Appears We Need To Be Perfect. That's impossible!

It truly is impossible. So, let's look at the solution to this problem in terms of whole and partial numbers. Math has a solution for less-than-whole numbers- it's called the decimal.

If perfection = 1, then any solution less than perfection is a part of one. So, we may be 0.82, 0.25, or even 0.98 of the person we really want to be.

The question is, could we even round-up to get to 1 from where we are today? And, how far is the distance between the person we are and the whole definition of who we want to be? 

Don't get confounded. The important question here isn't, "How can I be perfect?" That question has way too many rabbit holes. The critical questions are:

• "How close am I to the whole? How far away from 1?  
• That question leads to to the next, "What do I need to do now that I know I'm not equal to 1?"

Rounding-up is a neat trick, but it's not the solution you really want.

How to Make the Math Work

Nobody is perfect. Perfection is not possible. But, we can keep driving toward it.

1. Identify and define your own values. Answer this question:
• What words do I want to use people to use to describe me and my actions?
2. Ask yourself the one question that will lead you toward values-driven success:
• How can I get what I want and be the person I want to be?
3. Check your math afterword:
• Did I get what I want?
• Was I the person I want to be?
• This answer tells you if anything divided your words from their actions.
• Can you round-up to get to 1 and what is the value of the gap?
4. Make incremental changes. Remember, nobody's perfect and it's a journey. So, when you recognize the gaps, make a plan for the future. Don't beat yourself up. Look ahead. Ask the question.
• What can I do differently next time to get both?
• How can I decrease the gap between me today and 1?

Do you believe others recognize can gaps between the value propositions you promise and the value you create and deliver? If so, do you think it helps or hinders your relationships with them?

What does "driving toward perfection" mean to you?

Can you close the gap without assistance and guidance from other people?

Become a part of the conversation! Share your thoughts and responses to these questions! Or, maybe there's something I've missed here, you can help me become a better communicator.

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ABOUT THE AUTHOR: Tom Eakin is the author of Finding Success and the Success Engineer at BoomLife. LEARN MORE ABOUT TOM...

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Why People Give More and Why They Don't- A Love Story

I Searched for a Decade for an Answer to This Question

As a Ranger and Combat Engineer Officer, I learned how to make values-based decisions every day…even when it was really hard…especially when it was really hard.  In that culture, success absolutely depended on relationships and trust.

Later, I learned that success in the corporate culture was often limited by the desires of the individual and for years my frustration with that attitude drove me to seek a solution. If I had a dollar for every relationship I messed up trying different things...

I didn't realize it at the time, but I was constantly asking this question, "Why were the soldiers I served with so much more willing to give such tremendous effort and serve so selflessly when so many of my corporate colleagues who were making so much more money were just putting in their time?"

The Answer Finally Came to Me In a Book

In 2012, I read a story in the book, They Fought for Each Other, by Kelly Kennedy, and I was soon able to put all of the pieces of the values-based system that had been floating around in my head for years. It was a true story about  a soldier named Ross McGinnis who saved the lives of his friends by purposefully blocking them from the blast of a grenade that was inside their vehicle. I later analyzed a part of McGinniss' story in my own book as an example of someone who finds inspired values-driven success.

Kennedy is so genuine in telling the stories of McGinness and his brothers in Charlie company as they help each other live through a series of devastating experiences that I'll leave the details to hear. I highly recommend her book. If we want to grow as human beings, we need to read stories like this one, stories about real human beings that break our hearts while reminding us of the spirit that drives people to do incredible things.

Every soldier wonders if they'll do what it takes to do what their friends need them to do when it matter most…especially when it’s really hard.

If You're Struggling With Following Me So Far, Here's Why

People have asked me many times, “How can such a tragic story possibly illustrate the real meaning of success? He was killed! Nobody wants that!” And, they wonder, "What does a story about soldiers have to do with success in business, anyway?"

I get it. It doesn't appear to be a very good example. But appearances can be deceiving.

So, I reply, "Think. What words would you use to describe Ross’ actions?"

They invariably use words like Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage (These words, by the way, are U.S. Army Core Values) and others like them. I hear words which any human being would want others to use to describe them even more than they'd like to hear themselves defined by their job title, the company they work for, how much money and power they have, the car they drive, the clothes they wear, etc. You know, all the things that appear to be measurements of success in our culture. 

But, the reason why Ross did what he did was much more significant.

Why Did He Do It?

What Ross McGinnis sacrificed his life for was LOVE. You see, every virtuous value leads back to Love.

Ross saw the grenade go into the Humvee. He tried to keep it from getting in.

He could have jumped out immediately after alerting everyone. He’d done his duty, right?

But, McGinnis recognized that no one inside the vehicle saw the grenade, they didn't immediately react after he screamed, "Grenade!", and he saw it sitting right in the middle of four people he couldn’t imagine the world without: These were people he Loved.

Ross knew in that split second what he was willing to live the rest of his life for.

The fact that the rest of his life lasted only a split second longer isn't the point. He made a choice to live for LOVE and in his critical moment, Ross McGinnis gave four lifetimes worth of it.

Love reminded him of his loyalty and his duty and gave him an overwhelming respect for the lives of others. Love compelled him to serve selflessly and on the honorable path.

Love provided integrity within his decisions and actions and created the personal courage Ross needed to face the consequences of his dilemma.

In Case You're Still Not Convinced

Think about it this way: What if Ross had made the different choice? What would the rest of his life had been like? Would he have considered himself a success if he'd jumped out knowing he could have done something to save his four friends? Would he have gotten what he really wanted?

Ross McGinnis believed in what he was doing, he was satisfied with his actions. He died, and it's tragic. But, he died with Love in his heart. His example is truly one of values-driven success.His is a story about Love- A Love Story.

What Does This Mean in the "Real" World?

We are each faced with dilemmas great and small every day and fail to recognize the opportunity to create value by being vulnerable.

After I read Kennedy's book, I realized what is lacking in corporate cultures where success is limited so much by the desires of the individual- Real relationships based on trust. The reason so many employees are not engaged is because nobody has given them reason to care about anybody else but themselves. What they get from the organization, their leadership and their colleagues is relegated to a transactional level, so they reciprocate.

In other words: If people don't feel the Love, why would they fight for you? Not all Love stories have happy endings. Some are tragic. Some leave you longing for something more.

Still, people say, "But, McGinnis' story is about war where lives are at risk! It's not like that in the "real" world!"

Really? Are you going to tell me finding meaningful success in your personal and professional life doesn't depend on doing what you Love with people you Love? Do you really believe you can do it without authentic relationships? Without trust? Without Love? Isn't it always relationships in which trust and Love do not exist that lead to war in the "real" world?

I promise you this, my friend, your life absolutely depends on it! And, your stake in it grows exponentially with every person you genuinely care about. 

Think about it. If I haven't convince you by now, don't bother reading the next section. It won't help you. I wish you well.

I Want to Share This Simple but Amazing "Trick"

Success is getting what you want (Look it up, see if come to the same conclusion as me). I'm not satisfied with that definition and you shouldn't be either! Something very important is missing!

It’s really hard to always know the right thing to do in every situation especially with such an incomplete definition of success, so here’s a simple "trick" that will always help you: Expand your definition of success. I call the expanded version, "Values-driven success".

Values-driven success is getting what you want and being the person you want to be. Here’s the catch, you can’t get what you really want, if you are not first the person you want to be.

Actually, it's not a trick, at all. It's a clear and logical way of thinking and acting. So, if you use it, you'll actually be clearing away all of the crap that has been limiting your success. You limit your success with confounded thought process that makes things (money, power, position, etc.) the main characters in your Love story. Are they really the reason why you're here?

If You Want to Lead Anyone...Anyone at All, You Need a System

The practice of values-driven success is scalable and can work in any cultural context if you know how to build a system for communication, measurement, and continuous improvement. 

Build that system and you can begin to build trust. Eventually, people will Love working with you. Think about it this way. I told you Ross' story and explained why he did it. The truth of the matter is, that story is as much about the other guys, the people he saved. He did it because he felt Love for them...which means up until that critical moment they did things that caused him to trust them...to Love them.

Once you've given people a reason to engage and satisfied the conditions for Trust and Love, they will lead you to your greatest opportunities for growth. There's just no telling how much value you'll get from the Love they'll give because of what you give them!

How will your Love stories end?

Will people will do amazing things because what they value aligns with what you need them to do?

Will your staff give the effort you need them to?

Will your board focus and lead the way you need them to?

Will your customers and members give what you need to fund your efforts to help more people?

Do you know why they will or won't?

It all starts and ends with Love.

I'm interested in your thoughts and insights. Why not give some Love and share them in the comments section below? And, remember, Love doesn't always mean agreement. If you disagree with anything I've shared here, I'd Love to hear your logic and reasons.

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ABOUT THE AUTHOR: Tom Eakin is the author of Finding Success and the Success Engineer at BoomLife. LEARN MORE ABOUT TOM...

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Don't Be Confused About Why People Leave

Do you have key employees who, if you lost them, would leave such a hole in your company or team that you're not sure you could ever fill it? Do you know what would make them want to stay with you? Do you know the real reason about why they might leave?

A friend of mine started working for a startup company a few years ago. She managed the operation as the company grew from less than 50 employees to over 200. It's easy to see that she's been critical to the company's growth and financial success. She recently gave her boss two week's notice. She accepted another job and took a large pay cut. 

The Awesomeness...and the Confusion 

First, I'm happy for her because she found the courage to make this difficult decision. She had to conquer her fear that she and her husband would not be able to make ends meet. In the end, they decided the most important influencing factor was her satisfaction in the work she was doing. I want to celebrate their level of faith that fulfilling the human spirit is more important than filling the bank account. You see, they recognize they have a challenging money problem. They also recognize they're capable of finding solutions. BOOM!! (picture a fist bump explosion here)

On the other hand, I also know her boss. He's confused and never saw it coming. Why did she leave? He's concerned about how he's going to make things work, although he won't admit it. I can hear it in his voice. Meanwhile, he's doing what entrepreneurs have a tendency to do, focusing on the best solution to this complex problem. 

My concern for him is this: I'm quite sure he recognized the opportunity that's been lost for him and his company. The future value of the value she'd helped him create in just a few short years instantly turned to zero.

In his rush to fill the vacuum, has he taken the time to understand why that opportunity was lost and how he could have seen it coming? 

Was it About the Money?

When she was hire, in the early days of the company, he pitched her a value-proposition that looked like this: "I can't pay you very much right now. But, if you help me grow this company, your compensation could more than double in the next few years."

He gave her a few small raises along the way. He provided a few perks and she appreciated them. But, as the Company realized the success he envisioned, the ratio between the rewards he promised in relation to the growth and the rewards he provided were miles apart.

It's easy to think this means it was about the money. But, actually, it wasn't. She heard that initial value-proposition, she bought into it, she delivered what she promised. He delivered part of it. But, it was easy for her to see the gap and it caused her to wonder if she could trust him, especially while she watched him spend money on things the company didn't really need.

So, money was a part of the problem, but not the real root cause. It was trust. He offered her more money the minute she told him she was leaving. She turned his offer down. Nobody who takes a job that pays them less money than they're currently making does it because of the money.

Other Key Factors

My two friends think in different ways. 

She knows that you can't make everyone happy so the best you can do is build a structure that creates accountability and be consistent so that people can be satisfied that they are being treated as fairly as is reasonably possible. 

He wants everyone to be happy and have fun at work. He thinks the way to do that is not create cumbersome rules and structure.

She values the personal relationship and puts it in front of the transaction.

He values the things success brings and prioritizes the transaction over the relationship.

Here's how things went down:

• She quickly became dissatisfied when he didn't allow her to create a structure with which she could lead the staff and hold them accountable.
• He became dissatisfied any time he recognized a gap between the things the employees on their staff did and his definition of acceptable professional behavior...a definition that was never documented and never fully communicated.
• Her dissatisfaction turned to frustration as she watched his emotional reactions and suggested solutions which he rejected.
• His dissatisfaction turned to frustration as he failed to solve the same problems over and over again.
• As he continued to react to situations based on emotions, he never felt he could trust his employees.
• Employees became confused about what they were supposed to be doing because no clear expectations were ever given. A lot of turnover in the staff resulted. 
• She became frustrated in her efforts to create the kind of high-performance work environment he said he wanted, and she knew how to deliver, because he wouldn't allow her to create the structure needed. So, she lost trust that she would be able to lead in his company the way she envisioned she could.
• She worked extremely long hours through the growth, the turnover, the shortage of resources, and her personal need to fulfill her responsibilities. No matter how many unplanned problems she had to help solve throughout the day, employees still needed to get their paychecks, invoices still needed to be created and sent to customers, the bills needed to be paid. She arrived at six thirty and often worked until ten at night for weeks and months at a time. He worked a normal work day.
• He failed to recognize the gap between the value-proposition he promised and what he delivered. The loss of trust weakened the connection for her.
• He failed to help her be the leader she really wanted to be. His lack of trust in her abilities further strained the connection.
• He failed to recognize her efforts and to reward them in meaningful ways. It's important to say, "You're doing a great job," but there comes a point where that's just not enough. She felt her efforts were unnoticed, under-valued, and unappreciated. One day she asked herself, "Why should I continue doing this?"  The love was lost.

Could He Have Prevented it?

The simple answer is, yes. But only if he'd seen it coming. 

Could He Have Seen it Coming?

Again, yes. But, only if he was looking...and listening...only if he valued his relationships with all of his key stakeholders more than the transactions that created wealth for his company...only if he were willing and able to measure the strength of the relationship as much as he measured the bottom line.

Business success is based on the value of the transaction. 

The transaction only happens if the relationship is seen as mutually beneficial by all involved. So, which is more important? The transaction or the relationship? Which one sets the conditions for success for the other?

I know you're smart. You know the real answer.

How to Create Mutually Beneficial Relationships

1. Create Connection- Strengthen the attraction!
• Define your value-propositions with every key stakeholder so expectations are in alignment on all sides.
• Employees as well as customers as well as vendors....
2. Create Trust- Strengthen the bonds of connection!
• Build the structure that creates accountability.
• Engage key stakeholders so they can help you identify your greatest opportunities for Innovation, Growth, and Profits.
• See what they see.
• Listen!
3. Create Love- Help them to love working for you!
• Deliver what is promised. 
• Be honest when you can't and about why.
• Show you're willing to do the work to fill the gap.

I use a system I call GPS Theory to create meaningful and lasting mutually beneficial relationships. The system is based on the principles of Connection, Trust, and Love and has allowed me to expand my definition of success so I can create values-driven success for the people with whom I love to spend my personal and professional time! The magic happens for me because I create if for others. I'm able to create if for other because they help me see what I need to see instead of what I want to see. This helps me actually meet their needs instead of trying to convince them that what I'm giving them does. It works in every personal, professional, and organizational situation. My clients see it this way too!

How do you ensure you're creating mutually beneficial relationships based on Connection, Trust, and Love? 

My friend, Peter Beaumont, from ConnXN, and author of The Relationship Roadmap, just published an article on building trust with customers. He's a relationship expert so you may want to check it out.

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ABOUT THE AUTHOR: Tom Eakin is the author of Finding Success and the Success Engineer at BoomLife. LEARN MORE ABOUT TOM...

READ A SAMPLE CHAPTER FROM THE BOOK