• Skip to main content
  • Skip to primary sidebar

Patti Cotton

Executive Coach & Career Strategist

  • About
  • Consulting
  • Training
  • Speaking
  • Blog
  • Contact

purpose

Ten Character Indicators

November 1, 2017 By Patti Cotton 1 Comment

Ten Character Indicators
Image Credit: Shutterstock

“How you do one thing is how you do everything.” ~ Madeline Albright

Thirty years ago, a business owner named Dave found himself in a critical position. A key employee had been found embezzling, and the company faced a $1 Mil shortfall. To Dave’s business, this was the difference between surviving and sinking.

After examining his options, he felt the only thing he could do was to sell the business or find a partner who would invest money to help stabilize the company. As luck would have it, he found a man named Ed who owned quite a few businesses similar to his, and who was willing to become a partner with Dave to save the enterprise’s future.

One day, as they were finalizing terms of the partnership, Dave and Ed went to lunch.

During the meal, something happened that should have tipped Dave off about Ed’s character. But he ignored it. He was desperate for funds and reasoned that the incident had nothing to do with how Ed would conduct himself in business. And because he chose to ignore this incident, it wound up quietly hurting Dave for the next 30 years.

What was the tip-off to Ed’s character during that fateful lunch?

When it was time to settle the $48 food bill, Ed offered to pay. The server brought change from Ed’s two $20 bills and the men left for their cars. As Dan and Ed stepped into the parking lot, Ed chuckled as he folded his money into his wallet.

“That gal needs to pay more attention,” Ed said. “Instead of giving me $2 change, she gave me a $1 bill and one of my $20 bills.”

“Ed – that’s obviously a mistake on her part! You’re going to return it, right?” asked Dan.

“Are you kidding?” said Ed. “If someone is going to be that careless, it’s money for me and a good lesson for them.”

Dave felt terrible. He went home and wrote an apology letter to the restaurant. Without disclosing who the offender was, he enclosed a $20 bill as repayment.

The next week, Dave and Ed signed partnership papers. Ed contributed the agreed-upon cash infusion to the business and thus saved it. He brought in a managing administrator to manage the company as agreed. Over the next 30 years, Dave enjoyed residual income from the business without having to manage it, and Ed’s appointed administrator operated as per Ed’s directives.

One day, Ed fell terminally ill, and Dave was called in by a key executive to talk about the future of the company and the partnership interests. As Dave and the executive went over opportunities, it slowly came to light that the business was charging Dave a disproportionately higher amount for expenses in facilities, upkeep, and business development for 30 years. The amount of money that should come to him as profit was staggering. Dave felt physically sick. These funds could have made a great difference to him and his family over the 3 decades that had passed, but he was now a weary 87-year-old widower with little energy left to fight the battle.

It was then that he thought back to that first lunch with Ed and heard his words, “If someone is going to be that careless, it’s money for me and a good lesson for them.”

The fact is, character does matter. Madeline Albright’s quote “How you do one thing is how you do everything,” rings true.

Now, most of you reading here will quickly say that you would have given back the $20 on the spot. I am confident that you would have done so. But no matter how honest you are, might there be other areas in your personal conduct or ways of doing that need fine-tuning?

Character does matter.

Here is a list of 10 common character flaws that have significant repercussions in life and work.

  1. Are you punctual and thus respectful of others and your time together, or are you perpetually late, signaling to others that they are just “not that important”?
  2. Do you respect good boundaries with others, or do you tend to blur the lines to the point where you become entangled in problems that aren’t yours?
  3. Are you careful as you commit to others, or do you tend to overpromise and under-deliver or default?
  4. Do you seek always to understand first, or are you prone to snap judgments before you investigate fully?
  5. Are you respectfully honest when asked for feedback, or do you gloss over the truth as you seek to please others?
  6. Are you open to constructive criticism, or do you take a defensive stance as you find excuses for the behavior in question?
  7. Do you seek to reconcile or release undesirable stress in healthy ways, or do you tend to carry resentment around like a boulder, compromising your relationships (and your health)?
  8. Are you quick to support others when they are a topic of gossip, or do you jump on the injurious bandwagon with the crowd?
  9. Are you respectful of what’s yours and what is company property, or do you find yourself taking home a few pens or empty file folders for your own use, because you tell yourself “it really doesn’t matter.”
  10. Do you operate from a place of generosity, or do you race to get that proverbial front parking spot before the other person does?

Can you think of others? What is the one area that you would like to work on that will make a difference to your life and to those around you?

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

How to Look Back in Order to Move Forward

October 25, 2017 By Patti Cotton 1 Comment

How to Look Back in Order to Move Forward
Image Credit: Shutterstock

This is the time of year when many of us are already planning for 2018, while seeing how to best juggle the upcoming holiday season. There are messages and markers everywhere that prompt us to do both, as much as most of us would just like to concentrate on the month at hand.

Signs of December celebrations are everywhere. It seems that the marketplace has jumped over Thanksgiving to light up stores with holiday decorations. People are busy scheduling social events and already feeling the edge of overwhelm that a packed calendar can bring during this season.

At the same time, the workplace is confirming budgets for 2018, prompting a hard look at targeting new goals and strategies.

So, if you are like me, you are receiving e-mail messages and calls to prepare not only for social events, but for client work deadlines that actually have to do with a running start to 2018.

Strategic planning and setting personal or professional goals for 2018, while seeing how to best manage the last two months of the year can be tough. Defining how you want next year to look can turn out to be a quick two-question process that can leave out some important self-reflection.

Here is what I mean: most of us will tend to scramble, by asking ourselves, “What did I not accomplish this year that I need to accomplish next year? What do I need to do differently in order to achieve this desired state or goal next year?”

I call this line of questioning “war zone thinking.”

This is a quick tactical assessment which is useful in times of war for quick action to avoid disaster. However, it also places us in a state of “high stress alert,” impelling you to operate from the “fight or flight” area of the brain.

Operating in this way is highly counter-productive for visioning and planning strategically for next year’s goals and aspirations, and here are three reasons why:

  1. From a mindset point of view, such a quick line of questioning can tend to make you feel as though you are behind, and not performing or accomplishing enough.

Beginning a planning process with the question, “What did I not accomplish?” intimates that you have failed in some way, and places you in a defensive posture that does not allow for best processing.

  1. Using the “fight or flight” area of the brain will keep you in a state of stress and throw up roadblocks to using your “executive brain.”

The latter is the part of the brain that allows your creativity to spring forth, your visionary abilities to rise, and use of your best critical and analytical thinking skills.

  1. Assessing where you are, where you need to be, and how to get there should begin by providing a snapshot of wins and celebrations.

You will want to remind yourself as to what has worked well and what you used to achieve this so that you have a top-of-mind picture of the strengths you may use for moving forward.

The following framework is a positive and useful kick-off to your own personal planning, or your professional strategic planning process at the individual, team, and organizational levels.

Looking Back to Move Forward

  1. What accomplishments and milestones have I reached this year? The past 3-5 years?
  2. How would I like to celebrate these?
  3. What personal strengths and skills did I use in order to reach these achievements?
  4. What adversities and unexpected challenges have occurred during this time?
  5. How did I push through or move past these?
  6. How would I like to acknowledge myself for moving past these adverse occurrences?
  7. As I think about next year, what will be important to celebrate and the end of December?
  8. What are the top 1-3 goals I want target to achieve?
  9. To what will I say “no” in order to say “yes” to these? What critical shifts and conversations will need to take place?
  10. What personal strengths and skills will I use to make these things happen?

Once you have thoughtfully reflected on or discussed the answers to these questions, you will be in a positive and energetic frame of mind to move through your strategic planning process for 2018.

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

How to Fall In Love with Metrics

October 11, 2017 By Patti Cotton Leave a Comment

How to Fall In Love with Metrics
Image Credit: Shutterstock

I hear a lot of people talk about metrics and bench-marking as though this is beneath them.

“I’m a big picture person,” I hear people say. “I like to set vision and leave it to others to get into the weeds.”

That’s a mistake.

If you keep your eyes to the horizon without having the right dashboard with the right metrics to help you monitor your progress, you may get lost in the big picture.

My grandfather got lost like that because he didn’t like paying attention to details. And it almost killed him.

Grandpa was an enterprising young man. His father was an alcoholic and didn’t treat the family well. Because of this, Grandpa wound up caring for his siblings and blind mother at an early age. With only a third-grade education, his mind was so keen that he went on to invent some amazing things that you might recognize today (another story!).

But Grandpa always flew by the seat of his pants.

Now, this served him well as he grew up to build two multi-million dollar businesses in the 1920’s and 1930’s. But if you have read my column before, you may know that he also lost these two businesses because he found it easy to build a business and run it for awhile, but he couldn’t keep one going in the long run. And this was because he didn’t like to pay attention to details.

The losses were devastating.

After these severe losses, my grandmother then founded and grew a third business with Grandpa. This third business helped them to become very successful, and it not only kept the family afloat, but a lot of other young people had jobs and were able to attend school during the Great Depression because of the Cotton family business.

This success was because Grandma did pay attention to details, and partnering with Grandpa in this way worked well.

However, the story I want to share with you today is an earlier time before Grandpa learned his lesson – when he almost lost his life because he was set on the big picture and didn’t pay attention.

On the way to a huge goal, he neglected to monitor his progress to make sure he was on target to get there.

At the time this occurred, my father was 15 years old, and had just gotten his pilot’s license. Not to be outdone, Grandpa also took flying lessons. One day, Grandpa got into the two-seater and took off for a local town. It was a beautiful day. Big white puffy clouds and deep blue sky. He noticed a particularly large cloud and decided to play through it – emerging from this to enter such vast blue space can be exhilarating. And it was. He did it again with the next cloud. And the next.

After a few more of these and a lovely morning up in the air, he came out of one huge puff of white and suddenly noticed that he was over the ocean.

“I didn’t head for the ocean,” he thought. “Where am I?!” It was then that he looked down – to discover that he was almost out of fuel. He had traveled about an hour into the middle of nowhere (and over a body of water), and knew he would go down quickly if he didn’t find a safe place to land.

Banking steeply as he turned, he prayed that he could make it to some piece of land. What if he landed where no one could find him? What if he crashed? What if…

A few moments later, he miraculously made it back over land and spotted a small town with fields around it. Heading for the fields, he landed just in time before the final sputter of the engine.

Grandpa was shaken. He could have been swimming with fishes if he had continued to allow distraction to rule. And now, he didn’t even know where he was, or how he would get back home. And then, there was the question of the plane that wasn’t his. And so many other thoughts.

All because he hadn’t been monitoring the dashboard.

If he had, he would have seen whether he was on target. He would have been checking his magnetic direction indicator, which is a kind of compass, to make sure he was on course. He would have been watching the altimeter to see how high he was, and his airspeed indicator, so that he could gauge the speed at which he was covering ground.

In short, if Grandpa had been monitoring the dashboard as he enjoyed the view (because you can do both!), he would have known he was veering off course before he got lost. And he certainly would have seen the gas gauge.

A narrow escape and a big lesson.

Leading is like that. Think about it – a pilot has a big- picture view as he or she sits in the cockpit, but is surrounded by the dashboard with all the metrics, as well. The setup is so that the pilot can monitor while surveying the horizon.

The implication is rather obvious – someone leading needs to do both to arrive at the intended destination safely and well.

What does your dashboard look like in order for you to know you are on track?

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

Three Reasons to Stop Focusing on Your Strengths and Weaknesses

September 27, 2017 By Patti Cotton Leave a Comment

Three Reasons to Stop Focusing on Your Strengths and Weaknesses

Are you focusing too much on your weaknesses – or just as bad, are you focusing too much on your strengths?

You can actually arrest your own leadership development by doing so.

Here’s why:

Before the rising of the popular strengths-based coaching approach, workplace mentoring and coaching focused on helping its workforce to strengthen identified weaknesses. But we discovered after some time that the results were poor. In fact, employees were showing negative outcomes.

Focusing on weaknesses in leadership development can result in the following:

  • It can give a false sense of ineptitude and negative self-image. By giving weaknesses too much attention, the executive in question may begin to feel inept. Little discussion is made about what is going well, and so a negative self-image may begin to form, diminishing confidence.
  • By neglecting to bring strengths into the process, an imbalanced approach to getting the work done may actually result in an even poorer performance.
  • The weakness in question needs to be relative to the role the executive plays. Is the weakness in question hindering performance or hampering company goals? Or is it simply a result of a list that has no relevance to the job?

Face it – it’s more fun to focus on strengths! But there’s a drawback to swinging over to focusing on strengths, as well.

Focusing on strengths in leadership development can result in the following:

  • It can give the executive a false sense of competence, paving the way to neglect what might be hampering his or her best work.
  • By neglecting to address what is not working, focusing on strengths can give just as imbalanced an approach as focusing on weaknesses. In fact, focusing too much on developing a strength can actually render that strength a weakness. For example, if an executive has great ambition, developing that to the point of exaggeration can actually send wrong messages and behaviors and derail a career.
  • The strength in question needs to be relative to the role an executive plays, or it doesn’t matter how special that strength is! Is the strength key to performance? Is it aligned with company goals?

A balanced approach to your personal and professional leadership development with methodologies that are evidence-based – proven to work – is the first step.

If you are working on this to improve your performance and your career trajectory, make sure that what you are doing is actually relevant and supportive of where you are – and where you want to go!

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

Why Your Values Are Not Working for You

September 20, 2017 By Patti Cotton Leave a Comment

Why Your Values Are Not Working for You

You are a purpose-driven professional. And you have a big vision.

But life and work don’t feel congruent. In fact, things are hard.

Is being purpose-driven overrated?

That depends.

You may not know how to use your values to guide your purpose. Here are three reasons why this might be happening:

1. You don’t know your values.

You have set your vision and your “why,” but you haven’t identified your core values – the GPS by which you will guide your purpose. Without this, your efforts can become misaligned. If you haven’t done this yet, click here for the exercise I use with my private clients.

2. Your values are in conflict with each other, and you don’t know how to reconcile this.

When values conflict, this means your priorities are competing with each other. This means sitting down and writing out what is important to you, and making some tough decisions. As they say, you can have it all – just not all at once.

3. You aren’t using your values to fuel your purpose.

You’ve gotten busy, and let distractions take over. You’ve neglected to check in regularly on all areas of your life to see if your priorities align with your values. Don’t feel guilty – get going. Start today.

Where in your life do you need to realign? What is your first step?

Patti Cotton

Patti Cotton reenergizes talented leaders and their teams to achieve fulfillment and extraordinary results. For more information on how Patti Cotton can help you and your organization, click here.

  • « Go to Previous Page
  • Page 1
  • Interim pages omitted …
  • Page 18
  • Page 19
  • Page 20
  • Page 21
  • Page 22
  • Interim pages omitted …
  • Page 30
  • Go to Next Page »

Primary Sidebar

Patti Cotton
Tweets by @PattiCotton
  • About
  • Consulting
  • Training
  • Speaking
  • Blog
  • Contact
Home | Contact | Privacy Policy

© 2024 Cotton Group LLC | PATTI COTTON 360° LEADERSHIP®