Patti Cotton

Executive Coach & Career Strategist

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How to Bring a Dream to Fruition in 3 Critical Steps

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Last week, I shared how my father lost one million dollars and was forced to bankrupt his corporation – all due to the absence of one critical conversation.

If you haven’t seen that part of the story, click here.

Of course, that chapter is a just a snippet of a much larger success story, because the devastation of the loss of funds and ensuing fire sale of Dan Cotton’s business is not the end of this tale.

In fact, my father has always a knack not only for landing on his feet (sometimes literally!), but also for creating abundance that has made a significant impact in the world.

At age 32, he developed the beginnings of a healthcare empire by applying three critical components to create the system that thrives, today.

Most people apply one or two to generate some success, but rarely does someone pull off all three to actually create a legacy of great impact.

Vision, strategy, and execution.

Sound simple? Think, again.

Vision

Dan Cotton started with a vision. He envisioned a retirement and convalescent home that would provide not only healthcare, but the love and warm feeling of family. He had always appreciated and respected the elderly, and saw an opportunity to support them with dignity and care.

It is here that a majority of professionals in leadership positions fall short. In fact, many company CEOs do not lead; they are secretly glorified project managers. Their focus is inward and they get stuck in minutia – a state which is ultimately fatal to business health. Leaders, on the other hand, are outward-thinking. They watch for trends, anticipating needs and making powerful connections in order to keep the business vibrant and sustainable. Yet, keeping the vision in front while managing the daily requisites of business is no small feat.

What is your vision for your business? How does your healthy, thriving business make an impact and contribute to the world?

Strategy

Try to get funding at age 32 to develop such a healthcare complex – to manage builders and permits, recruit physicians and staff, market for clients, learn about compliance, and about a million other things!  Dad had been a university theology professor prior to this endeavor. So he had to perform diligent research, lay out all the pieces and assemble them into some kind of plan, network, exert influence to get things done, and find funding without a firm business track record.

At any point, the enormity of this project could have pressured him to fold and return to the university, where his future was safe and sound. But my father is a calculated risk-taker and full of drive. Combined with his strategic eye, he hung in there; and because of this, he met with success – and it paid off.

How is your “strategy quotient?”

This is your ability to see all the pieces that need to come into place, and how to place them so the plan works. Are you relying on others to come up with strategies and direction? What needs to change?

Execution

Here is where the rubber meets the road. Many business leaders are stuck in visioning and planning, and successful execution eludes them. Dad knew how to orchestrate the complex pieces that were required to develop and operate the healthcare system. There were many nights when he dragged home wearily, yet he would continue to work in his study before falling to sleep for a short time, only to do it, again. Perseverance, tenacity, grit – this was him. And it paid off. In a world where most new businesses fail, he pushed through. And succeeded on a major scale.

How high is your “execution quotient?”

This is your ability to get things done. Are you making effective decisions and taking timely actions? Is any part of your business lagging or waiting on you, due to inaction on your part? What needs to change?

In sum, there are just three simple steps to creating a legacy of impact: vision, strategy, and execution.

Where are you in this process?

And what do you need next in order to succeed?

Patti Cotton helps executives optimize their effectiveness in leading self, others, and the enterprise. Her areas of focus include confidence, leadership style, executive presence, effective communication, succession planning, and masterful execution. With over 25 years of leadership experience, both stateside and abroad, Patti works with individuals, teams, and organizations across industries, providing executive coaching, leadership development, succession planning, change, and conflict management. She is also a Fortune 500 speaker. For more information on how Patti Cotton can help you and your organization, click here.

Why it is Hard to Leave When You Have Been in Charge

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Why it is Hard to Leave When You Have Been in Charge

My grandfather was a multi-millionaire in the 1920s. With nothing but a third-grade education and a keen mind for coming up with new solutions to problems, he was the consummate inventor, investor, and innovator.

He also lost quite a bit, all part of the entrepreneurial journey. But he always landed on his feet, and eventually, he and my grandmother built a convalescent home empire that saw them and countless families through the Great Recession and beyond.

Years later, my father decided to take a break from his university teaching to carry the entrepreneurial legacy forward. He developed his own successful healthcare system. But a strange thing happened. My grandfather resurfaced, and seemed to appear at the most inopportune times – during meetings, negotiations, and other sensitive situations.

One day, my father had to ask him to leave the premises.

Why did it come to this?

It seemed that even though my grandfather had left his business ventures behind, he hadn’t learned how to let go.

This dynamic is more common than you may realize. Whether you are leading a family-owned business, or hold a corporate CEO position, it’s just hard to let go.

What makes it so difficult for the chief in charge who is preparing to move on?

A fly on the wall might hear this:

1. I built the baby. Who will take care of this business after I’m gone so that it continues to thrive?

I have put my blood, sweat and tears into this and it works well. It’s a matter of pride – I’m leaving a legacy, here.

2. Will the business take care of me?

Have I put the leadership and strategies in place so that the business will continue to provide me with a return? I have invested in it, and want to make sure it supports me well in my next chapter.

3. Who am I without my CEO hat?

What will I do with myself after I step away? What will the next chapter look like for me? I’m not sure who I am without this position, and I want to look ahead with excitement and anticipation to my new role, whatever that may be.

Are you in a decision-making position and thinking about releasing the reins? What holds you back?

Patti Cotton helps executives optimize their effectiveness in leading self, others, and enterprises. Her areas of focus include confidence, leadership style, executive presence, effective communication, and masterful execution. With over 25 years of leadership experience, both stateside and abroad, Patti works with individuals, teams, and organizations across industries, providing executive coaching, leadership development, change, and conflict management. She is also a Fortune 500 speaker. For more information on how Patti Cotton can help you and your organization, click here.

3 Things a Leader in a New Role Needs to Know

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3 Things a Leader in a New Role Needs to Know

Congratulations!  You did it. You got the position, the title, and the salary telling you that you have arrived.

They gave you the team and the commission to change the world.

But did they tell you that you aren’t really in control?

That your hard-earned expertise is now for naught?

What do you do, now?

If you’ve done your research, you will have put together a game plan, and you are working on your “first 100 days” in office. You will be gathering and triaging information, building your new tribe, identifying short-term wins and long-term wins – the whole enchilada.

And this is absolutely necessary for so many reasons – you’ll be closely watched by those who chose you for the job. The two times they look most closely are during the first three months of your tenure, and at the end of your first year. A lot of judgment is going on. For you, these days are also critical – you need to quickly build trust with your team, identify and forge your operational network, and above all, avoid political landmines…

But – here are three things that you may not hear, and that you need to know right now:

1. What got you here won’t get you there.

You have been recognized for your success to this point. You were in charge of a certain area of responsibility, and that landscape has now changed. By extension, it’s important to know that your present knowledge base may no longer be useful – that the reasons for which they promoted you are not necessarily the reasons that will help you succeed, now. Your operational network – the network that helps you to get the job done – will now change. And even if you are highly skilled at spinning multiple plates, you will now need to develop the ability to manage the new, different pieces that this promotion brings. In short: ask yourself what the new pieces are – which are “need to manage,” “nice to manage,” and simply “nice to know.”  Keep it streamlined.

2. You aren’t in control – but you are in charge and therefore accountable.

It’s a changing world, and therefore a lot of external factors exist that you cannot control, both in the marketplace, and inside your company. Strategies and tactics will come and go as the company attempts to keep up and remain viable. To be successful so that you do your part to help the enterprise remain profitable and sustainable, you will need to re-examine your own beliefs and how you manage your environment. Why? Because at the end of the day, you can blame the externals for failure, but you are still accountable for what you did to help your area succeed. In short: don’t make any assumptions. Ask questions, stay abreast of trends and what is required to meet this – and ask yourself how this affects you, your team, and the company.

3. Your best game is only as accountable as your weakest link.

Get to know your team, its strategies and ways of operating, and be candid in asking them what has worked in the past, what has not worked, what could be better. Ask them where the team as a whole hesitates – what team behavior holds them back from their best envisioned performance. Ask them what tools and support they need to do their best work. Many team action plans are stuffed away in drawers, unused, because of counterproductive behaviors that keep these from reaching set goals. And many of these counterproductive behaviors are due to not having the resources and tools to do their best job. In short: find out what they feel they need to excel.

Here’s to a successful next professional chapter for you!

Patti Cotton helps executives optimize their effectiveness in leading self, others, and enterprises. Her areas of focus include confidence, leadership style, executive presence, effective communication, and masterful execution. With over 25 years of leadership experience, both stateside and abroad, Patti works with individuals, teams, and organizations across industries, providing executive coaching, leadership development, change, and conflict management. She is also a Fortune 500 speaker. For more information on how Patti Cotton can help you and your organization, click here.

When Your Team Member is Stuck in Story:

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When Your Team Member is Stuck in Story

Helping Them Take Back Control

Do you love stories? So do I!

Stories are entertaining – and they help us make meaning of our world.

Some of my favorite stories are of the Sherlock Holmes type, where solving the mystery to bring solution is key.

But some tales are frustrating, like the kind in which your employee seems stuck. This kind affects everyone on the team. It slows down productivity… energy… motivation…

Is one of your team members holding you hostage to the same script? If you hear any of the following lines on a regular basis, you need to help your team member turn the page:

  • I can’t because…

  • It will have to wait until…

  • That would be nice, but…

  • I would have/could have, but…

I am often called to coach teams, and once coached a small, but key team to help them perform at a higher level. The talents were there. The desire was there. But the numbers were down. And the energy was low.

At one point early on, I asked them to walk me through a current project to see how they would describe the process of working together. And we hit the jackpot.

Terry, Laurie, and Martin began laying out the pieces of the project, and shared who was responsible for which part of the whole. Then I asked them to draft a timeline to show me how this would happen, and at what pace. At a certain point in the process, Laurie revealed that she was “stuck in story” – that she was unable to work around a chronic issue to move at a more acceptable pace.

“I can’t meet that deadline, Terry, and you know it. It will have to wait until I complete my part of the Blue project we are currently working on.”

“Oh– you still have that piece to complete?” asked Terry.

Martin joined in. “Can’t we figure out a different way to pace these things?”

“It’s not that – it’s just all the interruptions I get during the day. I can’t just tell people to go away.”

At this point, I interrupted.

“Are you saying that the interruptions are what is holding you back from being able to complete your work in a more timely fashion?”

“Yes,” Laurie answered. “The guys here know that my office is the first on the hallway, and that I’m seen as point person for the team. That means people coming in and out all day.”

I turned to Terry and Martin. “How does this slow down what you are able to complete?”

“Are you kidding?” said Martin. “We are constantly telling leadership they will have to wait because of this.”

“Okay,” I answered. “So what’s the solution to this?”

“You mean to the interruptions?” asked Laurie. “There is none. Like I said, my office is first, we are asked to be responsive, and if it isn’t office visits, it’s e-mails and phone calls. All day. I could be much faster – but I can’t because of this.”

Laurie was stuck in her story – the story that she had to operate in a certain way because of her role, even though it held her work back – which held back the entire team.

It was time to rewrite her story.

“Laurie, let’s brainstorm,” I said. “We need Terry and Martin’s help, here. If you weren’t there in that office to field interruptions, what would happen?”

“Good grief, if they couldn’t find me, they’d barrage me with e-mails and phone calls on my cell.”

“Your cell?”  I asked. “Colleagues here call you on your cell for work questions?”

“Well, yes – if they can’t find me. They know they can chase me down on my cell. And then, the e-mails keep coming.”

“Laurie, what would happen if you turned off your cell and scheduled time twice daily to look at your e-mails?”

Terry sat up. “I said that months ago!” he said. “Why does the entire work floor have to hold you hostage, Laurie?”

“Hostage?” responded Laurie. “That sounds like I’m a prisoner.”

“Well,” I said, “The way you describe things, you have pretty much said so. I mean, you’ve said you cannot control it. But…”

“But, what?” she said.

“But – you can control yourself and what you choose to do with the barrage coming your way.”

“But if I do that, I’ll have piles of e-mails and calls to return – and that will put me farther behind.”

“Laurie, it sounds like people are depending on you to drop everything and help at any time,” I countered.

“Hey,” said Martin, “Patti’s right. Actually, you have a bunch of people who look to you to help them out all the time when it’s actually not your job or place.”

“Well…” Laurie got still. “I guess it’s true.”

“What are you getting out of fielding these cries for help all day long, Laurie?” I asked.

She got quiet.

“Laurie,” I moved forward gently, “Are you getting some satisfaction out of helping?”

“Well, yes,” she said. “And if I am honest with myself, I guess that most of it isn’t even related to our department. I know I said I was point person – but it’s much more than that. In truth, maybe it’s just a way to feel valuable.”

“Valuable?” asked Terry. “You think you aren’t valuable to our team?”

And then, our real work began. And although we had to do some deep work, it paid off.

I’m happy to report that a few months later, the team members were working at top performance, with all members understanding and appreciating each other’s value.

Don’t you love a story with happy ending? I certainly do!

Patti Cotton helps women executives optimize their effectiveness in leading self, others, and enterprises. Her areas of focus include confidence, leadership style, executive presence, effective communication, and masterful execution. With over 25 years of leadership experience, both stateside and abroad, Patti works with individuals, teams, and organizations across industries, providing executive coaching, women’s leadership development, change, and conflict management. She is also a Fortune 500 speaker. For more information on how Patti Cotton can help you and your organization, click here.

Pushing Beyond Success

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I worked with an impressive executive last year, whom I will call Jerry (not his real name). Jerry managed an area of responsibility generating more than $20 million in annual revenues, and top leadership was considering him to succeed the COO in future.

He reached out to me for help because he really wanted that position. “I’m ready for a new challenge,” he said. “I get bored easily when success becomes routine. Taking on the role of COO has been in my sights for some time.”

If the reader is thinking, “Boy, what an ego,” there may be an element of that. However, most people who desire to lead love to be challenged, and routine anything can quickly demotivate.

So Jerry had set his sights on this promotion.

There was just one problem. Jerry wasn’t ready.

Jerry was leaving money on the table within his current responsibility, and he’d known it for a while. The company should have noticed, too, as they considered him in future planning.

You see, Jerry’s current team had worked with him for almost 10 years, and they knew how to work with him to get things done. And they’d always hit their mark of $20 million. Always. But the needle hadn’t moved for 10 years.

How could Jerry be effective in a larger role if he didn’t know how to maximize the current potential in front of him?

When Jerry and I sat down, he shared his revenue projections and showed the potential in additional market share. He shared his team’s roles and responsibilities and current strategies. He said they were all super people who knew how to do their jobs very well. But he didn’t know how to break through the $20 million mark.

How could he get his team to perform at even higher levels?

So I asked if I could sit in on one of his team meetings as they examined the gap and the potential.

After the meeting, Jerry and I sat down. “I believe I’ve identified a key problem,” I said. “And it’s not your team. Jerry. Before we look at your team’s performance, we need to talk about widening your personal perspective. We need to talk about some deep listening.”

“Deep listening?” he reared back. “Isn’t that for coaches and therapists?”

“Jerry, you have helped this company realize great success through what you have done with this team. But the money you are leaving on the table is not the team’s fault. Here’s what I heard in your meeting:  three ideas from your team members that you discounted immediately. You told them why it wouldn’t work. I’m frankly surprised they are still coming up with ideas for you when you ask!  And here’s what I didn’t hear – ‘I’m listening – tell me more. How might that work?’ You simply aren’t allowing your team to participate.”

Jerry paused. “You mean I’m responsible for keeping this team stuck? I’m personally responsible for not generating more revenue?”

I nodded. “The strategies you have taken have gotten you this far – but they aren’t taking you any farther. You have an amazing team!  But you aren’t allowing them to contribute. You aren’t tapping into your team’s perspectives and considering their ideas – new ideas that may likely take you far. You have a choice, here – either continue to do the same thing and get the same results, or allow your team in.”

Of course, this first conversation was just a door-opener. Working with Jerry to widen his perspective, to help him peel off of black-and-white thinking, took longer, because old habits die hard. And we did look at team performance together, as we worked on developing his ability to listen and consider new points of view.

But in the end, it did pay off. After working with Jerry and his team for just 6 months, they began to capture additional market share and increase their revenues.

“It’s funny,” Jerry said later on. “I have a much greater rapport with my team. We enjoy each other more. Work has become fun instead of tense, even though we are performing at higher levels. I guess allowing others in to contribute really pays off.”

I love that deep listening.

Patti Cotton helps women executives optimize their effectiveness in leading self, others, and enterprises. Her areas of focus include confidence, leadership style, executive presence, effective communication, and masterful execution. With over 25 years of leadership experience, both stateside and abroad, Patti works with individuals, teams, and organizations across industries, providing executive coaching, women’s leadership development, change, and conflict management. She is also a Fortune 500 speaker. For more information on how Patti Cotton can help you and your organization, click here.