degrees of strength
TRANSCRIPT
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degrees ofSTRENGTHtheinnovativetechniquetoaccelerategreatness
CRAIG W. ROSS & STEVEN W. VANNOYEdited by Drew M. Ross
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Wereinspiredbyleaderslikeyou,wholiveandleadin
Degrees of Strengtheachandeveryday.
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Chapter one
Rachel: The Quest for Responsibility
We dont have a chance.Honestly, thats what I thought when I arrived, Rachel recalled. Youd
expect dierent behavior rom leaders within a company this size. But i
theres one thing Ive discovered over the years . . . She stopped. Can we
be rank here?
Please do, I said.
Te single greatest issue in leadership is so ew people take responsibility.
I you cant get a team to speak up, act, and be accountable, youre not
going to win, Rachel said. Sure, when you get to this level, people are
proessional and have skills. But honestly, Im oen shocked at how
irresponsible people can be.
Its one o those key issues we hear about in our sessions with
organizations around the world, I said.
Rachel nodded at me. I Ive been successul at anything since I met
you, its supporting people in their move rom halearted eorts to
taking initiative, saying what needs to be said, and taking action. Tatorganizational mindset and capability shi changes everything.
I recognized this and asked, We hear dierent denitions o this. What do
you mean, halearted? (She looked at me with a ace that said, Really?)
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By halearted I mean theyre not all in. It means theyre not delivering
their true potential. It means theyre waiting or someone else to do or
say something beore they take responsibility. And it maniests itsel in
countless ways. For example, everyone wants the organization to succeed,but too oen that is translated to only i I succeed rst. Tey talk one team,
but then they dont share their resources because they ear their department
will be vulnerable and not look good.
Or, I used to see this: Success doesnt mean the team wins it means
achieving your department or career objectives. When thats the denition
o success, it results in ew people willing to make the tough decision thats
necessary or everyone to win. Because making that choice means standing
up, addressing the real and sometimes ugly acts about where we are right
now, and leading us in an improved direction even i that direction means
giving up a piece o your pie. And this requires people to be vulnerable.
I nodded and leaned orward. Teres that word: vulnerable. It can be
complicated. We hear leaders stating that its a necessary quality or growth
and yet other people distance themselves rom the idea.
Its certainly a double-edged word, Rachel said. Teres no way we want
our team thinking we will leave ourselves exposed to aws or liabilities. On
the other hand, we need people to be humble, to admit theyre not perect.
Not or the sake o ocusing on or allowing ourselves to be inadequate, butor the purpose o being able to take accountability.
As youve developed that ability in your team, what has it looked like in
action? I asked.
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Rachel thought or a moment, then said, In our meeting yesterday, Luc
youll get to meet him later he interrupted me and said, Rachel, beore we
deploy, I think we should run one more round o tests. Im not condent
we received accurate data with the earlier series. And then he added, Iapologize. And I promise well improve the testing.
It takes skill to seize a remarkable leadership opportunity thats presented
in such a way, I said.
Count me as one who used to be blind to such moments! Lucs team is
responsible or making sure the tests are accurate. In the past, I would have
vented my rustration with him another round o testing would delay
our ability to hit target. She laughed slightly, But there he was, being
vulnerable and providing ull inormation, which ultimately would set us
up or greater success. o seize the moment, I had to see the strength in his
action and the situation and leverage it so wed create greater accountability
moving orward.
As I expected, Rachel was thinking about and perorming in her role
as divisional president dierently rom when I saw her last. As is done
with all the leaders whove been immersed in the Degrees o Strength
technique, I was returning months later to support her teams integration
and sustainability o the skill. Given what shed just shared about how she
addressed Lucs perormance, I made a note to mysel: Later, as I spent timewith other members o her team, I would be curious to see i those around
her interpreted her changed leadership approach as so. Would they think
that Rachel was letting Luc o the hook? Would she be perceived as not
ensuring people were accountable?
rachel: The Quest for Responsibility
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Rachel seemed to read my mind. Accountability is an individual choice.
Youre not going to get ar mandating it, she said. And its my job as the
leader to improve Lucs ability to make greater choices, as well as create the
environment that encourages those choices.
Tats terric awareness, Rachel, I said. Its indicative o a paradigm
rom which we see the most eective leaders unction. Tey resist the idea
o trying to change people or rushing out in ront o the team with a ag
yelling, Charge! Were going to change! Instead, they create the conditions
and an environment, as you say, or people to be great.
Tats an important distinction, Rachel replied. When a culture has
been established where a persons reputation has become more important
than his or her character and values, youre going to have problems. It
results in people not doing or saying the things that will expose them to
the burden o blame or some potential error in judgment. Te instant
teammates choose not to be all in by withholding inormation or eort,
they marginalize their value to the organization. In that second, they oreit
their potential and whats possible because theyve moved rom wanting to
do their best to wanting to remain sae in the environment theyre in.
Tis means, o course, that its not really about the team aer all, I said.
Its about their personal saety. And when people act on their own sel-
interest, the organization underachieves. Tis is a common comment onour pre-session surveys.
Rachel shrugged her shoulders. But you cant blame people. Tis is what
I see many o my peers doing bemoaning how no one is accountable,
how no one is stepping up. And rankly, thats where I have a lot o work to
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do. Ive got to partner with the other divisional heads so they realize that
they need to step up as leaders and equip their team with the skill to be
responsible. Complaining, pep talks, and rhetoric wont change how their
team is behaving.
An organization cant sustain a winning trend, cant expect people to be all
in, to give their best every day, only or a paycheck. Rachel sat back and
laughed. In so many cases, companies have trained people to pursue the
carrot o a bigger paycheck or the corner ofce, which means the company
then nds itsel saddled with the burden o a huge payroll and thin
margins. But they lack the one thing that will deliver exceptional, timely
products to their customers: an inspiredworkorce, led by inspired people.
Yes, and the transormation . . . is all I could say beore she cut me o.
Its a act: I youre going to win in the market today, you have to equip
your team members with the tools and the mindset that allows them to live
the values prized by them and the organization. Doing so provides them
with the oundation to act now rather than later. When you do that, watch
out: Youre going to see serious acceleration.
Given how hard youve worked on this approach, what does that look like
to you now, to allow them to live their values? I asked.
Hey, people dont get out o bed each morning wanting to be irresponsible.
Nobody wakes up and says, I cant wait to screw things up or everybody!
Rachel said with a mock smile. People dont want to go slow. Tese are
good people were talking about. Intellectually, everyone gets it. But living
and leading rom your values is not an intellectual exercise. Its a unction
rachel: The Quest for Responsibility
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o your emotions and your companys culture. For example, most people
have the desire to serve others. But i you dont put tools and a system in
place or people to be emotionally intelligent together, the desire rarely
transorms into action. Tis is when things begin to break down. And weall know how bad it can get.
I recalled the rst discussion Id had with Rachel. I believe you told me
once that you and the team delivered results despite yourselves.
Rachel nodded. I remember that conversation, she said and then paused.
You know, Im compelled to share some inormation with you now that
I didnt tell you beore. It will help put into greater context how much
progress weve made.
I set my pen down and sat back.
Aer I had been in this position or about a year, she continued, there
was a dening moment or this team. My boss was pushing us hard, and
between you and me, placing unreasonable demands on us. I think theres
a moment in every teams liecycle when its severely tested and the team
has to decide: Are we going to do this thing? Are we going to be responsible
and succeed? Because i were not, its going to be toilsome or all o us and
probably end painully.
o make matters worse, my predecessor was like a terrorist pardon the
expression. Rachel shied nervously in her chair. I probably should nd a
better term to describe him. Its just that in his drive to succeed, because he
was always ocused on problems and talking consequences, he injected ear
into the organization. People were running around here looking over their
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shoulders, avoiding the obvious, not saying what needed to be said nor
doing what needed to be done.
Dont get me wrong, though. People were working harder than they everhad, but our productivity wasnt improving. Te issue wasnt a lack o eort
it was a breakdown in our values-to-action capability. She paused and
then added, It was a breakdown in our responsibility to ourselves.
And you know, Rachel said as she looked out her window, I got sucked
into it. For a while, I oreited my values, set them aside. I became so driven
bywhathad to be done that I valued the outcome more than the method by
which we got there. I began to rationalize my poor behavior: I Im going to
be treated this way, then thats how Im going to treat people. It got so bad
that when they told us about the drop in our employee engagement index, I
coldly replied that those numbers would improve as soon as we returned to
protability. Rachel shook her head. I elt justied or leading like a pain
in the you know what.
I was deeply sympathetic. Her reaction to the intense pressures o the
corporate world was normal. But she had survived and broken through to
an improved approach. She could now speak clearly o the deep personal
costs o winning in the short term by destroying that which is necessary or
sustained growth: people . . . and the expression o greatness that resides in
each o us.
Tats about the time I almost lost what I cherish the most. Rachel turned
her gaze rom the window and cleared her throat. It was the middle o the
week. I got home aer my husband and the kids had nished dinner. I had
the usual insane amount o communications to complete, and there was a
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report my boss needed that was giving me heartburn. I snapped at the kids,
told them to clean up aer themselves, and started or my computer. Tings
cascaded, one thing aer another. My son said an awul thing about his
sister and, o course, she had to respond with venom.
So I yelled at them really loud. And I was going to yell more when my
husband spoke up and said, Tats enough.
I thought he was talking to the kids. But when I looked at him, I knew in
an instant it was me. Rachel looked at her hands. And he was right. It was
enough.
Tat night my husband and I talked about what wed been thinking but
not saying. Te job, my work, was costing too much. Te way we were
living our lives was taking a toll that couldnt be paid. I was out o energy.
And as I thought about my relationship with our kids . . . Rachel shook her
head. How had I lost a proper perspective? When did I get so deep into
this thing that it began consuming me?
Our rst solution was or me to quit my job. We dreamed a bit about
what it might be like to simpliy everything, but that was an empty antasy.
Something told us that quitting wasnt right. Tere were so many things
about our lie that we loved. We enjoyed the liestyle, and it was the rst
time I admitted this I reallylikedthe vision I had or my work. I told my
husband there were aspects o leadership that were very ullling or me. Ijust didnt like how I was leading.
I didnt sleep that night, she said. In the morning, my husband looked at
me over his coee cup and suggested I call his uncle, Will. Perhaps hed have
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some ideas. Rachel gestured toward me. And you know the story rom
there, though I suspect you dont call him Uncle Will, do you?
I laughed. Will had been a client or years. As a CFO, hed transormed twoorganizations with his innovative leadership style beore retiring. No, I
dont call him Uncle Will, but I am honored to consider him a riend, I
said. When I met with Will recently and told him Id be seeing you again,
he mentioned that he ondly recalled his conversation with you.
It was the most important call Ive ever made, Rachel said. I described
how tired I was, how miserable our amily was, and how hard the team wasworking yet only accomplishing mediocre results. I shared my rustrations
and how I just knew the team especially I was capable o doing so much
more with our numbers.
Aer listening, this man I didnt really know did something I didnt expect:
He congratulated me. He said, Youve reached the point everybody gets to.
Its when you decide i youre going to change how youre creating change.
I guess my reaction was deensive, she said. I shot back to clear the
record o how there were others involved.
Yes, he said. But will you be responsiblefrst? he asked. Or will you
continue to be a victim o the illusion that you can change others without
changing yoursel and how you lead rst?
Everything was quiet or a moment. Rachel smiled at me and said, I have
to tell you, initially I was put-o by his comment. He was telling me what I
knew was true but didnt want to hear: I was responsible or the experience
I was having and the results I was delivering.
rachel: The Quest for Responsibility
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Ten he asked me, So, have you made a decision yet?
With that, we launched into a conversation I should have had a long time
ago. And as we talked, he did something Id never experienced beore: Heassisted me in answering the question o my own responsibility . . . Rachel
paused as she searched or the right words . . . by pulling something rom
me that I vaguely recognized but had orgotten over the years.
What was that? I asked.
Its the story about me that I stopped believing, she said. As I spoke, I
began to eel a condence that Id orgotten about.
I sat still or a moment, watching Rachel search or her words, and then
asked, Condence to do what?
o start moving orward again. I began to remember that I am bigger
than the circumstances in my lie. Im bigger than late reports. Im bigger
than production and quality issues. Im bigger than kids ghting. She
shrugged her shoulder. Im a bit embarrassed to say these things, because
intellectually I knew all this. I just needed someone . . . She chuckled.
I just needed someone to remind me, to ask me the right questions so
I could return to the condence necessary to do something about the
circumstances in my lie.
You said he asked you questions. What type o questions? I asked.
A specic type o question that immediately guided my ocus, generated
momentum, and provided clarity on how to move orward, Rachel
answered.
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At the end o that conversation, I asked Uncle Will, How did you learn to
do this? How did you learn to lead like this? And thats when he told me
about the one thing just one technique that changes everything. Tats
when he told me about Degrees o Strength.
Will introduced Rachel and me and we began immediately. I wasnt
surprised to learn that Will was using Degrees o Strength to serve others
in the transormation o their mindset and actions: He understood its
principle that it is impossible or a person to have less than zero o any
desired quality. And as you ocus on the Degrees o Strength that are
present in any given area you accelerate the development o that quality.
Rachels story also revealed that Will had used Degrees o Strength to orm
the questions he used to serve her. When people are asked such questions,
they experience a realignment o their perspective and a deeper
connection to whats important. Tey are better able to regain their ocus
and take the steps necessary to move rom clouds o chaotic conusion to
deliver the excellence they long to realize. Its very exciting to be part osomeones lie in this way. Like many, Rachel took to it with a erocity that
surprised amily and colleagues.
We havent wasted any time since we rst saw you, she said. From the
moment the team was introduced to this technique, we continue to advance
our collective capability, Rachel said. She sat back, I believe weve had our
acceleration moment.
Tats a new way o saying it. Why do you use that?
Its the moment we became responsible. Its when we really started to get
work done around here. Its when we decided to quit waiting or other
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people to change, or or the market or our resources to improve, or or our
customers to quit being so ckle, beore we acted. Basically, we stopped
waiting or things to be dierent than they are in any given moment beore
doing what needed to be done.
She sat up, smiled slightly, and then said, Personally, the acceleration
moment is when I became responsible or the experience I was having. I
took charge o my reactions to everything that was happening around me.
Tats when I began to enjoy my job again. I got back to that mindset where
work wasnt work. And when this happened . . . Rachels voice ell o.
You started getting better results? I asked.
O course, she said with a slow nod. But more importantly, I got my
amily back.
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Chapter one
Forward Focus Questions
What does all-in (i.e. be responsible, take initiative, speak up and say
what needs to be said, take action and be accountable) look like in
your organization?
What percentage o the time are you all-in? Your team? Your
organization?
What dierence would it make i you were all-in 10% more o the
time?
I your team was more all-in 10% more o the time?
What are your doing now to be all-in more o the time?
o create even more o an all-in approach on your team?
What is an example o when you or someone on your team took
accountability you were vulnerable and it allowed your team to
move aster and with better results?
How are you leading that creates the environment where people can
be accountable and vulnerable?
Rachel supported Luc in being vulnerable and taking accountability.
How is her approach dierent than letting Luc o the hook? What
dierence does Rachels approach make?
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Chapter two
Case Study: Changing the Approach to Change
Rachel had quickly grasped the role o an Accelerator.Whats more, i her team can coordinate and align, they have the potential
to be another worst to rst case study: taking their organization rom
muddling in the nowhere lane to setting the standard or their company
or industry.
Accelerators earn this name because theyre about speed with
connotations o efciency, brevity, ocus, and the ability to deliver
something sooner than otherwise possible. In short, Accelerators get
those around them to the point o realized potential quicker. As in the
chemistry o mixing adhesive, an accelerator is oen added to quicken
the dry time; thereore, its a catalyst or producing a nished product in
a aster time. Tis enhances stability. Additionally, an accelerator inhibits
other elements rom interering. Tis stability yields prots and is thebackbone o the change eort.
Leaders who are Accelerators transorm what people can do. Tey do this
everywhere they go, in every interaction: emphasize the mosteective
method o improving perormance immediately and long term. And
the most eective technique is to leverage the Degrees o Strength that are
present in every person and situation.
Accelerators can be ound at every level within your organization,
inuencing others vertically and horizontally. Furthermore, not all those in
leadership positions are Accelerators. But, they can learn to become one.
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What does it look like when leaders and their teams use Degrees o
Strength to transorm perormance? Because Accelerators dont boast,
well brag or them: Meet Rich, a senior-level leader o a multinational
corporation. Rich ound himsel in Geneva, Switzerland, aer hiscompany purchased its largest European competitor.
Te line o sight to success was clear to me, he said. But so what i
the project leader can see what needs to be done? Nothing signicant is
going to happen until everyone is tightly aligned on the same vision, has
the oundation o trust, and is communicating well. So creating the right
environment or change became the immediate priority.
Rich has long understood the power o an inspired workorce. He and I
have talked about how its magic is ar removed rom direct orders and
monetary baiting. His new leadership situation was about integration and
developing an ownership mindset qualities beyond the limits o old-
school, top-down leadership methods.
o be honest, this was a stretch assignment or me. We had an
organization where leaders were coming rom seven dierent countries.
Forget about the personality dierences we all saw our world
dierently! Immediately, we ocused on leveraging our collective know-
how so we could create a new culture.
Our mission was to align our two companies so we could optimizeoperations and capture the synergies we had committed to the
corporation. Tis meant merging twenty o our current manuacturing
plants with the nineteen acquired plants, along with all the support
unctions. And, o course, during this entire time we had to service and
satisy our customers.
case study: Changing the Approach to Change
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We had committed to three-year targets to complete many o
these programs. Te pressure to perorm was unlike anything I had
experienced beore in my career. My rst impulse was to move too ast
and use the outdated deault approach by telling the team:
Heres the vision. (ranslation to team: I dont care what you see.)
I have the solutions. (You dont.)
Heres what you have to do. (What youre doing isnt working.)
And heres why we have to get it done. (Your priorities are less
important.)
While oen a natural impulse, the liabilities o this old leadership style
are well documented. Rich and other Accelerators call it the degrees o
weakness approach because it tells the team Youre not capable. You dont
possess the strength necessary to succeed. High-perormance leaders
know this is the polar opposite mindset with which they want their teams
approaching their job. (Youre not capable . . . now go orth and be
responsible.)
How do you change peoples thinking their mindset? You tell them
what to think and do, right? he said. Because this approach is so
common, its tempting to all prey to using it. I still slip occasionally and
try to persuade others with my righteous and rational thinking, Rich
laughed. But my wie will tell you that my success rate with that method
is zero.
Instead o blasting them with the we bought you mentality, Rich
deliberately practiced restraint. I knew i we were going to ask these
leaders to respond to a changing business model, then wed rst have to be
clear on expectations, include them in the process, and make them part
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o building the uture. Also, i we were going to drive this extraordinary
change, wed have to change how we were all showing up or work. And i
youre going to change behaviors, you have to aect the mindset.
At that point, Rich was in the leadership moment when a person can
change the trajectory o an entire organization. We had to change how
we approach change. Equipping the leadership team with the skill to be
able to do this made the dierence. Immediately and together we
moved to:
Heres the vision . . . What do we together see and believe is possible? Heres what we have to accomplish . . . What are we collectively doing
thats already working, and what eorts created that?
Tese are the solutions we see rom our perspective . . . What
experience, wisdom and ideas within the region can we better leverage?
And heres why we have to get it done . . . Why, at a local level, do you
want to see this plan succeed?
Te contrast between these two approaches hardly requires explanation.
Te rst approach is like an impersonal recorded voice through a
bullhorn. Te second approach is where Rich uses the Degrees o
Strength technique. Tis allows the employees to leverage their successes
and use their hard-earned experience in developing the vision and action
to move orward, accelerating rom you vs. me to us and team.
Ive always believed that the best leadership is seless. o get the results
the company wants, the ocus must be on the people perorming the
work, said Rich. When you acilitate their greatness, you bring the best
people have to oer into their everyday actions. And when this happens
you not only get up the mountain, you can move the mountain.
case study: Changing the Approach to Change
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Tis is what Richs team did. Tey succeeded by delivering beore the
time targeted, and the rewards came in more ways than just positive
numbers. Around the holidays, we went to tour a plant, Rich recalled.
Tere in the entryway was a ag with our company logo ying next totheir country ag. Te entire team was there and greeted us with smiles
and handshakes. I knew then: We were making a dierence. Te company
culture was evolving.
As this book was being written, a call came rom a client who is a VP
or a large ood and beverage company. Her words reveal even more
clearly why Accelerators are able to transorm what people can doby using Degrees o Strength: Greatness the ability to think and
do extraordinary things resides in each o us. We know that about
ourselves. But what remains necessary or organizations to perorm
signicantly better is or more people to know that this act is also true
about the people around us. Teres incredible potential within everyone.
Tereore, whats needed is a construct, a way o seeing and being in
everyday interactions that allows us to live and lead with that greatness
more consistently. Tat tool is Degrees o Strength.
Imagine a day when more leaders have the skill to lead their teams to
greater results in a way that enriches the lives o every team member.
Tis is the promise o Degrees o Strength: It develops capabilities and
perormance aster than anything else because its a mechanism to call the
potential that so many mistakenly think resides outside o people or in
the uture . . . into now, into reality.
(Why wait to be great when we can be great now?)
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Chapter TWO
Forward Focus Questions
What does the term accelerator, as it is used here, mean to you?
What are your initial ideas or how you are an accelerator?
What are 2-3 areas in which you would like to become a stronger
accelerator?
What creates the right environment or change? What are the
qualities o the right environment?
What is a mindset?
What dierence does it make when a team has an ownership
mindset?
How does this mindset change the results an individual or team can
create?
From your perspective, what is the relationship between mindset and
behaviors?
What strategies do you currently use to inuence and evolve your
teams mindset? Whats working?
From your perspective, what makes the questions on page 22 distinctand more eective than the approach on page 21?
What evidence do you have that everyone around us has greatness
the ability to think and do extraordinary things in them?
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8/2/2019 Degrees of Strength
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