An Athlete's Mindset in Business

3 Sports Victories that all Managers can Learn From

Wherever there is failure, there is a lesson to be learned. Wherever there is a success, there is an even better lesson to be learned, no matter where the victory happened. There is a good reason that good managers take lessons from war stories, sports victories, and sometimes even fiction – because no matter the field, management is management. Whether you are managing one of the biggest Super Bowl teams ever or managing a team at a paper office in Scranton, there are many management lessons that can be used without change. Coaches have a long history of taking lessons from corporate managers, to the point where often the teams sit down with business talkers to get in the right mindset. Let’s look at the other side of the coin; three sports victories that teach valuable management lessons for the workplace.

Leicester’s Amazing Win:

Those who do not watch soccer may not have understood why what Leicester did was so amazing and why all sports media was going crazy over it, but once they learn the story they are amazed as well. Soccer has different leagues – the top teams are in the premier league, then there is the second division, the third division, and so on. The worst teams at the end of the season are relegated to a lower division, while the best teams from the lower division make it to the better league.

During the 2014 season, Leicester was at the bottom of their league table, and there were high chances that they would be relegated. The team worked hard however, winning seven out of their last nine games, and managed to barely survive being relegated. Then the team was mired in scandal. A Leicester player, who was also the son of their current coach, made a lewd tape with prostitutes in Thailand. The worst part was the racist slurs him and three other players in the video kept screaming at the women. The tape leaked, which lead to the firing of all the players involved, as well as the coach. Surprisingly enough, this turned out to be the best thing to ever happen to Leicester.

To replace the coach Leicester F.C. brought in Claudio Ranieri.  When the next season started, everyone could see that Leicester F.C. was not a different team. However no one could have guessed the fairytale season they had. Leicester ended up winning the premier league, one year after they had barely survived being relegated from the same league. They had made no significant player signings – it was the team they had always had, except with a different coach. Another major reason was that while Leicester was playing at peak levels, some of the biggest teams were not having good seasons, and Leicester totally capitalized on the situation.

Management Lesson:

There are no bad teams, just bad managers. Yes, there are bad employees, and they can be blamed, but if the whole team is underperforming then the manager needs to change things up. Claudio Ranieri took the same team that the previous coach barely escaped relegation with and won the league title with it. His coaching allowed the players to perform at their best.

Niki Lauda wins again and again:

Niki Lauda is a legendary Formula One driver known not just for his driving skills but for his outlook and style as well. His story becomes even better in context; he was one of the top drivers along with James Hunt, a man who could not be more different than Niki if he tried. Niki Lauda was known for his excellent planning and management skills, while James Hunt was known as the person who would do what he felt like doing regardless of the conditions. Niki Lauda suffered a horrible accident where he was trapped inside his burning formula one car. Many thought he would retire but, amazingly enough, he was back on the race track in six weeks.

He was winning the season, and needed only one point to defeat James Hunt. The final race however was happening in dangerous conditions – unexpected torrential rain meant that there would be low visibility and a lot of skidding. The key players all got together to decide whether the race should continue or not. Niki wanted it to be postponed, but James Hunt and most other drivers chose to go on. Niki raced, but retires in just two laps because of the low visibility. James Hunt had problems too with his tires, but managed to finish third, barely winning the title. Niki would go on to win many more titles in the future.

Management Lesson:

The greatest lesson one can learn from Niki’s story is that you have to be cautious. If something seems dangerous, then it is sometimes better to stay alive for another battle instead of risking it all for a small victory.  You have to take risks, but not when the risk is that you will not be able to survive.

The Cavaliers and the Warriors:

This one is recent, but we are still amazed that it happened. Golden State was coming to the finals with the record for the best season ever. Everyone expected Cleveland to be steamrolled, and they almost were. With four games gone, the tally was 3-1 in favor of the Warriors. No team in the history of the NBA had ever made a comeback from 3-1. Golden State just needed to win one game, and they were having the best season anyone has ever had in the history of NBA. Yet, magic happened. Cleveland ended up winning all three, cementing their legendary status forever.

Management Lesson:

This one is simple. No matter how bad things seem, even if no one has ever done it before, it is still possible as long as you have the talent and the ambition. The Cavaliers went against statistically the best team in the history of NBA and still managed to beat them three straight games. So no matter how tough your competition seems, as long as your focus and determination is better than the competition, you can do it.

Chris Valletta is a award-winning entrepreneur, author, TV personality and former NFL Player. With a passion for using athletic-performance principles to achieve business success, Chris has developed an established track record of launching and scaling several multi-million dollar ventures. He is the Co-Founder of MISSION and author of “Team WORKS!” , a book that converges athletic principles with business success. Serving entrepreneurs as well as companies of all sizes, Chris is a sought-after speaker for top-tier universities, professional development programs and business teams looking for an edge in their performance.

Support America by Supporting Small Businesses

One of my favorite football movies is Invincible starring Mark Wahlberg.

It tells the story of Vince Papale, a 30-year old substitute teacher and part-time bartender who makes the 1976 Philadelphia Eagles after being encouraged to try out by his friends. He overcomes personal misfortune and long odds to carve out an NFL career.

If you have ever been to a game in Philadelphia, you know how fervent the fans are there. It doesn't matter what sport you are watching. Philly fans are loud and boisterous.

When one of their own makes it, and helps the team win a few games, he becomes a hero. All of those people cheering for him can feel it…because when someone like him makes it, a part of them makes it too. His success is their success - the local hero makes good.

In your role as a business executive, you are surrounded by dozens of Vince Papales - the local and regional business people who help your community prosper.

They run office supply stores where you buy everything from ink and pens to printers and light bulbs. They’re couriers pick up and deliver your important packages.  Perhaps you order dinner from them when you are working late.

Many of those people run small businesses. And make no mistake about it - small businesses are the engine that drives of America's ingenuity and prosperity. Consider some of these statistics:

·       More than half of working Americans are employed by a small business (defined as a company with fewer than 500 employees);

·       Small businesses have created more than 65% of new jobs over the past 20 years;

·       In high patenting firms (15+ patents in a four-year period) small businesses produce 16 times more patents per employee than large patenting firms;

·       Small businesses produce roughly half of our country's GDP.

When you buy from such companies, you help strengthen your community more than you do when you buy from a larger one that takes the profits outside of the area or even the country. That is called the multiplier effect.

Research has shown that money spent with local companies has three times the positive effect on a community that money spent at a larger company does.

That makes sense. Pick a small business in your neighborhood.

They hire staff, who, statistics overwhelmingly show, are paid much better than similar staff at most national competitors.  Wages are spent close to home.  These staff are more likely to have decent benefit plans and to be able to afford them.  Both the staff and the business generate and pay taxes which help to support local services. Businesses pay rent, advertise and purchase everything from toilet paper rolls to cash register rolls, often from other small businesses.

Granted, there are pressures on all companies to control costs. Especially when starting out, you have to be especially price conscious.  However, if your company is more prosperous, it pays to take a macro view on this. A Loyola University study looked at the effect from a new Walmart that opened on Chicago's west side. Within two years more than 25% of the businesses within a four-mile radius went out of business, with the rate increasing the closer you get to Walmart. Overall sales receipts in the area also declined.

When the businesses close, the taxes they generate disappear. Larger corporations can employ tax avoidance schemes that take revenue out of communities.

Another study showed that four of Walmart's 10 largest suppliers in 2004 had filed for bankruptcy within two years.

What makes the Vince Papale story so entertaining is it's an improbable tale.

What's much more likely, but equally as heartwarming, is the tale of a small business person done good. Whenever you support one with your purchasing power, you’re sharing in their success as an individual – and our success as a nation.  

How to Spot the Next “Big Thing”

The year is 1981. Imagine you are an NFL scout driving through rural Mississippi on your way to Itta Bena, the home of the Mississippi Valley State Delta Devils.

In the scouting world, you have not exactly hit the jackpot. This is not the Rose Bowl, and you are not watching a couple of teams playing for the national championship.

Looks like it is just going to be another game. You go because it is your job, but you are not expecting much.

Switch hats and imagine you are a product manager for a company in St. Paul, Minnesota in 1973. For the past six years some quirky scientist in the lab has been pestering you and anyone who would listen about taking a look at this product he developed by accident when he was supposed to be creating a super strong adhesive for the aerospace industry. This time he caught you on a day when your resistance is low, so you give him 15 minutes.

What is your attitude heading into these two situations? Are you willing to give 100 percent to the situation and put aside any preconceptions?

If you approached both situations with an open mind you will be glad you did.

You find Itta Bena and grab a seat in the press box. Midway through the second quarter this receiver comes across the middle a makes a spectacular catch. You make note of his number. A few moments later he makes another one. "Perfect route" you say to yourself.

By the end of the game you are sold on this young man and cannot wait until you get back to your hotel room (no cell phones back then) so you can call your General Manager and tell him to draft Jerry Rice who, ultimately, became the greatest Wide Receiver in NFL History.

If you were the product manager in St. Paul, you listen to a tale about how they guy failed to create the airplane adhesive but ended up with the opposite, a weak substance albeit with some interesting features, including not leaving a streak and having just enough "stick" to allow it to be easily peeled away from many surfaces.

If you kept an open mind, you just met the guy who invented Post-It notes.

In both of these situations the "next big thing" came in an unexpected package. Jerry Rice was overlooked by every powerhouse college in the entire country. Spencer Silver, the man who accidentally discovered Post-It notes, could not get anyone to listen to him for six years. (By the way, Post-It Notes have annual revenues in excess of $1 Billion)

If you want to be truly successful in business, you have to have the ability to recognize when your judgment may become clouded because of some preconception you bring with you into the office every day. Maybe the new hire did not graduate from a prestigious college. Perhaps you prefer that territory manager to be more gregarious, because that is how you are.

If you believe there is only one or at most a select few paths to success, you are in trouble. Different people have different thought patterns and comprehension styles. Some are visual learners, while others tend to the audio end.

Increasing workplace diversity helps with these situations; so does having a trusted mentor or two who can help keep you in check.

So give everyone your full attention. Value what they have to say. They deserve that respect, as do we all.

You never know when you'll experience the next big thing.

There’s No Room for “Gut” Feelings

If you have read my blog before, you know I love to talk about how athletics and business intersect. Today, however, I'd like to talk about how they are starting to differ.

Many sports are filled with legendary stories of triumph and defeat.  Football lore is filled with legendary stories of gut feelings and impulse decisions leading to glory. Eli Manning's pass to little-used David Tyree is one recent example. Tim Smith spelling a battered George Rogers and leading Washington to Super Bowl glory.

If you dissect the feelings behind such impulse decisions they often come down to the current circumstances being very similar to experiences from someone's past. The flow of the game, the rain, and the defense remind him of a previous game where a play worked. Sometimes it is because the coach has been watching a running back in practice all week and sees his focus and preparation are a notch higher than normal.

So what often ends up being classified as a “gut” decision is actually based on a logic that one cannot access in the heat of the moment.

One place that you better be able to access this logic is in the boardroom. Imagine you are the CEO of a company unveiling a new product line. Hundreds of hours of staff time and tens, perhaps hundreds, of thousands of dollars have been devoted to the cause. Other projects have been put aside. This is a make-it-or-break-it proposition.

You call your creative team into the boardroom to see the campaign. They go through the background, such as research and statistics. So far so good.

Then your Director of Marketing says the perfect celebrity for the campaign is Pee Wee Herman. Your jaw hits the floor. Pee Wee Herman?

"Trust me," he says. "I have a gut feeling about this."

As the CEO you are probably thinking how quickly you can have a new Director of Marketing in place. This is an expensive campaign for a product whose success your company is relying on. Jobs, including yours, depend on it. After this meeting you have to explain the campaign to your board, and you better be armed with more than a gut feeling.

Given the many different analytical tools available in the modern economy, there is simply no excuse to not have more than enough proof to justify any recommendation you make.

Over the past couple of years, RBC Royal Bank has produced a series of videos designed to capture the experience many young people have buying their first home. Engagement Labs, the company producing the videos, created a campaign around the different emotions a couple might experience, such as romance, fear and drama. They hired Hollywood directors to produce a cinema-quality, short videos mimicking the tone and style of how those emotions play out throughout the purchase experience. One is a romantic comedy, where the couple imagines all the great things they will experience. Another is more suspenseful.

Imagine if Engagement Labs walked into the buttoned-down bank environment, explained the cost of hiring Hollywood producers and said, "Trust us, this will work out".

If it was me, they wouldn't get the contract.

Engagement Labs is one company taking advantage of this generation's ability to parse and analyze little bits of data like none before. Coding geniuses can create algorithms that detect trends in the strangest bits of information that actually reveal snippets of human behavior. This information is then used to attract target markets.

In a recent interview, a member of the creative team behind the campaign said "Everything we do is based on data. Long gone are the days of playing a hunch."

The truth is out there. You just have to be determined enough to find it.  

One of the greatest innovations in football over the past several decades has been the West Coast offense. It employs multiple short, horizontal passing routes, which stretch defenses to make longer plays more possible.

The first few teams that employed it had great success. The "Air Coryell" San Diego Chargers, with Dan Fouts throwing to a talented group of receivers in the 1970's and 1980's, were a force. So were the great Bill Walsh-led San Francisco 49'ers teams.

Coaching genius is not limited to offense of course, and over the years defensive coordinators have adapted to the West Coast offense, making it not nearly as popular as it once was.

I thought of this when I read Goldman Sachs is planning a consumer-lending unit. For many, Goldman Sachs is a symbol of the rich and powerful. Entering the world of consolidation and home renovation loans represents a bit of a philosophical shift.

Prior to the recession, traditional lenders avoided these smaller loans because there were bigger profits to be made elsewhere. Reasoning that it takes the same amount of time and money to underwrite a $40,000 loan and a $1 million loan, banks said the latter was a better use of their time.

Their departure created a void, one filled by people motivated by different experiences with the recession. Termed alternative finance companies, these platforms have a detailed knowledge of not only finance, but also data algorithms and computer technology and have used them to create much more efficient underwriting systems that make smaller loans more profitable. Most say they are not finance companies, but technology firms solving financial problems.

The most familiar names in alternative finance are Lending Club, Prosper, and OnDeck. Lending Club and OnDeck recently held IPO's which left their companies with valuations well north of $1 billion each.

Once you start talking numbers like that, big players look up from their copies of the Wall Street Journal and take notice.

While I would not bet against Goldman Sachs, they are late to the party. The Lending Clubs have a decade's head start, which, in financial technology, is eons. Being first to market allows them to claim innovator status, which brings important branding and marketing advantages. They also have customer loyalty advantages.

The alternative lending space is becoming more crowded every day. New entrants have to work harder to stand out, which means added time, effort and money spent on indentifying a pain point, developing proprietary technology to solve it, and marketing the solution to potential clients.

A team announcing they will employ a West Coast offense in 2015 would be lucky to get a mention on the NFL Network, as it is a case of "been there, done that." Upon hearing the news, opposing coaches would immediately start formulating a plan based on 30 years of knowledge about the West Coast offense. Many fans may react with a "meh".

Is your company a leader or a follower in your space? Do you find yourself reacting to a competitor's announcement with a need to counter?  Or, are you a pioneer?  A Trailblazer?

How much time do you spend on trend analysis and forecasting? Do you know where the industry is headed, what pain points will need to be addressed, and how you will solve them?

If you don’t have good answers to these questions, you'll need more than a West Coast offense to be standing tallest in the end.

A Crack in the Under Armour?

Two weeks ago, America celebrated Memorial Day, a time when we honor the dedication of thousands of men and women who have served around the world in the name of peace, with many paying the ultimate price for doing so.

If you travel frequently like I do, you'll be reminded of their courage by the number of young people in uniform you see in airports as they come and go from military installations across the country.

Marketers have long recognized the benefits of supporting the troops, as it can be a great way to generate good will. That extends to the use of American symbols like the bald eagle and the stars and stripes. Evoke a sense of national pride in your advertisements and it can score big in the revenue column.

But it is not as simple as tapping into that piece of Americana and waiting for the cash to flow, as Under Armour (UA) recently discovered.

Last month UA released the "Band of Ballers" basketball shirt, which mimicked the iconic image of soldiers raising the American flag at Iwo Jima. In place of the flag four basketball players were raising a basketball hoop.

Condemnation was swift. UA quickly removed the shirts from stores and profusely apologized. Their social media pages were barraged with comments about showing disrespect for the troops.

There is an art to tapping patriotism, as you have to balance getting your word out with showing the appropriate level of respect for the institution you wish to link your brand with.

Those whose industry involves pushing limits and challenging conventions are especially prone to stepping over the line and upsetting a portion of the public. Not that UA is that racy, because they are not, but part of their image involves pushing one's self to excel.

Many brands in music, fashion, alcohol and other sectors constantly push boundaries while others may simply be dense as to the effect their product has on some segment of the population. In 2014 Urban Outfitters briefly sold a Kent State sweatshirt as part of a "sun-faded vintage collection". The problem was the fading and discoloration looked like bullet wounds and blood splatters, evoking images of the death of four Kent State students in 1970 war protest.

As I often write, bad situations sometimes happen, but your reaction can lessen the effect by showing attrition or generating some good will.

UA already has the Wounded Warrior Project (WWP), where sales from a specific line help soldiers who are injured with their recovery. It would not have been much of a stretch for UA to have originally earmarked sales to this cause.

They could have also announced after the fact they would direct all sales to the WWP. This would show contrition while also getting some publicity for the WWP, an outstanding cause worthy of every penny it generates.

Because they are involved with sports apparel, UA has professional athletes as paid endorsers of their company. Smart athletes link with brands to develop or further an image, and if UA develops a reputation for being tone deaf and insensitive, they risk losing big names who play a significant role in increasing brand awareness.  I make no claim that this seemingly innocent mistake will in any way tarnish a Goliath brand I have come to deeply respect and admire.  However, repeated errors, or a developing culture in any organization that thinks it can take risks outside of its limits, are at major risk of being taken down. Speaking of Goliath…

Why Mergers Don’t Guarantee Success

One of the great things about being a football fanis letting your mind wander to "what if?" scenarios.  What if Dwight Clark never caught that pass?  What if Bo Jackson never got hurt? What if Pete Carroll called a running play? (Sorry Seahawks fans)

Have you ever caught yourself wondering what it would be like if you could combine two teams with different strengths into one super team, say the Patriots and the Steelers?

Imagine being the opposition’s defensive coordinator and trying to figure out how to stop a running Le'Veon Bell, going short to Rob Grownkowski, or long to Julian Edelman? Who's taking the snap, Tom Brady, or Ben Roethlisberger? We haven't even gotten to the defense, where Cortez Allen and Kyle Arrington cover your top two receivers. That team would be a Super Bowl favorite every year.

The business world saw such a merger this week when Kraft and Heinz agreed to unite in what is reported to be a $48 billion deal. Kids around the world are excited because macaroni and cheese have joined forces with ketchup, but the business world sees dollar signs and plenty of them.

I am taking a cautious approach, because if I've learned one thing in my business career, nothing is ever certain. These two attractive companies aren't just going to get together and live a dream life. Remember what happened to Brad and Jennifer.

Here are two factors the people in charge of integrating Heinz and Kraft should keep in mind:

1. Culture conflict

Different companies have their own culture, which works for them. Younger, tech-oriented companies have open-floor, flat and collaborative cultures, with plenty of bonding events and foosball tables. Older financial companies are more buttoned-down and conservative.  Both have their place, but combining them would be a headache. Can you imagine a Google/Goldman Sachs merger?

Both Heinz and Kraft are successful companies with a style that works for them. That doesn't mean they will work together. They need to look very closely at each other's culture and the ramifications of combining them.

2. There's only one ball

In my Patriots/Steelers scenario, either Tom Brady or Ben Roethlisberger is going to be on the bench at any given time, and I can guarantee you, given the competitive nature of both men, it is unlikely to work well in the long-term.

Having been in both worlds, I can tell you the business world is just as competitive, with just as many egos as the NFL. Whether it be certain territories, leadership positions or even office locations, there are likely to be a few noses out of joint when the operations are combined.

Part of the solution lies in looking specifically at each environment and seeing which types or qualities and personalities can make each one better. In my book Team Works! my good friend and former Buccaneer teammate, Roman Oben, describes the specific steps Jon Gruden took to change the culture of a Tampa Bay team that had never won a game in sub-40 degree weather.

Coach Gruden brought in players from colder-weather cities who were comfortable playing in the colder environments one is more likely to face in a run to the Super Bowl. Not only were these men used to different types of weather, but they had the confidence to challenge Warren Sapp, Derrick Brooks, John Lynch and other defensive mainstays in practice, making them better as a result.

The Kraft and Heinz people should be on the lookout for such team players, those who see the possibilities ahead.

I began writing this article with the Packers and Seahawks in mind but I had to make the switch to the Patriots and Steelers.

After all, one is owned by Kraft and the other plays at Heinz.

6Tips to Becoming a Hall-of-Fame Leader

I’ve written about the different approaches companies take when assembling the best talent, and why it is often the best practice to create an environment in which the employees you already have, the known commodities, are allowed to prosper. Two reasons: because you maximize their self-esteem and sense of fulfillment and they become great recruitment, retention and productivity-maximization assets.

As a leader, you have an important role to play beyond all the steps you take to create a positive environment, and that consists primarily with how you conduct yourself every minute of every day.

Remember, no matter the size of your team, whether it be a departmental work group or a Fortune 500 corporation, people are naturally going to look to you for direction.

Are you holding yourself to a different standard than you hold everyone else?  I expand on this topic in the final chapter of my book, Team Works!, where I discuss the concept of a “Rope-Holder,” someone who would never let a team member fall – no matter what!

We all want to say 'yes' to the holding-yourself-to-a-higher-standard question, but if I were to interview some of your team members? Would they say the same thing? Even worse, would they say ‘yes’ for the wrong reasons?

You do NOT want them saying ‘yes’ because they see you as a hypocrite for expecting more of them than you do of yourself. You DO want them saying ‘yes’ because they see you expecting more from yourself than you do from anyone else.

Over time, one path sets you up for a Hall-of-Fame performance, while the other ostracizes you and could end up in you being cut from the team.

While this list is by no means exhaustive, if you display these traits, you have the foundation of a Hall-of-Fame-caliber leader:

1. Roll up your sleeves

An easy way to foster team cohesion is by creating a flat environment where no job is "beneath" anyone. An easy way to do that is to be seen doing those tasks yourself. If it is important enough for the boss to be doing, it will be important for them to be doing, and doing well.

It is said those who desire to be first shall be last, meaning they will do anything that needs to be done, no matter how menial.

2. Put in the time

If you expect your team to put in extra time and effort, you better do the same. It’s tough to grumble about the boss when the boss is seen working harder than anyone else.

3. Don't separate yourself

Make the rounds and regularly check up on different areas of the operation. Your personal time and focus are valuable tools, and you send a strong message on priorities by where you deploy them.

4. Be seen paying attention to details

Scrutinize every word of your internal and external correspondence. Dress well. Double check shipments. Whatever it is, pay attention to it.

One of the most influential coaches I ever played for, JB Grimes, said the most important thing is to do the “little things” perfectly, because, at some point, they become instinctual. Internalize that and you'll beat your competition 99 percent of the time.

5. Notice others

Remember birthdays and other important details of your team members' lives. Celebrate their triumphs with them, and be there when they experience loss. Show them they are more important to you than the role they fill at work.

6. Be human

How do you follow up when you do make a mistake? When they occur, acknowledge them and immediately set out to make things better.

Your team doesn't expect you to be perfect, so take the opportunity a mistake provides to connect with your team through something we all share - our imperfection!

A Hall-of-Fame career is not something for everyone.  As a matter of fact, it’s reserved for the best of the best – the elite. Do a self-inventory of your current leadership style and, as we used to do after a football practice, “watch some film” of yourself in action.  Take the necessary steps towards executing the details – the little things – that separate winners from champions and champions from Hall-of-Famers.  Soon, you’ll be the elite of the elite.

How to Speak so that Everyone will Listen

My Dad once told me that there are two types of people in this world – ones that talk to the person next to them on airplanes – and ones that don’t.  Which are you?  My Dad, the latter, said that “anytime someone next to me in an airplane asks what I do for a living, I tell them I sell Life Insurance (he’s in the hotel business). It’s a virtual guarantee that they’ll stop talking to you.”  

Now comes the difficult question… What if you actually sell Life Insurance? In an instance like this, how do you speak in a way that people will listen rather than offer you a subtle pleasantry and dismiss your gesture? Furthermore, how do you speak so that people will not only listen, but they’ll sit on the edge of their seat, lean towards you and be totally engaged in what you’re saying?  The answer is not rocket science.  It’s a simple shift in the way you introduce the information…and everyone has the ability to do it.

I’m not a great golfer – as a matter of fact, I can’t even classify myself as good.  On several occasions, I’ve been known to slice or hook the ball over 200 yards in the wrong direction of the pin.  I’ve been tempted on several occasions to take my clubs and throw them in the pond (where most of my golf balls are anyway).  One day, after a rather epic slice that went almost the opposite direction of the fairway, I virtually gave up – saying that I have no business playing golf anymore.  My friend, an avid golfer, said, “whoa – wait a second…stop being so hard on yourself.  You’re not that far off.”  

“Not that far off” I shouted?  “Did you see my shot?  I’m nearly 200 yards off!”

His response nearly floored me and taught the most valuable lesson I could have possibly learned when understanding a proper view on ones perspective.  He said, “you’re not 200 yards off.  That’s the end result.  You’re 2 millimeters off.  We need to first work on the reason why you’re 200 yards off and that’s because of the alignment that your clubface hits the ball.  We only need to make a 2-millimeter shift, not a 200 yard one.  Once we do that, you’ll be dead on.”

Speaking in a way so that someone is immediately engaged doesn’t require major shifts in perspective. It doesn’t require an introvert to suddenly become an extrovert.  It doesn’t even require advanced knowledge of human interaction and interpersonal communication.  It’s a 2-millimeter shift in the order in which you present the information in your delivery.  That’s it.

The secret to ultimate human interaction and engagement is this:  Before you tell someone WHAT you do, first tell them WHY you do it.

My Dad thinks that not many people would want to speak to a Life Insurance salesman during their flight and therefore, it’s the perfect “out” in the conversation.  In his mind, the conversation would be over before it began. After all, who wants the potential to be “sold” Life Insurance when flying in an airplane?  However, let’s say that you, our hypothetical Life Insurance Salesperson, make a 2-millimeter shift in your answer when posed with the age-old question of, “What do you do for a living?”  

What if, rather than giving the result (your “What”), you gave the reason you chose Life Insurance as your profession?  What if your true reason (your “Why”) was something like this:  “when I was 20 years old, my father passed away and didn’t have any life insurance.  His death hit us at the worst possible time. The loss of his income coupled with our debt nearly crippled us. It was extremely tough on us for several years and we almost went bankrupt.  From that moment, I made it my absolute mission in life to make sure that no one ever has to experience the same level of hardship that we did. So, I sell Life Insurance.”

Totally different, right?

By making a very minor adjustment in the way you order and introduce information, and providing the WHY before the WHAT, you completely flip the conversation on its head.  This method works in every possible situation of human interaction and method of communication, whether you’re in a job interview, trying to land a date, close a sale or answering a very typical question at a cocktail party, “what do you do?”  

People are innately attracted to those who have a “why.”  Why you ask?  Because we crave to find passion in our lives; we crave to surround ourselves with those who are deeply dedicated and driven because of a cause higher then themselves.  It’s inspirational! Having a “why” is not just a story of how you got into your career, or why you feel you’re right for the job. You’re “why” is your motivation; you’re “why” is your personal credo for the reason you wake up and draw a breath. Your “why” is everything.

Humans have an insatiable appetite for good stories.  We crave them.  By beginning with your WHY – your personal and passion-filled story – people will be engaged, attracted, enlightened and you’re virtually guaranteed that they’ll listen every single time…even if you sell Life Insurance.

How to Find and Develop All-Pro Talent in Your Business

This is the week the NFL officially beginsits free agency period. The second they can, front office personnel glue theirphones to their ears and make their pitches to the players at the tops of their lists.

For football fans, this week is like Christmas Day.  Instead of scurrying to the tree, men, women and children of all ages run to their phones and computers whenever they can to see what presents their team's General Manager has wrapped up.

Every year a few big names change teams.  The big winner this year appears to be Ndamukong Suh, who left the Detroit Lions for the Miami Dolphins. Jeremy Maclin and Julius Thomas also got big money to switch cities.

I enjoy watching how different teams approach free agency. Gamblers go for big names, who may also bring big headaches. Others, like Philadelphia, with Ryan Mathews, and Indianapolis, with Andre Johnson and Frank Gore, often sign veteran players and known commodities.

What is your company's approach to acquiring and developing talent? Have you even thought about that?

If your approach to meeting your talent needs is to call the local paper and place an ad when someone leaves, you are neglecting an important chunk of growing your company.

Where do you want to be in one, five and ten years? Do you envision new product lines? Expansion to new cities? Do you have the personnel to get you there?

If you have identified gaps in your corporate vision, or tasks which your current roster in its current configuration cannot sufficiently address, you need to enhance your talent development strategy.

Some companies determine the solution is to go and get the most talented personnel they can to fill the roles they need. For the most part, that is a reasonable decision, but it is not without its risks.

Whenever your talent search takes you outside your organization, you deal with unknowns. Will the new hire fit in with the team and your corporate culture? The new person may be talented and perform their duties admirably, but if there are personality clashes with other key staff, the whole may end up being less than the sum of your parts.

How about the reputation of the people you are looking at? Be careful of simply bringing in a team of industry stars who look great on paper. Just as football is full of big egos, so is the business world. You only have so many top clients and so many top opportunities to shine, and you risk dissension if someone doesn't think they are getting the ball enough. Instead of Dez Bryant and Demarco Murray, maybe you're better off with Frank Gore and Andre Johnson, veterans with proven skill levels and a longer track record whose potential fit is easier to assess?

You may not even have to look outside your own roster to fill your talent gaps. Constantly assess the people you already have to see if they are ready to make the jump to greater responsibility, to move from a backup position to a starting role, so to speak.

Identify people with potential early on, and develop training programs so they have the skills both they and you need when an opportunity arises. I keep talking about noticing people and encouraging them for a reason. It is a great talent acquisition, development and retention tool.

It is also less risky and much easier to develop talent you already know than it is to deal with unknown commodities.

When the free agent frenzy subsides, scroll down the list of signings past the big names and make note of some of the more unheralded signings. Then check back after the Super Bowl. Guaranteed a few less heralded names will help their new teams go deep into the playoffs.