Mentoring for Success

The job hunt was over. I felt both relieved and excited as I walked into the building to begin my new assignment. On this the second day, I would begin to get acquainted with the work site and learn my responsibilities. Fortunately, the company provided a “teacher,” who would shepherd me through the process. My boss reintroduced me to Michelle, whom I had originally met during the interview process. On this day, however, she wasn’t asking questions, she was providing me with answers, training me.

After showing me my new office, Michelle gave me information to read about the company, the customers, and the job itself. Then, she introduced me to everyone at the job site. Over the next few days, she made sure that I spent time at each department, where I observed and learned about its operations.

During the third week, Michelle took me with her to meet various clients. After each visit, we discussed what had occurred. She consistently integrated the information I had read about the job with the actual exchange she had had with the consumer. In addition, she provided me with many opportunities to ask her why she did and didn’t do certain things. Michelle also pointed out the obstacles and pitfalls that she had encountered. Her openness allowed me to understand better the differences between success and failure in client relationships.

I have never forgotten Michelle’s skill, kindness and the thorough training I received. She epitomized the qualities of a champ as she guided me through the first months on the job.

CHAMPS point out the obstacles.

Positive Persuasion

Some years ago, a good friend of mine became the head of an agency that covered a large geographical area. An experienced leader, he knew not only its internal dynamics but the external challenges as well. This highly successful organization was composed of a small board of directors; a diverse, scattered group of employees; and literally thousands of volunteers that had been directed—more than led—by a forceful, charismatic man for over ten years. My friend knew that abrupt directives on his part could hurt the thriving agency, so he decided to get acquainted with his new coworkers. After making the rounds and meeting as many people as he could, he set up listening posts throughout the entire region so that everyone would have an opportunity to speak. As the new leader, he wanted to listen to whatever concerns the affiliates deemed important enough to talk about. In fact, he was so committed to hearing from everyone, the information gathering stage lasted several months.

After compiling all the feedback he had collected with what he knew about the environment in and outside the agency, he set up another round of meetings. In each one, he gently discussed his vision for the future, integrating the stakeholders concerns, the external situation and his strategic thinking. He fielded questions non-defensively and gently reiterated his perspective. This entire process took over two years, but when it was completed, I noticed that the organization had taken a new, positive direction with energy and enthusiasm. And, my friend was the leader not only because of the position he held, but also because he had acted wisely and received the acclaim of the agency constituents.

CHAMPS are persuasive.

Remembering Moose

Captain Terry “Moose” Millard passed away on February 3, 2009. While I knew that over 18 years of fighting kidney cancer had worn his body out, I wasn’t ready for his flight into the next life. I was losing a deep friendship that was spiritually, intellectually and emotionally enriching. A fog slipped into my consciousness, and I began to grieve in a mindless, aimless manner.
Later that week Moose’s wife Allene told me that his daughter Lisa was sitting at her father’s desk thumbing through Champs and Chumps when she came to page 95:

The successful CHUMP’S epitaph: “He always made budget.”
The successful CHAMP’S epitaph: “People loved working for him.”

Lisa looked up and exclaimed, “That’s my dad!”
She’s right. While his skill as a pilot leader and a builder of organizational culture positively impacted Southwest Airline’s (and other’s) bottom line, we remember Moose mostly because people wanted to work with him. I’d like to share just a few of the things Moose taught us that made us want to join his team.
Moose said, “Mean people suck.” We always knew that, but putting it into words released a flood of emotional baggage that had weighed us down. The freedom to be real about painful people at work drew us to Moose.
Moose said, “Everyone has a contribution to make.” And he generally found it. He reminded us to look for the good in even the weakest member of the group. And when he included them we knew that we were included as well.
Moose said, “Have fun at work.” The planned and spontaneous moments of joy and laughter do become the lubricating oil that smoothes the difficult challenges at work, allowing them not only to be endured but to be embraced. On my desk is a photo of Moose and me blowing bubbles. Those two middle aged men—one balding, the other graying—sending childhood delights into the air reminds me daily not to take myself too seriously.
Moose said, “A positive approach to the future leads to success.” We learned that when our world view was positive, we could identify the opportunities in front of us. We developed the ability to see and take steps toward growth because we expected them to be there.
And, at the close of every presentation, Moose said, “Remember, always, always, always, fly Southwest!”

We will miss Moose and honor him best by being the people with whom others love to work.

Embracing Self-Discovery

When my two sons started elementary school, we began playing a game during dinner. Each of us would take on the role of another in the family. Sons became parents while Dad and Mom pretended to act like Ben and Nate. It was a riot. We never finished an entire meal before we had all collapsed in laughter. Nate working hard to get me to eat green beans was a classic.
It wasn’t just fun–it showed us how we were coming across to each other at home. While some of the parodies were in jest, others revealed areas in my life that needed improvement. I saw myself in a new way–a way that made me decide to change. Since that time, others have also mirrored to me mannerisms, attitudes and beliefs that I recognized as problems and worked on changing.
What do you think? Could you ask a good friend or coworker to give you some important feedback? It might be the path to new effectiveness.

CHAMPS welcome self-discovery.

Champs Make the Small Feel Great

As a Rotary Foundation Scholar in Israel, I enjoyed a year immersed in a completely different culture than my own. I learned a new language (Hebrew), ate new food, explored new places, met new people, and participated in new customs. All in all, I experienced a great year of study and learning.
However, the most memorable moment could have happened to me anywhere. One hot, Mediterranean afternoon, I was riding in the back of our touring truck, listening to several scholars discuss the three archaeological sites we were visiting that day. They carried on their lively exchange in Hebrew. I listened intently, struggling to follow the meaning of the words. One of the men, Dr. Anson Rainey, turned to me—the only student in the group—and asked, “Can you understand the discussion?”

“Part of it,” I replied ruefully.

Dr. Rainey turned to the others and said in Hebrew, “Let’s speak in English for Jim.”

They complied immediately, and I learned a lot from the ensuing conversation. It was great to be included. In reaching out to me that way, Dr. Rainey made me feel important. While I have forgotten the scholarly interchange, I have never forgotten Anson Rainey or the way he chose to treat me that afternoon.

CHAMPS make the small feel great.