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Lead to Win: Lessons from a Chicago Cubs’ World Series Champ

I’m a die hard Chicago Cubs fan. As much as I love all Chicago sports, baseball is what I grew up watching. I am by no means the longest living Cubs fan, not even close! However, I, like many others, grew up watching them lose a lot, hanging onto every inch of hope that they might just win it all one day. So, when they finally did it this year, I was literally ecstatic. I cried; I admit it; I have no shame about it.

The thing about this current Cubs team though that makes me such a proud fan is its leadership. Being a leadership and HR fanatic myself, its one of the first things I notice in teams. The Chicago Cubs has a lot of great leaders from Theo Epstein to Jed Hoyer to the Ricketts family. However, I am consistently impressed by the great Joe Maddon.

So, here’s what I’ve learned about how to “lead to win” from Joe, manager of the World Series’ Champs, the Chicago Cubs. I’ve titled each lesson after my favorites of Joe’s “Maddonisms.”

“That’s outcome bias.”

Joe often responds with this statement when the media questions a decision he made, claiming that the opposite decision or a different decision could have had a better outcome. In leadership, we often play it safe and if something goes wrong, we constantly waste time questioning “what if” scenarios, attempting to breakdown what went wrong. There is a false assumption that another decision or action would have resulted in a different outcome, when in reality, no one really knows. It could have been the same outcome either way.

The lesson is that just because one decision or risk does not work out, it doesn’t mean that we need to play it safe the next time. We must keep taking chances and pushing boundaries.

“Do simple better.”

Joe is questioned a lot for his way of leading and managing the Cubs. He cancels batting practices and doesn’t hold team meetings. Instead, he believes that he has adults and professionals on his team and thus, he should treat them as such. Therefore, he puts his trust in his team and doesn’t micromanage them. Guess what? They chose to practice anyway and took the World Series in style, coming back from 3-1 games down to win it all. He also prides himself in having one-on-one conversations rather than team meetings.

The lesson for leaders is to stop overcomplicating our roles. If we do the simple things better, we will already have better results. One piece of advice from Joe is to not micromanage every detail of how employees should do their jobs. Be clear with expectations and let them achieve the results on their own. The other relevant lesson is that when someone isn’t performing, have a real, honest conversation with that person rather than holding a team meeting every time to reset expectations in a passive-aggressive manner where everyone feels like they did something wrong but aren’t really sure.

“Don’t ever permit the pressure to exceed the pleasure.”

This is my favorite maddonism! Every Cubs fan knows about the team’s themed road trips. This year, they did eccentric suits day and a pajama party day. Joe also throws little parties in the clubhouse like when he brought zoo animals in for spring training or brought in a mariachi band to serenade his team before a game. The lesson here is to have fun with our teams and let them have fun with each other. Fun brings people together and takes the pressure off.

This maddonism also gets to the heart of success which is that people who love what they do will achieve the best results. Why? It’s not likely that people love doing something they are not good at. People with real passions live and breathe whatever it is that they are passionate about. Leaders hire A players and let those A players enjoy what they do because the pleasure of what we do everyday should exceed the pressure we are under.

What stands out for you and what might you try doing with your teams? I’ve been pondering the “no team meetings” idea. Here’s to the Chicago Cubs, to Joe Maddon, to leadership and to all of you winning with your teams!

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Leaders Execute

I had the privilege of hearing Chip Madera, renowned speaker and organizational development expert, speak again for the second time in one month. This past week, he talked to us about leadership and execution and his message really stuck with me. We were a bunch of healthcare leaders in the audience and if you know healthcare, you know that the industry is going through a boat-load of changes.

But, going through change is not a good excuse for not executing. Leaders need to be the example. As Chip puts it, we are the “keepers of the culture.” It starts with us and it is up to us to lead it. If we don’t get this right, we will not survive because “culture eats strategy for breakfast.” If we don’t keep the culture, our employees will create it anyway and it won’t be the culture we want because if we’re not part of it, they will know that pretty quickly.

We cannot continue blaming employees and trying to hold them accountable without first holding ourselves accountable. I constantly run into leaders who complain about their employees not performing but they never actually do anything about these employees. If we want A players, we need to pick A players, we need to grow A players and we need to be A players. Only when we start looking within ourselves can we start leading and executing for our teams and our organizations.

To lead a culture that people will follow and buy into, we need to connect with them. We need to be able to relate to them and to meet them where they are. As the workplace gets more chaotic and stress levels rise, leaders are challenged with channeling their emotions while maintaining operations and leading people. This is no small task but where leaders often fail is the people part. They begin to drown themselves in the day-to-day and neglect their teams.

Chip challenged us to “fall in love with our people again.” He didn’t mean this literally, of course, but we need to take a step back and remember that we chose to accept leadership positions and that decision comes with specific responsibilities to our people.

So, have you reflected about your leadership lately? What are you going to do to reignite your passion for people and execute, particularly the culture?

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Create a Sense of Place for Your Team

A sense of place is actually a fairly common phrase used in geography, landscape design and interior design. It refers to the idea of creating something special and unique where people feel that they belong, perhaps to something greater than themselves. I think of really well planned parks where the design really took into consideration the people who would visit them – meeting places, comfortable spaces to sit, greenery and gardens, convenient walking paths, options for activities and other necessary concepts to create a feeling for visitors that they belong there.

Let’s apply this concept to the workplace. Creating a sense of place for your team does not have to be expensive. It can be but it does not have to be. There are so many ways to make employees feel like they are part of something when they’re at work, like they have a sense of belonging. They should feel meaning when they go to work every day. There is a lot that can play into a sense of place. You don’t have to have all of them to be successful but as many as you can incorporate into your workplace will be beneficial.

Efficiency

Efficiency in this sense is not about how fast you can get a task done. It’s about what makes sense for people at work. Are your workspaces designed so that employees can get to and from their offices with ease? Are they able to move within your organization in a manner that makes sense and does not require a lot of thought? For example, I think of an office space where on one level, there’s a food court in the middle and meetings spaces surrounding it. Then, on the second level, offices surround a community area with games and a patio out to a Zen garden. The two floors are open to each other and you can get to any single point easily and everything is placed logically. It’s easy to grab a bite to eat or a coffee right before or after a meeting when people usually need one of the two. It’s easy to take a break from office work by just stepping outside your door to play a game with a coworker or take a walk in a relaxing atmosphere, the garden.

Life

Workplaces often lack life, green life that is. Studies show that plants, flowers and vegetation can increase energy and focus and lead to a longer life. Purchase plants for your employees’ offices and build a garden together. There are so many benefits to a community garden:

  • It falls into our category of adding life into the workplace so it can increase productivity by helping your employees focus more.
  • It gives people something meaningful to do when they just need a break.
  • It builds on teamwork and can really bring people together for a common cause.
  • It is a great perk for employees to be able to take home food from the garden.
  • It encourages employees to cook for each other and share their recipes.
  • It allows for great conversation in a much safer and comfortable environment, rather than at the water cooler.

Options

People don’t like feeling stuck and if you’re trying to create a sense of belonging, you don’t want them to feel stuck. Build options into your workplace

  • for where people do their work – offices, open spaces, think pods, couches, etc.
  • for where people have their meetings – conference rooms, lunch meeting spaces, cafes and fun rooms (exercise balls, stress balls, basketball hoops).
  • for where people can take a break – gardens, food courts, coffee shops, game rooms or quiet rooms.
  • for where people can collaborate – training rooms, rooms with smartboards, computer labs and project rooms.

Connectedness

So, it’s great to have work spaces that make sense. What about the human side? Create a sense of place for employees by creating a culture of connectedness. Don’t just build a team; build a community. A community is a group of peers who trust each other, have found commonality despite their differences and feel a bond. They not only work well together but they do everything well together. A great recent example of this is the Chicago Cubs team. Whether you’re a fan or not, you can’t deny the sense of place that Joe Maddon has created for his team. They laugh together, play together, work together, win together and lose together. You never hear the players blame each other for losses or take all the credit for wins. If you watch them in the dugout during games, they are genuinely having fun at work. They’re never as serious as the other team. They goof around with their fans and with each other. They have become something larger, greater and better than themselves.

Celebration

Celebration is not just about throwing a party after a big accomplishment or telling people good job after they complete a project. Celebration is constant, genuine and 360-degrees. If celebration is truly a part of your culture, you sometimes celebrate for no particular reason. Don’t just do payday treats and birthday parties. Those are expected and can feel forced or disingenuous. Some things you can do include surprising your team with treats on totally random days, dropping off little anonymous gifts on their desks before or after they are at work and throwing a thank you party out of nowhere (not when anything important is going on). I’ve done these things for my team and it has paid off ten-fold as they now celebrate constantly. They have fun and do great work. It’s hard to believe sometimes that it’s possible to have both but when you do, it is quite amazing!

Purpose

Give people meaning, not just in the work that they do everyday but at work in general. If people don’t know why they go to work everyday or why they do what they do, you’ve lost the battle. Don’t be confused though. Meaning and purpose looks very different than reason. A good reason to go to work is to get paid. A good purpose for going to work is to serve your team and better the lives of your customers, patients or clients. To really have purpose, your team has to believe in everything: their work, their team, the values of the organization, the people they serve, the physical space they work in, the technology they work with, the product and service they are delivering and the leadership they have supporting them.

Remember these six pillars of creating a sense of place as you look to make positive changes to your teams, organizations and cultures. From my sense of place to yours!

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Take ownership and stop blaming your predecessors

One of the greatest problems I see in organizations is a lack of ownership. The most popular excuse I hear for this problem is, “[My predecessor] should have done this but didn’t and now it is too big of a mess to cleanup.”

Guess what? It’s your job! Most of the time, I find that the predecessor did not mess anything up but the successor just doesn’t understand how things worked before and why things were done the way they were done, which is a totally separate issue. It’s a complete cop out to blame someone who cannot even defend themselves.

If you don’t like the way things are, don’t just sit there and blame someone else for your problems. Take ownership of your role! But, how in the world are you supposed to do that? Start with five “knows.”

Know that not everything that was done before is bad. Have an open mind and don’t shut everything out and try to change it all just because you wouldn’t have done it that way. This is a horrible epidemic in leadership. Every new leader comes in and changes everything. It’s rarely ever a positive thing. You think you’re making things better but all you’re doing is making your staff suffer. Before you start changing everything, do a diligent evaluation of what is working well and what is not before making a single change.

Know that it’s okay to change and how to do it right. Not everything you inherit will be gold. Once you do a thorough evaluation, begin the change process for things that need improvement. Don’t just sit there and whine about how your predecessor screwed it all up for you and how it’s impossible to change. Do something about it! Make sure to include your stakeholders though, particularly your employees and your customers. A new leader who storms in and just starts tearing things apart is not going to get much support.

Know that you’re not alone so build some relationships. New employees have what I like to call the “freshman syndrome.” They act like they’re in high school again and become paranoid that the more veteran employees are automatically going to pick on them. Well, get over yourselves! If you’re a new leader, I can assure you that your employees are just as weary about you as you are about them so why not make them feel better? You are the leader, after all. Make them feel welcomed and comfortable. Get to know them. Ask them questions, seek their feedback and involve them in changes.

Know that trust is earned – not just trust with you but trust in you. You’re not going to immediately trust everyone you encounter so don’t expect them to trust you right away. Show your team that you’re worthy of leading them. Embrace those who question you and challenge you; don’t punish them for it.

Know that you can make a difference. So, you don’t understand how or why things were done before and it just seems completely backwards to you. Then, fix it. Don’t be afraid to take some risks and turn things around for the better. If you do it right, you and your team can be extremely successful. Don’t blame anyone for the problems you think you inherited. Take ownership of it and you can make a real and lasting impact.

Here’s a bonus piece of advice – people who take ownership don’t flaunt it. They don’t need to talk about it – about their predecessors not doing a good job, about them turning things around or about how hard it is to be them.

Ownership is very noticeable. There’s no hiding it. Take ownership and stop blaming your predecessors!

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Dare to be quirky at work!

I was asked to speak at a memorial recently for a coworker of mine who passed away. As I thought about what I appreciated most about her, I realized it was her quirks. I remember every day at 2:00pm, without fail, she would let out a big, loud yawn that half the office could hear. It was as if she was our human alarm clock. There is such a void for us at that time now. She also had a collection of doggie beanie babies above her desk to showcase her love for animals. She wasn’t afraid to be herself and let us all into her life even though we were at work.

So many people are afraid to be themselves at work. They’re rigid and quiet and constantly trying to be whatever their boss or their organization wants them to be. Yes, organizations need to do a better job of creating a safe environment for employees to be themselves.

Be yourself, right from the start when you apply for a job. Yes, you want to be appropriate with your resume but you don’t have to follow all the traditional guidelines. The most popular question I get from jobseekers is whether or not they can have more than one page to their resume. They are so concerned with that. It really doesn’t matter in the end. If there really are recruiters out there who will throw your resume to the side (or in the trash) if it exceeds one page, well, they’re the one with the problem, not you.  They’re probably missing out on many great candidates, including yourself. So, just be you.

Do it again in your interview. If you get that opportunity, ask questions to your recruiter or hiring manager that you really care about. Then, tell them about you. When answering interview questions, don’t think about what the other person wants to hear; just answer honestly and if there’s a funny story that shows your character, share it! I’ll give you an example. One time, I was in an interview and I was asked what my proudest accomplishment was at my previous job. I half-joked that it was convincing 100% of my team to try sushi. The recruiter and I got into a conversation about how she’s the only one in her family that likes sushi. Trust me, that’s not why I got the job but it gave people an idea of what it is really like being around me – my sense of humor, what I like to eat and my inclusion of and influence on others. It also allowed them to relate to me better and ask me better questions.

I’m always looking for quirks and unique characteristics when I interview people. I once did a group interview for a candidate. He answered every question bluntly. When asked what his biggest motivator at work is, he said money. My peers were offended and brushed him off as a potential hire right away. I loved his answer! It was honest. I am so over cliche answers during an interview. I get so bored hearing the same thing over and over again. I’m looking for someone with something new, something exciting, something to prove, something to fight for. I don’t care how many awards someone won or how many projects they completed. I want to hire someone real, someone who will think for themselves and produce new, even wild ideas! I want to hire someone who isn’t afraid to be quirky, different or silly at work. I don’t want to hire someone who hides behind a fake persona of what they think I’m looking for.

I encourage you to go on and be YOU at work. Show your personality, your character. Dare to be quirky!

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Right isn’t always easy

Doing the right thing often means doing the difficult thing. If it was a piece of cake, we would all be doing it. As our work became faster paced and our to-do lists became never-ending, did we forget about ethics in the workplace? Did those values we post around our walls just become blurry pieces of decoration?

We continue to see a lack of ethics training for both front-line staff and leadership. Many of these programs were cut from organizations’ budgets during a recession and have not made an appearance since. We need to invest our resources back into these programs if we want our employees to do the right things.

It goes beyond just ethics training though. It also means having difficult conversations, embracing accountability and developing a culture where people feel comfortable doing the right things.

When we build culture and programs around ethics, morals and values, there are many things to take into consideration. The most common mistake is that organizations focus only on the technical concepts like what’s illegal – sexual harassment training, anti-theft policies and information security protocols.

Helping people to do the right thing requires supporting them to speak up when something is wrong, conduct difficult conversations with others who may not be compliant, and incorporate values into team cultures. Once there is a culture of accountability and ownership, employees will be living out the values of the organization.

Getting companies to do the right thing isn’t always easy. It takes time, energy and genuine buy-in at all levels. But it’s worth it.

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Focus on one: Quick transformations that stick

Have you ever been part of an initiative to make a change and it fell apart, did not last very long or was not enforced (so no one actually did it)? Silly me, right? Of course you have! We all have! Change is not easy. It is something that organizations have been trying to do forever and most have not found anything that works.

First, let’s talk about some methods that do NOT work but many organizations still insist on doing. Let’s save you some time because as my mother says, “You can often learn as much from others’ mistakes as you can from your own.”

  • Change it but don’t say it. It’s hard enough for people to experience change but to make a change and not tell them about it is even worse. Ask employees for their feedback, include them in the change and inform them throughout the process.
  • Say it but don’t change it. This happens too. Don’t say you’re going to make a change (especially if it’s a positive one) and then not maintain the change. This happens a lot with process improvement initiatives where organizations will make some efficiency changes and then a few months down the road, everyone resorts back to the way they used to do things. This can be frustrating for the staff who put a lot of work in making the improvement changes. Get buy-in and ownership and hold each other accountable.
  • Put it in the 3-5-10 Year Plans. Why is everything is a three, five or ten year plan? Successful transformations can happen in a lot less time than that. What usually happens with the 3-5-10 year plans is that by the time the deadline hits, there are new leaders in charge of the plans who end up making brand new 3-5-10 year plans. Therefore, nothing gets done, everything is a blame game and it becomes the cycle of operations.
  • Change it all. Organizations try to change everything at once. When you have too much change going on or too many initiatives in motion, people get confused. You cannot blame them for not buying in when they can’t even understand what is going on. You cannot change everything and expect it to happen quickly.

So, how do we solve this problem of unsuccessful change management? I have one solution and only one solution for you to try. Transform one thing at a time. For example, if you’re trying to shift the culture of an organization to be more team oriented, start with one department or one manager’s team. Survey only that one team, see if you can get to the root of the problem and implement your solutions with them. The problem is not usually with the plans or solutions that people come up with; it’s the fact that they are trying to implement that plan or solution at too large of a scale.

The same concept works when we’re trying to make transformations, in people or in organizations. If you can get one team to make significant transformations that last, other leaders will be knocking on your door begging you to work your magic on their department or team. Then, the larger impact will be felt and it will last longer. Plus, if you only make one transformation at a time, you can probably do it in less time. Forget the 3-5-10 year plans for change; make 3-6-9 month transformations one at a time. Focus on one to make quick transformations that stick!

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Engaging a Free Agent Workforce

We’re all free agents. We always have been but more and more, we’re seeing people take advantage of their free agency. So, how do you engage a workforce full of free agents?

It’s not going to be easy but employers need to start thinking about customization and personalization. Each generation, each profession and each person may want something totally different out of their companies. The most forward thinking companies are trying out some different tactics to keep their best employees around. You should too!

Flexible Scheduling

Don’t just enforce a 4-day work week policy on everyone and call it a day. Flexible scheduling means that you allow for employees to flex their schedules as necessary so that they can have a better integration of their work and life. It’s about empowering people to do what they need to do and connecting the different pieces of their lives to make it whole rather than separate parts.

Service Initiatives

Offer financial and other resources for employees to support the nonprofit organizations and causes that they care the most about. Allow them to volunteer together. It builds teamwork and makes people feel like their values are aligned with the organization’s values.

A Sense of Place

With so many differing opinions, perspectives and values in the workplace, it’s never been more difficult to provide meaning for people at work. It’s the key to engagement, though. We need to be able to provide employees with a sense of place, a sense of belonging. Companies need to work extremely closely with leadership to ensure that employees feel connected to their work.

Regardless of the methods you choose to achieve the above factors, make sure that you are always re-evaluating to make sure that your practices are changing as your workforce changes. Customization and personalization are difficult things to accomplish but they are extremely important to engaging a free agent workforce.

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Opportunities are the key to value-based loyalty

If you’ve been keeping up on recent studies and news, you’ll know that the world of work is changing dramatically. Once upon a time, loyalty was a mutual desire for employees and organizations. Employees wanted to just stay with their organizations until retirement, slowly working their way up the corporate ladder. Human Resources (HR) departments revolved their initiatives – recognition programs, benefits, perks, etc. – around keeping employees around for the long-run (e.g., years of service parties and gifts).

Things are picking up fast though. All over the internet, you’ll now find advice from thought leaders and career experts telling you not to stay in a job too long. The specific advice varies but experts say that most people are now staying in jobs for only two to five years. Some are only staying in their organizations for that long.

So, should the goal of leadership and organizations still be to keep people around longer? Not necessarily, but loyalty should still be a goal. Loyalty does not always equate to staying with an organization for a long period of time. Loyalty can mean that even when an employee leaves your organization, they rave about it. They send their best coworkers, friends and acquaintances to work for your organization. They recommend you with sincerity and passion. They might even return one day if the right opportunity presents itself in your organization.

Organizations need to focus on providing opportunities for people. Opportunities include much more than promotion into a management position:

  • Lateral transfers allow employees to learn new skills and do a new job.
  • Promotional opportunities don’t always have to be into management. Create senior level positions for employees who excel at what they do and want to continue doing it at a higher level.
  • Sending employees to conferences allows them to expand their knowledge and network with other professionals.
  • Sending employees back to school to get a new degree shows your investment in their future.
  • Giving employees special projects that challenge and mean something to them will help them grow and help the organization grow.
  • Providing specialized and meaningful training for employees helps them gain confidence in doing their jobs better.

These are just a few examples of how to provide opportunities within your organization to great employees. The idea is to focus on helping employees achieve their personal career goals. Leaders often fear that if they offer these opportunities, employees will leave the organization. This is totally possible but it is not what management should be focusing on. As I mentioned, it’s the new reality that employees will be switching jobs and companies more often. Your goal should not be to keep employees around longer but to grow them and gain their loyalty.

You won’t always have the right job for the right employees at the right time. They may leave but if you don’t offer them opportunities to learn and grow while they are with you, you may be closing the door on them so that they never come back. That’s where leaders and organizations fail: not maintaining an alumni network.

Some of the opportunities I mentioned allow employees to network with other professionals. Leverage the relationships they build at these events. They may be meeting amazing people who are willing and ready to take their places once they leave your organization. Make sure you give them a reason to recommend your organization and your leaders to other great professionals. As times change, we need to change our definition of loyalty from a time commitment to a value commitment. To maintain loyalty that means something more than time, we must provide employees opportunities and play a role in their professional growth and success.

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The role and impact of every employee on the mission

I’m about to take some new training professionals onto my team and the process got me thinking about why training matters in healthcare and the importance of non-clinical employees in the industry. In healthcare, there is one focus, the patient, and rightfully so. So, who takes care of the patient? The nurses, physicians, therapists and other clinical staff. When it comes to the employee population, often times, the spotlight is solely on the clinical staff because they take direct care of our patients.

When your touch is as direct and intimate as that of a nurse or physician, your impact is often immediate and clear. There’s no arguing the power of saving a life. So, what role does everyone else in healthcare play in customer service and patient care? I challenge anyone who thinks that they don’t have a role.

I’ve had the absolute privilege of wearing three hats in my healthcare career: human resources (HR), training, and information technology (IT). I can connect everything I have done and continue to do in these roles back to patient care. I know how I impact the bottom line and I want my soon-to-be training team to understand what their role really means in achieving the mission of our organization.

As an HR professional, my job is to make sure that employees receive appropriate pay and benefits, that they have avenues for support with workplace issues and that they get to work in a safe and engaging environment. As an IT professional, it is my job to provide functional and innovative technology, the appropriate support for that technology and the relevant guidance needed to make the best possible technical decisions for operations. As a training professional, my job is to offer clear and accurate education, effective evaluation of competencies and continued learning support to employees. All of these things allow our clinical staff to focus on the most important thing in our organization: taking care of our patients.

Ultimately, I do what I do so that the employees I serve can best serve their customers and patients. If non-clinical employees do not receive the proper tools and investments to do their jobs well, clinical staff will end up frustrated that they have to focus on things like slow computers, complicated HR policies, and accountability without training. Then, patient care is no longer at the forefront for these employees. However, if we value our non-clinical staff enough to empower them to make great decisions and do great work, they can make sure that the patient is always front and center.

As leaders, we should never diminish the value of our non-clinical staff and as non-clinical staff, we should always understand the important role we play in patient care and think about how to best serve our customers: the employees who take care of those patients. With support for and investment in both clinical and non-clinical staff, the employee and patient experiences become stronger, better and more valuable.

Whether you are in healthcare or not, its critical that employees understand their role and impact on the mission, regardless of where they sit in the company.

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