Service Level Agreements

Leveraging Public Relations

Shrewd As Snakes

Gossip and Its Excuses, Excuses!

Peak Performance in 60 Seconds

Best Careers from A to Z

The right job is hard to find these days.  At the end of March 2010, Gallup reported that about 1 in 10 Americans was looking for a job, 1 in 10 part-time employees was looking for full-time work, and 2 in 10 people were underemployed.  In this survey, an individual was labeled as underemployed if they were being paid less than their skills typically warrant or if their job skills exceed their job requirements.  Note, these statistics say nothing about those who are employed but seeking more job satisfaction or purpose.  What does the Bible say about the ‘right’ job?

There are over 300 occupations listed in the Bible.  Regardless of what we do, how much we make, or what our business cards say --we are all equally treasured.  God loves Accountants, Zoologists, and everyone in between.  So, maybe the ‘right’ job it is not about what we do, but how we do it:

Death Zone

“Even though we are weak, we are glad that you are strong, and we pray that you will do even better. I am writing these things to you before I arrive. This way I won't have to be hard on you when I use the authority that the Lord has given me. I was given this authority, so that I could help you and not destroy you.” 2 Corinthians 13:9-10

Chris Warner, mountaineer and co-author of High Altitude Leadership, has led over 150 summit expeditions.  For Warner, a typical day at the office is near the Death Zone.  It is called the death zone because, at 23,000+ feet above sea level, available oxygen in the air cannot sustain human life.  It is not just the lack of oxygen that presents hazards, it is also the threat of avalanche, dehydration, hypothermia, frost bite, disorientation, hallucination, and exhaustion.  Warner’s clients pay about $40,000 per summit bid.  Though one might think at that price his customers are always right, frankly, there is very little tolerance for tactfulness or political correctness when life or limb is at stake.

Believe it or not, politeness can threaten the life of a business, too!  Warner calls it DUD behavior: Dangerous, Unproductive, and Dysfunctional.  At high altitudes, leaders are required to make accurate assessments, difficult decisions, and tell the truth.  It takes wisdom and authority to properly respond to the myriad of conditions impacting a summit bid: weather, terrain, climber stamina, and team experience.  Though typically not defying death, this same authority is used for supporting and sustaining a team.  Business leaders must be sincere and forthright with their authority by*:

• Challenging others on their lack of accountability
• Exposing weak members of a team
• Confronting arrogance
• Uncovering selfishness
• Acting during a time of real need even when it requires personal sacrifice
• Divulging the state of doomed projects
• Admitting  faults
• Challenging lone heroes
• Developing partnerships
• Pushing people past their comfort zones
• Eliminating the seduction of the latest management theory
• Challenging others to say the unsaid
• Making brave decisions

If leaders don’t guide with high altitude leadership, their businesses might enter the death zone.  DUD behavior affects employee turnover, profit margin, and legal risks –just to name a few.  Successful influencers must be tough, but nice.  They must balance truth with tactfulness, even if it hurts because: “Comfort promotes politeness.  But politeness eats truth.  And lack of truth eats profits.”*

The Case of the $15,000 Pizza

Not too long ago, I had the opportunity to observe a surprising conversation between a team of leaders.  Each leader had invested heart, soul, and a lot of money into a wildly successful endeavor.  With the group’s quarterly meeting approaching, each individual would recommit to the same mission, values, and business goals they followed for years.  No less than twenty-five leaders (new and old) were reminded of the meeting’s logistics via email which included a small, yet explosive detail regarding lunch. 

According to an unknown corporate policy change, the organizer was no longer obligated to pick up the tab, forcing the group itself to pay for lunch.  This tiny revelation released a huge flurry of angry emails putting the leader on the spot and airing concerns very publicly.  As the events unfolded, I was reminded of the following:

• Always Set a Good Example: As leaders, we know it is important to set a good example all the time, not just when people are watching or listening.  When we think our employees are unaware of our words and actions, we can be tempted away from our best behavior.  But, in this case, the very values the leaders agreed to uphold (and insisted their employees uphold) were ignored or forgotten completely.
  
  
• Consider First Impressions: Several attendees were new to the entire venture and would be attending their first quarterly meeting.  These leaders were still evaluating their investment.  Was this a good idea?  Are we under good management?  Do the investors work as a team?  In this case, the first impression of the leadership team was tarnished.  A small peek into the group’s communication style left much to be desired.
  
  
• Address Policy Changes Early: People think with their wallets, especially in a tight economy.  When a policy change affects the bottom line, it is a good idea to explain it early and thoroughly, even if it seems to be insignificant.  A leader builds trust when he or she boldly addresses disappointing policy changes.  It also spoils the notion that the change is negotiable allowing individuals to accept the change and move on (or move out).
  
  
• Utilize eMail Etiquette: It is imperative that concerns resulting from a group email be discussed directly with the sender.  In this case, the organizer could have requested sensitive conversation be held privately, gathered responses into one message for clarification, or addressed those familiar with the old policy separately.  It is never appropriate to ‘call someone out’ or ‘put someone on the spot’ in a group email or in any group for that matter.  Most importantly, confusing details are best explained by picking up the phone or walking down the hall (rather than ‘shooting off an email’).
  
  
• Remember the Big Picture: Unfortunately, focus on smaller, short-term issues can obscure larger, long-term issues from view.  In this case, the organizer forgot about being perceived as someone who ‘takes care of investors’ and or someone who ‘displays a gesture of gratitude’ --regardless of the new policy.  A lot of damage was done to the organizer’s reputation because people felt disregarded and he was unable to curtail harmful emails.  In addition, the team’s reputation was damaged because they appeared petty and unrelenting.

At the quarterly meeting, all 40 people ate about $95 worth of pizza.  But, the cost of lunch was much more than that.  If you add up the hours spent composing, reading, discussing, and replying to all emails multiplied by 25 people (assuming each was making $50K/yr) – you get almost $15,000.  And that doesn’t count damages to leader’s perceived character and the team’s spirit.  Policy changes, regardless of initial and apparent impact, must be addressed quickly and completely!  Jesus spent years with his team of disciples preparing for His ‘policy change’.  Under the ‘new law’, legalistic points of view and religious rituals became outdated.  Today, the teachings of new life through salvation and a relationship with Christ stretch around the globe.

Secret Code for NOT Leading

Imagine this, a luxurious hotel lobby primed for a special weekend, champagne and tapas on hand for sampling.  Live piano music and chair massages available to guests checking in.  Anticipation of the award-winning banquet is growing, and so is the commotion around the massage chair.  In fact, frustrated guests, confused by who was next in line, started to circle the chair like sharks.  I noticed because, I, self-proclaimed leader extraordinaire and efficiency expert, was trying to relax in afore mentioned chair.  When the second person asked to place their name on the nonexistent signup sheet, it took all of my strength not to jump out of the chair and get everything organized!  But, this was not my place or time to lead.

Have you ever been tempted to take control and resolve a situation when it wasn’t yours to take?  It is only natural.  In fact, the Secret Code of Leadership clearly states that “in a vacuum of strong leadership, an eligible leader will experience an irresistible urge to fill the vacuum with stronger leadership”.  But many of us missed the fine print which warns leaders to first consider the following:

1. Sometimes the individuals involved need more experience or hands-on learning opportunities.  It is tempting to step in too early when we know we could do a better job or a painful lesson is on the horizon for the less experienced leader.  But, we are not doing them any favors by stunting their learning curve.
   
   
2. Sometimes your role is behind the scenes as mentor or coach.  Offering guidance to an eager individual can actually be more rewarding than being out in front.  It also allows a new leader to be perceived as THE leader rather confusing teams with more than one person ‘in charge’ or person making decisions.
   
   
3. Sometimes it is more about your patience with others and tolerance for inefficiency than about leadership.  Today’s society elevates leaders who drive toward the bottom line or manage results with extreme effectiveness.  We know as Christ-followers, this is not always congruent with sincere compassion and love.
   
   
4. Sometimes it isn’t any of your business or you might (MIGHT) be wrong about what is needed.  As observers, we don’t always have all the information about past events or future goals.  It is important for us to answer the question, “Is this the time or place for my involvement?”  After all, refraining or exercising self-control is part of leadership too: self-leadership.

During my five minute massage, I had ample time to consider all four points of the fine print mentioned above.  Ultimately, I know the masseuse now understands the importance of the sign-up sheet and won’t forget it next time.  I know her manager, who received many complaints, will have the opportunity to coach her on fixing small problems before they escalate.  I know, as an individual, I am still working on tolerance AND relaxing my neck and shoulder muscles.  Finally, I know it was really none of my business, but it made for a great test of my resolve!

A man's wisdom gives him patience; it is to his glory to overlook an offense. (Proverbs 19:11)

Responding to Challenges

While reviewing CNN Money’s top iPhone applications, I stumbled upon XMG Studio Inc.’s Pandemica.  For only $2.99, a virtual world can be blended with the real world as seen through your iPhone’s camera.  It is called Augmented Virtual Reality (AVR).  In this game, the player hunts “enemy pathogens threatening to take over the world”.  They appear on the phone’s screen overlaid with features of your current location.  While holding the phone in one hand and unleashing weaponry with the other, a successful player will scan the floor, the ceiling, and even the area behind him for threats.

Sounds like a typical day at the office to me!  Every day seems to offer new and hidden challenges.  Have you ever overheard employees jockeying for status or position, been betrayed by an associate, or abandoned during a difficult effort?  We all have our own version of ‘enemy pathogens’ or disappointments.  But these things also happened to Jesus, too.  Consider the how Jesus responded the night of the Last Supper while disappointments mounted (Luke 22):

1. The disciples argued about “which of them was considered to be greatest,” apparently forgetting about the King of Kings (who happened to be sitting in the same room).
   
2. Eleven confused disciples contemplated the betrayer’s identity, not knowing the chief priests already paid Judas to identify Jesus with a kiss in order to guarantee His arrest.
   
3. Jesus went to the Mount of Olives and asked the disciples to pray.  “A stone’s throw beyond them” and in complete anguish about His impending death, Jesus begged “Father, if you are willing, take this cup from me; yet not my will, but yours be done.”  When He returned to disciples, He found them sleeping rather than praying.

Even though the events of that long night were part of the salvation story, it makes you think about how you might respond.  Indeed, each workplace presents its very own and sometimes surprising disappointments, but as Christ-followers we are to respond with compassion and patience rather than frustration and anger.  The next day, Christ ultimately watched the same men who nailed Him to the cross also gamble for the clothes they stripped from Him.  In unbelievable and unconditional love, He spoke of all of us when He said, “Father, forgive them, for they do not know what they are doing.”  (Luke 23:34) 

In the Pandemica iPhone game, you can destroy threats, but run the risk of being trapped in the resulting ‘goo’.   Your character can only to be freed by shaking your phone.  But as the beloved of Christ, we are freed from our sin (and disappointments) through the grace of His patience, compassion, and unconditional love.  When we accept these gifts, we shake free from the entrapments of others’ behavior, even at the office.

Seventh Day Scramble

If you are getting the recommended 8 hours of sleep each night, then you only have 16 discretionary hours on any given Sunday.  How do you spend those hours? Watching football? Enjoying family picnics? Cramming in email responses and presentation tweaks before the clock strikes twelve?  At midnight, another week of work begins, are you rested?  Spiritually revitalized?  Recalling fond memories of the weekend?

In an era of 24/7 business, making one entire day holy can seem very antiquated.  In the Old Testament, failing to honor the day of rest was punishable by death. (Exodus 31:14-15)  In the New Testament, the Pharisees (desperate for Christ’s demise) hoped to catch Jesus breaking this law.  They watched as His disciples were eating heads of grain on the Sabbath, in a sense harvesting or working.  When confronted, Jesus explained this day is not for legalistic ritual and rules.  Rather, “The Sabbath was made for man, not man for the Sabbath.”  (Mark 2:27) 

Why is it so hard to set aside just one day a week for fellowship, rest, and worship?  It might be a combination of the following:

1. Strong Work Ethic:  As leaders, we have the opportunity to set an example for our team members.  We hope our unwavering dedication to the business will rub off onto our employees.  If we work 8 more hours, we get 8 more hours of work done, right?  Unfortunately, it is hard to sustain high quality work without a break and the extra hours might not represent our most efficient effort.
   
   
2. Avoiding Boredom or Obligations:  Let’s face it; some people don’t know what to do with that much ‘spare’ time on their hands.  Since, industry news or daily P/L reports are always available, ‘workaholics’ are unable or unwilling to participate in a non-work related activity.  And don’t forget about those who hide in their work.  Sometimes it is easier to be buried in what we know (and what will pay a salary), rather than be challenged by family tension or someone else’s idea of fun.
   
   
3. Lack of Trust: Taking good care of one’s business sounds like obedient stewardship, but it can also be an excuse for working nonstop.  It also implies that you can’t trust God to provide for you in only 6 days of YOUR work.  Ouch, sounds like a twinge of prideful ownership or greed!  “Keep your lives free from the love of money and be content with what you have, because God has said, "Never will I leave you; never will I forsake you." (Hebrews 13:5)

The consequences of the go-go-go attitude are many: physical and mental burnout; losing touch with family and friends, missing out on worship and spiritual growth, and feeling guilty about working (or not working).  Not everyone has Sunday off.  These days, somebody has to run the cash register at the hardware store or operate the ferris wheel at the amusement park for weekend adventurers.  Even if our ‘seventh day’ falls on a Wednesday, we are still subtly tempted away from making it holy.  Pick a day, any day, and set it aside.  Determine what the Sabbath means to you.  Even our powerful and mighty God, who never changes, took a break on the seventh day!  (Malachi 3:6)

By the seventh day God had finished the work he had been doing; so on the seventh day he rested from all his work. And God blessed the seventh day and made it holy, because on it he rested from all the work of creating that he had done.  (Genesis 2:2-3)

Teachings of a Toddler

Recently, my husband and I had dinner with good friends.  As the meal was being prepared, we watched their 18-month-old daughter building towers of blocks.  I marveled at her awareness that one or two blocks required quickness balanced with focus.  But as construction slowed and the tower reached six and seven blocks high, she began clapping after each addition!  No need to see if the guests noticed, but Daddy better be pleased.  Once the tower was properly admired, she knocked it down and started again.

Here is what she taught me:

1. Build a good foundation, but don’t linger:  Sometimes, when we get started on a new ‘tower’, we spend too much time working on the plan and not enough time taking risks and putting new blocks in place.  As a certified project manager, I can’t suggest that you don’t plan, but if you are laminating your sticky notes and framing your ‘finalized’ business plan – you are going too far!



2. Celebrate everything, even the small stuff:  I was in a meeting this week with an executive and her employee discussing core values.  I was struck by the intensity of the employee’s appeal, “Sometimes, I just need a pat on the back.”  I know it is easier to celebrate the big things, but we can’t dismiss the little things.  Frankly, it is demoralizing.  Discounting progress (of our own or that of our team’s) introduces a temptation not to progress at all.



3. Build your towers for Father:  I am reminded of the Tower of Babel: “Then they said, "Come, let us build ourselves a city, with a tower that reaches to the heavens, so that we may make a name for ourselves..." (Genesis 11:4)   ‘Towers’ ought to be built for His glory – not our own.  Business endeavors ought to be pleasing in His sight – not our own.  I can still see this toddler’s dad, busy co-hosting a dinner party, pausing to smile down on his daughter’s work.



4. Move on:  No need to worship what was built.  Our accomplishments don’t define who we were, who we are, or who we will be.  We learn many things with each challenge.  Once we reach the pinnacle of an effort, it is time to apply our knowledge and experience to the next tower.

Start smart and quickly, celebrate wins, continuously check-in with God, and move on!  Let’s share in our Master's happiness!  If we are faithful with a few ‘towers’, we hope to be good and faithful with many ‘towers’.  (Matthew 25:21 & 23)

Half-Full, Of Course!

January 6, 2010
by Michelle Sugerman

If you were questioned during a critical interview about a glass of water filled half way to the top, would you say you saw the glass as half-full or as half-empty?  Most of us, wanting to portray a positive attitude, would answer, “Half-full, of course!”  But, are you really a ‘half-full’ person?  If you are a perfectionist, you might be a ‘closet half-empty’ person. 

The problem for the perfectionist is that the ideal glass (or situation) is never half-full.  The ideal glass is filled to the brim, or better yet, overflowing.  But, if the level of water in the glass represents reality, then everyone gets a glass with 50% water.  Unfortunately, the perfectionist sees the gap between ‘what is’ and ‘what could be’ as emptiness, therefore, the glass is half-empty!

Does what we expect of ourselves or of specific outcomes really make a difference?  What’s wrong with the ‘half-empty’ perspective?  After all, it would be irresponsible not to evaluate and mitigate risks.  Or consider Plan B (and C and D) when establishing a complex plan loaded with dependencies beyond reasonable control.  Turns out, planning for the worst could be considered both prudent AND pessimistic.  The expectation of an outcome makes a big difference in our enthusiasm and follow-through. 

For example, have you ever tackled a challenging puzzle or brainteaser?  At first, you work quickly with anticipation.  If you ‘believe’ it can be solved, you persevere.  But, if told it can’t be solved, you most likely give up.  (Or if you are like me, you stubbornly prove why it can’t be solved, then give up.)  In difficult situations, what we expect or think is possible dictates how much effort we exert and predicts our attitude.  If I believe an employee can learn new skills, I invest more time.  If I believe the team can make the sale without my help, I give it more autonomy building confidence.  If I believe the outcome will be positive, I notice the small successes along the way AND I am more motivated to make it work!

Isn’t it silly to hope for the best when things aren’t going well?  No, we must not sacrifice our integrity by pretending all is well.  There are always two ways to view the same situation.  Planning for the worst is OK, focusing on and expecting the worst isn’t.  After all, “we are hard pressed on every side, but not crushed; perplexed, but not in despair; persecuted, but not abandoned; struck down, but not destroyed.” (2 Corinthians 4:8-9)

In the ‘water glass’ example, the glass is simultaneously half-full and half-empty.  Much like our Christ-centered lives, somewhat focused on ‘today’ and somewhat focused on ‘eternity’.  Perhaps the apparent ‘half-empty’ portion is simply what we cannot see!

Therefore we do not lose heart. Though outwardly we are wasting away, yet inwardly we are being renewed day by day. For our light and momentary troubles are achieving for us an eternal glory that far outweighs them all. So we fix our eyes not on what is seen, but on what is unseen. For what is seen is temporary, but what is unseen is eternal. (2 Corinthians 4:16-18)

New Rules to the Old Blame Game

December 4, 2009
by Michelle Sugerman

The phrase ‘root cause analysis’ conjures a range of employee responses from “Oh great, management is lookin’ to fire somebody!” to “Finally, we needed to get to the bottom of this months ago.”  After your business experiences a failed project or client facing effort, a Root Cause Analysis (RCA) or lessons learned meeting can easily turn into a gripe session or a ‘blame game’.  But, facilitated correctly, reviewing the details of what happened can yield deep understanding and specific actions required for repeating past successes, adding improvements for the next experience, and avoiding old mistakes.

Very few people enjoy admitting to mistakes; even fewer enjoy examining causes and effects of those mistakes.  Causes fall into many categories (communication, process, technology, tools, and training) and people responsible for those components can get angry or uncooperative if they feel they need to be defensive.  It is critical to balance the complexities of the activity:

• Focus on fact-finding rather than blaming people or departments.
• Brainstorm wildly without criticism, but stay on point and remain professional.
• Dig deep to reveal all of the core issues and keep the sensitive conversation confidential.

When defining impact, always consider tangibles like time, money, and people along with intangibles like reputation, team relationships, and potential risk.  Keep asking ‘why’!  Don’t you smile when you hear a child asking ‘why’ repeatedly in response to an adult’s increasingly frustrated and cryptic answers?  Well, the goal of an RCA is to define the problem and its impact and then ask ‘why’ until the core problem(s) can be defined and an actionable list of fixes completed.  Pay close attention to the specific details and nuances.  For example:

• Defined Impact: The March 16th legal communication (to be sent via email) intended for all 40,000 clients was not sent to 1750 clients resulting in fines of $800.  
• Root Causes: 1750 email addresses were missing from the system and no process exists for adding new client email addresses
• Resulting Recommendation: Create, train staff on, and implement a formal process for adding new email addresses. 

Once the recovery is planned, it is time to remember forgiveness.  Some mistakes are extremely costly, and it is tempting to blame others for pain and damages.  Paul urges us to “Bear with each other and forgive whatever grievances you may have against one another. Forgive as the Lord forgave you.” (Colossians 3:13)

As Christians we must live by different rules, especially when it is hard!  In fact, if we play the ‘blame game’ by different rules, we might actually learn from mistakes more quickly and more completely than others who respond with resentment or bitterness.   And we pray “Do not withhold your mercy from me, O LORD; may your love and your truth always protect me.” (Psalm 40:11)

Let Them Eat Cake!

November 21, 2009
by Michelle Sugerman

On the eve of the Revolution, the people of France were so poverty-stricken they had very little to eat.  Even the simple staple of bread was becoming scarce.  Upon hearing of their plight, Queen Marie-Antoinette allegedly responded with her famous quip, “Let them eat cake!”  Unfortunately, Marie-Antoinette’s retort was inappropriate.  If they couldn’t afford bread, how could they possibly afford cake?  Her royal point of view blinded her to the realities of the situation.  We are reminded that our view point (or perspective) influences what we say and especially how we lead.  These personal filters also influence the way other people interpret our words and actions.

Observant leaders know filters impact all interactions.  For example, someone who values ‘politeness’ will be offended if a co-worker is extremely direct.  However, someone who places more emphasis on ‘clarity’ will be thankful for straight-forward conversation.  Each one of us views the same situation through a different lens.  Filters or view points are established through our culture, beliefs, past experiences AND the existing situation. 

In different situations, Jesus was keenly aware of the perspectives in his audience.  He spoke through parables to some, knowing a story would be better understood and remembered.  While He quoted the Old Testament to teachers of the law who were advocating human tradition over God’s commandments (Mark 7:1-15).  His purpose remained the same, but He pursued it from different perspectives when necessary.  At times, He encouraged His team of disciples to take action (Luke 9:1, 2) and at other times He encouraged them to pray (Luke 9:28).

As leaders, we need to be aware of the ever changing perspectives and circumstances.  The responsibility of leadership requires us to recalculate this information constantly.  Reading and interpreting the needs of the team and its individual members is critical.  Today, some argue Marie-Antoinette was sincerely offering cake to her subjects, others think she was completely unaware of the gravity of the situation.  Regardless, we know leaders must truly understand and respond to changing perspectives and circumstances.  They must be aware of their own lenses and those of others.   Proper development and guidance of a team depends on it!

Opportunity Knocking You Senseless?

November 6, 2009
by Michelle Sugerman

Many of you know I recently moved my office...twice in the last 4 months.  You might immediately think, “I’m glad I’m not moving.”  But, what an opportunity I had to touch every item in my office just one more time!  Ahhh-- who am I kidding?  Moving is difficult and really forces you to make decisions about unutilized business cards, marketing ideas, and project plans.

Each sticky note, article, and invitation represents an opportunity.  The sheer number can knock you senseless.  How many opportunities or (dare I ask) piles of opportunities do you have?  Is it invigorating to thumb through each slip of paper and cocktail napkin or is it dispiriting being reminded of the missed connections and potential ventures?  Most of us become discouraged, especially if the opportunities are past their prime. 

Opportunities are like grapes, they get a little dull and wrinkly with age.  They start out ripened to perfection: sweet and juicy.  But when ignored, they become soft, moldy, and much less rewarding.  Obsolete opportunities take more energy and time to harvest, compared to brand new opportunities.  New opportunities are typically more fun to tackle and give you a greater sense of accomplishment when addressed in a timely manner.

Are you drained by sour grapes, those old opportunities now overgrown by thorny weeds?  Are you trapped in the perimeter of your business by dried-up ideas or expired connections?  Would you rather spend your time working excitedly in the fresh fruit of rewarding concepts and relationships?  Then it is time to make some choices about your grapes:

1. Pretend to ignore it.  Continue feeling guilty because you haven’t harvested the opportunity and be reminded of that disappointment every time it catches your eye.  Allow opportunities to knock you senseless, rather than just calling a sour grape a sour grape.
   
   
2. Discard it.  Remember, your current mission might be new or your true passion shifted since you discovered that yellowed newspaper clip.  If it gives you relief to even consider throwing something out, that is a big clue!  (Warm up to the idea by sealing sour grapes in a ‘date-stamped’ box.  After 3 weeks, recycle the whole box.  Don’t peek or rummage through-- just get rid of it.)
   
   
3. Make it work!  Is it the only thing keeping you from fulfilling your 2009 business plan?  Then make it work!  Is it God’s will for you and your team or an answer to a recent prayer?  Then make it work!  (Please identify the core reason for not addressing these items earlier.  Fear?  Missing skill set?  Neglected partnership?  Mismanaged time?  These are perfect topics for discussion with your Mastermind Group or Business Coach.)

I challenge you to go through your bushels of grapes and discard the ones that are expired.  Give yourself permission to be available and creative for the fresh and shining fruit in your business.  It is time to experience the hope of doing the most important things first, rather than being overwhelmed or distracted by decaying and less rewarding opportunities.

...Whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable—if anything is excellent or praiseworthy—think about such things. (Philippians 4:8)

Mission Control to God, Come In?

October 13, 2009
by Michelle Sugerman

1. We have separated ourselves from God with sin.  It is important to be aware of habitual transgressions.  It is the ones we are most comfortable with that cause the most problems (like subtle pride or selfishness).  Confess these often and ask God to help you reform.
   
   
2. It takes time for hearts to change.  It may be your attitude or that of another staff member that needs to be softened or refocused.  This can take days or years – but it doesn’t mean God has turned away.  Remember, He promises all that we ask of Him, if we ask according to His will.  (1 John 5:14)
   
   
3. It takes time for circumstances to change.  Consider the economy or market drivers, for example, both can change slowly.  Job searches take time, too, as well as new business relationships.  Our impatience does not speed up this process!
   
   
4. Our faith is being strengthened.  Often, when God is quiet, I am glad I noticed the difference.  But, it doesn’t make it any easier.  Silence from God challenges us with a decision: to believe or not believe that “God goes with [us]; he will never leave [us] nor forsake [us].” (Deuteronomy 31:6)
   
   
5. We haven’t been in touch either.  It is like wondering why we haven’t heard from a business associate and then realizing WE could have written, emailed, phoned, or texted, too – but didn’t.  God has an ‘open door policy’.  Use it!
   
   
6. We are learning and growing wiser.  Tough experiences serve to increase our business knowledge and our self-knowledge.  Some lessons are best learned through OJT (On the Job Training).  Unfortunately, lessons are best remembered when they are acquired through a little pain.
   
   
7. We aren’t Mission Control.  He is.  This realization always startles me because I forget this on a daily basis!  The day we made the commitment to follow Christ, we had to leave “my way, right now” behind and trust in Him.

A Perfect Record

September 28, 2009
by Michelle Sugerman

• Stay positive and honest:  The world tells us to say, “Business is great,” even if it isn’t true.  As we operate from Christian principles, we can still answer truthfully.  Usually people are just making conversation, so describe the type of clients that would grow your business, or how excited you are about your plan to increase sales.  Everyone has small successes!
  
  
• Confirm your game plan: One of the most important things about losing or failure is making sure your effort going forward is on track.  If you don’t, it is like driving 75 MPH in the wrong direction.  Take time to learn from your mistakes and make sure you are headed in the right direction.  Get help if you need it!
  
  
• Practice correctly and consistently: Practice can be boring and it is easy to ‘kinda’ prepare.  But, you can’t just skip to the ‘being really good’ part.  Great desire does not equal great ability.  Once you know you are practicing the right things correctly, you must persevere.  Do your best and repeat.  You WILL get better, so don’t give up!
  
  
• Reign in jealousy and pride: During the tournament, I lamented with another woman playing with the same losing streak.  When she won her last game, a flash of jealously came over me!  I was surprised at my reaction and then pride snuck in, too.  I thought, “This shouldn’t be happening to someone like me.  I am a good person, a really good person.”  But, we are not defined by our performance or judged by our abilities in God’s eyes.  Even people with losing streaks can still get into heaven!  :o)
  
  
• Have compassion for stone steppers:  It is important that you have compassion for those who only have ‘winning’ to fall back on.  These individuals may lack confidence or be jealous of your other talents.  They are the ones that inquire about your success, even though they know it has been tough.  They ‘need’ your weaknesses to give them strength.  Regardless of how hard it might be, stone steppers need your love and kindness, too!

Teamwork or Team Not Working

September 15, 2009
by Michelle Sugerman

1. They encouraged each other: “Be brave” or strong they said.  Each team is comprised of individuals and those individuals can grow weary.  Even geese flying in ‘V’ formation squawk to the lead goose to root it on!  The lead position is difficult because it meets with the most wind resistance (sound familiar?).  Because each shares this lead role, geese are able to fly longer and further.
   
   
2. They produced high-quality work:  Each specialist contributed his expertise.  These individuals did by hand and the naked eye what we use machines and magnification for today.  Imagine the attention to detail these penniless people must have given to precious metal and valuable cedar, cypress, and oak.
   
   
3. They offered feedback: “They say that their soldering is good.”  They freely communicated across specialties.  Just think of people in your organization reaching across departments or industries to connect.  Or for someone to notice your work and then say, “Great Job!”  People on teams thrive with open communication about the facts, core issues and praise.  Teams working with other teams need the same thing.
   
   
4. They banded together: neighbors and families alike pitched in.  Some contributed materials, some contributed skills – all were focused on one goal.  Unfortunately, that goal was trying to replace God with wood and metal objects shaped like gods.  Even effective teams can have poor goals.

It Hit Me Like a Ton of Bricks

August 29, 2009
by Michelle Sugerman

Secrets to Top Performance

August 17, 2009
by Michelle Sugerman

Got Forgiveness?

August 3, 2009
by Michelle Sugerman

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Voting for Strength and Courage

July 8, 2009
by Michelle Sugerman

Strong Winds, Chance of Wisdom

May 20, 2009
by Michelle Sugerman

Intrapreneurship: Turning Entrepreneurship Inside Out

May 6, 2009
by Michelle Sugerman

• Obtain proper sponsorship from start to finish.  Without it, even wildly successful ideas will lack the monetary and political support required.
• Consider competition as an endorsement of (rather than a threat to) your new idea or concept.
• Be patient, the ‘Abominable No Men' will eventually get weeded out.  Naysayers tend to lack understanding of the vision or are resistant to change.  These individuals are left behind.
• Remember that every company has its problems, which translate into new opportunities.

Win-Win-Win: Selecting a Strategic Partner

April 22, 2009
by Michelle Sugerman

A Bad Case of the IF-THEN’s

April 8, 2009
by Michelle Sugerman

• IF's might distract us from our true blind spots (Example: IF my team handled delegation better vs. I could polish my delegation skills).
• IF's might expose an area of weariness or laziness (Example: IF people would just read the marketing material I sent last year vs. a consistent marketing message needs to be received many times)
• IF's might not even be a possibility or something we can control (Example: IF legislation wasn't changing so fast vs. my team responds quickly and knowledgably to changes in the law)
• IF's might be a plausible excuse to delay a painful or complex resolution (Example: IF everyone in this office could just get along vs. I am communicating the company values and expectations consistently)
• IF's might redirect blame, absolving us from responsibility (Example: IF I had received that decision sooner vs. I am prepared for both responses to the decision)
• IF's might only be another symptom of the core issue (Example: IF this software was correctly configured vs. the functions I need are simply not offered by this software)

• THEN's might not be directly correlated to the IF's
• THEN's might require more planning than the IF's suggest
• THEN's might not actually be what we want (or what God wants)
• THEN's might be just a small portion of the ideal situation

Actually, if the stock market was doing better or staff was performing better, chances are we would NOT be satisfied, caught-up, or successful.  More often than not, there is much more to the equation.  Carefully evaluate the IF and THEN separately and validate cause and effect relationship.    Most importantly, start making plans to change what is in your control --with diligence.  “The precious possession of a man is diligence.” (Proverbs 12:27b)  What are you supposed to be learning?  How are you supposed to be challenging yourself?  What should your IF's be?  What could you be praying about?

Leadership Styles: Some Assembly Required

March 25, 2009
by Michelle Sugerman

Risky Business

March 11, 2009
by Michelle Sugerman

From a distance, the rock face appeared to be a sheer cliff. Up close, even the sun couldn’t displace the shadows hiding its rough and uneven features. I would learn later that the US Military used this climbing ‘wall’ for training. A Wall? This was a mountain in the heart of the Colorado Rockies and I was going to climb it –blindfolded. The guide on belay surpassed me in both rock climbing experience and body weight, so it couldn’t be that bad, right?

Ever had one of those days, when you look around and wonder what happened to your comfort zone? Maybe you’ve rifled through desk drawers or looked under a stack of papers and still couldn’t find it… A comfort zone is a “set of conditions with which we feel secure or free of risk.” As we challenge ourselves with new goals, we force ourselves to take new risks. And Kathy Clark from Liberty Mutual recommends we ‘manage our risk, before it manages us’.

From a business perspective, properly managing risk requires the risk first be quantified. Risk is a factor of ‘probability of the risk occurring’ with the ‘consequence of the risk occurring’ (Risk = Probability x Impact). This is subjective and aids in the comparison of potential responses to a threat. For example, a risk with an extremely large consequence might not be worth taking even if the probability of occurrence is low. Once the risk is evaluated, the appropriate response(s) must be selected.

Risk management includes the following responses:

• Avoidance: eliminating the risk by controlling circumstances.
• Mitigation: reducing the probability and/or consequences of the risk to an acceptable level.
• Transference: shifting the consequence of a risk to another owner or third-party.
• Acceptance: tolerating the risk with existing plan (or inability to identify an alternate response).

Who Blessed Whom?

February 25, 2009
by Michelle Sugerman

When 'Not Urgent' is Still Important

February 11, 2009
by Michelle Sugerman

Make 30 tacos or hire 30 people? My husband was faced with this strange decision a number of years ago. He had successfully completed the training program for managers of Taco Bell and was quickly assigned a restaurant in Arvada, Colorado. But, before introducing himself as manager to the staff, he ordered lunch from the drive thru. An hour and a half later (!), he was finally driving away with his food AND the unfortunate knowledge that he, as the new manager, had a lot of work to do! Once inside and introduced, he was invited by a shift manager to “get behind the counter and start making tacos”. The store had only 6 of the recommended 36 members on staff. His choice was clear and basic, or was it?

Often, when faced with the ‘urgent’ we forget about the future. It is easier to mitigate effects of an emergency rather than invest resources required to avoid an emergency. For a high-level leader, executing a basic plan that addresses the core issue trumps the distraction of the ‘here and now’. In business, we see the results of not adhering to this advice. Have you worked for a manager focused entirely on solo tasks –always too busy putting out fires alone rather than gathering a team to prevent them?

Stephen Covey, author of The 7 Habits of Highly Effective People, dubbed activities like crises, pressing problems, and deadline-drive projects: Quadrant I. Quadrant II activities include prevention, relationship building, recognizing new opportunities, and planning. Quadrant I activities are defined as Urgent and Important. Quadrant II activities are also very Important, but Not Urgent and too often de-prioritized by overwhelmed leaders. Effective leaders staff both Quadrant I and II appropriately knowing what is critical for today’s success AND critical for tomorrow’s success.

My husband took unprecedented action those many years ago and did NOT roll up his sleeves to make tacos. With a line of hungry customers snaking out the door and waits exceeding an hour in the drive thru, he chose to hire and train 30 new employees. He identified and implemented other efficiencies as well –he left the taco making to the experts while he used his own unique skills and authority to prepare a full team for peak capacity. Initially, his actions may have been perceived as disrespectful to the half dozen people working furiously to meet customer’s requests. But, within a month of focus on the ‘not urgent’, the restaurant’s ‘customer wait time’ dropped below 1½ minutes --even during the lunch rush!

Remember, even Christ took time away from the hustle and bustle of his ministry for relationship building and rest: “…because so many people were coming and going that they did not even have a chance to eat, [Jesus] said to them, ‘Come with me by yourselves to a quiet place and get some rest.’ “ (Mark 6:31)

Getting Too Big, Too Fast?

January 28, 2009
by Michelle Sugerman

In his book The Prayer of Jabez, Bruce Wilkerson challenges us to “live large for God” and Catherine Rohr, CEO and founder of Prison Entrepreneurship Program (PEP) dared attendees at the 2008 Leadership Summit to pray, “Bring it on, God!” But, do you ever wonder if your business could grow too big, too fast?

Perhaps you already see the signs of growth in your business. Results from the marketing you ramped up last November when the economy continued to slow or your client’s 2009 budgets have released funding to increase the services or products they are already utilizing. Unfortunately, a typical response to these ‘threats of expansion’ is one of celebration followed by the realization that you aren’t ready! This realization is a lack of confidence or preparedness and can translate into sabotage.

Sabotage takes on many forms: postponing a profitable partnership, delaying a critical staffing reassignment, or deferring difficult decision-making --just to name a few. Sabotage prevents what we ‘think’ might happen and protects us from numerous fears. These fears might include:

• Personal failure (I put everything I’ve got into this dream, what if I can’t pull it off?)
• Letting others down (My staff counts on me for timely and legitimate paychecks.)
• Being discovered (What if they realize I am as not as capable as I wish to appear.)
• Not deserving success (Who am “I” to lead this charge or carry out this vision?)
• Too much work (I am already working 60 hours a week.)
• Losing power or control of situations, or worse, direction of the company
• Asking for help/advice or deferring responsibility

Energy Crisis: Powering Up for the New Year

December 31, 2008
by Michelle Sugerman

Every year seems to go out with a big bang and expectations of the next 365 days harshly come into focus. Though our energy and resources are often depleted by New Year’s Day, most of us are encouraged by new beginnings. ‘New’ represents a fresh outlook and untapped potential. But, where are you going to find the energy to fuel the hopes of dreams of 2009?

Actually, as humble servants of God, we must acknowledge that we are low on ‘self-propelled’ resources. Paul asked, “What do you have that you did not receive?” (1 Corinthians 4:7) His challenge is humbling indeed! And yet, it puts our individual efforts into perspective. As we scurry to plan and produce and finish --we discover we have very little of our OWN to ‘energize’ these efforts. What little we DO have is really a gift from God. And when you consider our new character through Christ --we have more than we think!

If we tap into our new character, we ‘power-up’ God’s way! Living by the Holy Spirit gives us love, joy, peace, patience, kindness, goodness, faithfulness, gentleness and self-control (Galatians 5:22, 23). We are encouraged to rejoice and focus on whatever is true, noble, right, pure, lovely, admirable, excellent and praiseworthy (Philippians 4:4-8). Also, we are to “clothe ourselves” in the virtues of compassion, kindness, humility, gentleness and patience, support of one another, forgiveness, love, peacefulness, thankfulness, and wisdom (Colossians 3:12-16).

God’s hope for us is that we use these fruits, attitudes, and virtues for His purpose and honor --not for our own hopes and dreams. His will is powered and accomplished through HIS divinity, not ours. We are not responsible for divine results, but responsible for supporting them with our efforts. (This, by the way, is a tremendous relief to me!) He asks for our dedicated efforts and requests that we operate with excellence. But, not as if WE can move mountains –-just with faith that HE can! Avoid an ‘energy crisis’ this year by drawing power from the right ‘power source’ for the right reasons!

“Whatever you do, work at it with all your heart, as working for the Lord, not for men, since you know that you will receive an inheritance from the Lord as a reward. It is the Lord Christ you are serving.” (Colossians 3:22, 23)

Ask Big Questions First

December 17, 2008
by Michelle Sugerman

Describing the big picture, looking ahead, forecasting, predicting…guessing? Yikes, this is a tough place for detail-oriented or clarity-driven leaders to feel comfortable. That might be why it is so hard to keep our leadership activities at ‘high-level’ or as Heifetz and Linsky dubbed it in Leadership on the Line, ‘stay on the balcony’.

Business owners and leaders can be distracted by the little things: minute details rather than long-range planning and quick fixes rather than permanent, more painful resolutions. Using our favorite skills gives us the sense of accomplishment we often crave, yet we are diverted from the most important activities and discussions. It is not fun making unpopular decisions or daring to ask the tough questions. Participating in concrete and immediate results is much more exciting… and safe.

But, defining the abstract or evaluating an important decision is still an accomplishment even if it doesn’t feel like a tangible assignment.

1. Find out what you need still to know. Sometimes that means deciphering what questions need to be asked in the first place. One of my favorite questions is “if you had enough information to make a wise decision, what would you know today?” I also wonder what questions people are afraid to ask? Or answer?
2. Prioritizing difficult questions is also very important. Always consider the actions or projects that will take the longest amount of time to set in motion? They may not seem to be the most critical now; but when those mounting and time-consuming tasks are due, you might not have the time. Which decisions should be made now, which must wait? If you’re like me, you cringe at the word ‘wait’! But, addressing things in good time might be the wisest choice.
3. Working the high-level issues doesn’t mean fixing all the problems or answering all the questions. Once an opportunity is identified and prioritized, it is then assigned. Someone on your team may be responsible for resolution. Let the right people help you implement solutions while you use your skills where they are of most value to the business.

Curse of the Intelligent Leader

December 3, 2008
by Michelle Sugerman

I have had the honor of coaching extremely intelligent people. You know the type – Faster than a speeding bullet! More powerful than a locomotive! Able to leap tall buildings….‘single-handedly’. In small business, intelligent entrepreneurs tend to be extremely driven, extremely capable, and, ah-hem, accustomed to working alone! Ironically, the same characteristics that enable these individuals to reach their goals are the same characteristics that impede their ability to lead others.

True leadership requires the vision, communication of the vision, motivation to pursue the vision, and empowerment to implement the vision. In smaller business, the visionaries are completely sold out to making the vision become a reality. As a result of their dedication and apparent heroic touch, their businesses grow. But, growing businesses may need more people-power than the leaders can give on their own.

While building the team, intelligent entrepreneurs (turned leaders) find employees aren’t as committed to the tasks at hand, don’t make the best decisions, and certainly don’t meet expected timelines. “Why don’t they just figure it out? Why must every question be escalated to me? I could do it why can’t they?” Most intelligent leaders just don't ‘get’ why their employees ‘just don't get it’!

First, you have been eating, drinking, and sleeping your ‘dream’ – maybe for years. You anticipate every turn, you ignore your personal sacrifices a 100 times before you even sit down to breakfast! You ARE good, no, GREAT at what you do and how you do it. This is your curse: no one can do it exactly like you do it or nearly as fast!

Second, by your team, you may be perceived as impatient, short on clarity, and insensitive to basic human needs. In fact, ambitious leaders may even instill fear into a confused and weary team. Most employees wish to please the ‘boss’. But, if they are ill-equipped with tools and skills, or improperly motivated --mistakes will be made. Your team can fail no matter how driven or capable you are!

“Therefore, as God's chosen people, holy and dearly loved, clothe yourselves with compassion, kindness, humility, gentleness and patience. Bear with each other and forgive whatever grievances you may have against one another. Forgive as the Lord forgave you.” Colossians 3:12, 13 You must incorporate the ‘margin of compassion’. The Margin of Compassion is the ‘extra’ patience and gentleness required to train and coach your team. Because, initially, anything your team does will take longer to do, longer to learn, and won’t be done correctly. Oh, and remember, they simply don’t care as much as you do!

True leadership requires the vision, communication of the vision, motivation to pursue the vision, and empowerment to implement the vision. When you invest in your staff, you soon have 5 people doing the work you, single-handedly lost sleep doing…and your business multiplies. “Do nothing out of selfish ambition or vain conceit, but in humility consider others better than yourselves.” Philippians 2:3 Invest in others and allow them to help you. Build in time for growth and imperfection. Your super-human ambition doesn’t have to be a curse –especially to those around you!

Lessons from the Serengeti

November 19, 2008
by Michelle Sugerman

"But ask the animals, and they will teach you, or the birds of the air, and they will tell you; or speak to the earth, and it will teach you, or let the fish of the sea inform you.” - Job 12:7 & 8

The Great Migration of the Serengeti has much to teach us about our efforts in the business world. Almost 2 million animals make the 1800 mile journey each year as they fight to survive predators, drought, and fire. Hmmm… Sound like a regular day at the office? Here are a few lessons from the grassy plains, savannahs, rivers, and gorges of the African Serengeti.

GATHER WITH OTHERS: Herds of zebras, gazelles, and wildebeests travel together. At night, the Zebras post guards, or sentries, that warn the large group of nocturnal predators. The animals find 'safety' in numbers. People find 'synergies' in numbers: complementary skill sets, creative ideas, new business contacts, and camaraderie.

ZIG-ZAG: In the heat of a chase, a gazelle (regardless of age, size or health) can be seen zigging and zagging to avoid being captured by wild-dogs or hyenas. In business, we may need to zig and zag out of a stale routine or ‘comfort zone’. Trying something new or taking a calculated risk may prove to be the difference between survival and demise.

NEVER GIVE UP: Have you ever seen National Geographic footage of a wildebeest catching a glimpse of the pursuing lion over its shoulder, slow to a trot, and then just sit down? No, the hunted never give up in the wild. With one goal in mind (survival), they fight to escape or fight to the bitter end with all the strength and perseverance they have.

STAY ON GUARD: Annually, the herbivores of the Great Migration cross the Mara River twice as they circle the Serengeti. When they drink, the younger and inexperienced animals often fall prey to ‘floating logs with eyes’ –better known as 1000lb fresh water crocodiles. These crocs move toward the unsuspecting animal with nary a ripple in the water only to snatch up an entire wildebeest for dinner! For what should you be on guard? Where are you getting too comfortable?

RECOVER QUICKLY: Especially during droughts, fires dot the grassy landscape. Smoke from these fires serves as a warning to the migrating animals. But, regardless of the length or duration of detour around the flames, the herd always returns to the best path. In the same way, our businesses may be forced to deviate from the plan due to unforeseen obstacles, but we should always get back on track as fast as possible.

PROTECT THE ROOTS: A savanna fire will scorch the surface of the earth, destroying the vegetation on which so many animals depend. But, following the next rain, the grass begins to regrow! Only the surface is damaged, leaving the protected roots healthy and intact. What 'roots' need protection in your business? What rejuvenates you?

The word “safari”, in Kiswahili, means "journey". I submit all business leaders and owners are on a journey of some sort. And when being under fire or experiencing the gnashing of teeth seems like a regular day at the office --I hope you can draw from the lessons from the Serengeti and enjoy the scenery along the way!

Sources: National Geographic Channel’s “Real Serengeti” and www.serengeti.org

Crazy or Courageous

November 5, 2008
by Michelle Sugerman

What’s the difference between crazy and courageous? When a young shepherd challenges a nine foot giant to the death with only a slingshot and 5 stones --that’s crazy. When the same young boy BEGS the king to let him fight afore mentioned giant --that’s crazy. When the giant’s chest armor, alone, weighs more than David does AND all the other soldiers have already fled --that’s crazy. But when the kid reveals he is motivated by a greater and righteous purpose – that’s courageous!

Now, King Saul already offered reward to the man who could kill Goliath the giant: no taxes (ever) and his daughter’s hand in marriage. But, David’s true reason for risking his own life and enslavement of his nation was his desire to honor God. How dare the giant “taunt the armies of the living God?” (1 Samuel 17:26) After David said, “I come against you in the name of the LORD Almighty," his first stone killed the towering champion of the Philistines.

When deciding if you are crazy or courageous, prayerfully consider these three components of action. (In fact, I challenge you to write down your answers):

Reason: Clearly define the purpose for ‘fighting the battle’. What or who are you going to stand for? Is there a core principle you must defend? True motivation and action defeats fear. Our free will always gives us choice, so we must be certain about what drives us forward.

Pride and Joy

October 22, 2008
by Michelle Sugerman

The dictionary defines ‘pride and joy’ as an object of one's great pleasure, like an exceptional employee or new customer solution. This is very different from the definition of ‘pride’ which is a high opinion of one's own importance or merit. Pride and joy is the appreciation of something external and pride is the admiration of self. But, when we represent ourselves and our businesses, how do we walk the line between informing or educating and outright boasting?

Philippians 2:3 warns against “selfish ambition” and “vain conceit”. Yet, in the business world we need to move toward goals and reaffirm our value! Potential and existing clients, co-workers, and managers need to know why they trust us with their money and information. As Christ-followers, we are expected to communicate how we are unique without being prideful.

Pride is expressed from an internal perspective. Words and actions are chosen from a ‘me’ point of view with little concern for or interest in those in the ‘audience’. Unfortunately, it is quite a turn off to those who see right through the self-centered performance. Mark 7:21-23 describes pride as one of many evil things that come from the heart of men. Ouch!

The fact is, communicating true confidence and self-respect is far more effective than egotistic monologues and it is biblical. Listen! Learn! Build relationships with people, not with facts and figures or one-upmanship. James 4:10 says, “Humble yourselves before the Lord, and he will lift you up”. It doesn’t say, “Boast about yourself and then you will be honored”.

Your pride and joy might be your business and the products and services you offer your customers. But, pride alone will distract you, and those around you, from the true purpose of your business. Humble, genuine confidence is what Christ modeled. He was certain of his identity not full of self-admiration. I challenge you to learn how to express yourself with self-assured poise. Determine your own style, move toward your goals, and communicate your professional value without pride.

Decisions, Decisions

October 8, 2008
by Michelle Sugerman

One more half-hour on the treadmill (this time the cardio setting) and one more dreary update on the stock market (this time the plunge of world markets, in addition to US markets). I unsuccessfully attempt to distract myself from my workout by watching CNN. And in response to an extended “sell-off that [has] the major indexes trading at or near four-year lows,” the news anchor asks his viewers the tired question, “What Next?”

Before we decide what is next, we are reminded by impersonal financial experts to consider our Risk Comfort Level (the relationship between the amount of risk that investors are willing to take and the potential return they may receive on their investments), the number of years before retirement, and twice I heard advisors suggest, “do what you need to in order sleep well at night”. But, as Christ-followers, what are we really supposed to do?

Seek wise (and personalized) counsel! Proverbs 1:5 reminds us that the “wise listen and add to their learning” and that the “discerning get guidance.” Bill Hybels expanded on decision-making during the first session of this year’s Leadership Summit by saying, “do what ‘smart’ advisors tell you to do”. I distinctly remember his use of the qualifier ‘smart’! I supposed it warrants being mentioned, just in case you are currently seeking advice from those who don’t know what they are talking about! And I will add another bit of obvious counsel; don’t take advice from those who don’t tell the truth.

1 Kings 13 tells of a God-fearing hero who is ultimately tricked by a lying prophet. This hero speaks up for God, is protected from being seized, prays for and is granted healing of the king’s hand, and twice refuses offers of generosity (in order to be obedient to God’s will). Nevertheless, he meets his undoing by taking the advice of a deceitful prophet. Ironically, the same tricky prophet follows his lies with truth by saying, “You have defied the word of the Lord and have not kept the command the Lord your God gave you” (1 Kings 13:21). Because of the hero’s lack of discernment, “the Lord [gave] him over to the lion, which mauled him and killed him” (1 Kings 13:26).

In addition to seeking WISE and GODLY counsel, here are three other tips Hybels shared:

1. Check the Bible: Does the Bible specifically address what you are contemplating? Can you find relevant a parable or interpret from the context of scriptures?
2. Recall What You Know: Hybels encourages us to remember our past Pain, Gain, and Experience or PGE. Revisit old journals if necessary.
3. Discern Prompting of the Holy Spirit: Make a ‘trial decision’ and scrutinize your response. Are you more joyful and peaceful or are you more confused and discontented?

That's Not Fair: Benefits and Employee Retention

September 24, 2008
by Michelle Sugerman

When the day's work was over, the owner of the vineyard instructed his foreman, 'Call the workers in and pay them their wages. Start with the last hired and go on to the first.' Those hired at five o'clock came up and were each given a dollar. When those who were hired first saw that, they assumed they would get far more. But they got the same, each of them one dollar. Taking the dollar, they groused angrily to the manager, 'These last workers put in only one easy hour, and you just made them equal to us, who slaved all day under a scorching sun.' (Matthew 20:8-12)

Attracting and retaining the best employees is critical to the success of small business. Even more important, is the perception of fairness as it relates to compensation and reward. In a period of exaggerated generation gaps and economic strain, how does one ‘catch and keep’ the finest staff?

• Recognize the Importance of Retention: Kate Schieldt of HR Partner, LLC says, “the price of replacing one employee adds up to thousands of dollars”. She recaps a short list of potential, but costly activities: updating a job description, advertising the open position, collecting and reviewing resumes, prescreening applicants, conducting first and second interviews, verifying references, administering drug and personality tests, negotiating the compensation package, submitting offer and rejection letters, compensating for lost of productivity and diminished team morale, all in addition to training and grooming the new employee.
• Identify the Top Workers: These workers consistently demonstrate superior skills, exhibit a good work ethic, desire more knowledge, take calculated risks, and are essentially coachable. They understand and behave according to the company’s values. Top employees are capable of self-leadership and set an example for others to follow.
• Provide What Best Employees Value: A benefit that is not PERCEIVED as valuable is not valuable. For example, employees are increasingly interested in eco-friendly options, especially on the heels of the summer’s record breaking gas prices. Schieldt says non-traditional benefits such subsidized commuting (i.e: bus pass) and flexible workweeks (i.e: four 10-hour days) continue to grow in popularity. Along with ‘green’ benefits, the older generation desires eldercare benefits. This, in addition to the childcare benefits enjoyed, and now practically expected, by the younger generation.
• Know Their Rights: Schieldt reminds employers of mandatory benefits, such as Medicare, Unemployment, Social Security, Worker’s Compensation, and for businesses over 50 employees, Family Medical Leave. She recommends working with an HR or financial professional to fine tune offerings and reiterates that discrimination on the basis of age, race, color, gender, creed or religion, marital status, national original, sexual orientation, disability, ancestry, citizenship, pregnancy or child birth, military service, or any other characteristic protected by law is not tolerated in the US.
• Encourage Utilization of Fair Benefits: When it comes to creating compensation packages, “larger businesses have more cash and smaller businesses have more flexibility,” Schieldt says, “but perceived fairness is key. They must be ‘generally offered to everyone’.” Benefits can reinforce a company’s values and its culture; so once offered, the use of benefits must be allowed and even encouraged.

Lifestyles of the Rich and Famous...and Wise

September 10, 2008
by Michelle Sugerman

It’s like an episode from the 1980’s TV Series Lifestyles of the Rich and Famous. You can almost hear Robin Leach’s British accent cutting through the details of 2 Chronicles 9:13-30: “All King Solomon’s drinking vessels were of gold...Solomon had 4,000 stalls for horses and chariots and 12,000 horsemen...he ruled over all the kings from the Euphrates River even to the land of the Philistines, and as far as the border of Egypt”. Imagine the TV network’s exclusive images reflecting gold-covered floors and engraved walls. Or a panoramic view of the expansive land under King Solomon’s control as the scene fades into a sunset before cutting to a commercial break.

King Solomon’s wisdom was renown; even the Queen of Sheba came to test the rumors and said to Solomon, “It was a true report which I heard in my own land about your words and your wisdom” (1 Kings10:6). King Solomon’s wisdom was a gift, an answer to his prayer. (1Kings 3:9). The Lord was so please by his humble request, that he also granted him immense prosperity and unprecedented power. (1 Kings 3:13). But, for what purpose?

In granting King Solomon’s request, not only did the Lord show favor on Solomon, but He also confirmed the promise made to Solomon’s father David. The Lord enabled Solomon’s judicious leadership of over His people who were “as numerous as the dust of the earth” (2 Chronicles 1:9). And, He granted him the knowledge required to build the Lord’s temple (and resting place of the Ark of the Covenant). What promises has the Lord made to you? Who or what are you supposed to be leading for God? What are you ‘building’ for the Lord right now?

King Solomon could have asked for fame via a front-page headline in the Wall Street Journal or increased business through the destruction of his competitors, but he asked for the ability to know right from wrong: wisdom and discernment. The Lord accomplished many great things through Solomon as a result of the gifts He gave Solomon. What are the gifts you have been granted? What is expected of you or your business through the use of your gifts?

“From everyone who has been given much, much will be demanded; and from the one who has been entrusted with much, much more will be asked” (Luke 12:48).

Fighting the Good Fight

August 27, 2008
by Michelle Sugerman

I have an addiction of Olympic-sized proportions. I became aware of my problem only moments after we sat down to watch Michael Phelps compete for his eighth gold medal. My loving husband soon insisted that I relinquish the remote control. See, with our digital recorder, I can fast-forward through commercials AND commentary. I can condense a typical 4-hour broadcast into about 42 minutes of pure action! Because of its demands on one’s focus and split-second reaction time, I am convinced flawless “Remote Controlling” could also be a sport.

But, as I (quickly) watched the Olympic Games this month, I did pause to hear the coach and athlete interviews. Below are the axioms our US competitors shared. What do these quotes tell you about competition or competing in the context of business?

• Forget Mistakes, Fast: When asked what lead to her team’s pleasing finish in China, Tayyiba Haneef-Park (Women’s Indoor Volleyball, Silver) says her team doesn’t “linger on mistakes”. Though they could have been distracted by their loss to Cuba in the preliminaries, it was the Cuban team they defeated in the semi-finals to advance to the finals.
• Teamwork Works: When Coach Mike Krzyzewski (Basketball, Gold) was interviewed about the ‘Redeem Team’ he insisted it was not about the nickname. He wanted his individual players to “win on and off the court” and remember to “be PART of the big picture, not THE picture.”
• Battle, Believe, & Breathe: These are the Three B’s Coach Troy Tanner (Women’s Beach Volleyball, Gold) instills in the dynamite duo that remains undefeated in 108 straight matches. Misty May-Treanor and Kerri Walsh attribute their success to Tanner’s focus on the fundamentals and reminders to have fun!
• Know Your Place: Bryan Clay (Decathlon, Gold) told Christianity Today, “When I'm running, I feel like I'm right where God wants me. I feel him looking down and saying, "That's my boy."
• Maintain Perspective: Following the award ceremony, Todd Rodgers (Men’s Beach Volleyball, Gold) was asked, “Does it get any better than this?” Rogers actually qualified his answer, “When it comes to beach volleyball? ...No.”
• Give Until it Hurts: David Neville (400m Track, Bronze) claimed he was nauseated after the race in which he literally dove across the finish line. Soon after, and with a huge smile, he said his plan was to “make a sacrifice…give it my all, give God the glory”.

In Case of a Water Landing

August 13, 2008
by Michelle Sugerman

After years of slacking sales, customers will see a “back to basics” theme this Fall at the Gap, a clothing store targeting adults between 25 and 35 years of age. BusinessWeek’s August 18th (2008) issue reports that Gap’s new design chief, Patrick Robinson, is charged with reconnecting the 40-year-old company “with its roots”. He can’t turn around the retailer (with 3000+ stores) by himself, but Mark Montagna, a retail analyst for CL King, says “he can single-handedly sink it.”

I am reminded of Solomon’s charge to build a temple and resting place for the Ark of the Covenant. Solomon was granted endless resources: plans and instructions inspired by God, wealth and assets in the form of treasuries and precious metals, and finally, skilled staff ranging from craftsmen to officials. Solomon was given everything he could possibility wish for PLUS this stern command: serve the Lord “with a whole heart and a willing mind…be courageous and act.” (1 Chronicles 28)

A charge like Robinson’s or Solomon’s would leave most people grasping for a flotation device! But, the Lord is faithful to provide what we need and expects us to courageously pursue it. For example, Robinson met with Gap store managers and visited stores to get a better idea of what required his attention. Turns out, the departure from typical customer-based focus groups yielded superior data. After his “eye-opening” conversations, Robinson began encouraging other designers to “get into the stores and talk to the salespeople.”

As leaders, we rely on many external factors for success: a good plan, meaningful information, and dedicated staff. Robinson is dependent on salespeople and manufacturers; an airplane pilot is reliant on air-traffic control and ground crew. The pilot’s team enables a safe and on-time arrival, but one pilot error could force passengers into strapping seat cushions to their chests. So, back to basics: serving the Lord with gutsy obedience and unrelenting faith. Though you might have all the resources required to accomplish a goal, as a leader, you can still “single-handedly sink it”.

Praying for a Time Warp

July 30, 2008
by Michelle Sugerman

Our planet spins on its axis at about 1000 miles an hour limiting our Earth day to 24 hours. Though you could increase your day by about 39 minutes by moving to Mars; the truth is, time management is more about self-discipline and ‘eternal’ outcome than the amount of time itself.

The more I learn about how we think about the future, the more I am convinced of our ability to create ingenious plans. Failure to follow through on a well-developed plan accounts for the biggest mistake in managing our time. We confuse new opportunities with higher priorities, we forget that saying ‘no’ to some things means saying ‘yes’ to the best things, and we toss away a thoughtful plan because we become distracted and confused.

Our Heavenly Father has ingenious plans, too. Clearly more ingenious than my own, though through ‘prayer and petition’, I often discuss how my plans seem to differ from His (Philippians 4:6)! But, simply put, time is meaningless to a timeless God. I am reminded of Moses, he was more intent about what he DIDN’T want in the plan than what he DID want in the plan. I think about how God use the first 40 years of Moses’ life before Moses killed the Egyptian (Exodus 2:11-21), and his next 40 years in the desert as God prepared him to lead the Israelites out of Egypt (Exodus 3), and the most famous 40 years of wondering through the wilderness with the freed Israelites. Each segment focused on personal refinement and maturity for Moses. These seemingly endless years prepared Moses to lead his people to the ‘land of milk and honey’.

I admit that I have actually prayed for the ‘sun to stand still’ just like it did for Joshua as his troops rallied against the Amorites. (Joshua 10:12-13) And when the Lord doesn’t answer my request for a wrinkle in the spacetime continuum, I focus on self-discipline and avoid prolonged visits to Jupiter where the day is less than 10 hours long! Following a plan that is aligned with God’s desire for my time is critical to my success, especially when His plan initially differs from my own. Remember, Moses did not join the Israelites in the Promise Land; his journey was more about his character and leadership and less about the short-term outcome.

Redefining Delegation

July 16, 2008
by Michelle Sugerman

Delegation (del•e•ga•tion): the act of relinquishing control of a task or project and waiting for someone to let you down. Secretly, this is how many of us define delegation. Successful delegation is possible. It requires an overarching goal and general guidelines from the leader along with commitment and trustworthiness of the delegate.

Rarely do we see step by step processes in the New Testament. Jesus commanded us with high-level requests like “Come, follow me” (Matthew 4:19) and then provided general guidelines for execution. Jesus implied, “NOW!” by requesting his followers even forego social norms of the day (Luke 9:59-62). He left the remaining details to those he called. He did not say, “Put on your Crocs™, pack two 20oz Aquafina® water bottles…and don’t forget the trail mix”. He avoids these specifics to prevent ‘legalism’ and the temptation of earning his love by going through the motions.

By setting general guidelines and identifying the components that deem the effort a success, the delegate is empowered to make decisions rather than suffocate under micro-management:

• Determine deadlines and the format for deliverables
• Identify available resources and boundaries
• Agree on milestones and review progress periodically
• Allow room for growth and mistakes (revise expectations as needed)
• Reward progress and provide encouragement through difficult periods

Motivating & Measuring Innovation

July 2, 2008
by Michelle Sugerman

Combining Old Technology with New

June 18, 2008
by Michelle Sugerman

Get Set...Innovate

June 4, 2008
by Michelle Sugerman

The ‘Perfect’ Example

May 21, 2008
by Michelle Sugerman

Christ set the perfect example of leadership. He incorporated a clear mission and team-building into his work. He asked for help when needed and demonstrated behaviors he wanted others to emulate.

The ability to communicate powerful ‘cause’ or ‘vision’ and generate enduring buy-in creates a great leader. Few argue the impact Christ’s leadership had on earth, even those that don’t believe, acknowledge his timeless legacy. And for that legacy to reach our day and time, Christ had to spend countless hours gently and consistently relaying (and re-relaying) his purpose and mission. He taught new skills and knowledge to those who followed him and perhaps most notably, taught them to think for themselves as he answered questions with questions.

Christ was rarely alone, though sometimes speaking to crowds of 4000 and 5000, he most often found himself in small groups. On occasion, he would have deeper conversations with closer friends. He asked for their support through prayer and provision of safety. (Mark 14:32-38) Ultimately, in his deepest pain, Christ prayed alone with His Heavenly Father seeking God’s will – not his own. Connecting with others and asking for help empowered Him to continue until ‘it was finished’. (John 19:30)

Christ’s actions also demonstrated His deepest desires for our own thoughts and behavior. He loved and respected everyone even through betrayal and torture. He showed patience and compassion even toward those who were slow to understand his message. With all of His power, he humbly served others. Christ did not stand in His own glory, but humbly deflected the reverence and admiration he received onto God.

In today’s business world, Christ’s example suggests the following:

• Consistently communicate a concise vision
• Ask more questions
• Get help when needed
• Find support and fellowship with peers
• Pray early and often
• Love everyone with Christ-like compassion and respect
• Give God the glory and honor

Values Outperform Profits

May 7, 2008
by Michelle Sugerman

Integrity = Self Discipline

April 23, 2008
by Michelle Sugerman

Service Level Agreements

April 9, 2008
by Michelle Sugerman

Service Level Agreements (SLAs) are formally negotiated arrangements between two parties, specifically related to the measurable quality of an offering or product. SLAs became standard components in the telecom contracts of the late 1980’s. Today, they continue to define the characteristics of a consumer experience and the penalties for failing to measure up to that experience. Sometimes, ‘measuring up’ requires compliance of the customer as well.

For example, a printing company promises to deliver 500 brochures by close of business, but only if the customer provides the original by 9:00AM. By establishing ‘reciprocal’ actions with customers and enhancing the ability to monitor SLA compliance, customer relationships can be extended and customer service improved.

What Service Level Agreements have you negotiated? What promises have you made to your clients or yourself about the quality and timeliness of your work? Do you require, for instance, specific information from your clients to prepare and deliver proposals within 48 business hours? Could you better serve your clients through clearly defined SLAs?

SLAs establish expectations or promises of ‘performance’ between a business and its customers. Thankfully, God does not require our performance, just our faith (Ephesians 2:8). Two of my favorite SLAs with God:

1. “You will seek me and find me when you seek me with all your heart” (Jeremiah 29:13)
2. “He who believes has everlasting life” (John 6:47)

Working Smarter: Using Your Head, Not Your Feet

My Living Balance eZine - April 2008
by Michelle Sugerman

While growing up, I often heard my dad say, 'What you don't do with your head, you do with your feet.' You can imagine as a young girl, I struggled to unravel that statement --but now I understand its truth. When we fail to use our heads, we wind up reworking a solution or wasting resources like time, money, and effort.

It often seems like taking time to prioritize our new tasks, organize a desk drawer, or even conduct a strategic analysis is too consuming. But it is the investment of time and effort to prepare for 'the most important' that actually SAVES time and effort.

Tips for Using Your Head:

• Create workflows or habits that build in efficiencies. A well-conceived plan is invaluable!
• Remain disciplined when following a good plan. Remember that second guessing a plan while in the mist of panic, is a sure way to create more work.
• Once you HAVE done some work 'with your feet', review and determine how to do more with your head next time.

"You have brains in your head.
You have feet in your shoes.
You can steer yourself
any direction you choose."

-Oh, The Places You'll Go, by Dr. Seuss

Marketing Results in Relationships

March 26, 2008
by Michelle Sugerman

We expect results from our marketing efforts. Whether we are conducting a direct mailing campaign or calling new contacts after a networking event, we expect to increase our businesses by establishing new relationships with individuals.

New business relationships range from qualified leads to referral partnerships to casual friendships. Once identified, we must cultivate these relationships. Marketing results require an investment of time and money; superior marketing results require the additional investment of ‘heart’.

Keys to Cultivating Business Relationships:

1. Understand and provide for true business needs: Determine how your business or someone else’s business can best address an individual’s needs. Connecting individuals, even to another professional to solve a problem, is still offering value! You will be especially remembered when the individual discovers a need your business can address.



2. Follow-up or connect on a regular basis: Contact by phone, email, or a face-to-face meeting reminds individuals about you and how your business might support them. You learn more about them as individuals and help them identify new threats and opportunities in their business. Your consistent kindness and genuine interest in their well-being can set you apart from other vendors or service providers.

Worry... Check!

March 12, 2008
by Michelle Sugerman

Those of us with an active or vivid imagination will excel in the area worry! But, even if we are extremely good at worrying, we can’t “add a single hour to [our lives]” Mathew 6:27. Worry is a deceptive pursuit. It appears to produce results, but worry or panic actually puts us at more risk!

For example, a good swimmer needing assistance in the water can endanger the life of the rescuer while in a state of panic. The Red Cross advises lifeguards to extend a float or pole to people who are drowning and to enter the water only as a last resort. The rescuer and the swimmer are reminded to remain calm in order to improve thinking and reaction time!

Differentiating fret from forethought is critical! Decision-makers must conduct business based on current information and the anticipation of the future, but:

• A flurry of activity is different from following a well-conceived action plan.
• Incessant ‘what if-ing’ is different from reforecasting and making reasonable adjustments.
• Anxious thought is different from curiosity about the future.
• Irresponsibility is different from resting in the “peace of God, which transcends all understanding” Philippians 4:7.

Serving Others through Change

February 27, 2008
by Michelle Sugerman

Intense Conversations: Creating Safety and Common Goals

My Living Balance eZine - December 2007
by Michelle Sugerman

Time Management: My Favorite Misnomer

My Living Balance eZine - November 2007
by Michelle Sugerman

There are 8,760 hours in a year and there is nothing you can do about it! If you destroyed every sundial, stopwatch, oven timer, and clock tower in the world - time would march on! In his book, 'Getting Things Done: The Art of Stress-free Productivity, David Allen reminds us 'you don't manage five minutes and wind up with six'.

Time management is really self management.

Self Management Tips:

• PLAN! Establish your own system of tracking tasks and events - then use it!
• JUNK THE JUNK! Shed the 'mediocre stuff' and make room for the 'best stuff'.
• FOCUS! FOCUS! Try not to interrupt yourself. Multitasking can reach the point of diminishing returns.
• MAINTAIN A MARGIN! Allow for a little wiggle room because you can almost always expect the unexpected.
• PERSEVERE! Review your plan often and revise it, if needed. Consistency will generate results.

Perhaps, Stephen Covey said it first in his book, The 7 Habits of Highly Effective People: 'Time management is really a misnomer. The challenge is not to manage time, but to manage ourselves.'