David McCullogh is one of my favorite writers.  The historian has won two Pulitzer Prizes for his works on John Adams and Harry Truman.

His latest book, “The Greater Journey,” is a collection of stories about Americans who traveled to Paris during the 1800s to paint, write, and study medicine.

In a recent USA Today there was a great article about McCullough and his life as a writer.  It turns out that he still writes his books using an old Royal typewriter that was made in 1940.  The newspaper reporter asked him about the old relic and why he still uses it.

McCullough said, “There is nothing wrong with it.”

The reporter reminded him, “You could write a lot faster if you would use a computer.”

McCullough simply said, “Yes I could.  But I don’t want to write faster. I want to go slow. The quality will improve.  At least I hope so.”

McCullough tells people that he is “not a trained historian, rather a storyteller.”

Did you catch that?  A man who has won two Pulitzers for writing history books is not a historian, but a storyteller.

Now that is a man who knows himself.

You could make a case that McCullough’s greatness as a writer is precisely because he knows who he is and he knows his audience.

When asked where he comes up with the ideas for his books, McCullough says, “I write books that I wish existed, so I can read them.”

As a leader, do you know yourself?  Have you discovered your sweet spot?  Do you love what you do so much that it makes you want to go slow?  Do you produce stuff that is so good that you wish you could buy it?

I hope so.

If not, maybe you could learn something from McCullough.  He sure seems to have discovered the secret.

i2i,

Randy

What did you do this week that brought you the most energy, joy, and fulfillment?

Comments?

repost from 5.27.11

Share

A couple of nights ago it happened. I committed the equivalent of a Jon Acuff Assumed Hug blunder by attempting a one man standing ovation.

My family and I were attending an awards ceremony for my daughters senior class, when a man dressed in Air Force blue stepped to the podium and read an appointment to the Air Force Academy for one of my daughter’s classmates. It was a very moving moment, causing the room to break out into applause.

Yours truly thought we would take it to another level and stood to my feet to try to initiate a standing ovation. There in front of God, all the seniors, their parents and an Air Force officer, I was left to fly solo.

The next 21 seconds might have felt like a long time to an ordinary man, but not to me, dog gone it. “This is a military appointment, you unpatriotic infidels, stand up for this kid.” ran through my mind. But it was no use. Still Hans Solo.

Every day there are men and women who assume they are leading their team to the right place only to find themselves standing alone. Someone once said, “If you are leading a group and turn around and find no one is following, you are merely taking a walk.”

You may feel like you have the right cause or maybe even have the right one (like I did . . . I am not letting it go), and still not be influencing anyone else.

The gap between a leaders expectations and a followers actions is usually more about their relationship than it is about their cause. If you sense a chasm, or even a crack, it might be time to do some relational inventory.

The next time you think you are leading, you might want to turn around and look over your shoulder. If no one is on their feet, you are guilty of the Standing Oh-No.

i2i,

Randy

Have you ever felt like you were standing alone for something you believed in?

Comments?

Share

When it comes to hiring, a buzzword I often hear is the word competency. Competency is defined as, “The intuitive knowledge and ability to do something successfully or efficiently.”

The question is do you need to know a lot about a little or a little about a lot?

That depends.

If you are a doer, a lot about a little is in order. If you are a leader, a broader understanding is vital.

For managers, the key is to know the difference between the two and to align the team accordingly.

It is rare for a team member to possess, both, narrow focus and broad understanding. If you find one who does, it is probably a good time to hire.

Why?

Because there is a reason competency is a buzzword . . . It matters!

i2i,

Randy

Would you rather your direct reports know a lot about a little or a little about a lot?

Share

There is a quote from Herman Koelliker which says,“One man working with you is worth a dozen men working for you.” 

Yesterday I was reminded of just how true this is. I stopped by the office of one of the guys who reports to me in our organization. He asked me how I was doing and said a couple of encouraging things to me. Said I had been on his mind a lot the past couple of weeks.

It’s funny, but I never think of this guy as working ‘for’ me. I have always thought of him as working ‘with’ me. We are like minded in our desire to see the mission of our organization accomplished, and we have many common interests. Every time I am around him I am challenged to be a better man. I have no doubt that he is cheering for me as much as I am for him.

Do you view the people around you as working ‘with’ you or ‘for’ you? The answer to this question will ultimately determine your success as a leader. You are only as good as the people with whom you surround yourself.

Pick someone today who works with you and thank them for their contribution to your leadership and your team.

A good man might appear hard to find, but chances are he is right down the hall.

i2i,

Randy

What do you look for in a great employee?

repost from 9.9.10

Share

In his new book, The Advantage, Patrick Lencioni begins his case for organizational health by championing the importance of one’s environment.

“The key ingredient for improvement and success is not access to knowledge or resources, as helpful as those may be. It’s really about the health of the environment. And consider this: if you had to bet on the future of one of two kids, one raised by loving parents in a solid home and the other a product of apathy and dysfunction, you’d always take the former regardless of the resources surrounding them. Well, the same is true in organizations.”

If you are a leader, your job is to shape the environment for your team. Focus on that this week if you want to have organizational health.

i2i,

Randy

What are some things a leader can do to create a great environment for team members?

Share