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Context Is Decisive

StrategyDriven Management and Leadership Article | Context Is DecisiveContext is decisive. My mother always said that to me… Not really…. I learned this in a Landmark seminar. It rocked my world, my understanding of the world and what gives the world meaning. The instructor, wags his index finger and asks; “what is this?” “A finger”, we say. “Ok, if we are talking about anatomy, it is a finger, but what if we are talking about numbers? What is it?” “One”, we said smugly. “Well then”, the instructor said, also smugly. “If we are talking about direction, what is it?” “Then, it is up.” “Wow”, he says “this” indicating his finger, “just changed three times. It changed from anatomy, finger, to number one, to direction up. All we did was change the background conversation.” I sat stunned. What just happened? Silence enveloped the room.

For this blog, context: is the background conversation that gives meaning to the forefront conversation. As demonstrated above, context is decisive. The context defines how things show up and how they occur. This definition has changed what I pay attention to from what is happening in the foreground to what is happening in the background. Context has deepened my ability to understand my world and the meaning that people give to the world.

Here is an example. In my lifetime and certainly in the lifetime of my grandmother, the career opportunities available to women have dramatically expanded. We will agree that now being a pilot, doctor, president, soldier, astronaut, policewoman, scientist is all available for women as valid and viable career choices. This was not always so. What happened? What shifted in the last eighty years? Women existed. For the most part these careers existed. Yet the reality that my grandmother dealt with when she graduated as a sole female medical doctor in NY in the 1930s and the career reality for my niece in 2015, when half her graduating class of physicians were women are in stark contrast.

What are the implications of this for my Granddaughter Sienna who is 7? What is possible for her and her girlfriends now in 2021? What has occurred and what has allowed for this shift? I would argue for that to happen the context around what it means to be a woman with a professional career has altered. For my grandmother being a doctor and a woman was a unique occurrence, unexpected and exceptional. For my niece it was normal. For my granddaughter it is a birthright, which many will achieve and certainly is not dependent on gender.

I would suggest that what happened on 911 shifted the context of airplane hijackings. Before that time, we had numerous and significant hijackings. A plane would be taken over by hijackers, land some place and then haggling over the hostages would ensue. Freedom usually happened, sometimes rescue, sometimes tragedy and death. However, there was a pattern to it, and everyone played their part. 911 changed the context of hijackings. It was dramatic. Crashing airplanes full of passengers into buildings became the background of air travel and influenced everything that happened in the foreground of air travel.

As that context shifted, the rate of change was tsunami like. Almost immediately TSA formed. Security at the airport altered. Lines to wait in, metal detector screenings, pat downs all became the norm. Doors to the cockpits practically overnight became fortified. For the pilots to use the bathroom became a ritual complete with food carts. We all accepted these changes and delays and there were few questions. Why? Because the context around air travel had shifted and impacted everything around air travel. Why? Because context is decisive.

Now we have two examples, let us look at others. What about police beating black, Latino, and people of color? What about the murder of George Floyd? Has that incident changed the context in which police being physical with people occurs? Do they occur differently because since George Floyd the context has shifted? I would say yes. Certainly, for many the context has shifted from one of police meeting out justice to a context of people being murdered only because of the color of their skin.

How about the Pandemic? It started in Wuhan China and spread from there. An illness appeared among us that prior to this had not existed. That is a fact. For me, this Covid –19 Pandemic occurred in basically two contexts. One was that it is a big deal and we had to take real actions, masks, lock downs, quarantines to prevent many deaths and the breakdown of our medical and hospital systems. This context made shutting down of the world economy and keeping everyone home for months a rational decision. This context supported saving lives by keeping people masked, separated.

The second context in which this occurred for many is that Covid 19 was no big deal. Sort of like the flu. With this context people would gut it out, muddle through and the people who die are the people who die. I see this where I live in rural Michigan. Covid is no big deal. Residents say, “Covid is certainly not here. Covid is no biggie.” Just ask the butcher Dave…he never wore a mask. We muddle through and we do not see what all the fuss is about.

The large Urban School Systems and the Catholic School Systems generated very different contexts from which to deal with the pandemic. The Catholic context was that they would make it work with protocols, cohorts, and targeted quarantines. The context of the Public Schools is that we cannot be safe and do this other than by remote learning. Again, given the context, the impact on children and their learning was enormous.

What is the point? Well, the context that something occurs in like Covid determines what you do. Context is decisive. Here is the kicker. You get to choose the context. Things are happening for sure to you and the context that they happen in is up to you. Creating and choosing the context that the world occurs in for you is a big deal because it will shape your experience of what is happening to you. Remember the beginning of this article…finger, to direction, to number…. One can have very different things occurring all by shifting the background conversation.

I have created a context in my life that everything that happens and occurs to me supports and furthers my …life. That is the background conversation that I bring to all that happens in my life from flat tires to a new project to a new relationship to a breakup with a girlfriend. No matter what is happening, how it is feeling my generated background conversation or context is that it all furthers, (enhances my life) and it all supports me. It is useful in that nothing blocks me, and it allows me to always be supported and be contributed to no matter what is happening. Now for the juicy part. You the reader, yes you, take this opportunity to look at what is the context that you are experiencing. What is your background conversation that is giving meaning to the foreground? Is this meaning something you inherited or are you creating it to empower and enable yourself in the face of whatever you are dealing with and whatever matters to you? How are you coming out of the Pandemic and what is the context from which you are creating this new world? Look and let me know what you see and what alterations to the context that you are making. This is important work because, as my mother always said, not really, CONTEXT IS DECISIVE.


About the Author

StrategyDriven Expert Contributor | Bruce HodesBruce Hodes, President and Founder of CMI, is dedicated to helping companies grow. The focus of his work is developing work teams, business leaders and executives into powerful performers. Bruce has an MBA from Northwestern University and a Master’s Degree in Clinical Social Work.

A Fish Out of Water

When does a fish notice water? When it is out of the water! The fish gasps for breath. The fish beats its tail on the deck and moves in a helpless manner. It is out of the water and clearly feeling the difference. Hence the saying “like a fish out of water”.

I recently had many of those “fish out of water” experiences while I was on my business trip to Ecuador. I arrive into the new Quito airport. As I get my bags a red, yellow and green traffic type light confronts and guides whether you need to get your bags checked by Immigration or not. If you get a Green light, which I did, out the exit door you go. Red light and into security you go. Traffic lights for bag security, never saw that before. It is OZ like in that you do not know exactly who is controlling the light or why they decide whether you get checked or not.

[wcm_restrict]I now go out of the airport and on to my client’s new warehouse. The workers were in hard hats because of the high racks and heavy boxes on high shelves. Boxes and parts indeed could fall on your head. Here becomes the interesting part: Supervisors on the floor were not in hard hats. The manager with an orange baseball cap wasn’t wearing one either. . The owner, she had no hard hat on either. Then it dawned on me and I was a fish out of water. What about me with my bald head? Didn’t I need no hard hat? My head could be crushed! I am scared and more than a little nervous because no one offered me a hard hat!

Today in the states, I find out that hard hats are required. Everyone wears them. Same with safety glasses and whatever else is required. What is going on in that warehouse in Ecuador? Are workers heads seen as more valuable than supervisors or the managers? Not sure, but I do think it involves hierarchy and class. What is interesting is that the higher up in the perceived hierarchy that you are the more at risk you are. Puts a new spin on from “off with their heads” to “lets squish their heads”. Again as I contemplated this I felt like “a fish out of water”. There was something going on that I did not understand.

A few days later…

Quito, at 10,000 feet, is surrounded by mountains and is at the foot of a 16,000 plus foot mountain. A cable car goes up the mountain to 13,000 feet. Then one can climb, bike or ride a horse the rest of the way. Rene, my friend and guide, had brought his nine year old son Efrain. Like nine year olds here he complained of being hungry and tired. Then ran ahead to hide and spook us. His energy at that altitude was boundless. Unlike nine year olds here he did not know about star wars and did not have a computer. I found that comforting and disconcerting at the same time. He did know about Mickey Mouse, thank god.

It was a craggy landscape. Like the moon. The trail undulated up and down taking you into the mists of the clouds. We rounded a corner and came upon a group of young people who were twenty or thirty years old. What were they speaking? I pride myself on recognizing languages, what was that young group speaking? They looked like ragamuffins, athletic and when I spoke to them in Spanish they would have none of it. They would only speak to me in English. “We are Russians”, they said. Aha, I concluded, spies and they are no doubt overrunning the country. “We are from a Russian circus that is performing along the Ecuadorian coast”, the young woman said and then they were off.

I was up at 13,000 feet sharing the route with young Russian speaking circus performers from Ukraine. Now I related to that fish and I was also gasping for air.
Where did that horse come from? Horses on mountain trails not so much in my world. I never saw how to get a horse up here. It just appeared. The skinny man on the small and very skinny horse came galloping up at 15,000 feet. Clearly a Russian circus performer who wanted the skinny girl to ride the horse with him. She got on the horse and off they went. I felt better in that the horse was heaving more than I was.

While Rene and I were hiking we came across a group of German tourists. The Germans asked Rene to take a picture of them climbing the mountain and he did. Rene then wanted me to take a picture of him with the German tourists. I did this and I was curious as to why Rene wanted to take a picture with people he didn’t know but didn’t say anything. I puzzled over this as we continued to climb the mountain.

Rene is a middle aged indigenous looking man. He is also a friend that works for an Ecuadorian company that I consult with. He drives me around on my visits and we have become friendly. He had not met and clearly did not know these Germans. That he wanted a picture taken of him with them surprised me and I had no context for it. I was baffled.

When we returned to the cable car that was to take us back to Quito I saw an Ecuadorian youth with a Chicago Bull’s jacket. As I passed him, in Spanish, I said I am from Chicago. Suddenly I am surrounded. The dark Ecuadorian tourists wanted a picture of me and the lad wearing the Chicago Bull’s jacket. The picture taking went on from there with me with various groupings. I was a rock star! Or maybe it was because I’m from Chicago? Hmmm…? It took at least ten minutes and I did not even get a tip!

As we parted ways smiling and laughing I finally asked Rene what that picture taking was all about? Why I had achieved celebrity status and incidentally, why did you Rene, want your picture taken with the German tourists? He said, quite simply, that for the Ecuadorian Indian it is fun to show their friends pictures with white people from other lands. How different, I thought. I thought this custom was strange and felt foreign. I wondered when that custom started in Ecuador and how diffident that is from the U.S.

What had occurred impacted me like “a fish out of water”. I was left with that by traveling to other places you see things that are different from how things are in your country. Back home no one wants their picture taken with me, even people I know, and I am no celebrity. But that it’s different on a mountain in Ecuador gives me a different perspective. By having a different kind of experience I am left more appreciative of differences and seeing that things are and can be different. It gives me perspective that I can bring to my work, and my life.

I use the fish out of water metaphor to communicate that these experiences shocked me in much the same way as the fish was shocked by being out of water. These experiences had me reassess how I viewed things and had me reassess my perspective. What’s fascinating is that I then found that I kept questioning my perspective upon my return to the states. That was the gift of having experiences that reminded me of being a “fish out of water”.[/wcm_restrict][wcm_nonmember]


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About the Author

Since growing up in his family’s boating business to founding his company CMI, Bruce Hodes has dedicated himself to helping companies grow by developing executive leadership teams, business leaders and executives into powerful performers. Bruce’s adaptable Breakthrough Strategic Business Planning methodology has been specifically designed for small-to-mid-sized companies and is especially valuable for family company challenges. In February of 2012 Bruce published his first book Front Line Heroes: Battling the business Tsunami by developing high performance organizations (Volume 1). With a background in psychotherapy, Hodes also has an MBA from Northwestern University and a Masters in Clinical Social Work. More info: bhodes@cmiteamwork.com or www.cmiteamwork.com.

Creating Customer Focused Teams, Part 3

Developmental Stage Movement

In time, Stage 1 teams arrive at Stage 2. Stage 2 teams will either get stuck in Stage 2 or move on to Stage 3. Stage 3 teams can slip back into Stage 2 or move on to Stage 4. Progress or slippage depends on whether the team builds on its momentum or rests on its laurels. In Stage 4, the team can move on through consistent improvement or slip back by becoming arrogant and overconfident. Keep in mind that none of these stages are good or bad. They are necessary stepping-stones in the process that leads to high performance.

[wcm_restrict]In the process of development, teams most often get stuck in Stage 2. In order to move to Stage 3, the team must hammer out the performance standards and commitment to achieving them. Also, team goals must become more important than personal agendas, which need to be congruent and in alignment with the group agenda. In Stage 3, the group starts to take on a life of its own and begins to aggressively move in the direction of its performance standards.

Stage 4 is where teams come into their own and truly create customer loyalty. If the team becomes relentless in providing superior products and anticipating the changing needs of the customer, it becomes possible to become indispensable to your customers. Equally important to customer focus is internal responsiveness for employees and shareholders who directly benefit from high performance with increased earnings. This is the win/win/win stage of development.

Stage 5 is a bit tricky because it can occur at any phase of development and can be triggered by any change that significantly alters the team. Examples include gaining or losing a member, altering the performance standards or receiving a new coach. Similarly, a major change in the internal or external environment will impact the team’s progress. Examples of this type of change include new products or services, new customers or a change in rules and regulations.

Points to Remember

Customer-focused teams and victims (people who refuse responsibility and accountability for their behavior) don’t go together. Members have to want to make the team successful. You cannot create a team with a group of victims.

Enemies and customer-focused teams do not go together. Team members must have a basic regard for each other. They do not have to love each other, but at minimum they should have mutual professional respect.

Expect conflict. Because performance standards are high, team members will have differing points of view for how to achieve performance standards. Open dialogue and discussion are useful to moving things forward. Remember that it does not matter who is right, but that the customer is served in an extraordinary fashion.

Finally, do not be afraid to experiment. Customer service strategies need to be planned, but it helps to be flexible and try new ideas that will make your organization indispensable to the people it serves.

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About the Author

Since growing up in his family’s boating business to founding his company CMI, Bruce Hodes has dedicated himself to helping companies grow by developing executive leadership teams, business leaders and executives into powerful performers. Bruce’s adaptable Breakthrough Strategic Business Planning methodology has been specifically designed for small-to-mid-sized companies and is especially valuable for family company challenges. In February of 2012 Bruce published his first book Front Line Heroes: Battling the business Tsunami by developing high performance organizations (Volume 1). With a background in psychotherapy, Hodes also has an MBA from Northwestern University and a Masters in Clinical Social Work. More info: bhodes@cmiteamwork.com or www.cmiteamwork.com.

Creating Customer Focused Teams, Part 2

Customer Focus, Feedback and Service Strategy

To create customer-focused teams, employees must understand that they win when the customers win; there is more to this positioning than meets the eye. The customer win has to be defined so that the company also wins. If you ask customers what they want they will tell you I want the service and product for nothing. Typically companies cannot stay in business by doing this. So the raving fan service strategy needs to be designed so that the company and its employees can deliver. Back to Apple, their products are easy to use and their informed employees can teach consumers how to use their products. All this conspires to make many raving fan Apple customers. Every service strategy needs to be designed so that this concept is constantly reinforced.

[wcm_restrict]The front line (people who directly impact the customer) has to get feedback so that they can:

  • Know what it is doing right in creating raving fan customers
  • Know what it is doing that is not working
  • Coordinate and fix problems with other departments that impact the delivery of raving fan customer service
  • Ensure that the customer consistently perceives great value from the product and service that they are getting.

Two challenges exist in creating successful, high performance, customer focused teams. The first challenge is getting the voice of the customer clearly delivered to the front line regarding the service or product. Therefore, it is important to create forums and opportunities for the front line to listen to the customer. The other challenge is to make sure everyone understands the standards by which customer service is measured.

A Normal Process for Team Development

Like people, teams go through different phases during their development. This is normal. A two-year old human is very different than a 16-year-old. Likewise, a team that has been together two months behaves very differently than a team that has been together 16 months.

There are five stages of development for customers focused teams, each with its own distinct characteristics:

Stage 1 – Getting to Know You

  • Feeling that this customer service stuff could be fun combined with some anxiety about how to do it
  • A degree of excitement about the concept of team
  • Figuring out who is in charge
  • Clarifying the rules and developing standards
  • Dependence is on the coach/leader
  • Coach/leader uses a directive approach

Stage 2 – Wish We Weren’t Here

  • Feeling that this is not fun
  • Leadership and/or members are all screwed up
  • Feeling that ‘something is definitely wrong here’
  • Feeling uncertain and incapable
  • Performance standards not being met and a lot of finger pointing
  • Little agreement among team members regarding standards
  • Customer focus is rhetoric only
  • A lot of internal strife and no sense of mutual accountability
  • Task driven but a lot of individual agendas
  • Performance standards are not agreed upon

Stage 3 – Getting Behind the Game

  • Performance standards hammered out
  • Increasing ownership of those standards
  • Decreasing hostility as the team begins working out personal differences
  • Focus on customers
  • Starting to like and feel comfortable with mutual accountability
  • Positive feedback from customers starting to come in
  • More honesty among team members
  • Failing forward – learning and improving from trial and error, with rapid recovery from mistakes
  • Enthusiasm and energy levels increasing
  • Support for each other evident
  • Small wins bring large smiles

Stage 4 – High Performance and Raving Fan Service

  • Customers are consistently overwhelmed by the service and product
  • Team standards are met and moved outwardly by the team
  • Members feeling good about consistency
  • Shared leadership
  • Open and honest communication
  • Meetings are full of straight talk
  • Results are recognized by customers as high performance
  • Members feel deep concern for each other’s personal growth and success
  • The team outperforms all reasonable expectations
  • Team members are having a lot of fun

Stage 5 – The Times They Are A-Changing

  • A major change occurs, such as members joining or leaving, a new coach, new performance standards, etc.
  • Confusion
  • Uncertainty regarding the implications of change

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About the Author

StrategyDriven Expert Contributor | Bruce HodesSince growing up in his family’s boating business to founding his company CMI, Bruce Hodes has dedicated himself to helping companies grow by developing executive leadership teams, business leaders and executives into powerful performers. Bruce’s adaptable Breakthrough Strategic Business Planning methodology has been specifically designed for small-to-mid-sized companies and is especially valuable for family company challenges. In February of 2012 Bruce published his first book Front Line Heroes: Battling the business Tsunami by developing high performance organizations (Volume 1). With a background in psychotherapy, Hodes also has an MBA from Northwestern University and a Masters in Clinical Social Work. More info: bhodes@cmiteamwork.com, 800-883-7995, www.cmiteamwork.com.

Creating Customer Focused Teams, Part 1

What is a Customer Focused Team?

The word ‘team’ is overused in business; it gets applied to any group of humans in a work setting. However, when you define a team as everything, you end up with nothing.

The best and most concise definition for corporate teams I have found comes from The Wisdom of Teams by Jon R. Katzenbach and Douglas K. Smith. They define a team as “a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable.” The crucial words are ‘common purpose’ and ‘mutually accountable.’ Without these, you don’t have a team.

[wcm_restrict]In addition, for a team to exist there has to be adversity, challenge and tension between the team and attaining a common purpose. No adversity and challenge means no team. You do not need teams for easy tasks. Tough challenges and high performance standards, such as those associated with customer service, quality and profitability are essential for teams to come together and coalesce. Having customers consistently be raving fans of the company’s service is certainly a challenging and lofty goal.

What is a Raving Fan Customer?

I first saw this term used in the book Raving Fans by Ken Blanchard. A ‘raving fan customer’ is a customer that is excited about the company’s service delivery and product way beyond normal. Raving fan customers remain loyal given price pressure from a given service’s competition. These customers would go through a lot to get the company’s service. Even a price increase would keep these raving fans loyal buyers. Raving fan customers would wait in long lines; pay extra shipping fee; all for the service or product that their favorite company offers.

Why are Raving fans a good thing?

Ask Zappos, ask Southwest Airlines, ask Apple, ask Jimmie Buffett and ask CMI (that is us). What companies do not have competition? When you earn raving fan customers you have a strategic advantage over your competition. You have customers that are going to buy from you no matter what. In essence your company becomes a monopoly. This is the ultimate positioning from a business perspective. One frequently sees this with Apple’s iPhones. Apple customers are disdainful of any other smartphone product and are absolutely loyal to Apple – no matter what – even when Chinese workers might be suffering. Apple Customers say “Heck, Apple might need to change some Chinese employment tactics, but no way am I giving up my iPhone!”

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About the Author

StrategyDriven Expert Contributor | Bruce HodesSince growing up in his family’s boating business to founding his company CMI, Bruce Hodes has dedicated himself to helping companies grow by developing executive leadership teams, business leaders and executives into powerful performers. Bruce’s adaptable Breakthrough Strategic Business Planning methodology has been specifically designed for small-to-mid-sized companies and is especially valuable for family company challenges. In February of 2012 Bruce published his first book Front Line Heroes: Battling the business Tsunami by developing high performance organizations (Volume 1). With a background in psychotherapy, Hodes also has an MBA from Northwestern University and a Masters in Clinical Social Work. More info: bhodes@cmiteamwork.com, 800-883-7995, www.cmiteamwork.com.