2 THE ELeniiaN-FREE WORKPLACE ‘The Elephant-Free Home: Where the ‘Most Important Leadership Work Occurs (continued) ‘our community and to include atleast one postive state ‘ment about one ofthe otter committee members. We shared everyone's cesponsas and concluded that we all value the same things. This restored trust. The commit- tees agreed to merge budgets and have a common set af objectives ‘My vision tor @ Wellness Cutture is that it goes be- yond our ofc, that transcends the walls round us,” said Marcos de Oliveira, while president of Ford of Mex- ico (he's now president of Ford Braz). This Wellness. Culture work afects me personaly and my family. Ihas the power to make Ford of Mexico an even better organ: ‘zation and also to make Mexico abetter country” Elephants have no boundaries. They are not con- fined to ofces. Likewise, woliness leadership has no boundaries. ze GETTING INTO THE ELEPHANT REMOVAL BUSINESS BY BREAKING LEADERSHIP LOCKThe most important strategy an organization car: develop isthe strategy that determines how people lead others and themselves. Leadership Lock What If What We Have Learned ‘About Leadership Is Wrong? People around the world are searching for the breakthrough innovation or secret strategy that will propel their organiza- tions to the top. But what ifthe innovation that is needed most iim the leadership they display? ‘The most important strategy an organization ‘can develop is the strategy that determines how people lead others and themselves. ‘There is ample evidence that a more effective way to lead is needed—bankruptcy, employee rumover, poor quality and loss of macket share are just a few symptoms. Consider the possibility chat the most dramatic way everyone can move their organizations, their communities and their families for ward is to measurably improve how they lead. 4546 Germing INTO THE ELEPHANT REMOVAL BUSINESS ‘What if some of us are approaching our work backwards? What if our attempts to set guidelines are actually confusing, people, our efforts to motivate people are leaving them disen- chanted and disengaged, and our endeavors to bring about change are solidifying resistance? What if the reason our teams, ‘organizations and familie are not moving forward is not be- ‘cause of them—bus because of us? This is Leadership Lock: the gap between what is being achieved and what is possible Perhaps there is a gap between what we know and what we do, between the principles we value and the way we act. This gap may mark the difference berween a dysfunctional team and an unbeatable team, between a family that lives with Fhure and a family that lives its dreams. ‘The key to unlocking leadership is to Innovate the leadership strategies we use. ACase Study: Michael's Leadership Lock “Ir never ends,” Michael sighed, as he slumped into the leather chair in the lobby. He watched the last of the ‘employees pass through the revolving door and leaned toward his friend, “Thre, I tain, and I wait. Then I mo- ‘vate, until reach the poine where I have to make de- ‘mands, Then I wait again. Then [fire. Then I hire again. ‘And always the same result.” He shook his head. *Ie’s getting bad, Chad. I've used every ace in my hand trying to get this thing to work. We've got to get our act to- gether soon.” “What are you going to do?” Chad asked. “I need to find someone who can take over the day- to-day stuff. get so bogged down in the details that never get around to whats really important.” “What do you” Leadership Lock 47. Michael cut his friend off. “1 wane to plan and estab- lish stronger cliene relationships. T want to be innovative and creative. I want to lead my team to suevess.” He shook his head. “What they say is true. The work ethic in our country is dead. You can’t motivate these people. "They don’t wane ro be empowered. They sit around and whine and resist the smallest change. They don’t care about objectives. That’ it. They just don’t care.” Chad jumped in. “I just read a great book on moti: vation and setting objectives called—" “Whatever.” Michael threw his hands up in surren- der. “Look, I've read every book that exists on leader- ship. And I've been to management training.” He stood up and glared at his friend. “Please. Do me a favor. Don’t recommend another book. Give me what Iced to get results.” Unlocking and Delivering What Can Be ‘Over the pase decades, society has made remarkable advances that affet how welive and operate. Innovations are geting us ‘out to Mars and deep into the cells ofthe human bods. Man- ufacturng is hecoming more efficient. Vast amounts of infor mation are stored on chips the size of a pinhead. The international business community is expanding every day. Jn contrast, progress has been remarkably flat when it comes to improvements in how people function together and hhow people pecform—how leadership is executed. Innova- tions around us are realizing only fractions of their potential asthey are trampled by the elephant inthe office. The demand to find the key o Leadership Lock is great “Icis becoming increasingly clea tha the demands being placed on today’s businesses requir a new medics response,” 4 plant manager with 2,500 employees told us. “The patient has become immune o the old medication.”50° GerTiNe nvTo THE ELEPHANT REMOVAL BUSINESS “Invariably, each time | get upstream to the cause variables, | find no one but myself. It's how | am responding to a person or what Tam doing with a project that's causing the results I'm getting.” aed ii What advantages dou gi yousel, | Where Is Your te ‘uty 900 h Xo neuen Leadership Lock? steps but also innovative actions to break Leadership Lock? | Unlock the Lock and Release Results Allof us encounter challenges or hurdles that impede our abil- ity to obtain the results we envision, Many fel challenged by the need to bring about effective, efficient change. Others ‘would like to create full engagement and motivation in those around them. Other leaders wonder what it takes to run pro- ductive meetings. Some want to elicit greater alignment and accountability from those around them. Some desperately ‘want to get more things done. Others seek a better work-life balance. Some of us are simply searching for ways to accom: plish things faster and becter. Most leaders have a central issue on their to-do list, an area that, once unlocked, will release the results they know are possible. ‘There is a time and a place to philosophize and theorize about leadership, but this isnot it. Ths is the time to ran the clephant out of the office. We encourage you to pur the tools st52. Germnyc into Tae Eunmsant REMOVAL BUSINESS that are introduced in this book into immediate action as you read about them, Begin by choosing an area of Leadership Lock you have encountered. Then, as you move through the leadership technology in the following pages, simply plug it into your area of Leadership Lock. Tn working with leaders around the world, we have ob- served and heard about countless areas of Leadership Lock. The chart that follows isa snapshot of the most common, r= _gardless of type or size of organization or world location. Leadership Lock ‘How It Manifests ‘Wernced toexecute and | “Weare falling behind the do what we say we're pace in our industry.” going to do, We need to get faster “Why is our team so and better. resistant to every new idea?” ‘Quality. Quality. Quality. | “If they had a choice, would ‘our employees buy our Where Is Your Leadership Lock? $3 Leadership Lock Tm oveewinelmed. I can't jet to the things that really need to get done, We just need to be on the same page. Balance, I need balance. ‘We need co get everyone engaged and on board. We need our meetings to be more effective. How It Manifests “We always seem to be in crisis mode.” “True alignment would cut ‘our problems in half.” “Achome we're just running 2 business called ‘House- hold, Ine.” “Things seem to take twice as long as projecteds the re~ work is killing us’ “Our meetings are torture sessions—one person does all the talking, egos manipu- late the agenda, and nothing gets done.” product?” ve got to do something | “Home has become a pit about my home life. stop on my way back to work.” I need to delegate more “Te scems like Ihave to do effectively, drive cleaner execation I simply want to feel good again. everything. [haven't used all my vacation days in years.” “Aren't we supposed to be ‘We have studied and worked with thousands of people who have faced the same or similar Leadership Locks you may have identified. These people have successfully moved beyond their areas of Leadership Lock with an innovative approach, In a sense, this book is thei story,54 GETTING INTO THE ELEPHANT REMOVAL BUSINESS Where Is Your Leadership Lock? 5S Feedback trom people who have partic- Ipated in such groups is almost unani- ‘mous, albeit said in diferent ways: “Each and every concept and tool got | 25 You have steady seen several tems | Xo prosented wth tis symbot, Ee We hope you took the time to answer | the quostons presented net othe clearer and sharper as we ieralze slephant-stomping logos. We encour the material ven dooper:eamvork | age yout get even more np ad i improved ane resus came fastor as Si by posing the same questions in we shared tos and solutions specie to our own personal and group issues Another frequently mentioned benefit: People around the world are discover- “My home life is much better since | ing how vital tis to build @ powertl started plugging in family’ for‘organiza- | a larger group. | Welinss Culture, which indeed isthe | ton’ In many ofthe questions.” | mother of all strategies. They are cre~ ating novel and effective ways to put lan end to the toxic workplace, get more done, and become excited about ‘work again, One of these approaches you are interested in applying the ‘concepts and tools inthis book to more ‘Quickly reach your business and per- ‘sonal objectives, and you think an is called elephant stomping groups. elephant stomping group or groups These are small groups ofthresto. | might be effective win your organiza elght peers who meat reguatly to ds- tion, please see the brit and easy-to- cuss the tools and concepts in tis follow guidelines for staring your own book. When you hold these meetings, ‘elephant-stomping group in Appendix A this much is guaranteed: Leadership (oage 321). | capabity wil expand and your cuture | | will become more aligned with your: For those who are interested in more | strategy objectives, The resul? The detais and support, a companion | lephant-siomping groups wil Dull the ‘workbook s available free online at | botiom line ‘www stomptheelephant.com |