Evolution – Chapter Three

Your Legacy

• • Here’s the biggest opportunity.
  • Stephen Covey does a fine job of setting perspective with what he calls the Eulogy Exercise. In my variant of that process I ask people to compose the eulogy that would be read if they were to die today. When they’ve finished I ask them if they are satisfied they’ve contributed as they’d like, if their actions have been laudable: Nearly everyone agrees that they aren’t living a principle/goals-driven life. I then ask them to imagine their 101st birthday party. Someone will say a few words about their first 101 years. I ask them, “What would you like him/her to say?” The interactions usually produce things that relate to; you guessed it, the same priorities I mentioned earlier: family, spirituality and health. They go on to comment about contributions to society, raising children who also contribute, doing the right things no matter who is looking. You’ve heard these platitudes before and haven’t paid much attention. The great news is that there is still time! We don’t know how much time there is, but as long as you are still hearing this message there is hope!
• Has the concrete set? Is it Peter or Paul?
  • You’ve heard about the Peter principle?
    Definition: The theory that employees within an organization will advance to their highest level of competence and then be promoted to and remain at a level at which they are incompetent.
  • How about the Paul principle?
    I can’t even remember where I heard this explanation: When someone finally reaches a position of influence, they are so close to retirement and so burned out that they don’t want to rock the boat and therefore, they become ineffective. In fact, I know of organizations where the principal said, “We don’t want the feedback; I won’t initiate change, because I’m close to retirement and I don’t want to make waves.”
• Are you smart enough to recognize what a difference “letting go” can make?
  • Some of us are born with DNA that drives us to stay in control, to not let go, to not empower, and, therefore, to not find success at the levels we should. It is typical that we climb the ladder to a position of significant influence without having worked out all the details along the way. Because we’ve “done it all before” we tend to want to do it all ourselves, Is it OK for someone to make a mistake? The answer is a resounding “yes,” so long as they learn from the mistake and grow. Is it OK to make the same mistake again? Probably not.

    “If you wish to know what a man is, place him in authority.”
    -Yugoslav Proverb

    o Will you unleash the power within your team or embrace mediocrity?
    The decision is yours. Will you maintain the status quo and secure your seat in the slow learners’ class? Will you continue to utilize your brain alone when you’re surrounded by others who could help? Do you think your team members enjoy working on a team in which their talents are not utilized? Of course not. So, if you want to see real growth and significant increases in productivity, retention and employee satisfaction… push authority and responsibility down as far as you can—and then a little further!