What or Who Are You Competing Against?

Do you even know? No one can genuinely create a sense of urgency without cause or reason. Everyone is competing against the clock (we’re mortals, after all), but why? For what reason? Is it a race? Against whom?

If you have a clear opponent to beat, that’s easy. Wave the enemy’s flag in spite and embrace competition as a positive energy in your organization or life. Move forward and fast, as if it were a fun game.

If you are a startup or non-profit without grasp of a market, what are you competing against? Most small organizations compete against sinking bank accounts. Young companies not yet cash-flow positive must sweat their burn rates and execute on their vision before running out of money. If the money drain is your greatest enemy, make a big deal about that, too. Don’t hide it from your people; share the bank statement with managers if you want them to understand that particular sense of urgency. They will understand.

You cannot motivate people from scratch. You can only give them the tools, information and environment to hopefully inspire them to motivate themselves. As a leader, you must know what you are competing against. And do not forget to share that information with your people who suffer the whip every day.


Transparency and Trust

Unless the key to a secret is murdered and disposed in a large body of water, people tend to find things out. You can try as hard as you can to guise things, but always prepare for the day when you need to own up to it (whether you blow the cover or someone else does).

When it comes to daily life, transparency may be the easiest and most genuine way to build trust. If you have nothing to hide, others will take comfort in believing you and run out of good reasons to hide things from you.

Throughout my entire management career, I have struggled with shielding information from my team to keep the machine running. Secrets don’t make friends, especially in business. As a common example, most managers pad deadlines so that their final deliveries can be met. In many cases, the real deadlines surface and proactive fake deadlines lose credibility. Why not admit final deadlines up front and set padded expectations for your team? Most people understand the truth and will respect you for being honest with them. They will deliver accordingly. Trust me.

Sometimes you need to keep secrets. If that is the case, at least be honest about the reason why (a security clearance or NDA contract are perfectly viable excuses). As hard as it may be for some people to accept, the honest explanation goes a long way. Don’t hide, don’t ignore, don’t dodge the question. Be as honest as you can when you can.

Avoid False Promises

The most respected men and women follow through with their commitments, return favors, honor agreements, and exceed expectations. Without question, dependability is a virtue. Do not make promises you cannot keep. Breaking a promise causes more trouble than passing on the promise in the first place. Never string people along. Never say “maybe.” If you know you can or cannot, say so. If you do not know for sure, make no promises – make the facts known, do your research, and return with a definitive answer (if you have no intention of doing the research, get it out of the way and just say “no” now). Do not be afraid to say “no.” Smart people respect and value honesty over weak commitments.