The Seed Sower Coach

Learning New Tricks

“We’re doing twice the work we used to do and getting paid the same.”

“This new machine’s not as good as what we had before.”

Are these common refrains from your work environment? Although we’re all no doubt busy, I tend to find that the underlying issues have more to do with technological frustration and change more than most other factors.

Consider the first statement, which essentially addresses the “do more with less” argument. It is entirely true that nearly all of us are and are required to be more productive than we were 20 or even 10 years ago. Yet, look at the tools that are now at our disposal. Computer speeds are faster than ever. A single cell phone has more capability than the early computers that helped us land on the moon. Groceries and other goods are delivered to our doorsteps often within a day or even hours of ordering. Scientists developed an immunization for a threatening and sometimes deadly virus in less than a year, far exceeding our expected standards.

So yes, most of us are doing more than we used to do, yet with the aid of technology. If we are still where we were in 2001, we have simply not kept up.

Still, learning how to Zoom, text, or even email can be uncomfortable propositions for many. The reward for first tackling the challenge and then succeeding at it can be immensely rewarding.

In my work in college football, basketball, baseball, and softball for ESPN I provide statistical data and observations to the “on air” broadcasters during the course of a telecast. Basically the job description summary is to share information during an event that will enrich the production and allow the announcers to come across as even more informed and up to date than they already are.

Although sports has slowly made a return during Covid, the broadcasts are different. For one, there may or may not be fans in attendance. Further, the on air talent may not even be present, announcing from a room or basement in their home or some other venue. The same goes for me: out of the events I have been assigned and worked thus far in 2021 all have been from my home office in Florida.

I recall my very first remote production a few months back. Admittedly not as technically proficient as I would like to be, I was overwhelmed at how I was going to adapt, produce quality information, and communicate it effectively. From that experience, I developed a step-by-step formula that not only worked for me, but that I believe can apply to many of the challenges any of us face to make them seem not so intimidating. If I may share:

1. First of all be grateful that the powers that be have demonstrated the confidence in your abilities to entrust you with the responsibility. They may very well see or know some things that are not so readily apparent to you.

2. The long-time question and adage of “how do you eat an elephant?, “one bite at a time,” is very helpful. Break the project down into smaller increments.

3. Seek advice next from those who may have some experience with the same or a similar challenge.

4. Begin tackling the undertaking from the perspective of what you do know. For me that translates to studying game notes and statistics from a variety of websites and transferring that information into the format and tools with which I have most familiarity.

5. Next, tackle the technology options that are most comfortable. For me that is Zoom. In my instance it also meant acquiring two laptops to begin with—one for the live game broadcast and another in which to communicate notes specifically to on air talent.

6. A third laptop was then to be added to the equation in order to receive “live” or current statistical information.

7. Assure that internet connectivity is strong and that there is reliable back up, such as a cell phone “hot spot” in order to remedy a communications void.

8. Speaking of the cell phone, it plays a role in continuing to serve as a communication device, however, through an app that allows the ability to talk to the announcers and production truck, much like a headset at an on site event.

9. Finally take a deep breath, say a prayer, have a good show, and feel gratified that you did it.

Resourcefulness feels good. These sophisticated times of ours also provide a reminder that none of us are ever too old to learn new things. It is good for me to get a taste of obstacles similar to those I task to my coaching clients.

What is the new challenge that you’re going to take on?

The Seed Sower

Executive Presence

April 20, 2022

As we emerge from the past couple of years of remote working environments, I hear more about the need for “executive presence” in organizations. When hearing that term it conjures up a number of images: stylishly attired people in corporate offices, “buttoned up,” disconnected, aloof.

A Forbes article from a year ago addressed the concept. “Executive presence isn’t just about how others perceive you. It starts with how you perceive yourself. If you don’t believe in yourself and your abilities, that self-doubt will be apparent—no matter what you look like or what clothes you’re wearing. What are the conversations that take place inside your head? Maybe you suffer from imposter syndrome and don’t feel "good enough" to have a seat at the table. Through practice, you can rewire your brain, resulting in a natural alignment of your thoughts and behaviors that profoundly strengthen your leadership presence.”

I admit that there were times I’ve felt I didn’t measure up. I didn’t fit the “mold.” Others were smarter. More eloquent. Polished. Smooth.

Gravity Payments is a Seattle-based credit card processing company. The challenge, in a service-oriented enterprise is providing compensation that constitutes a living wage. Several years ago, Gravity Payments CEO Dan Price decided to be part of the solution to that situation, rather than the problem. He first raised the minimum annual salary of his workforce to $70,000 annually. In order to make the math work, however, he simultaneously reduced his own salary more than 93%, from $1.1MM annually to that same $70,000 figure.

According to Price, the impact on his own life has been minimal. Rather than going heli-skiing in British Columbia he contents himself with regular skiing. “I’m happier than I’ve ever been,” he said. “It’s way better for me to be part of a system where people are having their needs being met, even if I have less.”

Dan Price CEO of Gravity Payments

Court Presence

He fell in love with the restaurant business when he got his first job at age 12 as a counterman. So much did he love the enterprise that he made the decision to drop out of school to work full-time, a mistake he came to regret.

Each day he committed himself to a high standard of quality, doing the right thing, treating people with respect, giving back to others, and realizing that “profit” is not a dirty word. After having had the chance to turn around four failing Kentucky Fried Chicken restaurants in the 1960’s, his dream of owning his own restaurant came true in 1969 when Dave Thomas opened his very first Wendy’s Hamburgers, expanding to more than 1000 franchises within the next ten years.

In spite of his successes throughout his life he always saw himself as a hamburger cook and remained a humble man.

And in 1989, he returned to school to earn his GED.

Dave Thomas | Leaders Beyond the Brand

The history of the automotive industry conjures images of Henry Ford, the Model T, and mass production. It is traditional, competitive, assertive.

To many, it may have come as a surprise when Mary Barra was named CEO of General Motors in 2014. Flamboyant and lavish she was not. Instead, she is humble and collaborative, eager to give credit to her team rather than stealing the limelight herself. She has also paid her dues with now some 37 years with the company.

Barra embodies the very essence of a 21st century leader and offers lessons we can all learn from:

1. Quiet leadership is a workable model for a senior executive. Being humble doesn’t necessarily mean lacking in self-confidence. Rather, it is that quiet confidence that helps build trust.

2. She aims to bring order to a chaotic world. When becoming product chief in 2011, the development process was in disarray. She immediately set to work, rationalizing the product line, improving quality and efficiency, and better aligning the product with customer needs.

3. Barra had a passion for cars at a young age. When she entered the industry she sought to expand her “range,” beginning with a foundation in engineering, but then learning quality control, production, human resources, product development, and supply chain management. Throughout all of that, however, she continually focused on being successful in her present job, rather than the next step in her career ladder.

4. She never stopped learning, taking time away from her job to attend the Harvard Business School program.

5. Most importantly, when she led Human Resources for a time she sought to replace the image of HR with a human face, emphasizing personal accountability and responsibility. She came across as genuine, caring, and authentic.

Leadership Lesson from GM CEO-Mary Barra

Each of these three examples have experienced the highest levels of success and may even be considered iconic. The common threads, however, seem to be humility, selflessness, and compassion, traits that we can all build from, both professionally and personally.

The Seed Sower

Executive Presence

Dan Price CEO of Gravity Payments

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Court Presence

Dave Thomas | Leaders Beyond the Brand

Leadership Lesson from GM CEO-Mary Barra

Kirk McCarley, The Seed Sower Coach

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