Slow down and think...

When do you do your best and most creative thinking? A friend claims it’s when he’s out for a walk. For me, it’s often when I’m reading. Everyone’s different, but all of us should find the best times and circumstances where and when we can slow down and think things through. The pace of our lives is often quick and the time to make decisions too short, but we owe it to ourselves and others to do what it takes to find clarity in that confusion. And when we do, don’t just let things jumble around: know what your objective is, think logically, identify some questions you might need to ask others, look for clues in your knowledge and experiences, and try not to overthink things. Be happy and satisfied with whatever method works for you: because, like good books and friends, there can never be too many of those. There’s no better time to begin finding what helps you to think clearly and effectively today.

 

Gary James Paulsen (1939 – 2021): American writer of children's and young adult fiction

Don't give up too quickly...

Getting something 80% completed is relatively easy: the last 20% is always more difficult. That last part often includes all the little finishing details, many of which are tedious and (sometimes) tricky. Back when we developed Wynn’s applicant tracking system, it needed a user’s manual that managers were given during training, and which later became a useful reference guide. Technical innovations like that often represent large-scale process changes that require extensive training and reinforcement. The manual for that new process contained narratives supported by simple and clear graphics that guided users to learn without getting frustrated. I remember feeling pretty good about completing the design, development, and implementation of that system – but that familiarity nearly caused us to underestimate the difficulties our managers had when initially using it for the first time; the manual was the final 20% of that project. Had we not provided that manual and its extra guidance and support, they might have given up just before achieving the needed levels of competence and confidence to enjoy that new system’s intended benefits. Remember to provide enough time and support so your employees can hang on long enough to get good enough to understand and use the things you develop or change. Don’t underestimate how hard it may be for people to accept and adopt change today.

 

Thomas Alva Edison (1847 – 1931): American inventor and businessman who has been described as America's greatest inventor

Careful planning limits risks...

Creating something new can be scary: you’re never completely sure it will work. First you convince yourself that you can, then you promise others that you will… all the while fearing that maybe it won’t. That worry is the price you pay for trying.  The night before the new online recruiting software went live for the opening of the Wynn in Las Vegas, there were still doubts that it might not work. We had a paper back-up plan but that would be a hard pill to swallow. I held my breath – hopeful that something that had never been done before would work as planned. At the appointed start time, we waited for the first online applications to come in, and when nothing happened, we waited a little longer. My boss was looking at me with that “I told you so look”. Finally, the first application arrived after 7 excruciatingly long minutes; the second 30 seconds later. 12 hours later there were 12,500; 3 months after that the total was 122,000. The fear of failure quickly turned into an adrenalin rush of success. After the fact, it’s easy to gloat about any successful outcome, but the fear of failure is often the price of imagination and innovation. Planning, collaborating, and going slow are the best ways to manage that fear. Be a careful and cautious planner if you’re going to try something new today.

 

William Thomas Harris III (born 1940): American writer, best known for a series of suspense novels about his most famous character, Hannibal Lecter

Make sure your message is clear...

When you’re trying to be innovative, it certainly helps to have a vision to go along with your idea. And if you want support and help, remember that people need to know both “what” and “why”.  Visionaries often forget that the picture they have in mind may be unclear to others. I remember trying to explain the scope and benefits of an integrated resort when recruiting for The Mirage – to us it was clear but to them it was not. A case in point was when trying to get food service professionals to consider working for the new California Pizza Kitchen outlet we were building in there: they thought it was just another pizza parlor when, in fact, it was a full-scale restaurant designed around the popularity of pizza; as soon as it opened, everyone understood the difference. If you’ve got a good idea, figure out how to explain it clearly and help others to see what you see. If someone doesn’t get it, refine your message to make sure it contains both the ‘what’ and the ‘why’. Remember: the purpose of any communication is to make sure those you’re talking to get what you’re trying to tell them. Make sure all of your communications are clear to others today.

 

John Fitzgerald Kennedy (1917 – 1963): American politician who served as the 35th president of the United States 

What's in your playbook...

My clients tell me their managers sometimes lack the confidence to think on their own. Thinking about this after a Sunday of NFL football games reminds me that the best teams use playbooks and lots of practice to build confidence: when they have that they’re able to play well. It’s no different in business: good policies, lots of training, and timely coaching help give managers the confidence to think on their feet. Call them guidelines, rules of the road, or whatever – these are the equivalent of sideline markers and goal posts in football. Meaning, develop your policies, discuss them with your managers, explain why they are what they are, coach them as they begin to use them, support them as they practice, and compliment them when they apply them correctly. This builds confidence. And once people believe in themselves, they can make anything happen. Like making good decisions.  Like planning and thinking on their feet.  Because they believe they can. We expect a lot of managers, and rightfully so. But put yourself in their shoes and remember back when you were a manager. All the questions you had then, and the uncertainty when things weren’t explained adequately. Giving managers the tools they need and the background and understanding behind the things they’re asked to do – that’s what builds their confidence.  And with confidence comes more competence. Help others believe in themselves today.

 

Johann Wolfgang von Goethe (1749 – 1832): German poet, playwright, novelist, scientist, statesman, theatre director, and critic

Hit it out of the park...

Following up on yesterday’s message: the opportunity to open the Mirage taught me a lot: mostly that people can tackle the unknown and, with the right plan and desire, be very successful. So much so, that most of the team that opened the Mirage went on to do even greater things at Treasure Island and Bellagio, never quitting in our pursuit of excellence. Like the Volcano in front of the Mirage: that was very cool, but the Pirate ships in front of TI were great fun and Bellagio’s fountains have mesmerized people for more than 20 years. Just being around those kinds of projects inspired the rest of us to reach for our own stars: the culmination for me (as I’ve mentioned here before) was the paperless HR system that we developed for the opening of Wynn Las Vegas. That vision was so compelling that it lured app developers from Silicon Valley to try what was, on paper, doable, but which nobody had ever tried. Again, I’m not the smartest guy in any room, but an idea backed by a drive that never quits worked for me.  And it can work for you too. If you get an opportunity to reach for the stars, commit to delivering excellence and never quit today.

 

Robert Anthony Rodriguez (born 1968): American filmmaker and visual effects supervisor

Start by admitting what you don't know...

The thing about getting a big opportunity to do something new and different is that it’s often something that hasn’t been done before. It was like that at the Mirage: it was so different that we felt like we were in uncharted waters.  Everyone working on that project knew enough about their respective areas of responsibility to know they had to think outside the box. We weren’t afraid to admit what we didn’t know and wise enough to seek help. A case in point: training new employees. The hospitality and gaming industries back then didn’t do a very good job of training new employees – they mostly sought to hire people that knew how to do the job and then let them do it. We had checked with dozens of companies that had opened lots of different kinds of businesses and most of them admitted that if they could do it again, they’d spend more time and energy on training their new employees. With a new opening, they said, there was a unique opportunity to train them before opening the doors and that investment would pay big dividends going forward. So, we hired professional educators to help us create training plans and train our trainers. That decision helped make the opening of the Mirage so successful and paved the way for all the changes that have happened here in Las Vegas ever since. Don’t be afraid to admit what you don’t know and then figure out how to overcome that today.

 

Joseph Harry Fowler Connick Jr. (born 1967): American singer, pianist, composer, actor, and television host

Make a new plan Stan...

Most people get up and go to work every day. They work on stuff – both big and small, all the while attempting to go good work. Sometimes they even get the opportunity to work on something great. That’s what happened to me – after a decade in the steel industry I found myself working in gaming. And then I had the opportunity to work on The Mirage, which became one of the defining projects (and moments) in this industry. My colleagues there and I had to find simplicity in that very complicated project: there were almost too many “firsts” to get our heads around – the Volcano, an integrated resort, the Siegfried and Roy show and theater (and Secret Garden), high volume hiring, and a massive grand opening (to name just a few). We had to find ways to work together effectively: that project absolutely needed a level of collective creativity only found in teamwork. Early on we realized that it was the opportunity of a lifetime: meaning rethinking everything, being open and flexible, believing in our collective selves, working harder than we ever thought possible, and always keeping our eyes on the ball. In short: it meant having a plan and sticking to it. Whether working on a difficult physics problem or creating something completely new and unique, working together and following a plan are essential to success. These rules apply to every endeavor. Apply them to whatever you’re doing today.

 

Albert Einstein (1879 – 1955): German-born theoretical physicist, widely acknowledged to be one of the greatest physicists of all time

Start small...

We all make plans… the hard part is implementing them. A common mistake is when we try to make those plans perfect before showing or releasing them. Those that I learned from taught me that “perfection is the enemy of progress”. The solution is starting small, gaining confidence while building a solid foundation, and then incrementally improving as you go forward. Even in the planning stage, starting with small ideas and building them into progressively bigger ones is a good idea. Whether it’s a project or a strategic plan, starting small helps manage everyone’s expectations and allows you to continually build on what you’ve accomplished. This is akin to your mother telling you not to bite off more than you can chew: keep things small and manageable.  And over time those little ideas grow into big ones. That’s how to go from good to great today.

 

Twyla Tharp (born 1941): American dancer, choreographer, and author whose dance company often uses classical music, jazz, and contemporary pop music

Be a good listener...

Good ideas sometimes suffer because of little or no feedback. That can happen when we surround ourselves with people that tell us what we want to hear rather than what we need to hear. Ideas that have the best chance of developing and succeeding are those that are robustly debated and examined by a team. Whoever has an original idea must be comfortable with this kind of debate, willing to openly listen to it, and allowing their idea to be shaped and improved by a team of trusted colleagues. It’s hard to let go of an idea as it grows this way; but if we’re honest with ourselves, the benefits of this process are well worth it. From experience, I know that the originator of an idea is best at providing a vision and gently reminding others of it along the way, keeping everyone’s efforts focused and productive, and calmly collaborating without dominating the discussions. Encourage yourself and your colleagues to speak honestly – that’s how teams work best and great stuff gets done. And if you find yourself getting defensive, remember that two (or more) heads are always better than one. Hang out with people that tell you the truth today.

 

Eric D. Thomas (born 1970): American motivational speaker (popular on You Tube), author, consultant, and minister

Trying hard and caring a lot matter...

“Baseball is the only field of endeavor where a man can succeed three times out of ten and be considered a good performer.” Ted Williams

 

Ted Williams was, and still is, the best baseball player that ever was. And still he hit only 3 out of every 10 times he tried. A few seasons he hit 406 – meaning, he got a hit 4 out of every 10 times he came to the plate. Think about that as you set standards for your employees and again when you prepare to evaluate their performance. People idolized Williams because he always tried, was constantly willing to learn if there were ways to improve, and never got down about not being better. That’s how we should view what our employees do. How much credit do you give them for trying? Are you good at coaching them to find ways to be better? How often do you recognize them for having a good attitude? I think performance evaluations are disliked by most employees because the standards are often too high, and the focus is too often on what they failed to achieve. We should all try to be more like Williams’ coaches – they recognized his abilities and encouraged him to find as many ways as possible to use them effectively; and they applauded what he did rather than dwell on what he didn’t. And that, in large part, inspired him to be the best. The workplace, like baseball, should be a place where a person can succeed three times out of ten and be considered a good performer.  Think about that as you’re evaluating your employees today. 

 

Theodore Samuel “Ted” Williams (1918 – 2002): American professional baseball player and manager: he  was a nineteen-time All-Star and finished his playing career with a .344 batting average, 521 home runs, and a .482 on-base percentage, the highest of all time. 

Role models matter...

Leadership is the ability of an individual or a group of individuals to influence and guide others. We often think of a leader as a single person at the top of an organization, department, or team, but many companies utilize leadership qualities wherever and in whomever they are found. In an organizational hierarchy there are levels of leadership – from the top it normally cascades down through the various units or departments. But there are also informal leaders who, by virtue of their knowledge, skills, and personalities, are looked up to by their peers. They’re role models: people who naturally inspire others to imitate their good behavior. These informal leaders are usually positive, calm, and confident; they are great examples of what we’d like all employees to be. And because employees often seek out these go-to people “on the floor” for advice, they become important cogs in the overall leadership of individuals and teams. Companies often have sophisticated processes to identify their leaders; the same should be utilized to identify and recognize role models. And while anybody could be a role model, not everyone has the competence and confidence to succeed in that role. Make it a point to identify, coach, mentor, and support these informal leaders in your organization today.

 

Selena Quintanilla-Pérez (1971 – 1995): American singer, songwriter, spokesperson, businesswoman, model, actress, and fashion designer

Help others find their way...

Much has been said about the role coaches play: we certainly understand what they do in the world of sports, but even more should be made about their role in the world of work. In a workshop a few years ago we asked a group of executives when they thought coaching was best used at work: 80% replied “when someone does something wrong”. As in a reaction to poor performance, attendance, or attitude. But then they went on to opine that 80% of their time and energy was spent on the 20% of their employees that give them 100% of their headaches. As in wh0’s paying attention to the 80% who are good or better performers? It’s a common conundrum. Because the best teachers, coaches, and supervisors are those who show people where to look but don’t tell them what to see. They help them discover possibilities and opportunities because, in coaching, it’s all about the person being coached. A good coach or teacher or supervisor is merely a guide on that journey. Think about how coaching is used where you work. Does it focus on helping your good performers find ways to be better or achieve their goals? Make sure you spend enough time with your best employees today.

 

Alexandra K. Trenfor: The only reference I could find for this author is one that questions whether she even exists. Thus, a strange mystery to go along with an interesting quote

Focus on the fundamentals...

Sports here in Las Vegas are in full gear this month – The Raiders are well into their season and the Knights are getting ready to start. I imagine the coaches in both of those organizations are exhorting their players to focus on each play rather than worrying about the outcome of a single game or the entire season – meaning: if they execute each play to the best of their abilities then they will have a chance to win; if not, they probably won’t. It’s the same in business – leaders should be coaching employees to focus on the fundamentals of their work, individually and as a group. They can’t control the success or failure of whatever we’re doing; they can only control how well each of those things is completed. Meaning: attention to detail, acting in a timely manner, collaborating effectively, being flexible, and always striving to be the best are the fundamentals of success. And the fundamentals of managing – catching people doing things right and coaching them to improve when needed, are the keys to leading effectively. Stick to the fundamentals today.

 

Lin-Manuel Miranda (born 1980): American actor, singer, songwriter, rapper, producer, and playwright

Consider people's expectations...

The shortage of people willing to go back to work continues to be a concern for employers: post-pandemic employees have different expectations and companies that don’t meet those are increasingly experiencing this  and the Great Resignation phenomena. There are many expectations – safety, wages, and vaccinations to name a few, but it’s more than that. People’s security was shaken with the quickness and depth of the pandemic’s layoffs, their need for understanding and empathetic leaders has become more acute, and their obligations at home became more pronounced during the pandemic. Now that the extra unemployment stipends have run out, it was thought that employees would be more open to retuning to work, but that hasn’t happened. Companies continue to be understaffed and this is affecting supplies, service levels, and workloads. It’s not like we can ask or require employees to lower their expectations… now is the time for companies and managers to listen, communicate openly, and set schedules and workloads that take these many considerations (and expectations) into account. I know it sounds like a broken record, but this situation screams out for servant leaders who understand how and when to use emotional intelligence. That’s what it’s going to take to put work teams back together, allay employee concerns, and overcome this worker shortage. One employee at a time. Until all are satisfied and happy. Understand your employees’ expectations today.

 

Ruth Elizabeth "Bette" Davis (1908 – 1989): American actress with a career spanning more than 50 years and 100 acting credits

Practice, practice, practice...

Throughout my career in HR, I often thought that leaders should be more involved in making sure their employees got the most out of the training classes they attended. Unfortunately, they often were not: those who attended the classes sometimes learned things that their bosses were unaware of, or worse, didn’t support and/or practice themselves. And feedback from many of the employees in those classes often suggested that “my boss needs to attend this course”. At the very least, bosses should preview the material from the courses their people attend; optimally, they should review those materials with them upon completion of a course, ask questions to see how much they understood and retained, give them assignments that require them to practice, and provide feedback about how they’re using what they learned. This kind of follow up aligns the thinking between the two and gives the boss the chance to offer coaching about how to best apply what was learned. Getting involved like this shows your interest in your employees’ learning and reinforces the concepts of practice and concentration. Surveys regularly show that workforce training is a key driver of employee satisfaction and retention: two more reasons to do it right. So, get engaged in your employees’ professional development today.

 

Mildred Ella "Babe" Didrikson Zaharias (1911 – 1956): American athlete who excelled in golf, basketball, baseball and track and field and is widely regarded as one of the greatest female athletes of all time.

Think differently to find new and improved solutions...

When I transferred from the Golden Nugget in Atlantic City to be on the opening team of Mirage in Las Vegas, a key issue was whether that new property would be union free or not. The existing collective bargaining agreement in Las Vegas was considered ill-suited for the impending new integrated resort: my challenge was to define how we would address that issue. The company’s VP of Hotel Operations and I were tasked to work with the Culinary Union to strike out on a new path that challenged both sides to work together and see if a mutually acceptable contract could be written from scratch. We challenged each other while going over every aspect of the old contract – if it made sense, try to improve it; if not, change or eliminate it. We reduced the contract from 135 pages to 29, eliminated more than 50 redundant job classifications, and eliminated the “zipper clause” that would have stymied ongoing efforts to implement changes throughout the life of that contract. Long story short: we found new ways to partner professionally rather than fight, and new ways to professionally find ways to agree rather than continue to follow old paths to disagreement: in essence, we chose to avoid the old paths of doing business. It was hailed as a landmark agreement because we thought outside the box, found improved solutions to old problems, and new ways to work together. Discover new paths of thinking today.

 

John D. Rockefeller Sr. (1839 – 1937): American business magnate and philanthropist widely considered the wealthiest American of all time and the richest person in modern history

Find a mentor...

When I first interviewed at the Golden Nugget, I was instructed to meet Charley Meyerson at a restaurant named… Charlie’s and we sat at a table that had a gold plaque embedded in it that said Charlie’s Table. I’d never worked in a casino before and that made a big impression; and from that moment on he became my mentor. In fact, he mentored most of the management at the Nugget (and then Mirage and Bellagio). He was a casino host, meaning he was responsible for his customers’ complete satisfaction, but to us he was the guy that taught us the business. He had a list of 44 rules – Charlie’s Rules, on the wall of his office and anyone visiting him there got a dose of them. Like No. 4: Learn to say “no” and still have the customer like you; or No. 15: You can’t make enough friends and you can’t afford one enemy; and No. 35: Don’t delay acting on a good idea; chances are someone else has just thought of it too. Success comes to the one who acts first. And No. 5: The customer should always be the hero. Years later, all of us still use these simple rules to guide our customer service ideas and training. He was the unlikeliest of mentors, but a generation of casino executives nonetheless paid close attention to his life lessons. That’s the mark of a good mentor. Find one and stay close to him or her today.

 

Junot Diaz (born 1968): Dominican-American writer, creative writing professor at the Massachusetts Institute of Technology, and fiction editor at Boston Review

Get your motor running...

Every time I see anything like this written about attitude it reinforces my “hire for attitude” idea. An optimistic attitude is the key to getting along with others, making teams more productive, being flexible and open to change, and seeing the good in others and the things they do. In the hospitality and service industries, the interruptions caused by customer requests can get employees down if they don’t have the right attitude about them. It helps them see these as adventures rather than ordeals.  It helps people see the opportunities in everything and avoid letting things get them down. When something goes right, feel good about it and understand why; when it doesn’t, also understand why and don’t dwell on it or beat yourself up over it. Every day in HR was an adventure and I suspect it’s the same in every job. When you get up in the morning, do whatever you do to get ready – exercise, meditate, or one of the many other calming and focusing tactics to open your mind and prepare you to calmly deal with what comes. Get your head on straight and be ready for the adventures you’ll face today.

 

Bob Bitchin (born 1944): Creator of Latitudes & Attitudes Magazine. He divides his time between publishing, writing, world cruising, doing seminars on sailing, and riding his Harley

Give a helping hand...

Looking back on my life and career, I’ve accomplished a lot. But none of it would have been possible without the love and support of others. Every idea I ever had was just that until it was worked on and shaped by others. Each was a team effort. Like the last employee handbook – I had an idea that it would be nice to finally create one that employees would actually read. That simple idea led to a lot of brainstorming with the professionals I worked with and that led to a Dummies-like design complete with characters in the margins adding commentary and eye-catching graphics. And sure as can be, that group effort resulted in a handbook that was fun, informative, and well-read. Good ideas are hard to bring to life; most go nowhere without the help and support of so many. If you have a good idea, share it with others, listen to their reactions and ideas, and work with them to it done – because, like my mother always said, ‘two heads are better than one’. Let others help you accomplish the things you need to do today.

 

Althea Neale Gibson (1927 – 2003): American tennis player and professional golfer

 

P.S. Yesterday was my birthday: thanks to all who helped me along the way.

Don't miss out on learning...

In this rapidly changing and advancing world, continuous learning is needed to maintain your knowledge, skills, and abilities. That learning comes from watching others, asking good questions, searching the internet, reading, and attending classes. Unfortunately, Covid forced many in-person training classes to be cancelled. Then, necessity became the mother of invention and the Zoom phenomenon happened – prior to this, online learning and meetings were a small percentage of the overall total of those events. Everyone quickly adopted this new format: companies and people pivoted to remain connected, traveling businesspeople overcame lockdowns by scheduling meetings online, and those wishing to learn joined the growing number of virtual learning options to stay abreast of what they needed to know. Most teachers love standing in front of live classes and thriving on the energy in the room. But with a little experience and an open mind, connecting with virtual attendees can be nearly as good. And by making online classes easy to access, interesting, and fun, companies and their people can now quickly get back to the kinds of supervisory training programs that (1) give managers the skills training they need and (2) provide them the knowledge to feel pride in themselves and their abilities. Don’t be left behind because travel and crowds limit your training options. The beautiful thing is that nobody can take knowledge away from you today.

 

B. B. King (1925 – 2015): American blues singer-songwriter-guitarist