Some people simply stir the pot. Great leaders, in contrast, are intentional disruptors—they see things that can and should change and feel compelled to act.

Intentional disruptors seem to have uncontrollable passion—they are hungry for more, better, or different—and that is why they disrupt.

Innovation would not take place without intentional disruptors.

Unfortunately, there are not enough intentional disruptors to go around. That is why the term status-quo continues to persist.

While there are many closet disruptors—those who see possibilities, but lack the courage to step forward. Mostly they are inhibited by fear or a lack of confidence. Either way, they see what needs to change, but keep it to themselves. It’s unfortunate.

My fourth grade teacher saw signs early and called me out for being a disruptor. At the time it was less intentional and therefor perceived as a negative attribute because of how some of my behaviors disrupted her day [and the rest of the class]. 

I am pleased to report that I have since learned how to be an intentional disruptor and gained confidence to speak out at more appropriate times. Now, as a business/executive coach and consultant people ask me to help them disrupt their current situations in pursuit of better outcomes.

In one such situation I was asked to spend time observing in a client’s Quick Lane Auto Center. They had been experiencing a fair amount of customer dissatisfaction and wanted to get insights into what could and should be done to improve the customer experience and related CSI scores.

After a mere 30 minutes of observation I was feeling sensory overload. There was so much that needed to change. So much right there in plain sight. Yet, day after day, the auto center kept doing things the same way to the chagrin of customers. For example it was not uncommon for the wait for an oil change to be more than three hours, which can be a significant issue when customers are expecting a “quick lane.”

It’s impossible that I was the only one with the ability to see it. There were lots of others that could and should have seen the issues and the many areas of opportunity. The managers of the auto center are good and intelligent people. Then why didn’t they disrupt a system that was causing so much pain for customers, while limiting future growth opportunities?

The answer is actually quite simple and fairly common for many organizations—the managers are too busy and lack hunger. They can’t handle their current volume of customers, hence the long wait, so why would they improve things to attract more [and make things worse]?

And there is the difference between disruptors and others:

• Intentional disruptors have uncontainable passion, while others have lost their hunger.
• Intentional disruptors can see what could be, and it energizes them, while others only see what is, and it stresses them. 
• Intentional disruptors feel a responsibility to act when things are not right, while others are able to somehow block out the cries for help.
• Intentional disruptors have courage to challenge the status-quo, while others don’t want to cause waves. 

Want to become a better leader? Learn to become an intentional disruptor!

Herb Mast is a Leadership Coach and Employee Engagement Specialist. Learn how he can assist you in implementing the principles and concepts presented here.

Conviction: A firmly held belief or opinion.

Most people do whatever is convenient and/or expedient. Great leaders on the other hand follow their convictions even when those convictions are inconvenient and/or involve sacrifice.

In this way convictions are closely tied to integrity—being true to oneself.

I witnessed an incredible example of following one’s convictions when I visited Chick-fil-A’s Support Center [Head Office] recently.

During the Culture Tour we walked through a recreation of Truett Cathy’s Dwarf Grill, Cathy’s first restaurant. I was surprised to see a cigarette machine as it did not seem to fit with what we know of Chick-fil-A. 

After sharing a few other historical insights our tour guide turned out attention to the cigarette machine. He informed us that in the early days of the Dwarf Grill the cigarette machine generated more revenue than the rest of the restaurant did.

As I understood the story, one day a young restaurant employee wanted to buy cigarettes from the machine that was prominently situated in the restaurant. A conversation ensued between Truett and the young employee wherein Truett challenged the young man to delay his purchase until the following day and until after he had created a list of the pros and cons of smoking.

The next day the young employee presented his list to Truett. On the pros side he had listed the “fun” elements of smoking and said it was cool. The only con he wrote down was that Mr. Cathy did not think smoking was a good idea. 

In that moment Truett felt convicted that the cigarette machine represented a contradiction between his words, beliefs, and actions. As a result he removed the cigarette machine, despite the profits it generated.

We all make decisions and don’t always see areas where our words and actions do not align. True integrity and living our convictions, however, requires us to deal with inconsistencies when they are brought to our attention.

In the car business staff are faced with many choices between following convictions or pursuing profits (gross). Let me be clear, there is absolutely nothing wrong with profit, and even making a really good profit. The challenge exists where our practices are not aligned with our convictions. To allow such inconsistencies to persist is extremely confusing to staff and makes the establishment of an effective culture difficult, if not impossible.

I love the way one dealer directed his team: Make as much money as you can, but earn every penny of it.

Herb Mast is a Leadership Coach and Employee Engagement Specialist. Learn how he can assist you in implementing the principles and concepts presented here.

Tachometers are a very helpful tool to drive efficiency, effectiveness, and sustainability.

If short term effectiveness is all that mattered operators would run engines at or near their redlines. 

If efficiency is all that mattered operators would run their engines at or near idle.

For peak performance great operators understand that somewhere between idle and redline is optimal, with increases and reductions relative to specific requirements.

The reality is that every engine has a range of performance depending on what the operator wants to accomplish and the operator must make choices as to when to idle, when to increase revolutions, and when to push the limits. 

One thing that all operators intuitively understand is that running an engine at its limits is not a sustainable long-term strategy. 

According to an article in Harvard Health Publishing (https://www.health.harvard.edu/staying-healthy/the-truth-about-fats-bad-and-good), a publication of Harvard Medical School, your body needs some fat from food. Fat is a major source of energy. It helps you absorb some vitamins and minerals. Fat is needed to build cell membranes, the vital exterior of each cell, and the sheaths surrounding nerves. It is essential for blood clotting, muscle movement, and inflammation. 

Further, according to an article in Medical News Today (https://www.medicalnewstoday.com/articles/321612.php), being underweight can represent as many health concerns to an individual as being overweight can. If a person is underweight, their body may not be getting the nutrients it needs to build healthy bones, skin, and hair.

Some of the following risks of being underweight for people can also apply to business:

• Skin, hair, or teeth problems
• Getting sick frequently
• Feeling tired all the time
• Anemia (leading to dizziness, headaches, and fatigue)
• Slow or impaired growth

Recently I facilitated a culture tour at the Chick-fil-A Support Center (aka Corporate Headquarters) in Atlanta, GA with fourteen leaders from one of my client dealerships. The Backstage Tour was incredibly impressive and we were all struck with the intentionality of this highly successful family-owned organization. 

The Support Center is home to 1,800 Chick-fil-A Team Members (aka employees). During the tour one of the participants commented that Chick-fil-A would probably be able to do what it does with 10% less staff in the Support Center. This comment got me thinking…actually questioning whether Chick-fil-A could execute the same formula and achieve the same results with 10% less staff. 

Sure the Chick-fil-A Support Center could function with 10% less staff. They would seemingly be more efficient, but would they be as effective? 

Chick-fil-A could also eliminate the free lunch that they serve to their 1,800 team members every day. Further, they could also increase the rate they charge team member for child care in their onsite facility that currently cares for 650 children at a rate of only $13/day. There are many things Chick-fil-A could do to reduce costs [and increase profits], but at what cost?

I believe that one of the reasons why Chick-fil-A has been so successful is that they have are very intentional about their ‘formula’ and they are not willing to compromise just to make additional short-term profits.

Chick-fil-A is in it for the long haul and to achieve more than just profits for the Cathy family. At the core of their philosophy is care—for both their guests (aka customers) and team members. And, as a result of sticking to their formula they not only enjoy an incredible loyal following of guests in their restaurants, but an industry leading retention of team members (98% at their Support Center).

So, when it comes to long-term sustainable growth great leaders understand that some fat is a good thing.

Herb Mast is a Leadership Coach and Employee Engagement Specialist. Learn how he can assist you in implementing the principles and concepts presented here.

Too many managers operate with [false] hope that things will just work out.

In contrast, great leaders courageously embrace undeniable and proven principles, while practicing intentionality, to ensure the best possible results. Pruning is one of those principles.

Pruning is as important in business as it is in agriculture when one or more of following three conditions exist:

• Deadwood: when part of the organization is no longer growing and is impeding growth around it.
• Incurable Illness: when part of the organization is sucking away an inordinate amount of scarce resources and not producing enough healthy fruit and corrective efforts don’t work.
• Superfluous Fruit: when there is too much ok fruit, but not enough great fruit. 

My father taught me about pruning with his apricot trees. It was early in the season and the apricots were small and plentiful. Just as I commented about what an incredible crop it appeared he would be having that year he asked if I would assist him in pruning the trees. 

The first task was to remove deadwood. Each year some branches die and impede the growth of other branches. These were easy to spot and, since they were already dead, easy to cut off.

The second task was to remove sick branches. He explained that sick branches only produce small and undesirable fruit while stealing nutrients from the rest of the tree. To the untrained eye it is hard to spot the sick branches and the temptation is to simply ignore them in hopes they will get better. He convinced me, however, that in order to optimize the crop it is necessary to prune them away.

The third task was to remove one third of the fruit early in its growth. This is the toughest task, because the branches are alive and healthy, and it seems counter productive to pick off every third apricot and throw it away. This part of the pruning process seems wasteful and callus.

He explained, however, that if all the fruit is left on the tree the harvest will consist of lots of small mediocre apricots. But when every third apricot is removed, also known as culling, more nutrients flow to the remaining fruit, which in turn grows larger and more flavorful. The ultimate result is a more valuable crop.

No doubt as you read the foregoing you are able to draw parallels to your own business experience.

So I need to ask, when was the last time you pruned your organization?

If it has been a while, or never, you no doubt have some dead and sick wood that needs to be cut away. Further, there is a good chance that you are seeing smaller fruit. In business this can also take the form of a build up of fat, or expense creep. 

Sometimes managers get too close to the action and need assistance from a third party to take necessary steps. If that is true of you I encourage you to seek expert assistance. 

I also highly recommend Henry Cloud’s book, Necessary Endings, in which he offers a mindset-altering method for proactively correcting the bad and the broken elements in our businesses and our personal lives. 

Cloud challenges readers to achieve the personal and professional growth they both desire and deserve—and gives crucial insight on how to make those tough decisions that are standing in the way of a more successful business and, ultimately, a better life.

According to gardenerspath.com, successful pruning can be among the most satisfying of garden tasks, because the results can be spectacular. Pruning done correctly yields abundant flowers, foliage and fruit. Pruning done incorrectly results in damaged plants, disappointment and failure! No wonder we fear the process.

Great leaders do not revel in the idea of pruning, but understand the importance. That is why they courageously act, despite the presence of fear and sorrow, to fulfill their fiduciary responsibility and achieve results.

Herb Mast is a Leadership Coach and Employee Engagement Specialist. Learn how he can assist you in implementing the principles and concepts presented here.