June 2, 2003 What A Difference A Word Can Make

Isn't it amazing how the meaning of a statement can change dramatically by simply switching or replacing one or two words? Over time, I have come upon several, somewhat profound statements that were served up from rather ordinary, taken-for-granted remarks. When hearing or reading them, they got me thinking about things in entirely new ways. Let me give you some examples and see what they do for you.

• How about this one? Do you aspire to be the best in your company, or the best for your company? Think about that for a moment. At times they can be the same thing, but not necessarily.

Being the best in your company might mean being the top name on a list of sales performers who are above quota or a list of managers who are below budget. Does that mean you are the best for your company?

To be the best at something in a company is likely very gratifying, maybe even well compensated. But if you are unwilling to step out of your comfortable circumstances and take on a new, challenging assignment when your company needs someone to do so, you may never be the best for your company.

Reflection question: As you ponder the differences between best in and best for, consider this. If you were the owner of a business, and could only choose one, would you want people devoted to being the best for your company or the best in your company? Why?

 
• Here is another small switch that I found to be quite a wake-up. It was the notion that "Adversity does not Build Character," rather Adversity Reveals Character." Once again the two can be related, but during times of adversity we generally need people who are doing more than just building character. We need people already of good character to help us get through the crisis. Was Rudy Giuliani simply building character during the immediate aftermath of September 11th or was he showing what he was already made of.

Reflection question: In what ways are you constantly strengthening your own character and conviction, so when called upon to face adversity, you will be ready.

 
• The third example illustrates the power from re-ordering a couple of words. The change in meaning (and what it prompts you to think about) is self-evident. Here it is. "Are you in your job for something to do or to do something?"

This is a question we frequently use when helping people begin to think about the kind of future they want to create for themselves and their organizations. We have found that through all the noise and turmoil of organizational life, people sometimes lose sight of why they are doing what they do. It is hard to do your best work when your purpose remains blurry.

Reflection question: What are you in your job to do? Think about it from a variety of perspectives.

 
• Take a look at the difference one word makes in the following case. "My project was successful" compared to "my project was significant." How many times have you been involved with something considered a success, but it never contributed much if any lasting value to your customers or organization in general. Remember that significance always denotes meaning. Success may or may not.

Reflection question: What are you working on of great significance? (You might also want to think about what you are spending time on that has a high probability of success but will not make much of a difference.)

 
• This last example explains one of the greatest differences between leadership and traditional management. "We need to get people to do this," vs. "we need to get people to want to do this.

This small but powerful two-word addition changes everything. It is the difference of literally forcing others to be compliant instead of inspiring them to be committed. And no one ever does his or her best work unless they are committed. (On a side note: for those of you with teens, think how much easier life would be if they wanted to get home on time instead of being forced to!)

Reflection question: What are you doing to inspire your people to want to do the things that need to be done, instead of merely assigning, telling, cajoling or mandating?

In your role as a leader, think deeply about the messages you most want to communicate to your people. You may find that changing a single word or two can open up entirely new ways of thinking or possibilities for actions. And wouldn't more creative thoughts and additional possibilities be welcome, given the tough business environment you find yourself in today?