As you prepare to battle for your dreams, let Bruce Lee’s principles kick your goals into gear.
Bruce Lee rose to icon status in the 1960’s for ushering in a new generation of interest to the martial arts. He is viewed as a person of laser focus who made “karate” cool through his movies. Behind his public persona was a quest to develop a martial arts system that elevated beyond the status quo of stale practices that did not reflect real world combat. Lee worked tirelessly to develop his brand of martial arts which he called Jeet Kun Do.
You can imagine that someone like Bruce, who wanted to make the world better through his fighting system, had to prioritize his efforts. Balancing his Hollywood big screen projects such as Enter the Dragon, small screen appearances including the television show The Green Hornet, developing his system of fighting, instructing students and writing, among other things. His efforts made a lasting impact with regards to bridging the gaps and perceptions that separated the East from the West at that time.
“The successful warrior is the average man, with laser-like focus.” - Bruce Lee
Writing for Time magazine, Joel Stein noted, “With nothing but his hands, feet and a lot of attitude, he turned the little guy into a tough guy.” We know Bruce Lee for what he became, but in 1959 he was an 18 year old Asian kid who traveled from Hong Kong to the United States. Lee was not a likely fit for a future pop culture icon but his drive led him into the limelight. Bruce took the world by storm and his fame was only shortened only by his untimely death at the age of 32.
Stein elaborates on the impact that Mr. Lee made in a broader social context, “He was the redeemer, not only for the Chinese but for all the geeks and dorks and pimpled teenage masses that washed up at the theaters to see his action movies. He was David, with spin-kicks and flying leaps more captivating than any slingshot.”
Bruce approached martial arts with the thoughtfulness of a philosopher. He was intentional in his actions and his intensity brought a brilliance to everything that he did. Lee expressed several key ideas that are helpful to personal and professional development. Our ability to reach our goals has a lot to do with how well we prioritize our efforts.
“Knowing is not enough, we must apply. Willing is not enough, we must do.” - Bruce Lee
Lee wanted Jeet Kun Do to incorporate, “Practicality, flexibility, speed, and efficiency.” Personal development is a paradox. To achieve we must be practical as well as rabidly ambitious. This is best expressed as being led by vision. You should have Big Hairy Audacious Goals (BHAG) but to achieve you must break those down into 10 year, 3 year, 1 year, quarterly, monthly and daily goals. Build your confidence by breaking your dreams into goals and get to work.
“Absorb what is useful, discard what is useless and add what is specifically your own.” - Bruce Lee
Bruce was well-read and had an extensive library dominated by martial arts subjects and philosophical texts. Your professional development must be applicable to your vision, this does not mean that you can only study what others in your industry produce. Lee learned from disciplines as broad as fencing and boxing to develop his art. Learn to discern between what is helpful and what is not. Keep making progress in your process.
“It is not a daily increase, but a daily decrease. Hack away at the inessentials.” - Bruce Lee
How often do you have multiple tabs open or too much clutter in your work space? When we realize it is better to have a few things that are completely done than several things that are only partially done, we start to win the battle of prioritization. Author Stephen Covey frames it this way, The key is not to prioritize what's on your schedule, but to schedule your priorities.” Start your day with a plan and work your plan rather than just winging it. Live your life with intentionality.
“Life’s battles don’t always go to the stronger or faster man. But sooner or later the man who wins, is the man who thinks he can.” - Bruce Lee
In her book Unqualified Success, author Rachel Stewart shares personal and practical tips for bridging the gap from where you are today to where you want to be. What is unique about her book is that she walks the reader through portions of her own professional development where she felt unqualified. Rachel came to realize that we all start out unqualified which should be motivating rather than deflating. Cleaning out your thought closet and taking ownership of your thoughts are keys to unlocking your potential.
Your dreams should fear you
Whether your goal is to build something new as an entrepreneur or to improve your organization’s performance as a manager, start by leading yourself. Time is limited so make sure you are using it effectively. Open a can of intentionality by prioritizing your efforts and resources towards making progress on your goals. There are no short-cuts or secret sauce. Every dreamer can be an achiever. Open a can of motivation by remembering this encouragement from Bruce Lee, “The successful warrior is the average man, with laser-like focus.”
Approach leadership like Batman, expand your tool belt by learning from other industries.
Batman is unique among the super heroes because his intelligence and innovation are key to his ability to overcome obstacles. The resources available to Batman from his Bat-belt are iconic. As a person in a position of leadership, you must exercise your growth mindset and add resources to your managerial tool belt.
We discuss how positive behavior intervention and support (PBIS) professionals approach their work with children and how we can apply that to our work in managing people in business. The PBIS system has been set up with three tiers of prevention with plans of support associated with the needs of the student at each tier:
In behavior, which has so many applications to the modern workplace, how do we define the will, the chill and the skill?
Estimate reviews are part of the process in property restoration, how do we minimize our losses?
Time is invaluable. It’s the only thing that we cannot purchase more of. In business when we are able to reduce wasted time we are able to increase our efforts in profitable endeavors. Wasted time is money bleeding out of your organization.
For those who have written estimates for an insurance claim, you know what it feels like to have your line items questioned by adjusters or your estimate picked apart by claims reviewers. Property restoration contractors often perceive the claims review process as a constant bleeding out of effort, energy and sanity.
It’s hard to produce for clients when you feel like you are always treating the wounded in your estimator bullpen.
How often have do restoration estimators say:
Maybe this hasn’t happened to you but you’ve heard your peers complaining. Just wait, every estimator knows that their estimate will soon be the next victim of the insurance review gauntlet. The next time you send an estimate to a reviewer or hit upload in Xactimate, the process will run its vicious cycle with you.
For those willing to admit it, are your bruises still turning purple or are your wounds still bleeding? We all have choices to make. We can play the status quo game and complain about the system or we can work to find answers.
What would the typical response be as this scenario plays itself out?
Funny enough, this is both one of the issues as well as one of the keys to resolution as well. The person reviewing you claim has never been to this job. They typical claims reviewer works from a claims center half-way across the country. You are correct, they likely haven’t been to any job and possibly never will. It’s not their job.
This is a fact of the process and it does no good to complain about it.
Your roles should not put you at odds. One of you writes an estimate for the claim and the other reviews the estimate for the claim. Either of you may view your responsibilities to be at odds with each other but that is not inherent to the task at hand. The presiding principle should be to restore the client to pre-loss conditions and both parties should be working together to make this as expedient as possible.
The difference between what should be and what is leaves a lot of room for us to work towards a process that is clear and consistent.
As restoration professionals we can start by asking better questions.
As an estimator you have the responsibility to learn how to tell the story of the loss through the estimating tool. The estimate has a language.
Whether you like it or not, for the majority of insurance claims, Xactimate has become the recognized story delivery tool. When your story does not resonate with our audience you need to learn how to communicate more clearly. In serving your client, it is necessary to use the resources in your tool bag to assist them in achieving a well executed outcome.
If your estimate is not compliant with basic carrier requirements, rejection is not the result of sadism its self-sabotage.
How do contractors gain ground in the claims review process?
Start the process of reviewing your rejections for trends.
You can do this as a team or you can do this as an individual estimator. To assist you with collecting data we have developed a FREE PDF download -Tracking Claims Review Worksheet. Gathering this information will help you to make informed decisions about your process, adjustments for your team’s approach as well data to discuss with adjusters, claims reviewers or carriers.
Resources for estimators, managers and adjusters composing estimates in Xactimate:
Developing your growth mindset is accelerated by learning from professionals in other industries.
I find it interesting that the students that teachers are dealing with today in their classrooms are going to be the work force of tomorrow that business leaders will be working with. In this way, our efforts and futures are aligned. Educators must find ways to reach and teach young children from a variety of backgrounds, needs and cultures. Employers must find ways to attract, develop and retain individuals entering the labor pools.
A good friend of ours works in the school system helping with positive behavior interventions. What is a behavior intervention you may ask? Simply put, when a student is having an issue at school and acts out, how do we assist them to a positive outcome?
I would like to point out that first, this is not a deep dive into the behavioral sciences or our education system. This is a dip of the toe into another arena to explore issues, discussions and solutions that may assist us in our own progress. We ran through a similar exercise with an article published with The Institute of Workplace and Facilities Management (IWFM) in reviewing best practices in the criminal probation system.
Secondly, opinions, like belly buttons, are abundant. I am sure the reader has their opinions on these matters. If you are willing to journey for a moment into this scenario, I believe you will learn something that will be helpful to your personal and professional development.
Developing the skill to succeed
As a member of the behavior team for a local elementary school you have been trained in positive behavior intervention and supports (PBIS). The system has been set up with three tiers of prevention with plans of support associated with the needs of the student at each tier.
Does this sound familiar in the workplace?
As a team we establish our vision and operate out of our core values. For the majority of our team members the culture provides a “universal prevention” that inspires alignment within the team. Those in a position of leadership (PIAPOL) know the feeling of working with “some” who need targeted plans and “few” who need intensive efforts.
Teachers, para educators and staff will have had training with universal preventions and resources for supporting students. When a student has been identified as needing Tier 2 or Tier 3 support, the process includes getting all stakeholders which may include parents, school specialists and professionals who are working with the student together to design a support plan.
To reach our goals as an organization we outline our follow through with these tiers in language such as followed by all (FBA) or key performance indicators (KPI). In the world of PBIS the language they use states that implementation must be practiced with fidelity.
So, let’s take our journey into a PBIS scenario with our eyes and ears open for nuggets of truth that are applicable to our roles and responsibilities in business.
You are called to a classroom to assist a teacher who is working with a student that has escalated beyond their control.
You arrive in the classroom.
The teacher is upset.
There is a small child who is upset.
The rest of the class is unable to be managed properly due to the disruption.
You ask the teacher, “What transpired?”
The teacher explains, “I instructed the class to color a rainbow and to start with the color purple.”
The child declared, “I don’t want to start with purple, I want to start with orange.”
In that moment, the teacher had a choice.
As an important piece of background, we should note that this particular student has oppositional defiant disorder (ODD). We may be losing some of you who are starting to think that sounds like a made up issues that simply describes a disobedient child.
How many of you are thinking that this child just needs better parenting, real consequences or any number of common opinions (belly buttons)?
Oppositional defiance, in base terms, means the child will do the opposite of what they are instructed. If the situation escalates, the child will escalate as well. Hopkins Medicine outlines that the scientific community has not unanimously agreed, as with many behavioral complexities, whether the sources of ODD are developmental or learned. Even the health community has their belly buttons in a jam.
Back to the teacher’s choice.
The guiding principle is supposed to be the behavior support plan. All of the stake holders for this student have developed a plan that is unique to the student and has been agreed to by all. Fidelity in implementation is key to PBIS progress.
Developing the will to succeed
The will to succeed is different than the desire to achieve success. As we have discussed before, Vince Lombardi, regarded as one of the greatest football coaches of all time, has said, “The will to win is not nearly so important as the will to prepare to win.”
If we want to develop our will to succeed, we have to clarify our vision and work to get everyone rowing in the same direction. We prepare to win.
At moments like this, our will to succeed is tested. Our will to follow the plan is directly associated with our ability to progress in our process.
The teacher can choose to go with the plan, which in this scenario of opposition by the child would mean they should say, “Do it or don’t,” and then proceed with classroom instruction. Easier said than done in the moment but having the will to succeed means following the plan especially when the plan is tested (fidelity).
On this day, the teacher choose not to go with the plan. This can be a reaction out of frustration, exhaustion or any number of factors a teacher faces when instructing a class full of students.
How often does this happen in a work setting as well?
“I just want my class to move forward smoothly and this child is being oppositional about a very mundane instruction,” would be a natural thought.
So, the teacher engaged, “Please don’t use orange, I told you to use purple. The rest of the class is using purple.”
The student responded, “I don’t want to use purple, I am using orange,” and went on to color more vigorously.
“Look at this student, they are using purple,” the teacher appealed to positive peer pressure hoping to get a better response even though they know the situation was beginning to escalate.
Developing the chill to succeed
As this situation unfolds, the student with oppositional defiant disorder is responding to the rising tension which naturally frustrates the teacher. Teacher knows they should be following the plan, engaging the will to succeed with the chill to succeed in the moment.
“Please do as you are told, you are making a scene,” the teacher states.
Now the attention is fixed on the child which adds fuel to the fire. The plan was not followed. Fidelity misfired and progress is stilted. Please understand this is not meant to pick on the teacher in this scenario, only to point out the disconnect.
We are back to the point where the behavioral support team arrived. Behavior support staff are not better than teachers, they just have a specific area of training to assist in these areas of need.
The behavior support team member says, “We need to clear the room.”
The teacher knows this is in accordance with the behavior plan. In this scenario the child needs space to de-escalate so that the plan can be brought back into play.
The keys to success with positive behavior interventions include understanding the unique needs of individual children, developing relationships, creating personalized plans and equipping stake holders to carry out the process.
Skill alone does not lead to success. All three elements are necessary. As a team, each member needs to have the will to succeed, the chill to succeed and the skill to succeed. We commit to clarifying our vision, executing our plan consistently and holding each other accountable to rowing in the same direction.
The will to succeed.
When working with behavior support it is important to understand that it is a battle of the wills. The end game isn’t a clear win but making progress towards being peaceful and productive. In an escalated situation, a successful outcome will result from an endurance of the will. Long term progress requires clarity of vision and consistency in execution.
The skill to succeed.
Training and development of staff to understand the plan and consistently follow the plan is critical in behavior as well as business. Individuals are unique and the team must work together to clarify the approach, adjust as needed and hold each other accountability to execution.
The chill to succeed.
Humans make mistakes. Whether you are a teacher, a behavior support specialist or a person in a position of leadership, you will make a mistake. The chill factor usually comes from making these mistakes, being willing to discuss our failures and adjusting our effort moving forward. When we survive our mistakes and failures we develop our chill to succeed.
The DYOJO is the Do Your Job Dojo. In The DYOJO we want to help each other develop intentionally.
Jon Isaacson has a monthly feature column with Restoration & Remediation (R&R) Magazine titled The Intentional Restorer