Author: Andrew Embry

If you mixed diet mountain dew, funk music, dragons, hip hop, superheroes, and lightning in a blender you’d end up with Andrew Embry. He is part wordsmith and part alchemist, able to use his Batman utility belt to turn anything and everything into a story worth telling that is equal parts insightful, memorable, inspiring, humorous, and entertaining. Andrew is comfortably creative in almost any setting, but especially when he is performing spoken word poetry. His enthusiasm for words comes from the way he loves people and the little nuances of life that make it worth living.

Lifting Weights, Failure, and Growth (9-7-16)

Last week we talked about how doubt can be a dowsing rod that leads us to growth. This week I want us to think about lifting weights, failure, and development.

If you read any fitness magazine it will tell you that if you want to gain strength you need to lift weights. More specifically, it will tell you to lift weight heavy enough to the point where you are only able to do 8-10 reps per set. The idea is that by the 10^th rep you’ve lifted so much weight that your muscles are unable to lift more. Your muscles essentially FAIL at lifting the weight.

If you do this often enough your muscles basically say, “I’m tired of failing. I need to get stronger,” and your body goes through the process of enhancing your muscles and your strength. Over time you’ll gain strength and you will be able to lift more weight than you did before, and then the cycle begins again. (Obviously anatomy wasn’t my strong suit based on that technical explanation of developing muscles). The bottom line is that you have to push yourself to the point of failure in order to make your muscles grow and gain strength.

What does lifting weights have to do with development and failure? I feel that when we think of failure we think of these humongous disasters that lead to us getting down on ourselves. We don’t have to look at failure that way. Failure isn’t something that has to get us down. Failure is just a sign that we are pushing ourselves. If you aren’t failing you aren’t pushing. If you aren’t pushing then you can’t grow. When I work out I don’t say, “I could only do 8 reps at that weight, so I’m the worst person ever!” Instead I’m filled with pride at the fact that I pushed myself hard and I’m filled with a desire to keep doing better. Instead of feeling down I say, “I pushed myself as far as I could on this day. I’m not as strong as I want to be, but I know I can be stronger next time.” Then as I continue to work out I push myself until before I know it, I’m stronger and faster than I have been.

My current role. I’ve now been in my role for about a month. I’m not as clever or as smart as I’d like to be. I can’t move as quickly as I did when I’ve been competent in other roles. I’m not quite able to lift the weight I want to lift…YET. Every day is another small failure. Every day is another day to push to fall just short of the high bar I set for myself. I don’t feel discouraged though. I feel proud and excited, because every day I can see where I’m getting better and stronger. I can’t wait until I feel like I’m full on beast mode.

The challenge: Are you pushing yourself hard enough to fail? Are your failures helping you become stronger?

Have a jolly good day,

Andrew Embry

Growth, Development, and Doubt as a Dowsing rod (8-31-16)

By now fall is just around the corner and school has already started, so it’s a perfect time to kick off a series about a series about learning, growth, and development. This week we’ll look at how to use doubt as a dowsing rod to show us where we can grow.

In case you’re unfamiliar with what a dowsing rod (or divining rod) is it’s a tool that people have used (and some currently use) to find things, usually water. Imagine the old days in the wild west. A person would take their Y shaped branch and walk around the land while the dowsing rod would “point to” where the underground well is. As the person would walk the branch would bend and change directions, guiding the person to the destination. The dowsing rod would show them where to dig, and once they dug deep enough they would find a well. Isn’t that a neat concept? Imagine having a dowsing rod that you could use in life to help guide you to things.

Me, Doubt, and Day 1 of my new role. True story. For those of you who have read this blog for a while, you know that Doubt tends to visit me from time to time, especially when I’m trying something different. It was the first day of my new role and I was having lunch with my new boss. She begins describing my project to me. I was thinking, “This sounds really cool!” Then I started thinking, “This sounds really big. I don’t know how to do the stuff she just described. Can I even do the stuff she needs me to do?” That’s right. I hadn’t even made it through lunch on day one before Doubt started to set in and I started to imagine myself as a failure. Awesome! (rolls eyes at himself)

So you’re probably wondering what Doubt has to do with a dowsing rod. There I was with doubt creeping in when I had a mindset change. What if doubt didn’t have to be paralyzing? What if doubt could guide me somewhere like a dowsing rod? What if doubt was the thing that drove me to a place to find truth? What if doubt was just a way of showing me where I needed to dig deeper to find a well to nourish me and help me grow? Doubt doesn’t have to be scary. Doubt can be a tool that we can use to find something worth finding.

The challenge: Are you allowing doubt to paralyze you or are you using doubt as a dowsing rod to guide you to learning?

Have a jolly good day,

Andrew Embry

Olympic Lessons Part 4 Are we doing the right things to achieve success? (8-24-16)

This will be the final entry in the series on the Olympics. We’ve looked at leadership and alignment (rowing), gymnastics and finding your purpose, and trust and teamwork (soccer). I’d like us to finish this series by asking ourselves one question. “Am I doing the right things to achieve success?”

Michael Phelps is the most decorated Olympian of all time. In order to become one of the best swimmers of all time, he spent hours on the uneven bars and doing floor routines. Wait. That’s not right. That’s gymnastics. He spent hours working on his foot speed and agility. That’s not right. That’s the soccer players. Michael Phelps understood that he was competing in swimming events, so he spent time doing drills and building muscles that would enable him to become a great swimmer. In order to achieve success, he had to focus on doing the right things. If he would have focused on doing gymnastics workouts he probably wouldn’t be a great swimmer and I’m guessing he wouldn’t have been great at gymnastics either 😉

How does this connect to work? We are focused on winning a gold medal with HCPs, payers, and patients. As our world changes, do we know what event we are actually competing in? Are we swimming? Are we playing soccer? Are we performing gymnastics routines? Depending on the customer we are supporting individuals might be competing in different events, so we might need different skillsets. That’s okay, because we are all on the same team. After we know what event we are competing in, are we focused on doing the right things that will build our skills to help us win? How often do we waste time on things that won’t make us better and won’t help us win in life? As leaders, what are we doing to make sure we stay focused on doing the right things?

Besides our day to day work, the she same thought process can be applied to developing in our career and building our culture. When it comes to our career, do we know what game we are playing? Do we know what game we want to play in the future? Are we working on developing the skills we need, so we can be successful in our current and future areas? As leaders, are we giving people the feedback they need so they know where and how to grow? When it comes to building a culture, do we know what kind of culture we are trying to build? Are we building the culture that will help us win where we want to win? As a leader, are we making sure we focus on rewarding and recognizing the right behaviors to build this culture?

The challenge: Are you doing the right thing to achieve success? Are you ensuring others do the right things to achieve success?

Have a jolly good day and congrats team USA,

Andrew Embry

Olympic Lessons Part 3 Soccer, Teamwork, Trust, and Empowerment (8-17-16)

Last week was about gymnastics and knowing your center. This week’s entry is inspired by a conversation I had with a friend and looks at teamwork, trust, and empowerment by looking at Olympic soccer vs. little kid soccer. Have you ever watched little kids play soccer? When they aren’t picking blades of grass for no reason they are all running after the ball. The entire team runs in a huddle in the direction of the ball with all of them trying their best to kick it in the direction of the goal. There’s no passing. No teamwork. Just a mass of kids chasing a ball around, because everyone thinks they have to kick the ball.

Contrast that image with Olympic soccer. In higher levels of soccer you don’t see a herd of people running after the ball. Over time the individuals have proven that they excel at soccer, so instead of a mass of people chasing a ball, the individuals play their positions. They have trust in their teammates to play their roles. The individuals on the team are empowered to do what they need to do in order to help the team win. Individuals perform their role, playing defense and offense, shifting and moving, passing and scoring. This all comes together to execute the team’s game plan, which eventually leads to a win.

What does soccer have to do with work? How often do you work on something only to have it checked on by a million people at every step? People come out of the woodwork to look at your stuff and offer feedback, even if you don’t ask for the feedback. If you think about it, this is kind of like kids playing soccer, where everyone is moving in a herd chasing a ball, so everyone can kick it. How effective and efficient is it? Contrast this with the times where you’ve been on teams where you were truly empowered and trusted to do your job. Think of the times you have had freedom to roam, play your position, and then bring things back to the team when it made sense to do so. How much better is your engagement in these situations? How much better is your work?

In a consensus based culture it’s easy to fall into the habit of giving everyone the chance to touch everything, but is that really the best thing for us? Is it really the best thing for patients? The challenge: Are you truly trusting and empowering those around you or are you forcing everyone to run and kick the ball?

Have a jolly good day and go team USA,

Andrew Embry

Olympic Lessons Part 2 Gymnasts and Finding your Center (8-10-16)

Last week we started a series on the Olympics with a look at rowing and alignment. This week we’ll look at gymnastics and knowing your center.

The things gymnasts are able to do are absolutely mind blowing. They can do flips and twists during their floor routines. They turn and spin while on a balance beam that is 4 inches wide and 4 feet off the ground. They fly through the air, turning on the parallel bars. They vault through the air becoming looping tornados. Just thinking of all of this makes me dizzy.

The spinning is impressive. Even more impressive is that they stick the landings. How do they do this? They do this because they have spent years training their body to be in balance. They have spent years finding their center of gravity and learning how to maintain their balance through an assortment of twirling and whirling circumstances.

How does this connect to life? Life is all about spinning you around. It throws you on balance beams and asks you to walk a fine line as winds blow. Life asks you to vault through the air taking risks, twisting as you fly. Life swings you around in circles like the parallel bars. In order to stick the landing, you need to know your center, your purpose. This is the thing that keeps you in line as you spin.

How does this connect to work? It’s the same concept. This time it is the changing environment and landscape that is making you spin. It’s the ruling you didn’t see coming. It’s the growing power of the payer. It’s the trend of integration. This is where your purpose of helping that specific patient comes in. This is where your purpose on your team comes into play. The more clarity you have on who you are, where you fit, and what you’re trying to accomplish, the better your center of gravity, and the higher the chance of you sticking that landing!

The challenge: Have you found your center? Will you stick the landing?

Have a jolly good day and go Team USA,

Andrew Embry

Olympic Lessons Part 1 Rowing, Alignment, and Leadership (8-3-16)

The summer Olympics run from August 5 through August 21, so this week we will start a series inspired by different Olympic events. Let’s start with rowing and lessons in alignment. We often throw around the cliché that we want to all make sure we are rowing in the same direction. This is our way of saying that we all want to be aligned. I’d like to dive deeper into this common saying.

In case you aren’t an expert at rowing, the set-up is like the picture on the right. You have 8 people rowing and then you have the cox. The cox sits at the stern of the boat steering and coordinates the rhythm and power of the rowing. In the 2004 Olympics the US Men’s rowing team won their first gold medal in 40 years. Take a second and watch part of the race. Click HERE.

If you watch the video you’ll notice a few things. You’ll notice that the rowers have their back to the goal. They can’t see where they are going. You’ll also see how the rowers are all in, doing their individual job to propel the boat forward. You’ll see how synchronized everything is. The team members all put their oars in the water at the same time, row at the same time, remove the oars from the water at the same time, hold the oars the same height over the water, and repeat this process. If you look at the cox you’ll notice that he is always making adjustments to steer the boat and is consistently calling out direction and giving guidance.

How does this connect with work? You could throw me and 7 other rowers in a boat and we could probably figure out how to row in the same direction (it would be ugly though). We could generally be aligned, but this wouldn’t get us anywhere. In order to get somewhere we would have to add power to our alignment. We’d have to find a way for the entire team to be functioning at their best. One slow rower could mess up the entire thing. Are we pushing ourselves, making ourselves stronger, so we can always be playing our role to the best of our ability to drive the larger ship?

Now, let’s connect with the cox. As I mentioned he is continually making minor adjustments and consistently calling out direction, because the rowers have their back to the goal. The rowers can’t see what he sees. How often does a leader share a vision at some meeting and then never revisits it? The leader shares a vision one time with people who can’t see what they see and then expects it to happen. Think about that. The cox would never do something like that in rowing. Leaders need to articulate that vision, over and over and over again. Leaders need to communicate that vision with everything they say and everything they do.

The challenge: As a rower, are you all in, moving with efficiency and strength? As a leader, what is your vision and message? Are you consistently communicating the vision of where we are going?

Have a jolly good day and go team USA!

Andrew Embry

The Cost of Being Different Part 4 The Cost of Being Different and Showing You Care (7-27-16)

This is the last in the series about the cost of being different. We’ve explored how creating great diverse teams requires additional time, energy, and effort (pizza). We’ve looked at why we need to bring down the cost of being different (sandwiches). Last week we thought about whether we are willing to pay the price of being different (stock market). We’ll end this series with a lesson about ensuring people know they are valued by looking at a recent exchange I had with my 4 year old, Alice.

Every night when I put the girls to bed I go through the same routine. It goes like this: Me: “How much do I love you?” Them: “So much.” Me: “How long will I love you?” Them: “Forever and ever.” Me: “Don’t you ever forget that. You promise?” Them: “Promise.” (#Velveetacheesemeltingmyheartsince2012)

The other day after this exchange Alice said, “Daddy, I already know that you love me so much. You tell me that every day. Why do you keep telling me?” I chuckled and said, “I just want to make sure you know.” She rolled her eyes and replied, “I know that already daddy. You don’t have to tell me anymore.” Too cute, right? Here’s the thing. I don’t tell her she’s perfect. I make sure she knows that I love her. I make sure she knows I love her because of who she is and because of everything she is.

How does this connect with work? Apparently, I’ve told Alice I love her so much that she’s like, “I don’t even need to hear that anymore.” Could you imagine something similar ever happening at work? Have you ever heard of someone saying, “My engagement could be better if my teammates cared a little less about me. It would be great if my manager would stop telling me that he values me. I wish that my director would stop telling me that she appreciates my contributions”? This never happens, but what if it did?

Over the past few weeks we’ve talked about the price of being different. What do you think would happen to that cost if you felt that the people around you really cared for you? How would this love and care celebrate all the benefits of you being you? How would that lower the cost of being different? How would it give you the courage to pay the cost of being different in spite of everything stacked against you? Engagement has several components, but it doesn’t always have to be complicated. Instead of getting lost in the millions of nuances, we can make sure we cover the fundamentals first. I’d argue that no matter who you are you want to know you are valued and that people care about you. Once this has been satisfied, you are more willing to be you. You are more willing to be different.

The challenge: We’ve been on this series a month, so what have you done over the past few weeks to make things better? What are you doing to tell and show the people around you how much you value and care about them?How will you make a difference TODAY?

Have a jolly good day,

Andrew Embry

The Cost of Being Different Part 3 Paying the Price of Change and of Being Different (7-20-16)

This week I want us to really challenge ourselves by reflecting on paying the price for being different. Pretend that you and a group of 4 people pool money to buy stocks.

Stock A costs $100. It is low risk and low return. If things go as they should a $100 investment will become $120. Your group says there is a 95% chance it will play out like this. The group recommends you split up the cost evenly, so everyone will throw in $20. If the stock is successful you’ll each keep some of the winnings, but you’ll also share some with the group so they can continue to make future investments.

Stock B costs $100. It is high risk and high return. If things go as they should a $100 investment will become $300. Your group says there is a 30% chance it will play out like this, so it is too risky for them. One friend offered to throw in $10, but you’ll have to come up with the rest on your own. You think there is about an 80% chance it will work. If the stock is successful you’ll keep a majority of the winnings, but you’ll also share some with the group so they can continue to make future investments.

Would you invest in A or B and what does that have to do with work? Stock A represents doing things the way they’ve always been done. Safe, easy, low return. Stock B represents doing things differently.

They will tell you that B is too risky and it can’t be done. They will tell you that you are limiting your career, you risk failure, etc. What you will have is a CHOICE. You will choose to invest in Stock A or Stock B. You’ll be the one to decide if being different and doing things differently is worth the risk. Your choice will impact the culture. If you choose to be different you will choose to take on the additional cost burden and risk of not following the status quo. If you fail, you will gain more of the blame. If you are successful you will gain more of the reward. If you succeed consistently while doing things differently, then you will change things. Sooner or later people will begin to view change and being different as less risky. Over time they will realize doing things differently has an 80% chance of success and they will eventually be willing to invest with you in Stock B. Essentially, if you pay the cost of being different and have consistent success, you will bring down the cost of being different AND increase the benefits of being different for yourself AND others.

Here’s the catch. None of this is fair. It’s not fair, because the price we pay for being different is variable person to person and the cost is always higher than we want it to be. Just because the cost of being different is variable, doesn’t mean it’s easy for me, you, or anybody. This isn’t fair, but everyday we’re forced to make the decision to go with the status quo or invest in ourselves and pay the price of being different. There are times when it will be worth the price to pay and times when it won’t. It’s always a steep price to pay, but then again nothing worth anything is ever free.

The challenge-> Are you willing to pay the price for being different for yourself? Are you willing to pay the price for being different to help others?

Have a jolly good day,

Andrew Embry

The Cost of Being Different Part 2 Sandwiches and the Cost of Being Different (7-13-16)

Last week we talked about diversity, inclusion, and the cost of pizza. This week I want us to dive deeper into the cost of being different. You’ve probably seen some kind of value equation before. It looks like this. Value=Benefit/Cost. If the benefit is much higher than the cost you have a great value. If the cost is much higher than the benefit you have a low value. If you want to increase value you need to increase the benefit, lower the cost, or do both. You can apply this equation to everything. Let’s look at a two different scenarios involving sandwiches.

I charge you $5 for your favorite sandwich. How do you feel? You’re probably happy because the benefits to you of eating that sandwich outweigh the cost.
I charge you $500 for your favorite sandwich. How do you feel? Once you see I’m going to charge you $500 you probably back out of the deal, because there is no way the benefits could outweigh the cost.

Now YOU are in charge of the sandwich shop. Would you ever sell a sandwich that cost $500? You wouldn’t do that, because there is no way the benefits could ever be bigger than the cost of the sandwich for potential customers. You’d bring the price down to ensure that people would see the value and buy the sandwich.

What does this have to do with work? Everything fits into the value equation, including being different. Value of being different= (Benefit of being different)/(Cost of being different). If we look at the culture we work in it is easy to see the cost of being different. Those costs include: putting yourself out there, putting in extra time and energy that might never pay off, not always feeling supported, not feeling like you can share different views, the energy to go against the grain, etc. These costs are often so apparent that they mask the benefits of being different. These costs hide the fact that being different can lead to better work and better actions to help patients.

If you were the sandwich shop owner you would lower the price of the sandwich, so people would be willing to buy it. Are you doing the same thing at work? Whether you have “official” authority or not, YOU are part owner in this sandwich shop we call Lilly. If this is the case, then you have the ability to influence the cost of being different. What are you doing to bring down the cost of being different? How are you lowering the cost of being different so people are willing to try doing something new and/or being themselves? Seriously, take a second and answer the question. If I look in the mirror I realize that I can do more to bring that cost down.

The challenge->What are you doing to bring down the cost of being different?

By the way, a lot has been going on lately. You know I love you, right? I’m not even going to pretend I can understand how you may or may not be feeling. What I do know is that I care about you. Whether we know each other well or have only met over email I care about you as a person. I have plenty of hugs and a couple of ears to listen if you ever need anything.

Have a jolly good day,

Andrew Embry

The Cost of Being Different Part 1 Diversity, Inclusion, and the Cost of Great Pizza (7-6-16)

This week we will kick off a new series I’m calling “The Cost of Being Different.” We’ll start by thinking about diversity, inclusion, and the cost of great pizza.

How many different kinds of pizza have you had in your life? Include anything from middle school pizza to frozen to chains to local restaurants. Now the important question. How many of those experiences/pizzas have been amazing? I’ve probably had hundreds of pizzas, but if I had to pick ones that get me really excited I can only think of a handful of places. This is surprising to me, because at face value making pizza looks pretty simple. You make some dough, add sauce, add cheese, put on toppings, and bake it until it’s done. Anybody can make pizza. If it’s so simple, why isn’t all pizza amazing?

Maybe creating something as simple as pizza isn’t all that easy. Maybe it’s a lot more complicated. Maybe it takes more concentration, focus, and skill then I’d care to admit. First, there’s the dough. It’s about making a crust that isn’t too floury or too doughy and can support the weight of the pizza. Then, there’s the sauce, which must be the perfect blend of herbs and spices to simultaneously pull all of the flavors together and accentuate them. There are the toppings themselves, where it’s important to think about how each topping will impact the flavors of the others. I want to eat something that feels pulled together and not just a heaping pound of stuff. Finally, there’s the cheese that has to be melted enough to hold everything together, but not too much where it’s runny or too hard where it ruins the pizza. Great pizza requires the best ingredients cooked in the best way. Great pizza isn’t cheap. The best pizza costs more in terms of the extra time, effort, and energy to ensure they create something extraordinary.

How does this connect with diversity, inclusion, and work? We sometimes talk about diversity and inclusion like it is as simple as pizza. All we have to do is put a bunch of different people in a room and then magically it will all come together. It doesn’t work like that. It’s not that easy. It’s not that cheap. It costs more than that. It costs and requires attention and people being intentional. It requires a leader who makes inclusion part of the foundation of the team (dough). It needs a culture that brings out the best in each other (sauce). It requires people who can be great on their own who are also willing to be part of something larger (toppings). It needs a purpose that holds everything together just right (cheese).

Think about the teams/groups you’ve been part of. How many of them have been magical? How many are just okay? How many have been subpar? None of this happens by accident. This all happens because of the things we do or do not do. Creating an inclusive culture isn’t cheap. Creating an inclusive culture costs more. It costs more in terms of time, effort, and energy. An inclusive culture pays off with better teams.

The challenge: What are you doing to make your team (your pizza) extraordinary?

Have a jolly good day,

Andrew Embry