Leadership Caffeine: Five Simple Suggestions for Minimizing Management Myopia
Filed under: Leadership, Leadership Caffeine, Management Education, Management Innovation, Middle Management, Organizational Transformation, Performance, Professional Growth, Strategy, Your Professional Development "To Do" List
Participate in or monitor enough management team conversations and you will invariably conclude that it’s darned hard for these teams to spend quality time discussing external issues.
The gravitational pull of internal “stuff” is overwhelming and resists all attempts to move the conversation to topics outside of the firm’s four walls, preferring instead to keep managers focused on the nuances of their own operations. The result is a self-fulfilling management myopia where the view on the world is grossly limited to the immediate surroundings…and ranges as far as the eyes can see outside conference room windows.
Myopic firms miss market moves and focus incorrectly on improving yesterday’s systems and products and services while customers are looking and moving forward in search of new solutions to emerging vexing problems.
Overcoming this myopia requires extraordinary effort on the part of key leaders to train and enable their teams to move outside of the four walls and to build a more comprehensive market view that is constantly in the process of being refreshed.
5 Simple Suggestions for Minimizing Management Myopia:
1. Start by scheduling regular forums where the only items discussed are external in nature. Create a series of core questions that challenge team members to show up prepared to talk about what’s going on with customers, competitors and other industry ecosystem players. Resist the urge in these forums to move towards actions and internal items with one exception.
2. The one exception to the “no internal discussion rule,” is to teach your team members to end their discussions of external forces/factors/changes with “What this means for our firm is… .” Capture these notes.
3. Charge team members with the task of monitoring specific competitors and industry participants and providing regular updates to the group as well as instantaneous updates as conditions change. Remember, that the insights must always be accompanied by, “What this means for our firm is…” statements. Rotate assignments periodically to keep people fresh.
4. Interview customers. Regularly. It’s interesting to sit around and speculate on what customers are doing or thinking, but it’s much more compelling and actionable to truly understand what’s on their minds. Again, create a simple customer survey script and charge your key managers and contributors with keeping tabs on specific customers. I’ve done this with development resources, product managers and of course executive managers, and it gets people on your team connected to someone in the market. Bring the findings into your “external forums” and share.
5. If your team is internally focused such as IT or an internal support group, make certain to forge relationships with external facing colleagues and departments. Invite members of these groups to join your meetings and to share updates on current market issues. Pay attention for opportunities to better tune your function’s activities and priorities to issues and opportunities that your external facing colleagues see in the market.
The Bottom-Line for Now:
Inevitably the best outcome of good external awareness is the reflection of insights in program, product and service improvements that create value for customers and profitable growth for your firm. You will need to develop a good mechanism for translating external awareness into internal execution, however, that’s a post for another day.
For now, set a goal to increase your team’s external IQ and try the suggestions here on for size. And be certain to double-back and share with us your own suggestions. After all, your input is part of my program to stay externally aware!
Leadership 2009 Style-What We Learned
Filed under: Crisis Leadership, Current Affairs, Leadership, Leadership Skills, Leading Change, Life and Business, Organizational Transformation, Performance, Professional Growth, Strategy, Talent Management
Mix one part global economic crisis with ample quantities of uncertainty and ambiguity. Stir in two-parts ever-changing global competition and a dash of geopolitical instability and you’ll end up with something that looks and feels a lot like the world of today, complete with the mild aftertaste of fear.
You’ll also end up with a remarkable living leadership laboratory, where the best leaders are rediscovering the importance of leadership blocking and tackling while simultaneously developing the new skills and approaches required in this complex environment.
The basics of effective leadership never go out of style. Articulating a compelling vision, backing words with actions and support, offering coaching and feedback and driving strategy are all table-stakes for good leaders and effective leadership in any era.
However, this is no ordinary era, and what worked during the last boom or even the last recession almost a decade ago, no longer fits and certainly doesn’t match or meet the needs of organizations and workers today.
The variables are different, the risks higher and the way forward for many firms in many industries masked by the fog of complexity and ambiguity.
Welcome to leadership circa 2009!
This high-anxiety environment that we’re all living in and working through has catalyzed an accelerated evolution in leadership practices, and while the period is painful for many, I truly like where this is taking us on the leadership front.
We’re learning to build the new airplane while flying the old one, and this balancing act requires remarkable leadership agility and creativity.
Consider:
- Practices that reflect transparency, honesty, accountability and straight-talk on the tough issues are increasingly de rigueur.
- Effective leaders are spending less time in boardrooms and behind closed doors and more time out where the work gets done, particularly in the factories and stores of their customers.
- Employee involvement is popular again with the smartest leaders recognizing the need to enlist front-line employees in identifying and sharing customer insights and to challenge everyone else to turn those insights into improvements and value creating services, products and systems.
- There is no “rising tide” effect lifting industries and companies. Leadership is on display and under a magnifying glass, and the collective good results of prior years have unmasked the ineffective and in some cases, corrupt leadership practices that were glossed over when the numbers rose in defiance of poor leadership approaches and lousy leaders.
What a great time to be a leader!
Critical Leadership Lessons of 2009:
The best leaders are heeding Deming’s advice to work on eliminating fear in the workplace. Fear is an organization killer, and the cure for this cancer is for leaders to attack it with transparency and visibility. Those comfortable with leading from the rear have learned the necessity of moving to the front and leading the charge with a constant flow of unvarnished information on the real issues.
Leading has always been about coping with ambiguity, but in today’s fog enshrouded world leaders are learning to reshape their cultures and their operating approaches to facilitate fast recognition and response to emerging opportunities and threats. Easy words to write…hard culture to realize, but the best leaders are working tirelessly to breed the right people, systems and behaviors to produce this sense and respond culture.
Good crisis leaders are capable of admitting, “I don’t know,” in answer to some of the most complex issues, as long as the admission is backed and packed with action. Few crisis leaders understand the details of the path to prosperity, but the good ones recognize the power in Drucker’s comment, “Actions in the present are the one and only way to create the future.” Good leaders mobilize teams, choose a direction and go based on their best intelligence and gut hunches. If the course turns out to be wrong, they correct without looking back and keep moving.
Organizations and leaders that recognize the complexity of this new world have jettisoned traditional planning models and approaches in favor of dynamic, fast-moving methods that facilitate market monitoring and organizational learning and place a premium on acting. These approaches require experimentation and embracing frequent small failures on the path to success.
The foundation of any successful business is talent and while much lip service is paid to this topic, and the smartest leaders are carefully navigating the most remarkable talent pool in many generations for those anxious and motivated to contribute and prove their former employers wrong. While it is too soon to see if talent management and leadership development will become part of the DNA of tomorrow’s organizations, the need has never been more apparent.
The Bottom-Line for Now:
The leadership observations and trends above might seem like the domain of jumbo-sized global firms with deep pockets and robust talent systems. And while some firms of this ilk do have natural advantages and are pushing the envelope on breaking down walls and experimenting with new approaches to leadership and management (think Cisco), I’m seeing these practices in small start-ups, old-line manufacturers and innovative retail and service establishments on Main Street.
I have every reason to believe that the way forward is filled with obstacles that rival the labors of Hercules. There are no silver bullets, no easy answers and no magical leadership or management fads that offer miracles cures.
I do however believe that necessity is pushing us to innovate in management and operating approaches, and that a new style of leader must emerge to help firms cope with the modern day Herculean labors of ambiguity, fear, complexity, speed, ever-changing adversaries and a capable but shell-shocked talent pool. For right now however, the leader circa 2009 is busy mucking today’s equivalent of the Augean stables. Grab a shovel and we’ll finish this together.
Leadership Caffeine: A Leader’s List of Thanks-Giving
Filed under: Career, Leadership, Leadership Caffeine, Life and Business, Management Education, Middle Management, Values, Your Professional Development "To Do" List
Note from Art: I’m getting a jump-start on my Thanksgiving post in the hope that you have the opportunity during this holiday-shortened work week to reach out and say “Thanks” to those that you have the privilege of leading and serving.
The Leader’s List of Thanks-Giving:
- Be grateful for your unique chance to serve others.
- Be thankful for the patience and forbearance that your colleagues and team-members show as you learn over time and through trial and error what it truly means to lead.
- Give thanks for your chance to learn from others.
- Pay honor to those that came before you and took the time to pass along their wisdom…even if you didn’t realize how valuable it was until much later.
- Be in awe of the opportunity that you have in front of you to positively impact lives in ways that few other jobs or professions provide.
- Be inspired to motivate, coach and teach those that invest valuable time in their lives and careers with you.
- Give thanks for the opportunity that you have to create value for your organization. You might not engineer new products or services, but the people that work for you enable others to perform their jobs creating or building or supporting at high levels.
- Be grateful that you were given or developed the patience to cope with the daily stresses and strains of leadership and to keep reminding yourself that it is all worth it in the end.
- Give thanks for your chance to participate in the journey of a lifetime.
- And most of all, just give thanks by speaking up and remembering that a well-placed, heartfelt “Thank you” is one of the most powerful and important of all leadership tools.
And yes, please accept my sincere Thank You for your readership and conversation. I am truly grateful for you.
-Art
Leader, Who’s Sitting at Your Table?
Filed under: Career, Leadership, Management Education, Middle Management, Organizational Transformation, Performance, Professional Growth, Talent Management
Once again, Mom is proven right. You become the company that you keep.
Surround yourself with intelligent, aggressive individuals comfortable in professionally articulating their perspectives and taking accountability for both their words and their actions, and you will flourish.
Have the self-confidence to bring together groups of extremely capable individuals with varying skills and divergent views and you will be challenged to raise your game every day and on every key issue. This type of an environment sharpens your skills, keeps you honest and ensures that you focus on your job…creating the environment for others to do theirs.
Show me a troubled organization and I’ll guarantee you that I’ll find leaders that failed to remember and heed Mom’s advice.
Instead of the super-charged professionals in high performance organizations, I’ll find Yes-Men (and women) or individuals of questionable character and even more questionable motivation.
It’s certainly not new news that many less than effective or overly paranoid leaders view it as important to secure their power by surrounding themselves with individuals less capable and if you’ll pardon the term, weaker than themselves. It’s an ancient story, and a tactic that is both visible to all and horribly flawed.
I’ve built winning teams in global giants and in small, troubled and ultimately successful firms, and I’ve yet to experience a case where an organization was worse off because I found the smartest people that I could and put them in positions to do what they do best…drive positive change and create value. There was remarkable joy and success in watching and supporting these people tackle challenges that I could not master on my best day.
The Bottom-Line:
If you don’t have the self-confidence to hire people smarter and stronger than you are, it’s time to get out of the leadership profession.
If you are preoccupying on fixing people’s weaknesses instead of leveraging their strengths, it’s time to get out of the leadership profession.
If you can do better, then take time to assess what potential mix of strengths plus values will help you and your firm, and don’t rest until you’ve put those people in place. Then start leading by doing everything in your power to help them succeed.
Oh, and once you’ve set this new table with talent, be prepared to find out how great and what a privilege it is to serve others. And last and not least, remember to thank Mom.
Why Competition is So Great and What Chicago Needs to Learn
Filed under: Current Affairs, Life and Business, Management Education, Marketing, Social Commentary, Social Satire
Note from Art: I love the city of Chicago. I love the people, the energy and I love the feel of the restaurants and museums and the theaters. However, I don’t love the knuckleheaded political and union wrangling that blares from every news channel in a constant drone of finger pointing and accusations and bone-headed moves. We’re battling insane ex-governors and ridiculous retail sales tax increases in the face of a recession. One of the latest issues is the backlash and the stream of excuses for the loss of several major conventions due to complaints of usurious pricing and strong-arm tactics.
After losing major conventions to different venues, the local politicos and the brass that run McCormick Place in Chicago are back-pedaling so hard in defense of their labor and service costs that they are contributing to the wind velocity in this already “Windy City.”
It is shameful to watch the officials and local union leaders attempt to defend or deny their usurious pricing and their strong-arm tactics. If you’ve been involved in setting up a show on the floor at McCormick Place before, you would be flabbergasted to listen to the union official on the news blatantly denying that exhibitors are bullied and denied simple things like the right to put a plug in an outlet without union help.
Bull!
I’ve been on the receiving end of having an employee mistakenly plug in a device only to have the union workers complain…stop work and call over a union official to give the booth manager heck. Additional fees were incurred and the service went from bad to really bad.
Another year, same incident…slightly worse outcome. There must be something about plugging things in when you work for an electronics company, but yet another well-intentioned employee crossed the union line and was observed pushing a plug into a receptacle. Same union crap storm followed by a week of suspicious, intermittent power outages and shockingly slow response times. (OK, that was a bad pun!)
- The reported stories of $50 per gallon coffee…3 gallon minimum, $50 delivery, 20% gratuity and extra handling and service fees are sadly all true.
- As reported by ABC News, “A plastics exhibitor vented on a trade group website that when he ordered four cases of Pepsi for his booth, McCormick Place hit him with a bill for $345.39.”
The defense from McCormick Place, “These are the industry standards.”
In another example: “The sticker price of soda aside, it’s the labor costs at McCormick Place that rile most exhibitors. One exhibitor at the recently departed Health Care Information show said the electrical services bill in Chicago reached $40,000. In Orlando, the same work costs $4,000.”
Mayor Daley’s response: “McCormick Place has had a difficult chore in getting and keeping shows unless they get their costs down. It’s as simple as that,” said Daley.
In true Chicago fashion, the head of the Union responds, “We’ve stepped up.”
Keep stepping, buddy.
The Bottom Line:
It’s a big competitive world out there and the good news is that businesses and in this cases marketers and convention-going firms have options. If I’m Orlando or Vegas or any one of a dozen other venues, I’m all over the Chicago-conventions that have had enough of the expense abuse.
Sad for Chicago in the short-term, but maybe good in the long-term. A big dose of competition and a shock to the system will either result in the right improvements or things will just deteriorate. There are few venues that can offer the menu that is Chicago for a conference destination. Here’s hoping for a great response. After all, we’ve solved the Governor-picking problem…errr, I mean the sales tax problem….err…. . Oh heck, I hope we fix this one.
Good for free enterprise. Now if only there was an airline (aside from Southwest) that gave a crap about customers. But that’s another rave for another day.
My Book
The desktop reference to leadership success whether you are starting out or starting over.
Art Petty
Welcome to Management Excellence where the focus is on building better leaders and creating high performance organizations.Building Better Leaders
Art Petty's Building Better Leaders programs in Leadership, Management and Developing as a Senior Contributor offer powerful and practical guidance for motivated professionals.
All programs available on-site in group format and select programs available in a distance learning PLUS personalized mentoring format.
Visit Building Better Leaders to find a program to help you or your team move forward. And don't forget to subscribe to the Building Better Leaders Leadership Tip of the Day.
Management Excellence Tools
Download the Management Excellence Guide to Effective Trade Show Marketing. What's Your Strategy & Execution (STREX) Quotient? Download and use the survey to help you gauge your organization's Strategy & Execution effectiveness and identify areas for improvement.e-book-Leadership and the Project Manager - Developing the Skills that Fuel High Performance Download the pdf or go to the e-book pages on this site and contribute to the conversation
Blog Subscriptions
Connect With Me On
E-Newsletter Mailing List
Join my e-newsletter mailing list and receive the latest in best-practices content for leadership, sales & marketing and strategy.