Leadership Caffeine—Humility and the Effective Leader

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

The most effective leaders I know are simultaneously courageous and humble in the face of ambiguity and adversity.

Courage as we all know is essential for facing and making the tough decisions demanded in difficult situations. I referenced this attribute in my recent post, Leading into the Fog.

A healthy grounding of humility serves as a powerful check and balance influence that helps effective leaders fight the pressure to make rash decisions in the drive to be perceived as omniscient.

There’s a very real…and very dangerous pressure in many organizations for those in charge to appear all-knowing and all-confident. This pressure is a catalyst to rash and poor decisions that exacerbate already difficult situations. After all, no CEO wants to appear weak in front of her board and no manager wants to appear as if he doesn’t know what to do in front of his team or boss. The pressure to avoid being perceived as weak or uncertain invites individuals to portray a false sense of confidence and to act around misguided quick-fix thinking.

There are no quick fixes in business. Not for a strategy problem, a revenue problem, a competitive problem, a quality problem or a talent problem. They are sticky, wicked, complicated issues where solutions emerge in iterative fashion of try, fail, learn, improve… . You have nothing to gain by suggesting you have all of the answers.

Please don’t confuse my use of the notion of humility as anything that suggests weakness. Rather, I view the trait of humility as an attribute of a strong leader. Humility allows the leader to clearly understand the situation and to have realistic context for the implications, risks and challenges. It also allows this leader to comfortably seek and accept help.

The effective leader is a realist who understands that he/she is responsible for the choices to move beyond the present circumstances. This leader draws upon the ideas, insights and approaches of the best minds on the team. It takes true inner strength to both acknowledge that you don’t have all of the answers and that you and the team will be better off if you seek and accept input from those around you.

Developing Your Own Leadership Style:

We all cultivate our own leadership styles and approaches over time and based on experience. With the benefit of age and experience, I’ve long concluded that I’m stronger and more effective by drawing upon and engaging others for the most vexing challenges. It’s difficult at times to resist asserting on an issue that seems straightforward or feels familiar. It’s easy to dictate..but it is most often right to hold back and support the discovery and learning of others. Often, the solution the team develops turns out to be superior to the one that worked historically.

At the end of the day, the art of leading and managing effectively is knowing which decisions you can outsource and which you and you alone must be accountable for. Don’t shirk your responsibility to make decisions that enable action. Just don’t confuse this with the need to make all of the decisions.

In situations where the pressure is on from above and below, it’s fine and necessary to portray a strong sense of confidence that you and your team will find the way forward. Those above you want to know that you’re moving forward and those around you want to be part of the work. Just resist the temptation to put it all on your shoulders. That’s not leading, it’s dumb.

The Bottom-Line for Now:

Delusional leaders who have worked to convince everyone around them that they have all of the answers have a tendency to begin believing their own dogma. These individuals are dangerous to a firm’s health. Instead of feeling the pressure to act like a superman or superwoman in corporate clothing, try recognizing that the super people around you have the critical pieces to most business puzzles. All you need to do is invite them to get involved with developing the solution.

Don’t miss the next Leadership Caffeine-Newsletter! (All new subscriber-only content!) Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

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An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

The Importance of Owning Your Own Career

Graphic image with the words, It's Your Career and other related professional development wordsThe “It’s Your Career” series at Management Excellence is dedicated to offering ideas, guidance and inspiration for strengthening your performance and supporting your development as a professional. Use the ideas in great career health!

Too many of us wait for someone else to create the circumstances that allow us to be happy in our work. Expecting someone else to lift us up from our current situation is a fool’s errand blended with a real life frustration dream. No matter how much we sulk or complain about our lot, the only person responsible for changing the situation is the one staring back at us in the mirror.

You own your career. Not your firm.

You own your professional development. Not your boss.

Ultimately, you own the task of finding and participating in work that leverages your superpower and feeds on your passion to do something.

Too many of us struggle with the internal knowledge that we have more to do…more to give, yet our daily work doesn’t leverage this drive to do or give more. Others move from role to role in pursuit of a paycheck and some sense of happiness, but fail to focus on and develop what I call their superpower… their unique, innate talent.

The business press talks about the high level of employees that describe themselves as “not engaged” in their work or their workplace. Instead of an engagement index, it’s more appropriately referenced as a misery index. From the latest report, it appears that there’s a bull market in professional misery.

Finding Inspiration:

In one part of my professional life, I teach. Over the years, I’ve developed relationships with a number of fine institutions from my community college to DePaul University in Chicago. I do this to give back…to serve and to ensure in part that I keep learning. (Yes, the teacher is often the beneficiary of ample wisdom and creativity from the students.) Whether the students are those just getting started or those starting over, I am consistently inspired by the many who are striving for something for themselves.

I am in awe of the single parents who hold down multiple jobs…days cleaning houses and evenings waiting tables, who enroll in online coursework to pursue a degree that will support their movement towards something they believe is more their calling. I would put some of these students up against the best of the more well-heeled classes. Their life experiences and common sense and passion for their coursework and for their advancement are remarkable and inspirational.

There are the military professionals in my courses across all institutions who are so passionate about and dedicated to their country that they deserve all of our thanks and respect. Often, I find them striving to gain the skills and knowledge to extend their service into something else that gives back. They teach us all to lead and think based on experiences that we as ordinary citizens cannot possibly relate to.

And there’s the mid-career professional returning to earn an MBA or other advanced degree. These people juggle demanding professional roles, travel and family in an exercise that is more about fortitude than intellectual challenge.

While education and training are important components of improving our situation, the moral to the story isn’t about going back to school, it’s about taking action to improve yourself. It’s about being accountable to yourself and not waiting for someone to come along and lift you up. Instead of wallowing in some state of unengaged misery, these people use their current situation as fuel to drive learning, improvement and change. They are accountable to themselves and they know that movement is required for change.

The Bottom-Line for Now:

I love working with and teaching and yes, hiring people who understand the importance of taking ownership of their own careers and their own development. There’s something about this person with a value set that emphasizes personal accountability that makes me want to do everything I can to help them along on their journey.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out Art’s book: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

Just One Thing—New Leadership Role? Try Warmth Over Strength

Just One ThingThe “Just One Thing” Series at Management Excellence is intended to provoke ideas and actions around topics relevant to our success and professional growth. Use them in good health and great performance!

Let’s face it, the new leadership role is a great testament to your prior success and the faith that your firm’s senior leaders place in your abilities to help build the future. You’ve gained their confidence and trust, but the hard work is still in front of you. You’ve got to earn the trust of your new team members.

The group of Amy J.C. Cuddy, Matthew Kohut and John Neffinger writing in the July/August 2013 Influence themed issue of Harvard Business Review with their article, “Connect, Then Lead,” suggest that you choose your approach to engaging your new team members very carefully to optimize your start-up effectiveness. In particular, they suggest that you should fight your natural instinct to initially project your strength and competence and instead, focus on displaying warmth to support building trust.

For some of this, warmth approach is no easy task!

Focus on the Goal:

Remind yourself as you plan your start-up with your new team, that to be effective, you’ve got to be trusted. Trust breeds openness, engagement, support, creativity, communion and a host of other good environmental factors on a team and between a leader and a new team. The challenge for the new leader is how to earn trust as quickly as possible.

The authors in the HBR article cite evidence from behavioral scientists who suggest that when we judge others (in this case, the new boss), we look first at two characteristics: “how lovable they are” and “how fearsome they are.” While I doubt you think in terms of “lovable” or “fearsome” you are internally processing on your reaction to their verbal presentation and non-verbal cues and your perspective on their warmth impacts your perception of their trustworthiness. The over-emphasis on competence factors and an approach that suggests,  “I’m the new sheriff in town,” may raise the defenses and keep people from engaging with the new boss in a way that they need to begin creating an effective working environment.

The judgment on lovable or fearsome becomes important as we process on two key questions: “What are this person’s intentions toward me?” and “Is he/she capable of acting on these intentions?”  Any answer that breeds caution or tentativeness fights the early establishment of trust and delays the ability of the new leader to truly tap into the true perspectives and best creativity of her team members.

Adding a bit of data to the mix, the authors cite a study of 51,836 leaders where only 27 of them were rated in the bottom quartile in terms of likability and the top quartile in terms of overall leadership effectiveness. By my math, that’s a poor outcome for those of us who take pride in our competence and effectiveness and prefer a no-nonsense approach to getting started.

The Bottom-Line for Now:

As always, Mom was right. The behavioral science is just getting around to concluding what she was telling us years ago. You get more cooperation with honey than vinegar.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

 

Art of Managing—The Quest to Sustain Success

Graphic with the words of Art of Managing and other management termsThe Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world.

The business and management equivalent of The Quest of mythology and story is the pursuit of the secret ingredients…the behaviors, actions and approaches that if adopted, will allow one firm to outperform (measured by one or more of: growth, profitability, share price, innovation, market capitalization) a peer group for an extended period of time.

Jim Collins has been looking for it since Good to Great and the McKinsey team in the study that culminated in the book, Beyond Performance, by Keller and Price purports to have cracked the genetic code of this vexing riddle.

As Jim Collins documented in subsequent works to Good to Great, there are ample reasons why many of the original great firms are no longer great, good…and some are gone. And while Keller and Price with help from thousands of McKinsey professionals appear to have mapped the genetic code of sustained performance, it’s not clear at all what portion of the details of the code (the levers and behaviors) must be manipulated or optimized in order to ensure ongoing success, particularly as external circumstances change. It depends.

And yes, external circumstances always change, introducing dragons and demons and foes bent on keeping our heroes (you and your colleagues) from achieving the over-arching goal of your quest.

Of Dragons and Demons and Foes in Pursuit of Sustained High Performance:

Every great quest has a series of foes that must be vanquished along the journey to success and business is no different.

  • Long-term success naturally breeds hubris and arrogance…or at least the laziness, that so easily catches management teams off guard as conditions change. In this world where even the concept of change is changing (speed, technology, location), disruption of existing industries, technologies and business models happens both quietly and noisily…and often quickly.
  • Another silent but deadly foe is the Dominant Logic described by Prahalad, where all situations, including those that arise based on a new set of forces are viewed through the knowledge and decision-making lenses formed based on prior experience. As the field changes…or at least as the rules change on that field, the lenses that offered so much clarity before introduce a type of strategic myopia that filters out new external forces and leads to decisions that worked yesterday but fail to hunt today or tomorrow.
  • And much like the Sirens of Titan who lured sailors to their deaths with their seductive song, business success created by a rising tide…secular growth seduces management teams into believing that their decisions are responsible for their results, more so than the market. When the rise slows or reverses, these teams are left floundering on the rocks.

7 Key Behaviors For Surviving and Thriving on the Quest to Sustain Success:

In great quest stories, there’s typically something that aids the hero and his or her compatriots. A talisman of some sort or a wise mentor. (Think Gandalf, Yoda, Obe Wan or Dumbledore in the quest stories of fantasy.) While we may have wise mentors in the form of senior leaders or board members, the quest for sustained success requires at a minimum a set of behaviors on the part of the firm’s leaders and managers that acknowledges the realities and risks…the perils of this journey.

Just a few of these incredibly helpful behaviors include:

1. Collective respect across the management team for the complexities and risks of translating what worked yesterday into something that works tomorrow. This is an absolute. It requires the collective confidence to move beyond old practices and strategies and to encourage and reward reinvention. This attitude is critical in combating the sin of hubris and for preventing arrogance from taking a firm hold in the management ranks. These dragons must be slain where and while they sleep!

2. Actively striving to diversify the experience base of the talent in the firm is critical to ensuring the view to the outside remains open and clear. One of GMs core tenets as it masterminded losing the world was that the management must always come from within. Nothing breeds contempt for change like perpetuating like-minded and like-kind managers.

3. The words or even the actions that suggest, “we’ve always done it this way” must be banished and replaced with ample quantities of new…new processes, new approaches, new experiments. “Because we’ve always done it this way” are evil words and destructive thoughts perpetuated by people fearful of what change might mean for them.

4. The speed of learning is a new performance metric, as is the speed to translating learning into new behaviors. Creating systems and opportunities across the culture that allow for easy, fast parsing of new insights and translation of these insights into actions is essential.

5. The hard work of exercising team decision-making muscle must be deliberately undertaken. Very few management or project teams ever decide how to decide, or, worse yet, they fail to take on the task of strengthening decision-making over time. Decision-making muscles must not be allowed to atrophy.

6. The attitude around failure must shift from one of shame and stigma to one of curiosity and opportunity. There is no learning without experimentation and most experiments fail…along the way to designing more informed experiments that ultimately succeed.

7. Teams must resist the Siren Song of the Rising Tide, where they mistakenly assume that good times accrue to them naturally as a right and due to their brilliance and enact the corporate equivalent of Odysseus who ordered his men to stuff their ears with wax and to lash him to the mast as a means of resisting the siren call.

The Bottom-Line for Now:

As humans, we love stories about great quests, and we love when our heroes survive and ultimately succeed. Our professional lives in our organizations…our corporations and churches and not-for-profits all enable us to participate in our own great quest in support of mission or market and like the stories we love so much, there are always foes to vanquish, trials to complete and new adventures just over the horizon. For the firms and teams who have enjoyed success, the most significant foes and demons are most often lurking inside their own walls.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

New Leader Tuesday—Learning to Adapt Your Approach to Individuals

Text image with New Leader Tuesday and a variety of management termsThe New Leader Tuesday series is dedicated to helping first-time, early career and even experienced professionals with a “beginner’s mind” progress on their journey towards effective leadership.

This job of being responsible for the work of others would be easy if it weren’t for the people!

As a first-time supervisor, I recall cloaking myself in a no-nonsense, my way or the highway persona. I suppose it was a style that I thought was appropriate given my newly anointed role responsible for the survival of western civilization and the timely delivery of answers on the support lines for our firm selling electronic cash registers. After all, the cash registers must ring…or roll…or calculate, and nothing was going to keep MY team from delivering the best service in the industry. So help me… .

I was taught quickly by the patient but perplexed team members who had no intent of responding positively to the new dictator in charge, that I had to change or perish in this role.

In reality, my approach reflected a lack of style…and awareness…and emotional intelligence…and social intelligence…all issues that many of us struggle with when thrust into first-time management role without background training or real-time coaching and feedback.

First-time supervisor burnout or flame-out is an all-too-frequent outcome that is costly and destructive to individuals and teams. Training, coaching and feedback are critical…with two out of three of these free. If you’re not getting the support and feedback you need in your new role, ask for it, find a mentor at work or find someone who has experience in your network of friends and family and ask questions and learn from their wisdom!

I learned several valuable lessons from this uncomfortable first-time supervisor’s boot camp experience: 

  • It’s critical to be clear and universal in reinforcing the firm’s values and in setting expectations and ensuring fair and timely accountability across the team.
  • It’s not only OK to adapt my style to the needs and approaches of the individuals, it’s essential to support relationship development and begin building leadership credibility. Again, no compromising on values, expectations and accountability…but definitely customization of my approach. While this seems intuitive, it wasn’t a reflex action for me. It was a learned approach. The hard way.
  • The wonderful thing about working with and guiding and supervising a team is the diversity of approaches and styles. They are in and of themselves the ingredients of creativity and innovation and learning, and the sooner you as a first-time supervisor or manager recognizes and adapts to this reality, the faster you will begin building credibility and forming productive working relationships.

Learn to Recognize the Preferences of Your Team Members:

While there are many and varied styles and communication or interaction preferences, a few examples include:

  • Individuals who thrive on regular care, feeding and attention. They thrive when their work is visible and they have an opportunity to engage, ask questions, showcase their progress and generally maintain a steady level of contact with you.
  • Others take pride in their independence and will let you know only when they need help. While it is reasonable for you to check in from time-to-time, make it as non-intrusive as possible…just enough to ensure your obligation for awareness and quality.
  • Some shine in group settings…and others…those filled with brilliant ideas struggle to engage and share in those environments. Others simply would rather walk on hot coals than be thrust into a group initiative.

A Public Service Notice: No Micromanaging Styles…Ever.

It is never acceptable to adopt a micro-managing approach. If you feel forced to adopt this style, you have a performance problem that must be dealt with as such. Sadly, too many first-time and experienced managers miss this memo on micro-managing. It’s toxic, ineffective and just plain bad form on the manager’s part. Fix or remove the problem, but don’t reduce yourself to standing over someone’s shoulder.

The Bottom-Line for Now:

You will cultivate a style over time…in large part by learning from trial and error. You can accelerate the learning process and improve your effectiveness by remembering to adapt your interaction style to the behaviors and preferences of others, while never compromising your commitment to fairness, your firm’s values or your obligation to drive results.

More Professional Development Reads from Art Petty:book cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

Don’t miss the next Leadership Caffeine-Newsletter! Register here

For more ideas on professional development-one sound bite at a time, check out Art’s latest book: Leadership Caffeine-Ideas to Energize Your Professional Development.

Order one or both books for your team. Contact Art.

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

 

Leadership Caffeine—Leading into the Fog

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

“A core capacity of leadership is the ability to make the right decisions while flying blind, basing them on knowledge, wisdom and the ability to stay wedded to an overriding goal.” –Warren Bennis as quoted in Onward by Howard Schultz

It’s the challenging times that build your leadership character.

Almost anyone and any team can prosper during rising tide situations…a hot economy, a regulatory change that acts as a boon to an industry or, even a hot product that for a moment catches competitors off guard. Certainly, it takes good management and leadership to exploit those opportunities, but the work of leading in these fortunate circumstances is different than the work of navigating the troubled waters of crisis.

During the rising tide situations, the game is simplified…the way forward is clear and the challenges defined. Exploit the opportunity; move fast to deliver more; execute, execute, execute.

It’s when conditions change that the view ahead becomes one giant fog bank and leading suddenly turns difficult. As mentioned in my recent Art of Managing post, “Steering Clear of Flail and Fail,” our tendency as times turn challenging is to overreact. We engage in the undisciplined pursuit of more (Jim Collins) in the naïve hope that something will work and return us to the bliss point of easy days and restful nights… those times where the planets align and all of the indicators point in the right direction and we can congratulate ourselves on our brilliance.

I love the quote from Bennis at the top of this article, because it so succinctly and powerfully captures the truth about the real job of a leader: guiding the firm and team through the fog and safely beyond peril.

Effective leaders understand that there’s no easy way out of a crisis. There are no silver bullets, no sure-fire strategy templates and no programs, courses or approaches that replace the hard work of navigating ambiguity. Someone has to stand up and point and say, “This way.”

The history of the world and the history of modern management are filled with examples to learn from. Facing extreme uncertainty and miserable weather that blew up most of the plans for supporting the troops in the invasion of Normandy in World War II, General Eisenhower sought the input of his best advisors. They were split on whether to go or not given the weather and the inherent risks to the entire operation and thousands of lives. We’ll go,” he uttered, after staring out the window into the fog and darkness, knowing that many would die and success was far from guaranteed. The moment had arrived.

While less fateful in terms of human lives, but incredibly impactful in terms of the business and livelihood of thousands, Howard Schultz, the newly returned CEO of struggling Starbucks made a series of decisions that were contrary to the advice of the critics, analysts and pundits during the 2008 downturn. Anchored with the conviction that he could not compromise when it came to serving his partners (employees), his customers and guided by his overarching belief in the good that his firm provided to millions, he did what he believed was right and he and the team persevered. He retained healthcare for part-time employees, shut down the chain for a day of much needed Barista training, took 10,000 of his store managers to New Orleans to rediscover their passion and help a struggling community and said “No!” to the cry to cut quality and take short-cuts in the name of profits.

Schultz effectively employed Eisenhower’s “We’ll go” which in his one word rallying cry, was “Onward.” The decisions rallied the firm and galvanized his top leaders to fight harder and the push to innovate when others said, “cut” paid off. Eventually. Results are never immediate and wise crisis leaders know that things get worse until they turn towards better.

The Bottom-Line for Now:

While most of our own experiences in leading won’t make the history books or become the stuff of business legend, they are no less significant in our own lives and for the lives and welfare of those around us. The way forward is murkiest just at the point where we need to choose a path and then lead into the fog, uncertain of outcome or success. Focus on the bigger issues…the ability of you and your coworkers to continue working on fulfilling a noble mission or on preserving the welfare of those who depend upon you and your firm. And importantly, recognize that everything in your past as a leader and as a professional was simply practice for the journey ahead.

Don’t miss the next Leadership Caffeine-Newsletter! (All new subscriber-only content!) Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Art of Managing—Steering Clear of Flail and Fail

Graphic with the words of Art of Managing and other management termsThe Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world.

Businesses of all sizes, shapes and ages run into rough patches. Rapid growth, disruptive competitors or technologies, regulatory changes or the end of the road for well-worn strategies are all potential culprits in the move from success to struggle. It’s critical at this point for a firm’s leaders and managers to react carefully and appropriately in this unfamiliar terrain or they risk moving quickly from flail to fail.

The “Flailure” Effect:

Whether the stimuli are positive promoting rapid growth or negative and threatening financial well-being, firms and management teams accustomed to a consistent rhythm and cycle to their business are often caught off-guard and unprepared to process and respond to sudden change. The initial symptoms include a rash of problems as conventional approaches and systems are stressed and teams are challenged to respond in ways they’re not accustomed to around issues that feel foreign.

It’s this point where the new stressors invite widespread anxiety to the corporate party. Tempers flare, fingers point and if left unchecked, dysfunctional conflict sets up camp. In response, well-intended managers scurry around settling disputes and putting out fires…often feeling like they are steadily losing ground against the onslaught of issues.

Obviously, these circumstances call for strong leadership, and it’s often the wrong kind of strong leadership (and decisions) on organization structure, strategy and key leadership roles that finally amplifies flail and moves the firm steadily towards fail. It becomes Flailure.

5 Starter Ideas to Help You Steer Clear of Flailure:

1. Share the Real Situation With the Organization. Your instinct is to mask the problems. That’s wrong. Everyone senses when things are going katty-wampus and the problem is magnified many times over when no one at the top is sharing the straight story. Context is King…and good people long accustomed to success, want to be part of the solution…not kept in the dark. But first, they need to understand the scale and scope of the challenges before they can contribute their energy and gray matter.

2. Get the Middle Involved. Your mid-level managers are involved in all of the work of the business and they are the source of most daily decisions. Additionally, they deal with every headache and they see the stressors clearly…in contrast to a firm’s senior leaders who are by the nature of their role removed from the daily heavy lifting. You need them on your side and active in seeking solutions. You need your mid-level managers engaged with each other and comfortable in translating front-line realities into unified ideas and actions. In addition to serving as the execution layer around fixes and changes, these people are the critical translation layer in helping a firm’s senior leaders gauge the progress and outcomes with new programs and strategies.  (For those of you who pillaged and eradicated your mid-level management layer in the name of efficiency, you’re exposed here.)

 3. Mind the Intersections. Our tendency is to hunker down in our functional silos, yet most issues in times of significant change involve hand-offs and collaboration and many of the problems and opportunities occur where processes and functions intersect. Building on the prior point, your mid-level managers are critical to gaining visibility into the issues and bringing the resources to bear to change processes and monitor results. Pay particular attention to gauging and improving the process work around the intersections. (Of course, the functional issues must be addressed as well.)

4. Build In Stress Relief. Yes, this one is lighter…and I know that I personally don’t do “light” very well, but I respect its power and importance. No one and no team does their best work under sustained periods of high stress. The stress becomes toxic to individuals (health, well-being) and relationships. The culture becomes sick. It helps to find ways to lighten the mood and shift the focus at least on a social level for moments in time during periods of tension. One leader I observed set up a bowling league and in spite of the behind the scenes laughs at a perceived trivial and unrelated activity at the wrong time, the people learned to relax, compete and have fun together every other week…taking the edge off just a bit. Howard Schultz famously took 10,000 managers to New Orleans after Hurricane Katrina to offer help rebuilding and then to meet and share frank talk on the downturn at Starbucks. He offered (I paraphrase): if we didn’t have New Orleans, we might not be here. Creating an opportunity to blow off steam and allow people to rediscover their human side is never a bad thing.

5. Senior Leaders… Avoid the Easy Temptations and Focus on Clarifying Direction. Our knee-jerk reaction when things aren’t working is to restructure…people, teams and the overall organization. We run around rearranging deck chairs and walls and we don’t have a set design or blueprint. Structural change won’t compensate for a failed or failing strategy and identifying a scapegoat for the problems and changing out functional leadership definitely won’t cure the disease. The same goes for unexpected growth. If it was accidental…this happy outcome is every bit as serious as the challenges of disruption. Get your arms around the strategy and then begin sorting through the best way to organize to leverage the opportunity. Remember, the directional decisions come first and this is where senior leadership must earn its keep.

The Bottom-Line for Now:

This is a big hairy topic and it’s one that I’ve observed in clients or prior employers over time. If you’ve lived through this, you recognize the symptoms and too often as an employee or manager, you feel helpless to stem the tide or make a productive difference. Fight this attitude and resist the temptation for knee jerk reactions. Communicate with your peers…have the confidence to surface the problems and propose ideas. Find opportunities to let the teams blow off steam. Your ability to galvanize the collective gray matter of your team members, peers and colleagues is absolutely essential for avoiding flailure, and you need their hearts and minds in the process.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

Helping the Senior Management Team Find Its Voice

Graphic displaying terms relevant to high performance managementThis series at Management Excellence is intended to prompt ideas and promote healthy discussion around the big topic of strengthening the development and performance of senior management teams.

I’m convinced one of the key limiting factors of management team effectiveness is the discomfort these high-powered functional experts have in talking with each other.

While there are few quiet senior management team meetings, the words exchanged tend to be more about functional updates and carefully worded ideas or collegial debate over direction or investments than they are about the real issues confronting the firm.

Some suggest the CEO remind these individuals to leave their functional hats at the door, but this seemingly sound guidance is simply impossible. It’s the functional expertise and perspective that forms and frames senior managers and there’s no leaving the well-patterned thinking and experience anywhere. It’s foolish advice as well. The wisdom gained by experience is why you hired these people in the first place. Better to harness it than banish it from the scene.

Another reality of the communication dynamic between groups of senior managers is an exercise in political sensitivity. There’s an unspoken rule that you don’t step over an invisible but very real line in challenging other senior managers, lest you embarrass someone in front of the CEO and/or invite an angry response and eventual reprisal.

Instead of tackling the tough issues, topics are politely floated with carefully selected words intended to soften the risk of a perceived slight, and less than complete answers serve as periods that punctuate the end-points of the topic.

The real challenge for CEOs and senior managers is to transcend the forces that keep these groups from talking openly and comfortably with each other about the tough issues or decisions standing in the way of progress. Depending upon the state of the management team, one or more of the following ideas might help take the dialog to a new level of effectiveness.

5 Blocking and Tackling Ideas for Helping the Senior Management Team Find Its Voice:

1. Bring in outside help. Most CEOs aren’t able to overcome the issues that impede senior management team communication effectiveness, try as they might…either by moral suasion or sheer force of personality. I’ve sat on both sides of this table…as the coach/facilitator and as one of the challenged senior executives, and in environments where the right help and coaching is present for the team, discussions flourish and real progress is built one topic at a time. A good facilitator will cut through double-speak, call out people who aren’t participating and cry foul when the topic steers off course. A small investment for a priceless return.

2. Create Nominal Group Opportunities. This under-utilized technique for eliciting ideas is no more complicated than framing up a single, focused question or approach and allowing senior executives to contribute in writing, anonymously. Yes, I know that sounds weak…senior executives forced to share ideas cloaked behind the veil of anonymity, however, the technique depersonalizes the discussion and allows people to focus on the issues…safely away from the real-time filters that suppress face to face communication. While there’s always some guessing on who submitted what ideas or critiques, the depersonalization of the input changes the communication dynamic for the better. The focus stays more on the issues and ideas and is less about perceived agendas. Appoint someone to organize and share the feedback and key points.

3. Keep it visible, but use a written discussion board format. I never cease to be amazed at how well my MBA students open up and share in discussion board forums and I’ve observed the same with management teams. This technique offers an opportunity for individuals to review and share ideas on their own time and at their own pace. Instead of fleeting words in a meeting, the opinions of others are captured and visible to read and reflect upon, while forming their own thoughts. The results are often rich, thoughtful perspectives that compare/contrast and build upon the opinions of others. One bonus…the perspectives are archived for easy reference or reminder.

4. Ensure that discussions have a way to turn into action. Again, odd sounding, but these talented professionals who often manage big budgets and big teams aren’t accustomed to taking on work as part of a team. That’s a muscle that for many at the senior level has long atrophied. Use project management techniques and a project approach for executive team assignments. Always appoint a sponsor…create a charter and write a good quality scope document that frames the expected outcomes/time-frames for the work. As needed, add in a professional project manager to guide the execs and politely but firmly hold them accountable to progress.

5. Write the rules. Most senior management teams don’t take the time to ensure clear, written rules for their discussions. Try establishing clear standards and values for communication, including: one topic at a time; everyone participates; divergent opinions are welcomed; there’s a time for assessing risks and identifying problems with ideas…and there’s a time for building solutions…don’t mix those time-frames. This is work that good project managers and team builders do in their sleep…but most CEOs aren’t wired to focus on the hard work of building team dynamics and team communication standards.

The Bottom-Line for Now:

There’s nothing easy about building high performance teams, particularly when the group at hand is comprised of senior executives. The real value that accrues from these groups of high powered people working together comes from their ability to have the right conversations and move from issue to action quickly and effectively. While the topics of these groups…direction, strategy and investment are big and lofty and ambiguous, the use of one or more of the above ideas can help neutralize the political dynamics and help the group develop a more effective and open communication style and cadence.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out Art’s latest book: Leadership Caffeine-Ideas to Energize Your Professional Development

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An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

Leadership Caffeine—Your Critical Personal Performance Questions

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

An early career mentor offered this comment and it has been with me in one form or another throughout my career: “If you’re sleeping through the night, you’re not thinking hard enough about your job and career and you’re definitely not asking yourself the tough questions.”

While I encourage a full night’s rest…we all need quality sleep to perform at our best, the second half of his advice on asking (and answering) the tough questions of ourselves is spot on. From CEOs to smart functional managers and senior leaders, we often get sucked into the operational vortex of our jobs and we forestall asking and answering the big questions on direction, people and about our own personal/professional well-being.

There are convenient excuses we use to keep from attacking all three of those categories.

  • People issues are sticky and they involve emotions, and when the emotions might be negative, we tend to move in the other direction.
  • Issues of direction…a change in strategy, investing in new offerings or changing long-standing processes, are by nature ambiguous and therefore perceived by us as risky. Too many managers are taught to avoid risk, and by habit, we move towards the status quo as a safe haven.
  • And issues of well-being…physical and mental health and career satisfaction are things we plan on getting to later. They take a backseat to the urgent daily activities.

Yet, no three topics are more important in helping create value (profits, market-share, efficiencies, engagement) for our firms than the decisions and actions we make and take on people, direction and on the development and maintenance of our own physical and mental well-being.

Here are just a few of the questions effective leaders hold themselves accountable to asking and answering.

At Least 11 Must Ask and Answer Questions for Leaders at All Levels:

Fair warning…compound questions ahead.

1. How am I truly doing as a leader? Am I getting the frank feedback I need from my team members and peers to help me strengthen my effectiveness? If not, how might I get this feedback?

2. Am I taking accountability for the team that I’ve put on the field? Is the best team with the right people in the right positions, or, are there clear gaps that only I can fix? Do I have a plan to fill those gaps? Do I have the courage to make the needed moves?

3. Am I a net supplier of level-up talent to the broader organization? If not, how can I strengthen my talent recruiting and development efforts?

4. How am I measuring performance and success of my team(s)? Do the measures promote the right behaviors? Do the measures promote continuous improvement? Do the measures connect to the bigger picture outcomes we are after?

5. Is the firm’s direction clear to everyone on my team? What can I do better or more of to constantly reinforce direction and ensure that our individual and team priorities support direction? Do I need to teach people about our business and how we make money and how we plan to grow?

6. Am I realistic about the need to embrace change? Are market dynamics signaling a needed change in direction and am I advocating for this change with my peers and by offering ideas?

7. Am I serving as a catalyst for productive change in my firm? Do I believe passionately in an issue that can benefit my firm and am I advocating hard for it, or, am I simply going along with consensus? If it’s the latter, how can I constructively break with the consensus and build understanding for my idea or approach?

8. Am I actively cultivating healthy relationships with my peers and colleagues in other functions? Do I recognize how dependent I truly am on the help and support of other leaders and other functional team members for my own success? Is there a rift that needs healing and am I taking the lead on making this happen?

9. Am I developing myself? What investments have I made in time, effort and money during the past year in strengthening my skills and gaining exposure to new ideas and new ways of thinking?

10. How I am doing? Is my work (my firm, my vocation) in alignment with my passion, superpower(s) and values? If any of the three are out of whack, what must I do to fix the problem? Are the issues repairable in my current environment or, must I do the hard work of making a significant change?

11. Do I understand that my physical well-being directly impacts my mental well-being and professional performance? Am I taking care of myself physically? If not, how can I adjust my lifestyle to improve my physical health? Do I need to invest the outside help of a coach or trainer help me jump-start an improvement program?

The Bottom-Line for Now:

High personal performance is an outcome of clarity and balance. From ensuring clarity for the direction of your firm, your team and your team members to gaining objective insight on your own performance, clarity in the workplace is essential for your success. Balancing your passion, capabilities and values with your daily work and backing this balance with physical well-being is essential for your satisfaction and success. The pursuit of needed clarity and healthy balance is a journey with constantly shifting terrain. Get started by asking and answering the questions noted above. And if the answers are less than ideal for you, take action.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Just One Thing—Practice Staying in the Moment

Just One ThingThe “Just One Thing” Series at Management Excellence is intended to provoke ideas and actions around topics relevant to our success and professional growth. Use them in good health and great performance!

“To be present is to listen without memory or desire.” Wilfred Bion as cited in John Baldoni’s excellent new book, Moxie—The Secret to Bold and Gutsy Leadership.

Our world of work is filled with quick sound-bite exchanges and constant interruptions. Many of us have learned to cope with competing stimuli and the pressure to move faster and faster in our daily transactions, yet there is a cost to working this way. We’ve sacrificed personal connection and clarity for the siren song of constant communication. It’s communication of sorts, but in no way complete.

Consider:

Most meetings are a competition for some unknown prize, where people talk and debate but don’t typically connect.

Too many leaders engage with half (or less) of their faculties with their team members as they chase the urgent or the urgent-unimportant.

Spend a day observing how people engage in the workplace and you might reasonably conclude that the signal-to-noise ratio in the workplace is mostly noise.

Exercise Your Power of Attention by Staying in the Moment:

Just for today, bend time to your will by slowing down and focusing on the people you come in contact with in the workplace.

Listen intently to what they have to say or what they are asking. Resist the urge to jump in and finish sentences or interject your own thoughts. Ask clarifying questions to ensure you understand their perspective. Restate their points in your own words to confirm that you understand their points. And then and only then, share your ideas in response.

If you are approached in your own workspace, flip a mental switch and disconnect from your screen and turn your attention to the individual in front of you. One effective manager I know, blanks her screen and puts her mobile device on silent in her desk drawer to ensure her full attention.

Yes, the suggestions above are part of what we call active listening. I call it showing respect.

Do the same in meetings. Leave the device in your pocket or at your desk and serve as that clarifying influence. Pay attention to the speakers. And if needed, help people corral the communication chaos by actively facilitating in pursuit of common understanding.

And finally, there are some people we work with who are brilliant but struggle to communicate clearly using just spoken words. Some people are visual communicators…engage with them by drawing on a whiteboard. Others are fierce writers… find an opportunity for them to think on screen and then share their wisdom. Still others live and work in a world of numbers or logic. Be the better communicator and strive to find the medium that best supports their ability to share their message.

The Bottom-Line for Now:

Few activities in your career offer a better return on investment than silencing the noise and paying full attention to everyone you encounter.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.