MBA Class of 2015—It’s Time to Rededicate to Learning

Graphic image with the words, It's Your Career and other related professional development wordsEvery year I offer my heartfelt encouragement to the many newly minted MBA students leaving their classrooms and cohorts behind at graduation. In prior years, my “Congratulations! Now What?” post was intended to offer some transition guidance for leveraging the degree. For this year, I’m emphasizing the need for new graduates to retain their hunger for learning and shift their efforts to regular and far-reaching exploration of the ideas changing our world.

Class has ended, however, the real work of leveraging those tools and the fundamental knowledge you gained in your program is just beginning. The winners in our world…those who will advance their careers into senior roles or launch successful new ventures will be the ones who are able to make sense of both the macro forces propelling change in our world and translate those insights into solving problems for increasingly smaller (micro) markets.

Cultivating your perceptual acuity and developing the ability to translate the big issues into insights and ideas is now mission-critical for you. In the past few years, you’ve simply had to satisfy your professors that you are able to apply the tools they are teaching. Now you have to please a much tougher audience…your customers, your bosses, your stakeholders and in some cases, your investors.

I encourage you to take a few moments to celebrate your accomplishment and then after a very short break, recognize that it’s time to get back to work. Here are a few ideas for you to apply as you rededicate your efforts to learn and grow in your new, beyond school life.

4 Ideas to Stimulate  Post-Degre Learning:

1. Devour the content being developed in your chosen vocation. It’s great to start close to home and for the moment, you’ve chosen a distinct area of emphasis for your work. While your degree doesn’t make you an expert…it absolutely offers you a license to better engage with and understand the real experts. Learn who the movers and shakers and thought leaders are in your discipline and get to know what they’re writing, saying and doing to advance practices. If they’re blogging, join the conversation.

2. Put the MBA tools to work and really study your firm’s industry through multiple lenses. Cultivate a close, intimate view of the industry dynamics. Study and map the ecosystem, value-chain, competitive forces and follow the money and power. Who’s winning? Who’s losing? Who’s in danger of being disrupted out of existence? What are customers doing? And then address the all-important question of how you can maneuver or act to grow your firm’s strength or leverage new opportunities.

3. Read. Constantly. Every Day. Even if you hate to read. If I had a dollar for every MBA graduate I encountered in interviews who had not touched a book for several years after the program ended, we would have a nice lunch. Instead of exploiting your freedom from assigned reading, take the opportunity to rededicate yourself to find the people writing about and acting on changing the world and read what they are saying. You don’t have to believe their ideas or adopt their ideas, but you do have to think about how their ideas might fit in your own world. You must always be looking for insights and Ah-Ha moments for vexing challenges in your firm and the work of others will serve to catalyze those moments.

Some Reading Prompters:

  • Read periodicals that cover a wide range of topics. A few of my favorites: FastCompany, INC., the Wall Street Journal, The Financial Times, The Economist, Forbes, Fortune, National Geographic, Popular Science, Outside, MacWorld, McKinsey Quarterly, MIT Sloan, HBR, a variety of fitness magazines and just about anything else that crosses my path.
  • A few of my books in process: The Attacker’s Advantage (Charan), The Soft Edge (Karlgaard), No Ordinary Disruption (Dobbs et. al.), the updated edition of Blue Ocean Strategy (Kim, Mauborgne), The Advantage (Lencioni), Act Like a Leader, Think Like a Leader (Ibarra), Power Cues (Morgan). My own library of must reads for all professionals is considerably lengthier than referenced here, but this is a great, mostly current starting point.
  • Read History. Given today’s geopolitical tensions, it’s essential to understand the historical precedents. Those who don’t know are doomed to repeat… . Currently, I’m losing sleep because I cannot put down Doris Kearns Goodwin’s, No Ordinary Time, focusing on the lives of Franklin and Eleanor Roosevelt. Read enough history and you will see patterns of human behavior that transcend the times. How might these patterns apply to our own times?
  • Create an Internal Reading Club. Leverage all that great reading by talking about it with your colleagues. Always strive to translate the insights into “What this means for us is… ,” or, “Here’s an idea we can adapt to our own environment… .”

4. Become a Bridge Builder. The books and magazines are great, but you want to tap into the gray matter of people who see the world through different lenses. Internally, become a relentless networker across functions. Learn what’s going on in other areas and find mutual opportunities to collaborate. Externally, it’s time to join and contribute. From your alumni association to industry conferences to professional seminars and workshops, the ideas and answers are out there in someone else’s mind.

Learn to build and connect bridges and watch your reach, knowledge, power and influence grow!

The Bottom-Line for Now:

Rather than bestowing wisdom (only gained through experience), the MBA degree is an apprenticeship that offers exposure to the tools and concepts of management. Much like the tools of a master craftsman that enable creation, your true challenge is to apply these tools in solving problems and creating new opportunities for you, your firm and your stakeholders. To do this, you need ideas. A lot of ideas. Go forth and prosper, armed with the insights of those pushing the boundaries of our thinking and seize ideas to apply to your own situation. Best of success and happy learning!

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—Push Beyond “M” for Mediocrity

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!

Why do we fail with our initiatives (projects, strategy, leadership) in the workplace so regularly when the causes of failure are well documented and the practices to minimize the chances of failure so well identified?

A student exploring project risk management was perplexed when she compared the data on project failures to the literature on risk management, only to see that the causes of failure and ideas for reducing risk were clearly identified over and over again in a nearly endless stream of articles.

I see this same situation play out repeatedly in leadership and strategy work.

The formula for leading effectively isn’t a secret kept locked in a vault with the combination known only to two people. In fact, the principles have been understood for a few millennia. And for us today in our firms, the behaviors of miserable managers and lousy leader are well understood and at last count, there were seemingly 4 quintillion resources offering input, training and help on how to lead effectively.

For strategy, too many of these programs fail not just because they were poor ideas (usually not the case), but rather because the process of execution broke down. People fail to coordinate the work necessary to properly and effectively bridge ideas to execution. While not to minimize the complexity of executing on strategy, the issues of communication, coordination, feedback, adaptation and so forth are fairly easy to grok.

Finally, when I work with people and teams in troubled organizations, I always figuratively scratch my head over the juxtaposition of relatively smart people who understand what is going wrong with the reality that few are doing anything about it.

It’s as if we have a default gear labeled “M” for mediocrity in our organizations and in ourselves. It’s the acceptance of this gear inside organizations along with the perpetuation of practices that reinforce “M” that governs our consistent and repeated sub-par performance.

However, not everyone or every team is held back by the tractor-beam pull of mediocrity.

In troubled organizations, I look for the individuals who fight back and rail against the tyranny of something that screams less than excellent. These people fight mediocrity with all of their energy and while they are often laboring in relative isolation, I strive to place them in positions of power for getting things done. From leading change initiatives to managing projects to owning big chunks of the coordination of strategy execution, these individuals have an extra gear or two beyond “M” that allows them to move people and teams faster and more effectively than the norm.

The Bottom-Line for Now:

For all of us, we have a choice to make. We can either be part of the problem or we can push ourselves to shift out of “M” and fix what’s broken and quit perpetuating the mistakes that give rise to the same advice over and over and over again. The choice is yours on what gear governs your performance. But be careful, once you shift away from mediocrity, the side effects are quite rewarding. You feel great about yourself and your work and someone somewhere who chooses people to be successful will want to create a whole new set of opportunities for you.

Is it time for you to shift out of “M” and fix what you know is broken?

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—Thriving at the Speed of Change

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 current theme in much of today’s management writing and speaking focuses on the unparalleled speed and volume of change present in our world.

From the work of Gary Hamel (video: Reinventing the Technology of Human Accomplishment”) to the excellent new book, “No Ordinary Disruption,” by Dobbs, Manyika and Woetzel at McKinsey, to a variety of other new works, the literature certainly suggests it’s a fascinating and simultaneously frightening time to be responsible for guiding an organization forward into the storm. While we’re all busy learning to navigate and leverage (or understand) Big Data, the real issue is or should be navigating Big Change.

In “No Ordinary Disruption,” the authors offer a powerful, research-backed narrative describing the four primary forces behind the shifting landscape of society and business. These include the massive movement of people to urban centers in much of the under-developed world; the ever-present and unrelenting pace of technological change; the aging of the world’s population and the powerful force of globalization.

The book is fascinating…the evidence compelling and if you’re in charge of one of yesterday’s businesses, you’re to be excused if one of your thoughts is to go back to bed, pull the blankets up tighter and hope to awaken in a period of stability and predictability.

Nice thoughts, but you can kiss that dream of stability and predictability goodbye. Welcome to the rest of your career where nothing looks particularly familiar and what brought you here won’t take you or your firm there.

My one disappointment  with much of the current writing about change is that it is short on the “what to do about it,” content, in part because the notion of all this change makes for fascinating reading, and in part, because it’s not clear what exactly we should be doing in many cases.

Navigating the unknown…rethinking or discarding old strategies, offerings and approaches is uncomfortable and difficult work. Yet, it’s work we must undertake. While this is a big topic (worthy of book length), I’ll start small and keep building through the Art of Managing posts. (And yes, I know the words are easy and the actions challenging…but we have to start somewhere.)

5 Ideas to Get You Started on Navigating Big Change:

1. Learn to Look for Opportunity in Uncertainty. The operative word is “learn.” Our natural reaction to the notion of change in our business model is some combination of fear mixed with a drive to look harder for reasons to rationalize maintaining the status quo. The firms and teams I’m working with who are succeeding in rethinking their businesses are those who have embraced the idea that while change may disrupt the successful approaches of the past, it also opens the door to an almost endless set of new opportunities. They are focused on building the management tools, team talent and approaches needed to explore and test for ideas that stick.

2. Think Like an Explorer, Not a Manager. This is a great example where history is a teacher for the future. The polar adventures of Scott, Amundsen, Shackleton and others defined the original Great Age of Exploration and students of these adventures can apply the lessons from success and failure to our own circumstances. In “Great by Choice,” Jim Collins and Martin Hansen offer a detailed description of how Amundsen prepared himself and his team to navigate all manner of unknowns and uncertainties and succeed in great form while his capable adversary, Scott perished along with his entire team. The risk taking was calculated…the mission was crystal clear, the tools and training emphasized adaptability and the risk mitigation planning was exemplary. Study the explorers and look for ideas to apply to your firm’s or team’s business explorations.

3. Recognize that Innovation is the Currency of the Future and It’s More than Product Innovation. Much of our conventional approach to navigating uncertainty in our markets is to focus on investing in our products. The natural tendency of good product managers is to look for ways to make their offerings more relevant to customers. While this will never go out of style, the reality is that the forces of change open up massive opportunities to innovate beyond product. From business models to customer engagement approaches to network/ecosystem innovation, there are a myriad of ways to reach more customers and outflank competitors by innovating beyond the product. A must read for everyone concerned about the future is Ten Types of Innovation,” where the authors offer up their periodic table of innovation elements and suggest that the most successful firm use multiple elements…beyond just product innovation.

4. Hunt for Ideas and Insights. Ram Charan calls this strengthening your perceptual acuity. Regardless of the label, it’s about teaching your team to go beyond their four walls and challenge themselves to observe and relate changing market, competitor and customer forces to one of the most powerful phrases that should be in your corporate vocabulary, “What this means for us, is… ,” or a variant, “Here’s how we can leverage this change to grow/strengthen our business.” Too many teams are inwardly focused…opining on customer issues and market trends while looking at the same view of the parking lot from the conference room window. One innovative firm sent their team out to a group of customers to observe a day in the life of data…as they tracked data flows around a particular set of processes in the business. The observations on process inefficiencies and challenges led to a significant number of insights for new offerings.

5. Pursue Intelligent Experimentation and Accept Compressed Time Horizons. Navigating uncertainty demands experimentation and experimentation embraces failure on the road to success. Traditionally, we view failure as something to be avoided…and mitigated. That worked fine during a period of time when next year in an industry looked a great deal like last year. Now, managers must learn to embrace the idea of failing forward to find innovations that might stick. Along with establishing conventions for widespread intelligent experimentation, we must shrink our view on acceptable time horizons. Experiments and subsequent strategy or offering development must resemble a series of sprints and our view to the expected marketplace life of our innovations must reduce to reflect the reality of shifting needs or tastes and the likelihood of disruption. This doesn’t preclude us from mining a lucrative vein for a long period of time, but the nature of our world is those veins will be seized upon and exhausted by fast and/or disruptive competitors and their offerings. Speed kills on the highway, but timeliness is of the essence in this new world.

The Bottom-Line for Now:

While far from exhausting this expansive topic of thriving at the speed of change, we’ve defined some starting points well within your control. You own your own attitude about navigating uncertainty and as a senior manager, you have a great deal of power to create the approaches and tools and to guide your talent to become more adept at observing external forces at work and translating those observations and insights into actions. While the essence of most organizations and most teams is to preserve the status quo, this is one case where standing still practically guarantees that you’ll end up as global road kill. Steering into the fog with the right attitude and committed to finding the way forward as you go is a much better alternative.

Leadership Caffeine™—Letting Go of Your Need to Be the Smartest Person in the Room

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!

One of the most common and damaging of a leader’s blind-spots is the compulsion to regularly provide evidence that he/she is the smartest person in the room.

Many well-intentioned leaders are adversely impacted by this bad habit without realizing it. The impact of what is often not much more than one or more behavioral tics includes stifling creativity and innovation and derailing any hopes of developing a high performance environment.

The challenge is to learn to recognize your own smartest person in the room behaviors and to replace them with a few simple but not simplistic habits that focus on drawing input from team members instead of stifling input. While blind-spots are by definition difficult to see, I’ll make a reasonable assumption that your desire to improve your effectiveness as a leader can help you both self-diagnose and take some simple but powerful corrective actions. (For those too smart to spend time thinking and working on their own performance and behaviors, now would be the time to write a comment suggesting why you’re right.)

3 Common Smartest Person in the Room Behaviors:

Do any of these feel familiar?

  • The Final Word Habit. Leaders who struggle with smartest person in the room syndrome often operate with a false belief that being in charge means always having the answer. This drives the individual to assert his/her opinion as the final word or last word and it teaches people to suppress their own ideas and wait for solutions from the person in charge. If you’re frustrated with your team’s lack of creativity or active discussion about ideas, you might be someone who has taught them to wait for the last word.
  • The Eyes…and Face and Voice Say it All! Some leaders telegraph their smartest person in the room persona through their verbal and non-verbal responses to the commentary or ideas of others. I’ve observed senior managers who portray what is perceived as disinterest or disdain for the commentary of team members by interrupting them in mid-sentence or maintaining a facial expression that seems to ask: “Why are you using up my valuable oxygen with this stupid idea?” Of course, the leader may not be intending to communicate disregard or disdain however, we impute this less than noble intent based on our interpretation of the visible and audible cues. If your team members are less than enthusiastic about sharing new ideas and approaches, perhaps you’ve inadvertently shot them down too many times.
  • I’ll See You and Raise You. A closely related cousin to the behaviors above is the leader who listens to the input of his team but fails to acknowledge good ideas or threads of their good ideas. One top leader had the unique habit of responding to input with his own input in a seeming point/counter-point battle that was interpreted as either arguing or trumping the ideas. In reality, she was using an unrecognizable form of active listening to translate what she was hearing into her own words, however, it was interpreted very differently.

3 Approaches to Combat Your Own Smartest Person in the Room Syndrome:

1. Ask More than Tell. Questions are powerful leadership tools…much more effective than orders in most circumstances. Train yourself to respond to ideas with questions to help you and others better develop their ideas. Strive to understand before offering your own perspective.

2. Cultivate the Courage to Shut-Up and Let Others Decide. While you never have to cede your right to veto an idea or an approach, use this veto power sparingly. Most of the time through questioning and the technique of “building upon the ideas of others,” you can promote a modification or adaptation of someone else’s approach without throwing your weight around. If you must, use the “line item” veto

3. Work Hard to Look for the Beauty in Ideas, Not the Flaws. Some people look at a scene and see the beauty in it and others find the gaps…the faults. Frankly, those who see the flaws are significantly less interesting and enjoyable to be around. A micro-managing boss sees the flaws and hammers people for changes to minutiae. The effective manager acknowledges the beauty inherent in ideas and focuses questions and efforts on realizing that beauty. Discussions about flaws can be isolated to a simple discussion around risks.

And a Few Ideas If It’s Your Boss Who Doesn’t Recognize Her Case of Smartest Person in the Room Syndrome?

If you are working for someone suffering from this syndrome, you have a number of options…all with pros and cons.

1. Resist the Urge to Argue. It’s tempting…it’s one of my own challenges and it is often wrong. Take a deep breath…close your lips and think. If you must talk, ask clarifying questions. It never hurts anyone to seek first to understand.

2. Manage Upside Down. If your boss is generally well-intended and receptive to input from team members, construct an effective feedback discussion with behavioral examples. Indicate the business or performance consequences of the smartest person behaviors and offer one or more of the techniques above as suggestions. Offer to observe and look for opportunities to apply the techniques. Agree on a mechanism to signal an improper behavior and suggest a different course on the fly. It takes your own personal courage to offer feedback to your boss. Remember, my operating assumption is that your read on him/her is that they are interested in strengthening performance and growing as a leader. There are some who will not take kindly to your feedback. Tread softly and if the ice is firm, proceed. If not, move to number 3.

3. If the Boss Isn’t Approachable, Use Judo on the Situation. Reinforce the ideas from the boss as positive and suggest approaches to strengthening those ideas. Of course, the approaches match your original suggestions, however, you’ve re-framed the idea as his/hers. A little bit of child psychology can go a long way with a difficult boss.

4. Facilitate His/Her Idea Development and Proactively Raise the Risk Discussion. Your calm facilitation of the discussion will allow you to both ask clarifying questions and at the appropriate time, suggest that you explore the risks. List them on a board or flip-chart. The act of highlighting risks may be enough to gain cooperation from a boss who views himself as always right.

The Bottom-Line for Now:

There are a number of powerful internal drivers that push some people to assert their opinion as the right one. From compensating for a lack of self-confidence to falsely believing that being in charge means being right, this need to assert is a performance and environment killing habit. Learn to recognize your tendency to do this and use discipline to resist the temptation. Like reaching for the donut instead of the handful of almonds on the snack table, it’s difficult to do at first. If you work for the smartest person in the room, strive to be just a little smarter…by managing the psychology and resisting the urge to argue. In all cases, the effort is worth the potential improvement.

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.

Level-Up™#4—Six Lessons to Help Grow Your Power at Work

levelupThe Level-Up series at Management Excellence is dedicated to supporting your professional development on the road to senior management.

Ask and answer a simple question: “How did the three most powerful people in your firm (without a “C” in their titles) arrive at their current positions?”

In most cases, the answer is the same: they “got stuff done” and they did it by drawing upon the skills and energy of others.

That’s it. No backs stabbed…no fingers stepped on during the race up the ladder. They grew their power by identifying the vexing problems that needed solving and they figured out how to get the best and brightest around them to help develop and implement the solutions.

While the formula is easy to decode, the art and act of growing your power in an organization requires you to focus your efforts on a few key activities.

Consider the Case of Bob:

Bob joined a major software firm as a front-line manager in the support organization. The firm was just entering what would become a period of remarkable growth and there were more challenges and stress points than there were people to deal with them. Bob recognized this situation as an opportunity and very quickly established an understanding of the top priorities of his direct manager and worked to help her succeed with those challenges.

Bob’s manager quickly developed confidence in his ability to solve larger issues and she assigned him to lead a number of visible strategic initiatives (projects). Bob recognizing the size of the challenges and the need for help from across the organization worked tirelessly to extend his network of contacts and to draw upon this network for resources. And Bob did everything in his power to ensure that these were career enhancing opportunities for his colleagues. In particular, he worked hard to give visibility to team members and to dispense credit and accolades widely. He made certain to shine the spotlight on others at all times.

As the successes piled up and Bob was given the opportunity to lead ever-larger boundary spanning initiatives, his powerful network continued to supply the know-how necessary to successfully complete the initiatives. Bob’s reputation with his senior executives as someone who knew how to lead teams and execute on the key issues put him on a fast promotion path. His reputation with his colleagues as a leader worth following helped his cause. Bob maneuvered from the role of manager to the role of a VP within 4 years…a meteoric rise by this firm’s standards. Importantly, Bob could still look at himself in the mirror and be comfortable that no backs were stabbed and no fingers stepped on as he raced up the ladder. To the contrary, he carried people with him.

I love this story for all of the lessons it offers to us as we strive to help our firms and to grow in our careers.

6. Lessons from Bob to Help You Grow Your Power:

1. Rethink your view on power. It’s not about the bigger office, better parking spot and invitation to meetings in mahogany furnished conference rooms. It’s all about you developing the freedom to work on the issues that matter while helping others in the process. It’s the freedom to act.

2. Calibrate your priorities with the priorities of your boss. In coaching situations, I ask participants to describe their boss’s priorities. In too many situations, the boss doesn’t tell and the employee doesn’t ask. That’s a problem you should fix today.

3. Learn to connect networks! Power resides in your access to talent. The most powerful people in your firm are those who can tap knowledge, insights and support from a variety of sources depending upon the situation. The work of growing power and contributing more to your firm cannot be achieved by remaining in your silo. Not only do you need to expand your network across your firm (and industry), but you need to learn to connect disparate networks to solve the big issues.

4. Mind the gap! The real meaty issues are the ones that exist in the gray areas between the silos. Every firm has a variety of big challenges that exist somewhere between functions. Learn to pick those up and draw upon your extended network(s) to tackle them.

5. Power is there for the taking. Again, I’m not emphasizing a dark view to power. What’s there for the taking are problems that require solutions. I’ve observed cultures where I’m certain if there was a garbage can on fire in the corner, people would notice it and talk about it and wonder whether it would get any worse…but since it wasn’t their responsibility, do nothing to put it out. Those are your opportunities! Seize them.

6. Shine the spotlight liberally on others. Remember…your goal is to gain the freedom to work on issues that matter while helping others at the same time. It’s never about you. You must give liberally to get power.

The Bottom-Line for Now:

The formula for growing your power is simple. The work is noble and good. Get it right and you’ll learn to enjoy being the one who determines what gets done in your organization. After all, those who have the power decide what’s important. After a fair amount of time of people telling you what to do, it’s infinitely more enjoyable to decide what to do.

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.

 

Leadership Caffeine™—To Be Effective, Your Do Must Match Your Tell

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!

And no, I’m not talking about hairstyles. The phrase, your do must match your tell was offered up by an interview subject in response to a question focusing on developing credibility as a leader. It’s memorable, it’s quotable and it is spot on accurate.

No creature on the planet destroys credibility faster than a pontificating blow-hard of a boss who is great at turning oxygen into over-heated carbon dioxide, but not so great at overcoming the gravitational pull of his posterior to the chair and putting his own words into action.

Looking for some blunt advice? Here you go: Don’t be that person! If that’s not enough, here are 7 ideas you can put into action today to begin strengthening your credibility as a leader.

7 Tips to Help You Build Credibility as a Leader:

1. Model the Behaviors You Are Preaching: if it’s hard work and commitment to excellence, then you best cultivate an unimpeachable reputation for working hard and pursuing excellence. If it’s focus on the customer, then you need to be logging some significant quality time in front of your customers. Don’t demand it if you’re not living it.

2. There’s Only One Set of Rules: accountability for effort and outcomes must be applied evenly, without exception. It’s the exceptions you make (and that everyone sees) that kill your credibility.

3. The Big Issues Cannot Wait: there’s no getting away with, “that’s an important issue and we should talk about it at the right time.” It’s always the right time to tackle the tough ones.

4. Don’t Pollute the Environment with Dissonance: if you encourage people to make decisions, then let them make and learn from their decisions. The boss who laments that no one makes a decision and then metaphorically clubs anyone over the head who makes a decision without consulting her is polluting the environment with dissonance.

5. Run, Don’t Walk to Admit Your Mistakes: there are few better teaching moments when you as the leader take responsibility for a poor outcome. Admit it…share your lessons learned and how you will attack this type of an issue in the future and move on. Our instinct is to feign invincibility and omniscience when the right thing to do is admit that we are human and imperfect. Awkward…yes. The right thing to do: absolutely.

6. The Blame is Yours and the Praise is For Your Team: never put yourself in the spotlight, unless you are defending your team. When it works…it’s all them. When it doesn’t, it’s all you. No exceptions.

7. If You Want Someone to Trust You, Trust Them First. Too many shallow managers require that their charges earn their trust. Flip it around and offer your trust first. While someone will eventually abuse it, the many who thrive because of your upfront offer outweigh this risk.

The Bottom-Line for Now:

Credibility is the leader’s currency. Without it, you’re effectively bankrupt. Making certain that your do matches your tell is a great place to start accumulating this precious asset.

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.

It’s Your Career—Priceless Perspectives of Experience

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!

During the past few years, I’ve talked to many 40 and 50-something professionals on how their perspectives and attitudes on personal and career issues have changed over time. Their insights are instructive and inspirational. Enjoy!

On Confidence:

  • The sky is not falling no matter how big the problem is we will find a way to deal with it.
  • I’m fearless on taking risks, because I know I’ll find a way to navigate through it and learn a great deal in the process.
  • While the world has changed, people haven’t. If you’re good in working with and through others, there’s no problem that cannot be solved, no matter how new and unique it is.

On Failing:

  • I’ve failed more times than I can count on my way to succeeding in my career. While it’s never the goal, it is a fact of life for anyone striving to achieve something.
  • I long ago learned not to sweat the small stuff that made me a raving lunatic of a manager when I was younger. It turns out that most of our issues are small stuff.

On Striving:

  • Success isn’t a solo sport. Others choose us to be successful and others help us along our journey to success.
  • It’s a lot more about the work and the impact of the work on others than it is about the pay or the title.
  • At the height of what I thought would be success…title and money, I was miserable. I had to learn to redefine success was for me, and it wasn’t title or money.

On Leadership:

  • It used to be about what I wanted. Now it’s about what they need.
  • To lead, I teach.
  • I take more chances on people I truly believe in, regardless of the conventional wisdom around me. The individual is my responsibility, not some other executive’s.
  • I give my trust instead of requiring people to earn it. It saves a great deal of time and eliminates the games.

 On Effectiveness:

  • I flail less, fail faster, teach more and help more and I’m more effective than I’ve ever been in my career.
  • My need to conquer the world in the next quarter has given way to the reality that people and teams evolve at their own pace, not the pace in my mind.
  • I used to be driven by fear. Fear of job loss. Fear of the boss lurking behind me. That stifled my creativity. I finally found my performance gear when I quit worrying about both of those things.

On the Future:

  • My best work is still ahead of me.
  • Every day is a great new adventure. Even the tough stuff feels more like fun than it used to.

The Bottom-Line for Now:

If you’ve got a few miles on you, take heart that you’ve earned the right to draw upon wisdom gained over time. If you’re just starting out, re-read these quotes and strive to realize them just a bit faster than the rest of us. You’ll be happy you did.

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.

 

At Least 10 Unnatural Acts of Misguided Management

TrippingNote to Readers: this column is rated “SM” for the representation of stupidity in management. Younger managers strongly cautioned.

At Least 10 Unnatural Acts of Misguided Management:

1. He only lied when his lips were moving. The CEO announcing to all of a firm’s employees, “there will be no layoffs,” over a pizza lunch in the warehouse. Ten days later, there were layoffs.

2. Coordination is over-rated. An executive team who despised each other so much, they never met. What do you think happened to this business? You’re right.

3. It turns out, people have to want to change. The manager who early on in his career believed he could change a brilliant but difficult person into a brilliant and not so difficult person. (Crap, I was that manager.)

4. Rats, I should have picked the other door! The executive of the market leading firm who defiantly announced to his team, We will not play in the low end of this market. There are no margins there. We own the high end” It turns out that when the high-end disappears due to the disruptive competitor and you have no viable response, there are no margins when there are no sales.

5. Homer Simpson said it best: “Doh!” When the team cannot answer the question, “How many customers or prospective customers were consulted in the making of this strategy?” with anything greater than zero, you’ve got a problem.

6. How many monkeys with a typewriter do we need to recreate Shakespeare’s works? When the CEO brings 45 people together for a strategy offsite and proceeds to have that entire group wordsmith vision and values for the entire offsite, you shouldn’t expect greatness. Or coherence. Or lucidity. It was like the audience of a play simultaneously feeding the actors their lines…one by one by one… and then arguing with each other over which line or which nuance of a line was right.

7. Cats and Dogs Achieving Instant Karma. Every meeting that has ever been held anywhere between two different management teams suddenly thrust together due to merger or consolidation and charged with the task in the next two days of creating a unified vision and strategy. Yes, all of them. Every one.

8. Great Moments in Corporate Motivation. There was the corporate slogan author of this global firm who provided instructions to the printer that must have said something to the effect of, use the same slogan as last year. When the tube containing the new slogan was opened and the banner unrolled for the first time at the management meeting, guess what it said? Yep. “Same Slogan as Last Year.” Seriously.

9. “With a bit more time and money, we’ll get this right.” The team who convinced themselves that every failure put them closer to success. It turns out, that’s not always the case. Sometimes with a bit more time and money, you just waste more time and money.

10. “The inventory said, what?” The GM who very seriously accused his management team of not listening closely to the inventory. It turns out, the inventory had shared with the GM that it was ready to be sold.

The Bottom-Line for Now:

The pursuit of effective management is a noble calling. It’s too bad that too many managers give it a bad name.

It’s Your Career—Strengthening Your Perceptual Acuity

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!

In my first post in this series, The Importance of Exercising Your Core-4 Professional Muscle Groups, I suggested that much like your physical core muscles there are 4 major professional skill sets that serve an analogous and important purpose in your life. Your leadership skills, your perceptual acuity, your operational acuity and your professional presence are all core skills that provide stability and support in growth, change or difficult circumstances, and like your physical core, these require on-going development and strengthening. This post offers some starter-suggestions for strengthening your perceptual acuity.

The ability to see around corners or, see over the horizon, are two phrases that relate directly to the idea of perceptual acuity. While we’re barred by physical faculties from literally achieving those feats of optical gymnastics, as professionals, we are accountable for attempting to translate the external noise from our customers, our competitors, the new developments in technology and the many other forces propelling our world and our industries and then making decisions to either exploit opportunities or mitigate risks.

Those who do this successfully…great strategists, product managers, management teams, entrepreneurs and innovators of all kinds, strive to see patterns and opportunities where the rest of us might see randomness. The emerging new products or services, winning strategies with positions in new or under-served markets or, new ways of more efficiently delivering on long-standing tasks, are all outcomes of being able to translate noise in the environment into insights and then actions. Of course, it’s hard work and it’s easy to be wrong. Risky yes, but essential for our organizations and for us in our careers.

Perceptual Acuity in Action:

One of the best product managers I’ve yet worked with was tremendous at integrating the insights he gained from customer input and competitor moves to propose and bring to market hit products. He was our competitive advantage in large part due to his remarkable perceptual acuity. When he left, we replaced him, but we never replaced the value he brought to us and to our customers. We continued to develop products, but they were either innovations for innovation’s sake (driven by technology) or, me-too type offerings in response to competitors. We lost our mojo.

Many of the innovations in our world…from Best Buy’s Geek Squad to car-sharing services like ZipCar to innovations in old, tired industries such as shoe retailing (think: Zappos), were conceived because someone or some group translated changing social, technological or consumer circumstances into a solution that customers discovered was incredibly helpful.

On a more personal level, we all face the challenging reality that the functions we perform and the tools we use will change dramatically over time. Estimates suggest that my children will change careers up to 7 times during their professional lives. I’m on career number 3 or 4 depending upon how you define career change. Our ability to tune our perceptual acuity to imminent changes will allow us to prepare and be proactive about our career changes, versus the uncomfortable reactive approach that too many have opted for by default.

5 Exercises to Help You Begin Strengthening Your Perceptual Acuity:

1. Become a Social Anthropologist—Start Scanning:

In my first post in this series, I suggested a short assignment as preparation for this topic. I encouraged you to spend some time just glancing through publications that you do not ordinarily encounter. I kept the list down to a few…Fast Company, INC, HBR blogs…the Management Innovation Exchange website etc., and I encouraged you to simply look for firms doing interesting things with new products or services…or even their own management practices. Read, observe and note.

I read far and wide every single day…now subscribing to a wide variety and significant volume of publications (all digital for easy portability during air or train travel) and I find one or two fascinating ideas worthy of potentially considering or adapting to my own environment or to a clients situation with every round of reading. From business practices to ideas to improve teamwork, or areas where my firm’s offerings might apply in solving a problem, this scanning work is essential and highly productive…not to mention profitable for my firms.

John Jantsch of Duct Tape Marketing fame describes his habit of reading (or looking at) People Magazine as a means of tapping in to emerging social trends. And while you might not personally care who’s doing what to whom in Hollywood, John’s approach allows him to see emerging trends that he and his clients can connect to their own businesses. The insight gleaned in People might be a few degrees of separation from someone’s business, but remember, we’re looking for patterns in the noise. No one said there would be a map to winning new strategies or product innovations. (Remember, this is hard, creative work.)

Your Action: send your team off on an idea scavenger hunt in places different than your traditional stomping grounds of industry publications or tradeshows and challenge them to connect their observations to insights and possible actions.

2. Becoming a Social Anthropologist, Part 2: Observing:

One of the great habits of my very perceptive product manager described above was his approach to gaining customer insights. He was happy to talk with customers and ask questions, but most of his insights were gleaned from watching customers in their environment.

Our focus was on providing automation software and systems in production oriented retail environments (think: fast food) and this individual was incredibly insightful at translating the way people worked into ideas that could simplify and streamline processes, reduce costs and free-up labor to serve customers. He never would have gained the ideas for new products or systems simply by talking with clients.

Your Action: send your team out to your customers, but ensure that you gain ample time simply to observe. Again, you are looking for insights that translate to ideas and actions.

 3. Get Outside of the Jar:

My friend, Mike Maddock, Chairman of the innovation consulting firm, Maddock-Douglas, taught me to make certain to shift my view of the world from inside looking out. His constant reminder that you cannot see what’s on the label from inside the jar, has stimulated a wide-range of research work for my business, including calling upon experts of all varieties in dissimilar businesses who are dealing with or have solved similar challenges to those my firm is dealing with. While the feedback required a degree of analogic thinking and interpretation, the insights proved priceless.

Your Action: seek a trainer or practiced researcher for this one. (fyi, the team at Maddock Douglas is great at this.) Strive to identify individuals who deal with similar challenges but in very different industries. Let your researcher guide you through the process of gaining insights and feedback on how they view your problem and perhaps how they’ve solved it.

4. Starting Simple with Your Team—Use P.E.S.T.E.L.

This funny sounding acronym stands for: Political, Economic, Social, Technological, Environmental and Legal, and is a handy tool for teams taking their first steps in looking beyond their business and industry at what’s happening in the larger world that might impact them. One client leads the P.E.S.T.E.L. discussion with her team quarterly as part of their strategy review/refresh and asks the participants up to a month ahead of time to start scanning for trends and issues under each of those categories. During the live discussion, they review the items in detail and then focus very specifically on answering the question: What does this mean for us? (This is one of the most powerful, often unanswered questions you can introduce to your team.)

Your Action: introduce this simple technique into your team’s work. It doesn’t have to be part of a strategy process…it can simply serve as a tool to jump-start idea development.

5. Move Beyond Your Traditional Network(s) to Gain Insights:

Much like the theme of “getting out of the jar,” seeking opportunities to engage with professionals from very different industries (and cultures) is an excellent way to learn and to extend your thinking.

Theories of social networking suggest that the more diverse your networks are…and the better you are at connecting and engaging with these networks, the stronger you will be in gaining insights and access to know-how. Industry associations are important, but for this exercise, they’re less valuable than other professional settings. Ideally, you seek out groups where you can share issues and perceptions and have people do the same from their unique vantage points. CEOs do this frequently with networking groups that put them together with non-competitive CEOs…and the insights many report gleaning from these types of interactions are priceless.

Your Action: identify professional or networking organizations that are outside of your core industry and choose one or two to join. Ideally, search for a smaller group of professionals with similar challenges (e.g. product managers or marketing executives) or, a group of professionals who align around a desire to both give and gain (think: Mastermind group). Another action might be to enroll in an executive or professional education initiative where you come together with people from many different groups to focus on professional development. Remember to view these as opportunities to extend your network post session!

The Bottom-Line for Now:

Strengthening your core professional skill of perceptual acuity is essential to helping you “see around corners” or “over the horizon” in your business and your career. Like physical exercise, it takes deliberate action. And much like physical exercise, it takes discipline to sustain the activity and leverage the outcomes. In a world where even change is changing, you must be looking, listening and translating the observations and insights by answering, “What does this mean for me/us?”

A great resource with a dedicated chapter on strengthening your perceptual acuity is Ram Charan’s, The Attacker’s Advantage.

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.

 

Leadership Caffeine™ —The Inner Game of Leading

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 great deal of what’s written and spoken about leadership focuses on describing the actions most often associated with effective leaders. The actions are tangible…we can see them and observe their impact on people and we can mimic them in our own attempts at guiding, motivating and developing others. It’s good to mimic good behaviors. However, it’s important to remember that these actions of effective leaders are backed by a strong, personal belief in purpose.

The best leaders are guided by a deep and profound belief in what they are doing and why they are doing it. What propels them with energy and enthusiasm into every day and every situation is a well-formed, unyielding internal view on their role and the impact they have on others at every encounter.

The most effective leaders I’ve worked for or worked with are driven by something deeper than the pursuit of numbers or the results of a business scorecard. They view numbers as measures much like last quarter’s grades or barometric pressure or ambient temperature. They’re interesting…they’re indicative of something that happened and in some cases they foreshadow future changes, but they’re not the purpose. The numbers are not the drivers…they’re the mile markers.

Learning to lead effectively takes time and practice and ample failing. People who use roles responsible for leading others as stepping stones to personal reward treat others more like disposable supplies than the precious, remarkable works in process they truly are.

Alternatively, those who inspire us to reach and learn and eventually draw the best from ourselves are often driven by an inexhaustible fuel supplied through personal crisis.

In their classic article, “Crucibles of Leadership,” Warren Bennis and Robert Thomas offer, “the skills required to conquer adversity and emerge stronger and more committed than ever are the same ones that make for extraordinary leaders.”

Yes!

For some of us, the personal crisis isn’t one calamitous event, but that moment in time when we begin to wonder about the bigger issues in life.

I frequently encounter experienced professionals striving to balance the tug-of-war between success and significance that engages so many of us during our middle years. They’re driven by a sense of time slipping away that only those of us who have lived awhile can appreciate. And they’re frustrated that whatever they thought they were looking for earlier in their careers has somehow eluded them thus far. They’re looking for “more” but not certain what “more” is.

Many have supervisory and managerial experience, but have spent little time thinking about or recognizing the reality of their ability to find both success and significance in the daily acts of leading. When awakened to the profound power and responsibility of their role to impact others positively, many have refocused and rededicated themselves to serving others as a means of achieving that sense of significance they found so elusive. Whether the individuals have been CEOs or as in one case, a supervisor in a hide rendering facility, their transformations into effective leaders has been remarkable and for them profoundly satisfying. The impact they’ve had on people around them…priceless.

These people shifted their mental models to focus on a definition of success and significance that eludes too many of us. They recognized the truth in the quote: “Be kind for everyone you meet is waging a great battle,” and they redefined as their goal to support others as they moved through their own crucible moments. And then they put this perspective to work through their actions.

These are indeed actions worth mimicking, particularly now that we understand the inner drivers behind the actions.

And don’t confuse this leading is serving perspective with softness. These people are fierce competitors in their markets and fair and effective at hiring, firing and developing. In many regards, their singular focus to make a difference for the people around them dramatically transforms the workplace environment and those numeric outcomes.

The Bottom-Line for Now:

The inner game of leading is profoundly personal and spiritual for each person. If you have the occasion to support the growth and development of others, recognize your ability to create the ripple effects that may well change the lives of people for the better. While not everyone will respond to you, it’s those who do that you are working for and serving. Now, it’s time to get your inner game of leading supporting your daily actions. After all, it’s the role of your lifetime.

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.