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.”


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.

The Importance of Exercising Your Core-4 Professional Muscle Groups

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!

Our core body muscles groups…those muscles in your pelvis, lower back and abdomen all work in harmony to provide stability and to help propel us through our daily lives. A strong core is critical to long-term fitness health and stability, while a weak core leaves us susceptible to muscle injuries, lower back pain and other muscle-related maladies.

For the past seven months I’ve been involved in a rigorous physical regimen…a midlife makeover of sorts and for as much as I would gravitate to what my trainer calls the “mirror muscle” exercises, he has pushed me hard to balance my work and to ensure proper focus on my core muscles. The results for me have been transformational.

Much like our physical core, there’s a set of professional core muscles that require on-going exercise and development for optimum health.

Your Core-4 Professional Muscle Groups:

1. How we lead others…our leadership skills.

2. How effectively we translate noise and issues in the external world into patterns and then decisions and actions—our perceptual acuity.

3. How we present and handle ourselves in a variety of circumstances—our professional presence.

4. How well we’ve mastered the art and science of running our businesses—our operational acuity.

As we advance in our careers and strive for that next level of responsibility, our Core-4 professional muscles provide stability and support for our efforts and they help us propel through the issues in our businesses with confidence, character and energy.

For individuals living through what I term a Level-Up experience—a new role filled with ambiguity and uncertainty, the Core-4 professional muscles are what you will draw upon to navigate the new challenges in front of you.

When these Professional Muscles Atrophy, they Set Artificial Limits on Our Advancement:

I frequently encounter professionals who need help reviving or developing one or more of these professional muscle groupings as part of strengthening their own performance and/or striving to get to a new level of responsibility in their careers. In many cases, one or more of these under-developed professional skill sets serve as limiting factors in a person’s advancement.

  • A project manager had outstanding technical skills yet struggled to win the hearts and minds of her teams. The feedback on her was that she viewed people as resources to plug in where needed and her command and control style was off-putting to many. It was not viewed as a good day when someone was assigned to one of her projects. As she adapted her style to take on a more personal-professional approach, her team performance and post-project reviews both increased.
  • A great product manager striving for a promotion to vice-president was perceived by colleagues and senior managers as cold and aloof. While his business acumen and success in identifying offerings were undeniable, the presence factors worked against him at promotion time in a big way. Through video feedback he was able to see how others perceived him and coaching helped him strengthen his presence with staff and executive audiences. Once the presence improved, the barriers to promotion melted and he earned that VP slot.
  • A tactically excellent promotions manager was perceived as topped out because of his weakness in contributing to strategy work. A blend of education/training and strong coaching on looking externally and translating competitor and customer issues into ideas and opportunities for his firm helped strengthen his perceptual acuity and supported his rise to a new and broader opportunity.
  • A star on the factory floor was viewed as an excellent candidate to move into a broader operating role, however, his limited understanding of how other parts of the business functioned was viewed as a barrier. A blend of external education and internal assignment rotation helped round out his understanding of individual functions and how they connected, and several years later, he’s a star in a much more expansive operating role.

All of the individuals in these examples benefited from a great boss interested in helping them develop and grow. And all required development in one or more of the Core-4 professional muscle groups. While we’re not always fortunate enough to have that great boss…or in my case, that great physical trainer, every one of us is accountable to ourselves for spending time in our “professional gyms” and strengthening those critical components of our successful success.

Are You a Professional Couch Potato?

How hard are you working on developing your Core-4 professional muscle groups?

Much like the mid-life spread that too many of us fall victim to, it’s easy to let these muscles atrophy. When meeting prospective new coaching clients, I look and listen for how they spend their time developing themselves. What are they reading? What are they writing? Who do they engage with in social media? Are they pushing themselves by taking on new experiences in the workplace? Have they invested their own time and money on strengthening their skills?

It’s common for me to find mid-career professionals who have spent years metaphorically sitting on the couch doing nothing to exercise those critical muscle groups. Yes, work-life balance, children, family obligations are all facts of life for most of us as we move towards mid-career, however, ignoring the needs of your professional self for development is akin to ignoring the need to exercise and stay fit.

The next few “It’s Your Career” posts will offer you some practical guidance to help you assess your own Core-4 conditioning program and to identify and begin strengthening in those areas. And while having a trainer to guide your efforts, you still need to do all of the hard work.

Ready to hit the professional gym?

Here’s Your Warm-Up:

Our next post in this series will focus on one of the most overlooked of the Core 4…strengthening professional acuity. While the term is a bit odd, this focuses squarely on helping you improve your critical and strategic thinking. In preparation, invest some time scanning different business publications (FastCompany, INC, Forbes, Fortune, The Wall Street Journal, Harvard Business Review) or their respective websites and look for examples of firms doing interesting things with technology, design or their business approaches. Take a few notes and we’ll put these to work in our next post.


Leadership Caffeine™—What to Do When You Grow Fatigued

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!

Much of our common dialog around leadership focuses on the lofty and noble. That’s good and appropriate. After all there are some remarkable opportunities for growth and reward in the life of a conscientious leader. Empowering people who respond in great form to drive remarkable outcomes is indeed exhilarating. Taking a short leap of faith on an unproven player in a new role and watching (and helping) it work is what it’s all about. Looking back at the careers and achievements of people who intersected with you during your journey for a moment in time is truly amazing and humbling.

Why then is it so damned exhausting to serve as a leader? And better yet, how does someone entering the power dive of leadership fatigue find a way to pull out and continue serving enthusiastically in pursuit of the noble?

Vexing (and very real) challenges and questions for anyone who has served in a role responsible for others.

An Inelegant Escape (With a Great Outcome):

I hit the wall hard earlier in my career and made what was likely my biggest career blunder in my drive to escape the tyranny of the team. After being in a supervisory or managerial role for all but 6 months of my first 14 years out of college, I had had it with the drama, soap operas, head cases and garden variety of issues that all people and all teams bring to the occasion. All my teams had been successful…our businesses grew nicely and the talent was everywhere. And I was out of gas spinning the plates and keeping the wings from breaking off during our tumultuous flights for success.

In my attempt at achieving escape velocity from the life of a leader, I took an individual contributor’s role as a senior staff member working for a brilliant (but very) mid-twentieth century style command and control leader. It didn’t take long to recognize that something was wrong. While the people around me were brilliant and the many divisions and firms under this corporate umbrella fascinating, there was no team for me to develop and I wasn’t building with anyone. I discovered that if I wasn’t building people, teams and businesses, I felt like I was dying. Fortunately, this role led to an unexpected door into a new role and new firm leading others and growing a business that by all standards was the most rewarding portion of my corporate career. Happy ending. Good fortune. The next time around, the experience with all of its headaches was so rewarding from a people perspective, I dedicated my first book to a good number of those “family” members.

You’re Not Alone:

I’ve discovered that I’m not alone in having hit the wall of leadership fatigue. Many former colleagues and coaching clients have experienced their own form of this syndrome. Many suffer in silence, counting the days and marking time. Others have pursued radical career changes and entrepreneurial adventures and a good number have managed to find ways to revitalize and reset around this wonderful, vexing, draining, exhilarating role of leading.

Here are a few thoughts drawn from the wisdom and examples of others striving to recover from a bad case of leadership fatigue. Feel free to add your guidance here for all of us striving to keep the energy high.

Ten Ideas to Help You Fight Leadership Fatigue:

1. Create an Artifact to Remind Yourself Daily of Your Real Purpose. The daily challenges in our organizations can be all consuming. Chasing the urgent consumes much of our time and the urgent-unimportant has a way of filling any openings. An exercise I’ve used for years now to help leaders remind themselves is to develop and make visible their own personal leader’s charter. I have my own…and those who have followed this tactic have developed their version of why they are serving in this role and what they are accountable for in leading others. A simple morning re-read of this framed charter hanging on the wall or sitting on a shelf provides a powerful reminder of your real role and the opportunity you have to build others and your business with every single encounter in the upcoming day.

2. Cultivate a Beginner’s Mind. This one is difficult for the young and brash. It takes a few laps around the blocks of professional life to recognize that you don’t have the answer to every problem. Approaching issues by suspending judgment and seeking first to understand is a remarkable way to change the tone and tenor of every day. Beginners learn to ask questions and viewing people and teams and challenges from a fresh perspective can lead to an inner calm and a perpetual journey of discovery. The wisest leaders I’ve worked around understand that with every person and every day they are beginners.

3. Keep it in Context. Remember, you have the privilege of helping people and helping your firm every single day. Each day is a blank canvas that you get to fill-in with positive encounters, helpful ideas and productive interactions. Problems and issues represent opportunities to serve and to teach. Recognizing and reminding yourself of this privilege of serving helps to tame the stress.

4. Don’t Cede Control to the Gremlins. Faced with circumstances that are personally toxic…a hostile environment; a micromanaging maniacal senior executive breathing down your neck or an endless barrage of Everest-like problems, it’s easy to fall into the professional death spiral. Unless lives (yours and others) are on the line, beware this trap of equating your self-worth and your life’s value with your miserable work experience. While I don’t advocate a casual attitude about your work, remember that you have to give permission to that miserable manager or the stressful circumstances to take control of your perception of self. Strive to not cede that control by looking at the reality of the less than life or death issues swirling around you. (In some cases, external help/counseling/coaching is a great idea if you’re in this mode.)

5. Engage In the Moment—One Encounter at a Time. Instead of focusing on the noise and heat that you expect to encounter every day, reign in your focal point to the person, group or issue immediately in front of you. Much of our angst is over the expectation of what will happen. The act of focusing on what’s happening in the moment versus boiling the ocean of uncertainty over what may happen or what’s happening in the background is liberating. You get to create the future one controllable moment at a time.

6. Get a Coach. I love great executive and professional coaches for all of the wonderful wisdom they bring to our issues and for the metaphorical clubbing upside the head they provide to help us see ourselves and our situations with a level of clarity that we are unable to gain on our own. Great coaches peel back the layers of complexity and help us identify our core issues and then they kick our asses in pursuit of resolving or strengthening around those issues. If you’ve ever had a great strength training or conditioning coach, the professional coach has the same priceless impact. They see you through eyes other than your own and they push us harder than we would ever push ourselves.

7. Master Another Discipline. It’s amazing how pursuing something new…a new language, a craft or a hobby that takes you completely out of your daily life can help you cope with those vexing daily circumstances. While you hate to say that the workday becomes less important, the pursuit of a new passion is energizing and it creates a halo effect around your work days. You’re aware that you are tackling something bigger and different than your daily work and strangely/interestingly, it makes your work all the more bearable.

8. A Healthy Body Breeds a Healthy Mind. Working on your diet or fitness offers nearly instantaneous feedback and it’s amazing what a host of small victories (more time, faster time, more strength, the first few pounds, the next weight target, the better fitting clothes) will do for your daily attitude. In my case, it has been transformational for both mind and body.

9. Manufacture “You” Time. Finding time to think deeply about what you are doing and what you need to do is priceless. Our always-on world and our omnipresent devices don’t make this easy. Something as simple as 15 minutes of reading (in your profession, in your faith, pure escapism… whatever) gives your brain both a much needed stress rest and a jolt of energy and creativity.

10. Don’t Be Afraid to Push the Eject Button. While it may sound like I’m suggesting you give up, there are absolutely circumstances where enough is enough. I tripped and stumbled a bit with my own eject activity, however, I would do the same thing all over again. The transition helped me refuel and regain much needed context. Importantly, it set the stage for some of my life’s best work. Sometimes a new adventure is just what the spirit needs to revitalize.

The Bottom-Line for Now:

I’ve encountered too many people suffering in silence in their roles responsible for others. Nothing good comes of this martyrdom…for you for or for those around you. Pick a strategy to recharge…try a variety of approaches until something works or, cultivate the courage to go do something else. The only mistake is to stay locked in irons, making yourself and everyone around you miserable. Leading others is too important to be left to someone out of gas and out of heart. Given our challenges in this world, we need all the leadership energy and heart we can muster.

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.

The Saturday Serial Number 1—Welcome to ACME John Anderson

A text slide reading: The Saturday Serial: A Management and Leadership Story Delivered One Post at a TimeThe Saturday Serial is an on-going management and leadership story and case based on a fictional firm and fictional characters all dealing with very real challenges in leadership and management. The intent is to stimulate thinking and discussion in a format different than the traditional “how to” blog post. Each episode includes a series of discussion questions for your consideration (or use with your team). I’ll share my views on the prior week’s chapter and questions in a subsequent post.

Episode 1:

The electronic sign in the lobby, offered up a friendly, Welcome to ACME CONSOLIDATED SOLUTIONS GROUP (ASCG). As John waited to check in with the receptionist, he was pleased to see his name scroll past: John Anderson, Manager, Product and Marketing. Nice touch, he thought as he stepped up and gave his name to the receptionist.

John was excited to be starting at ACSG today. This was his third employer in 14 years since graduating from college. While ACSG was a big conglomerate, John would be working with one of the smaller units…the Data Systems Solutions Group (DSSG)…an area that from all of his research, appeared to be an important part of the conglomerate’s future. During the interview process, John had been impressed with the entrepreneurial spirit he sensed in the people working in the Data Systems Solutions Group, and he liked the fact that he could help grow a start-up under the umbrella of a firm with deep pockets and diverse business interests. Also, John was mid-way through his MBA program and it didn’t hurt that the firm offered to pick up the future tuition costs as part of their generous employee education reimbursement policy.

All in all, John was excited to start this next chapter in his career.

After a quick greeting with his boss, Pat Paulsen, John was off to a whirlwind of meet and greet sessions. He met with security and had his picture taken for his permanent i.d. badge. HR took him through benefits sign-up and then Pat walked him around the Data Systems Solutions Group offices and introduced him to all of the unit’s 54 employees, including his new product management and marketing team members. After some time spent with I.T. setting up log-in credentials, it was 11:45 a.m. and John was scheduled for lunch with the unit’s six-month new CEO, Victoria Pyott. Victoria’s policy was to have lunch with every new employee regardless of level or title on their first day, and John was impressed with this thoughtful treatment.

Over lunch, Victoria outlined her view on the opportunities and challenges for the team in DSSG, and John was impressed with both her excitement about the unit’s prospects and her frank assessment of the challenges for the upcoming 18 months.

“We’re in a great arena,” offered Victoria. “The opportunity to help firms, teams and managers make better sense of their data is huge. All of us in all of our firms have spent years investing in systems to capture and access data, but we’ve still not resolved some of the fundamental issues…how to get the right data at the right time for the business problem or process issue we’re attempting to resolve. There’s all manner of software packages and tools to help clients do this, but by and large they’ve failed, because they’ve been expensive, complicated to install and integrate and frankly, very complicated to use. We can’t expect the finance or supply chain manager to be a software or even data expert…we have to create offerings that make their lives easier and that easily help them develop trusted, complete data on demand for the problem at hand,” she stated.

“Of course, like any firm motivated to grow and supported by a parent company that looks for results, not just promises in the future, we have to do a better job turning our ideas into solutions that we can monetize,” added Victoria. “That’s where you and your team come in, John. Thus far we’ve been led by the vision of our CTO, Raj Nataraj, and while he’s brilliant, he doesn’t have that knack for commercializing his vision. I’ve invested heavily in your team, and when your predecessor was grabbed by our parent company to lead another new initiative, we worked hard to find the right replacement. I think you’re absolutely the right person at the right time to lead this team and help lead this business into a successful future. It won’t be easy, but you have my support and the support of our entire management team.”

After returning to his office and sitting down with his manager, Pat, he relayed the lunch discussion and shared his over-the-top excitement with her.

“John, Victoria is right,” said Pat. “We’ve got a great opportunity and your role and your team is critical. But remember, no one said this would be a day at the beach. There are challenges ranging from the choice of markets and the development of the best entry strategies to critical product investment calls and challenging execution issues. We’re a young unit, but we’re big enough to need more process around our approach to daily operations…while at the same time insuring that we keep that entrepreneurial culture. And yes, I read once that these jobs would be easy if it weren’t for the people. It’s true here…there are a wide variety of personalities, all with different perspectives and all trying to help the firm grow and go. More than a few of them missed the memo on teamwork. You definitely have your work cut out for you, but I’m glad you’re here. And I’m thrilled to have your help and to offer my support,” she said.

“Now, are you prepared for your first team meeting?” asked Pat. “It’s in five minutes.”

While the morning’s raw enthusiasm was still there, John was beginning to understand the magnitude of the work out in front of him. He smiled, and said, “Absolutely. Just point the way to the conference room.”

Discussion Prompters:

  1. The initial meeting with a new team is one of the more challenging for any manager. What do you think is running through the minds of John’s new team members as they head to the conference room for this first meeting with their new boss?
  2. What are John’s objectives for this initial, formal group contact?
  3. What must John do and say to make a positive first impression?
  4. What must John avoid to minimize tarnishing that first impression?
  5. Help John get started on the right foot in the weeks ahead. What should John do in the early days of his new role as the head of Product Management and Marketing in the DSSG?

All characters and firms are fictional and any resemblance to any person or any firm is purely coincidental. The Saturday Serial is a copyright (2015) of Art Petty, The Art Petty Group and The Management Excellence Blog.