Guest Post: The Art of Cultural Fluency in Leadership

cover FlexNote from Art: I’m excited to feature author and global leadership strategist and consultant, Jane Hyun, on this highly relevant topic of managing and leading across differences. Jane’s latest book with Audrey S. Lee, Flex–The New Playbook for Managing Across Differences, offers a practical and powerful guidebook on this important issue for managers and leaders at all levels.

The Art of Cultural Fluency in Leadership

by Jane Hyun

The face of the global workplace has changed forever. Chances are good that your company is already comprised of workers from around the world as well as multicultural employees in North America; more women are in the workforce (about 50% in the U.S.) than ever before, and millennials are entering the workforce in increasing numbers.  No matter where you are headquartered, you are likely doing business with at least one partner or supplier in another country. Yet, despite this increasing diversity of our workforce, we have yet to unlock the keys to fully leveraging this rich talent pool.

Our Tendency to Minimize Difference:

When it comes to navigating across differences, managers tend not to have the conversation.  We recruit diverse people into our organizations and expect that they too, will figure out the rules. But goodwill and positive intent alone is not sufficient for tapping the potential of your multicultural talent.  Too often we expect that cultural outliers on the team will assimilate into the dominant workplace culture, and figure out the behaviors for getting ahead. Some companies even adopt a “sink or swim” mentality for new employees, and  managers who only see through one cultural lens (their own) force employees outside of the dominant culture to change. As a result, workers from other cultures have to adopt Western notions of acceptable behaviors and mannerisms, even those that clash fundamentally with their cultural values.

Without a more nuanced understanding of the differences between people, as well as tools to bridge the communication gaps, managers will be at a loss to bridge the distance between themselves and those who think differently.

Questions for Self Reflection:

  • How comfortable am I with people who are different from me?
  • What perspectives do my diverse employees bring to our business?
  • Are there management practices that I have been using that may be hindering my team’s development?
  • How have previous diversity training or the stigma of talking about differences impacted me as a leader?

 Talking About Differences is Hard

If left unattended, diversity can negatively affect team cohesion and increase miscommunication and conflict. Having a culturally adaptive leader at the helm can encourage diverse viewpoints in decision-making and give voice to the unique perspectives that will drive innovation and growth for your organization.

But talking about difference can be hard. We become so afraid of making the wrong statements that we end up not initiating the dialogue at all. We need a shared vocabulary for discussing differences in a productive way. The solution? To add “fluent leader” skills to your leadership tool kit. A fluent leader adapts his own leadership style in order to work more effectively with colleagues who are different from himself (culturally, generationally, and across the gender divide). He investigates, without judgment, the differences in order to achieve the optimal result.

Here are the stages that we’ve identified when managing people across differences of culture, generation, and gender:

The Blindsided Leader– To you, no news is good news. You are sometimes blindsided when things don’t always go the way you expect. When direct conflict or difficulty arises from differences, you may avoid it completely.

The Judging Leader – You find individuals who relate differently from you annoying.  You might resent a Millennial employee for over-using social media at work, and prefer that people should relate to each other the old fashioned way, or find that your colleagues in Japan tend to be too indirect. You tolerate some differences, but when push comes to shove, you have the right way of doing things and expect team members to conform to your style.

The Golden Rule Leader-  Diversity training has taught you that it’s probably safest to treat everybody the same. You de-emphasize differences and believe that most people will respond positively if you treat them the way that you would want to be treated.

The Fluent Leader -  You accept and are curious about differences across cultural, gender, and generational lines. Instead of resorting to stereotypes to judge these differences, you explore the differences on a one-to-one level.  You can adapt your style to be more effective with colleagues who are different from you.

 A Fluent Leader Creates Connectivity:

Kristin, a VP of Finance in the publishing industry, exhibited fluent leader traits while working with Rosa, one of the accountants on her team. While other team members actively contributed their ideas during their weekly in-person meetings, Rosa seemed hesitant to speak up, even though her written presentations were excellent. As a result, colleagues from other departments began to perceive her as ineffective and even disengaged. Kristin decided to investigate. She took Rosa to lunch and provided feedback about the impact of her meeting behavior.  Through that conversation, she learned that Rosa had been brought up in a traditional Mexican American family.  You show respect by letting your superior have the floor, and these values were deeply embedded from a young age. Since Kristin often led the weekly meeting, Rosa did not feel it was appropriate to interject. With Kristin’s guidance, Rosa shared her opinion once at the next meeting.  Over the course of the next 5 months she contributed her views gradually more each time, turning around how others perceived her in the organization.

The Wrap-Up:

Hiring diverse teams and then hoping for the best is not sufficient.  Motivating people who have divergent viewpoints and cultural styles requires an active dialogue to unearth optimal strategies for engagement. The fluent leader adapts his approach and management style to meet his team members partway to help bridge the gap between them. He is willing to re-think conventional ways of managing others instead of expecting newcomers to adopt the organizations’ norms. And the leaders who become adept at interacting across differences will ultimately win the global talent war.

Jane Hyun is a global leadership strategist and coach to Fortune 500 companies, MBA programs, and nonprofits. To learn more, visit her website: Hyun Associates.

She is the co-author of the book Flex/The New Playbook for Managing Across Differences (March 25) and the author of Breaking the Bamboo Ceiling. She has appeared on CNN, CNBC, and NPR to discuss leadership, authenticity, and culture. To learn more about Flex, visit the site: www.flextheplaybook.com

 

Leadership Caffeine—Breakaway Leadership Part 2

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!

In the first post in this blended, Leadership Caffeine/Art of Managing series, I focused on leadership and management behaviors that stifle or derail efforts to escape the gravitational pull of the past as organizations work to achieve what Geoffrey Moore calls, Escape Velocity.

In the words of that business pundit, Pogo, “We have met the enemy and he is us,” when it comes to building new on top of old (For those too young to have met Pogo, he was a popular newspaper cartoon character from another era.)

In this post, we look at behaviors and approaches that YOU and your management counterparts directly control that contribute to success with this challenging endeavor of building something new while managing the existing legacy business.

8 Ideas to Help Improve Your Odds of Success in Building the Future:

1. Create organizational awareness and understanding of the new endeavor. Every day. Seriously. I’m invoking Kotter’s dictate that, “in times of change, you cannot over-communicate.” Every time a firm’s senior leaders stop working at this, the cultural storm clouds emerge. Take care of it. Daily.

2. Position the new and legacy efforts as two equally critical but very different endeavors. It’s true. The existing business pays the bills and funds the future, while the new endeavor strives to ensure a future. One is no more critical than the other. They are both critical. Share the over-arching strategy (or opportunity) far and wide; create an understanding of how the firm will execute on the opportunity and share results, good and bad. Help the entire organization become invested in the success of the new endeavor!

3. Share the cool new toys! New endeavors often introduce new processes or approaches to innovation, development and market testing. Find opportunities to cross-train and cross-pollinate new approaches with legacy teams where appropriate. I’ve seen this most often in the move away from waterfall development to an agile approach. Frequently, all teams can benefit from understanding and learning to apply the new techniques.

Graphic with the words of Art of Managing and other management terms4. Recognize and manage the inertia of your legacy business in creating new opportunities to invest. Your product managers will naturally identify opportunities to improve existing products and introduce new offerings into legacy markets. Marketing associates will find ways to spend their budgets in pursuit of the business, and rarely do the volume of development asks or marketing opportunities shrink of their own accord.

Senior leaders must manage the incremental requests with a clear filter and a firm hand. See also points 1 & 2 and recognize that creating context for “No” on new requests is critical to avoiding a cultural rift over the team with the shiny new toys and the other team with yesterday’s retreads.

5. You get what you measure…use the right progress measures. Moore does a good job of reminding us in Escape Velocity that you cannot measure new ventures with the same metrics you apply to existing businesses. New ventures are about engaging innovators and early adopters, gaining feedback and step by step, increasing activities, pipelines and then dollars and profits. We expect our existing businesses to quickly translate activities into revenues and profits, but the new ventures have to grow into those measures.

In larger entities, particularly holding companies and conglomerates, there’s often little consideration for the meaning of the numbers in cells on a spreadsheet…it’s up to you and your peers to establish this understanding and ensure proper context for costs without revenue that occur in most new endeavors.

6. Be prepared for the “Stuff Happens” phase. I don’t care how well you define the project and anticipate risks, something always happens that the team did not anticipate. The unknown-unknowns bite hard, and it takes leadership to stand firm in the face of the onslaught of finger-pointing and second guessing, and prevail. A senior leadership divided against itself will not stand. (OK, sorry President Lincoln.) The firm’s senior leaders and the new venture’s executive sponsor must fight the knee-jerk reactions and guilty before proven innocent tendencies of others vying for resources.

7. We think, therefore we are prone to errors and traps. Be merciless about avoiding group-think, dodging escalation of commitment and side-stepping other group and individual cognitive decision-making traps. Use outside perspectives to challenge your strategy and your assumptions. Promote outside-in discussions with target audience feedback and competitor analysis. Ask others to frame your perceived opportunity in a different way and challenge them to identify alternative approaches. And importantly, cultivate the leadership team dynamics needed to ask hard questions about insights, direction and strategies.

8. Avoid starving the new endeavor. One of my favorite managers often intones, “We’ve been doing so much for so long with so little that we can now do absolutely anything with nothing.”  He always gets a laugh, but it’s no laughing matter when promising ideas die on the vine due to lack of care and feeding. If you’re making a courageous leap to push into a new arena, back it with the people, equipment, tools and organizational support needed to improve the odds of success.

The Bottom-Line for Now:

This is a big topic contained in a couple of small posts. Many organizations never move beyond the business that made them successful. They are yesterday’s name brands and tomorrow’s answers to trivia questions. The effort required to add something new in an environment of existing (or old) is not to be trifled at. Use the ideas here and in post #1 as prompters and engage in the hard discussions and invoke the courageous leadership it takes to move beyond the gravitational pull of your firm’s past.

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

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

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—Exploring Breakaway Leadership, Part 1

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 seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

In a recent “Art of Managing” post, I focused on the challenges that almost all organizations face when trying to move beyond the successes of a fading past towards new markets and new ways of doing business. In the excellent book that prompted the article, Escape Velocity, by Geoffrey Moore, the author raises the idea of Breakaway Leadership, but leaves us groping in the dark a bit, wondering  just what this leadership looks like in the wild.

If you’ve lived through a successful migration of a business from a legacy market to a new world, you know that it’s a sometimes messy, often emotionally turbo-charged experience laced with a fair amount of doubt and fear. It’s also a time rich in experimentation and learning filled with a whole lot of “new” in the form of new people, new customers, new offerings, new products, new partners and so on.

I’ve personally been a part of exactly two of these that worked in a big way, and I’ve counseled clients who have ultimately pulled it off. I’ve also been around colleagues and clients who failed to execute. Earlier in my career, I was along for the ride when the train ran off the rails on a collapsing bridge over a big waterfall that emptied into a lake filled with alligators and sharks. At least that’s what it felt like.

While sensitive to stepping all over the fundamental attribution error when looking in the rear-view mirror, I can tell youGraphic with the words of Art of Managing and other management terms there were and are leadership behavior differences that made a difference in the outcomes in my opinion. For this post, let’s explore some of the behaviors that supported a failure to Breakaway.

8  Leadership and Management Tripping Points that Destroyed Attempts at Breaking Away:

1. Cloistered Cockpit Control. The senior management team assumed the responsibility for the change efforts (good), but failed to adequately involve anyone not seated on Mahogany Row (bad). They worked unceasingly to think through the change, but fundamentally lost track of what the people doing the work needed in the form of context, support and motivation.

2. Left the Legacy Behind. The painful reality is that what got you here won’t take you forward, but when you alienate the good people working hard to optimize outcomes outside of the spotlight, the culture shift crashes. The fact that the legacy business is paying the way for the investment in the future makes it all the more critical to both lead and manage this part of the organization with care and concern.

3. Only the Cool Kids Got to Play. Yes, it takes new people with new schools to facilitate a successful market shift, but it’s a huge mistake to not bring legacy talent along through opportunities, education and immersion.

4. A Shortage of Courage and It Wilted Under Pressure. As Moore points out, the worst of all economic outcomes is an attempt at building the future that wilts due to pressure part-way through the process. Leading major change is not for the faint of heart or the short-on-courage type individuals.

5. Taking a Lazy Approach to Strategy. When senior managers fail to hold themselves accountable to properly defining their new opportunity in the context of audience, problem/solution, competitor set, ecosystem and all those other vexing strategy issues, the lack of clarity creates a brutal case of mission drift.

6. The Royals Arrived and the Dictators Emerged. I’ve observed leaders take on an almost royal or in some cases dictatorial persona, with all of the attendant hubris, arrogance and carnage. Followers who remain take the leader’s every utterance as something between a royal decree and the law of the land, and every discussion in every meeting focuses on what people perceive the leader wants. I observed this in a Good to Great firm (Collins) that is no longer great and arguably not good. It was fascinating and horrifying to watch as good people deserted, messengers of market truths were regularly executed and the remaining shell of the organization was held hostage by one person.

7. Flailing and then Failing. Much like Jim Collins describes in his book, How the Mighty Fall, at least one of the steps on the road to ruin is an undisciplined pursuit of more. In the failed transformations I’ve observed, this malady is present in all circumstances. Frustrated over the lack of quick results, senior managers lash out in pursuit of new initiatives. Projects are started and abruptly stopped and new projects are heaped upon the existing overload of work. Eventually the organization grinds to a halt.

8. Trust Took a Holiday at the Top of the Organization Chart.  A creeping lack of trust between a firm’s senior leaders is nearly almost fatal, and nothing kills trust faster than a team that has not linked arms around a direction and a set of choices. There’s no more heated time in a senior leadership group’s lifecycle than a major change initiative and the trend is towards entropy instead of order.  Always fatal as it unfolds like a Kabuki Play on a stage that all employees can see. My least favorite senior leadership team ended up refusing to ever meet as a group in large part due to their not so secret contempt for each other.

The Bottom-Line for Now:

While the focus in this post is on large organizational transformation, the same issues and same behaviors emerge in attempts at team, unit or functional transformations. There’s a group of leadership behaviors that suck the critical energy out of any attempt to breakaway no matter the size or scale. And while part of the answer is to “do the opposite” of the above, life, business and organizational change are never that simple. For now, beware the tendencies described above and plan on a return visit for Part 2, where I’ll explore the behaviors that support success in Breakaway situations.

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

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

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: Cultivating the Confidence to Act

Image of a coffee cupThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

For leaders at all levels, there’s much to gain from James D. Murphy’s excellent book, Courage to Execute: What Elite U.S. Military Units Can Teach Business About Leadership and Team Performance.

In particular, Mr. Murphy’s emphasis on helping us understand the hard, deliberate and very structured work that goes into training and cultivating a team of professionals who are committed to the mission and who trust each other with their lives, is worth the price of admission. (As a side-note, it is hard to not read this book and recognize how far we fall short of when it comes to ensuring the training and development necessary for high performance in our organizations.)

Of the many quotable and thought-provoking items in the book, one that jumps out at me is Mr. Murphy’s perspective on courage. His words: “…but remember, courage is not bravado. Courage is the confidence to act that comes from preparation.”

It’s the lack of confidence to act that I observe as a derailment factor for so many teams from senior levels to functional or project groups. From decisions on strategy (what to do/what not to do?) to approach (how?) to key talent issues (who’s on/who’s off?) to structural, and accountability issues, the lack of proper preparation results in leaders and teams flailing, floundering, bickering or, simply staring at the headlights on key issues.

Effective leaders recognize their role in preparing teams to act, to learn and ultimately to succeed.

5 Things You Can Do with Your Team to Cultivate the Confidence to Act:

1. Strive for crystal clarity for the mission. Whether you are leading the senior management team as CEO or leading a project team, the mission and parameters must be crystal clear. The fuzzy nature of most strategies and the inability of individuals and their work groups to clearly connect their priorities and deliverables to the pursuit of mission objectives is deadly. You cannot over-communicate and you cannot over invest in clarifying the mission to the point of common understanding on your team. Strive to reduce the lofty picture goals to a size that is digestible and actionable at the level of your team.

2. Distill the mission down to navigable, actionable size for your team and be certain that people can talk about it clearly. Knowing the goal is to win the war or move to a new market is one thing, but understanding your role and your team’s role in this goal is essential. In high performing organizations and on high performing teams, the conversation goes like this:

Our team is accountable for producing this portion of our new offering. This new offering is one component of how we are pursuing our strategy to move into this segment of this market for these customers. Our individual responsibilities as team members are… . Our internal customers are department x and y, and we are accountable for these measures of timing, performance and quality to those customers.

Anything short of this level of specificity is just so much baloney. People and teams perform when they can connect their efforts to specific audiences and required outcomes.

3. Teach your team to talk. The collegial talk between most group members on teams is poison for performance. It feels good because it’s non-threatening, however, it skirts the real issues of execution and accountability. Learning to trust each other enough to tackle the hard topics of mission clarity, roles, performance and accountability, is not something that comes easy for any group. It’s also essential for high performance.

Effective team leaders understand the connection between the ability of team members to conduct robust dialog and the courage to take action and they refuse to settle for the happy talk that bedevils most teams.

4. Teach and constantly strive to strengthen decision-making processes and decision quality. Decisions are the precursors to actions for individuals and organizations. Without a decision, nothing happens or nothing changes. Decisions promote movement and importantly, they promote learning and continuous improvement. Effective leaders help team members learn how to frame issues, evaluate options, assess risks and then decide. They also teach their team members to review the outcomes of their decisions in pursuit of learning and improvement.

5. Know that team development is an every day activity and pursue it vigorously. Successful teams are made through the careful and deliberate work of the team leader. From mission clarity to member selection to promoting core values for performance and accountability, team development is THE purpose of the leader. High performance teams are products of hard work, constant scrutiny, continuous coaching and training and the never-ending pursuit of improvement.

The Bottom-Line for Now:

Achieving the confidence to act is an outcome of the hard work of team building. Clarity for the mission, confidence and trust between team members and the ability to talk through and evaluate different options and scenarios and then decide, are all key factors. None of these occur naturally in the workplace. How hard are you working at cultivating the courage to act on your team?

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

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

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: Get Your Team Moving on Change

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

We all know that leading and succeeding with change of any type is hard work.

As humans, we seem to be stubbornly tethered to the gravitational pull of the status quo, and when presented with change, many of us resist, or, at least take time to process on how the change impacts us as well as our teams and firms. As a result, groups responsible for implementing change often become mired in seemingly endless rounds of boiling the ocean as they share opinions, vent emotions and struggle to gain any traction in moving off of the whiteboard and into meaningful action.

Effective leaders work hard to stop the boiling and move groups towards productive actions. Here are some ideas to support your efforts with this challenging activity.

8 Ideas to Get Your Change Initiative Off the Whiteboard and Moving Forward:

1. Know that Context is King when it comes to explaining the need to change. If you fail to provide a clear, business-focused rationale on why change is needed to support the business (help customers, beat competitors, leverage new technologies, create efficiencies), you will fail. Be careful to drill down far enough to show specifically how the change is intended to improve, solve or leverage something to the firm’s distinct benefit. And remember, what’s perfectly clear to you isn’t as clear to people who’ve just been introduced to this opportunity.

2. Seize the discussion. Most of the energy loss in change-related initiatives takes place in the seemingly endless and often emotionally tinged discussions that swirl around the topic. Leverage techniques such as De Bono’s Six Thinking Hats to gain control of the discussion and importantly, to focus the collective gray-matter on the same topics. I love this discussion management technique because it helps groups segregate issues and emotions and when managed properly, becomes a tremendous value-add to brainstorming, risk assessment and establishing the facts (or lack thereof).

3.Use the battle-hardened best practices of project management. Land a sponsor with political heft and the passion and commitment to help. Charter the initiative in the name of the sponsor and use this document to describe the strategic import of the change initiative as well as to identify the core team members, overall stakeholder group and to bestow both authority and accountability upon the various players. I recommend Eric Verzuh’s powerful and practical book, Fast Forward MBA in Project Management as a must-read and must-keep for all managers.

4. Sprint. Most of us are intimidated by the idea of running a marathon….so don’t turn your project into one. Help your team bite off digestible challenges in shorter working sessions. Keep the agenda narrow enough to allow for discussion focus, capture good ideas and actions, and invite the team to help define the next step. Research the techniques of Agile project management or, The Lean Startup for ideas on approaches that support an iterative and learning-focused approach to driving new initiatives. As appropriate, invest in training for your team members and don’t be bashful about asking an expert to support your efforts for a period of time. If the change-initiative is important, preparing and training your team to succeed must be an important consideration.

5. Mind the Traps when it comes to making decisions.  The wonderful thing about groups is their potential for greatness. As Richard Hackman would offer on this comment, “just don’t count on it.” Learn to recognize and mitigate the decision-traps that bedevil groups. After all, decisions are the building blocks of your finished initiative. (Related post: The Management Excellence Toolkit, Part 2, Mind the Decision Traps.)

6. Mix things up by inviting outside viewpoints into the meetings. Nothing energizes a group quite like adding outside expertise to support education and idea discussion around a key initiative. Inviting outside participants fights against the tendency of groups to become insular, and it infuses new context and creativity into the discussions.

7. Beware scope creep. It’s insidious and it often feels right. It’s not.  This is an interesting balancing act for many team leaders. Our tendency is to create an explosion and expansion of activities, when the right thing to do is help the team identify the few focal points that will move things forward. Facilitate a prioritization process that ensures focus on the issues and actions needed to promote learning and step-by-step advancement of an initiative. And teach your team to say “no.” As needed, leverage your sponsor for heft on this topic.

8. Recruit extended talent. Encourage team members to draw upon their own respective group members and other constituents for help. Just because a team is responsible for a topic doesn’t mean they are required to personally fingerprint every task. Bring in the subject matter and task experts as needed to accelerate progress and resolve bandwidth problems.

The Bottom-Line for Now:

For many organizations, teams and team leaders, rethinking the approach to pursuing change initiatives can pay huge dividends. It’s natural for people to talk and not commit, and it’s a human issue that we tend to prefer the status quo versus an unknown new vector. If the initiative is important enough to require a group to assemble, “projectize” it, and know that your role as a leader is to help those great discussion topics move from the whiteboard into the world of actions and experimentation.

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

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

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.