Leadership Caffeine: 8 Ideas for Navigating Your Leadership Mistakes

March 5, 2012 By 4 Comments

image of a coffee cupNewsflash: all good leaders make mistakes. A great number of them. Everyday. After all, there are people involved, and this would be really easy without the people. Fortunately, people are all that we have.

The true test of your leadership character isn’t measured by the number of mistakes you make, but rather, by what you do moving forward once a mistake is recognized.  You have a few choices: ignore it, deflect it or tackle it head-on in front of everyone and kick it in the teeth. With all due respect to my dental friends, I opt for the latter.

8 Ideas for Navigating Your Leadership Mistakes:

1. Admit the mistake. Quickly. While speed kills in most situations, it’s your friend here. Get out in front of the mistake immediately.

2. Resist your natural reflex urge to make excuses. Blaming the weather, competitors, the market, sunspots, lack of resources or anyone else on your team is only going to exponentially compound the damage to your leadership credibility.

3. Describe the architecture of your strategic mistakes and missteps. These are learning opportunities for everyone…not just for you. What were your assumptions? What data did you rely upon? How did you frame the issue? This re-evaluation is mental fitness for strengthening future decision-making.

4. Apologize. Too many leaders equate an apology with a sign of weakness. To the contrary, it takes genuine strength to look at an employee in the eyes and admit you were wrong and apologize. (Note the two parts…an admission and the act of apologizing!)

5. Don’t wallow in your mistakes. If you’ve executed on numbers 1-4 above, everyone else is moving on and so should you. Translation: once you’ve processed on the issue and captured the lesson learned, let it go!

6. Accept that you can’t fix people…but you can fix talent selection mistakes. Talent selection mistakes are some of the toughest leaders face. We all make them…but the best leaders strive to minimize these issues on both sides of the decision. Improving your pre-hire assessment skills is critical. And so is recognizing and dealing with a selection mistake quickly, fairly and with full transparency. This is too important to do anything less.

7. Seek out and stomp out chronic mistakes. The chronic ones tend to be communication, interpersonal or commitment blunders. From our annoying quirks…looking at our e-mail during a team member’s status meeting to giving short shrift to someone who is obviously seeking help, or, worse yet, committing do doing something and then failing to do it, those are visible, measureable and curable. The key to success: you’ve got to want to learn about these habits and you have to be willing to hold yourself accountable to improving.

8. Accept the implications of your mistakes. If you can’t handle the accountability heat, get out of the leadership kitchen. It’s part of the job.

The Bottom-Line for Now:

Good leaders make new mistakes all of the time. It’s the old ones that they face-up to, address and learn from that prepare them for those yet to come.

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Art Petty is a Chicago-based management consultant focusing on strategy and leadership development. Art regularly speaks on innovation in management and leadership, and his work is reflected in two books, including the recent, Leadership Caffeine-Ideas to Energize Your Professional Development.  Art publishes regularly at The Management Excellence blog at http://artpetty.com

Prior to his solo career, Art spent 20+ years leading marketing sales and business units in systems and software organizations around the globe. You can follow Art on twitter: @artpetty and he can be reached via e-mail at art.petty@artpetty.com

 

 

Filed Under: Leadership, Leadership Caffeine, Values Tagged With: , ,

Leadership Lessons from the High Seas

July 15, 2011 By Leave a Comment

Note from Art: great friend and valued former colleague, Chris Colbert, graciously supplied this wonderful post following his recent experience with his sons and Scout troop at Sea Base. Chris’s brief bio is included at the end of the post.  

Leadership Lessons from the High Seas, by Chris Colbert

Just over a year ago, a number of Scouts (including my oldest son) in our local Troop decided they wanted to add a “High Adventure” experience to their Scouting careers. Their choice? … a “Coral Reef Adventure” at the Boy Scouts of America’s Florida Sea Base at Lower Matecumbe Key in Islamorada, FL.

After more than a year of fundraising, our two “crews” (eight each) boarded 41ft. sailboats and embarked on an adventure that was to include snorkeling, fishing, and sailing in and amongst one of the nation’s true treasures – the Florida Keys.

Sailing the Bay of Florida and the Atlantic Ocean in the Keys has a profound effect after a few days, and offers a great deal of time to reflect between stints of snorkeling among coral reefs, trolling for a potential addition to daily meals, preparing lunches and dinners during shifts in the galley, and acting as “Chief Photographer” for the crew.What I found during those times of reflection was that one can see a number of valuable leadership lessons to apply to a career – or simply to life in general – in just a few short days. Here are a few of my favorites:

1. “The captain eats first” – An important reminder that he/she who owns the boat (or for that matter the company you’re working for) gets to set the rules. If you don’t like the rules, start swimming.

2. “Planning is everything” – As a self-professed disorganized person, planning a project more than a year in advance is not part of my personal or professional make-up. Find those on your team who are good at building the plan, and support their every move. While the details early in the process may drive you crazy, it sure makes the end result a smoother sail.

3. “Draw on the experience of others” – The staff at Florida Sea Base were great resources for the inexperienced sailors that made up our crews. Search far and wide for the people in your organization who have the knowledge to make your projects successful.

 4. “Make the most of what you have” – With limited storage on a 41ft. sailboat, finding the utensils needed for even the simplest cooking tasks can be a challenge. The same applies to your business. You may not have the perfect IT systems or other business tools, but let your teams improvise and see what they can build – it can be a great lesson in creativity (and a true treat for the palette)!

 5. “Watch out for sharks, they want to eat your lunch (literally!)” – Hook into a tuna and you better reel it in quickly. Same goes with those competing against you in the marketplace or even for resources inside your organization. Make a decision, set the hook, and reel like crazy!

 6. “Give way to a new captain” – Allow the most inexperienced on your team to steer the boat once in a while and watch what happens! The confidence boost will ensure that others on your team will be ready to step up when you need them most.

 7. “The rains will pass” – There may be times in your career that a squall of misfortune, missteps, or matters beyond your control will drench your dreams. Just remember that the rains will pass and you’ll likely get to see a killer sunrise or sunset after that squall. It’s worth weathering the storm. Plus, your team will be tighter than ever.

 8. “Don’t be afraid to dive a little deeper” – Things look great at the surface, but the real payoff is when you dive down to see the details. Dive deep and you may discover something you’ve never dreamed of experiencing.

 9. “Keep your ‘buddies’ nearby” – If you find yourself in three- to five-foot swells in the ocean while snorkeling several hundred yards away from your boat, make sure you keep your snorkeling “buddy” in sight or you’re likely to experience a panic attack! The same goes in your professional life – find those “buddies” you rely on for mentoring, idea generation, or just moral support and use them when you need a “save.”

 10. “Celebrate as a team” – Spending a week in close quarters (especially during the aforementioned squalls during the night!) striving for a single goal has an amazing effect on a team – celebrate even the smallest wins and watch your team grow.

 11. “All hands on deck” – The sail isn’t over until the cleanup is done. While the exciting part of a project may be over and you’re ready to move on to the next big thing, getting your boat in order is just as critical for the next crew.

 12. “The journey is as valuable as the destination” – Anyone who has been involved with a long fundraising project for a community organization like this – or an extended project in the workplace – knows that the real character building comes in the work the team does before ever setting sail. Remind your team members about the experience they’re gaining along the way that they’ll be able to apply to the rest of their careers.

Wrap-Up:

Many of these lessons can be easily lost on a 14- to 17-year-old who simply wanted to try such an adventure because it seemed that it would be “cool.” But there’s little doubt in my mind that this simple weeklong adventure cemented skills that will make our “crews” better contributors for not only our Troop, but along the paths their lives may take as young men and as future leaders.

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About Chris Colbert:

Chris Colbert is the proud father of two Boy Scouts and an Assistant Scoutmaster for Troop 90 in Altoona, WI. He has lead marketing teams in a number of technology organizations, and currently serves as a Marketing Manager for Realityworks, Inc. – the leading provider of experiential learning technology used in educational and public health settings around the globe.

Filed Under: Career, Leadership, Values Tagged With: , , ,

100 Miles for Life-A Cancer Assistance Fundraiser

June 28, 2011 By Leave a Comment

Note from Art: While I’m not racing for 100 miles, my friend and professional colleague, Ted Friedman is, and  I’m pleased to offer my support for his efforts. I’ve known Ted for a good number of years and we’ve continued our connection even though our professional lives have diverged. We also share an unfortunate common bond…we both lost a parent to cancer.

If you’ve lived through the loss of a loved one or colleague to this miserable disease, you are no doubt aware how critical the caregivers and assistance providers are to the patients and to the families during these battles. Ted recently described his cause and his approach to supporting and helping those in need of assistance, and I’m honored to share his story and encourage you to offer whatever support you can afford.   -Art

100 Miles for Life, Ted Friedman

In 2010, I started 100 Miles For Life, a charitable campaign focused on raising awareness and funds in support of an outstanding community services organization — The Gathering Place, in Cleveland, Ohio. The mission of The Gathering Place is to provide assistance to those whose lives have been impacted by cancer.

The Gathering Place opened in January 2000 as a nonprofit, community-based cancer support center to fill an unmet need in the greater Cleveland community. The programs and services offered address the social, emotional, physical, and spiritual needs of individuals with cancer and their support network.

The mission of The Gathering Place is to support, educate and empower individuals and families touched by cancer through programs and services provided free of charge.

My Dad’s Cancer Story:

My personal connection to The Gathering Place began in 2000, when I lost my father to cancer. My dad was originally diagnosed with colon cancer in 1995, but after surgery was fine for a few years.  Then during a routine scan in 1998, doctors found his cancer had spread to his lungs and eventually to his brain.  Unfortunately surgery was no longer an option.  He was ill for 14 months, and underwent chemotherapy and Gamma Knife radiation treatments. He lost his hair and some of his independence and mobility, but never his love of life or his sense of humor! 

While The Gathering Place didn’t exist for most of my dad’s illness, my parents became aware of it in early 2000, shortly after it was first founded. Since that time, the organization has helped countless families like ours, providing support to navigate the physical and emotional impact of battling the disease, and the challenges that arise in losing a loved one.

An Event to Symbolize the Severe Challenges of Fighting Cancer:

The Gathering Place operates on a limited budget, with operating funds generated 100% from corporate and personal donations, and privately-organized fund raising campaigns like mine. To provide a focal point for my efforts in support of this worthwhile non-profit organization, I will be competing in the 2011 Burning River 100-Mile Endurance Run on July 30th-31st.

To most people, the idea of running 100 miles is impossible.  But that’s partly the point – I wanted to choose an event that was ridiculously difficult, to symbolize the severe challenges of fighting cancer and to show that things that may seem impossible actually aren’t if you have the right knowledge, attitude, and support.  And that is what The Gathering Place is all about – providing knowledge, fostering positive attitude, and offering support to individuals and families in need.

I hope you’ll take a few minutes to read more about my effort at http://www.100milesforlife.org and consider supporting the campaign.

Filed Under: Values Tagged With: , , ,

Dispatches from Mayo: Are You Pushing Your Colleagues to Grow?

May 26, 2011 By 2 Comments

Note from Art: My next few posts will be brief insights gained as a result of my observations and experiences at The Mayo Clinic.

From Dr. William Mayo in his description of the three conditions essential to the future success of the Mayo Clinic:

“#3 Continuing interest by every member of the staff in the professional progress of every other member.”

I love that Dr. Mayo recognized the critical nature of learning and development as a part of the core values of this remarkable medical institution.  There’s no denying the importance of this action-oriented value for learning from and developing others, and there’s no deferring it to another department. It’s right there for everyone to see, ponder, think about, act upon and support.

In thinking back on the cultures I’ve been part of or those that I’ve had the occasion to support as a consultant, I truly haven’t observed more than a handful that had their own form of focus on the development of everyone, as articulated so succinctly by Dr. Mayo.  Interestingly, the organizations that did seem to get this, even if they didn’t describe it in quite the same way, were (and are) leaders in their markets.  Somehow, when people seek to learn from each other as well as take collective ownership for promoting organization-wide learning and professional development, good things happen.

While all organizations have their faults and warts and I suspect an institution that has 40,000+ people show up for work everyday has more than a handful, Mayo continues to be the brand of choice when we truly need help.  Walk the halls and talk to and share stories with people supporting their family members here, and the message is the same over and over again: We’re here because it’s the best. We’re here for answers. We’re here again because of how they helped us the last time. It’s consistent and never-ending.

While there’s no claim of causation or even correlation between the value described above and the performance and reputation of Mayo, I see and hear the values at work in every encounter.  (More on this in an upcoming post.)

Too often, we push the development of others off to a department or worse yet, to a third party training organization that has no basis in understanding the culture and no authority to support the teachings through coaching and on-going learning.  This is lousy management.  Similarly, instead of encouraging learning and knowledge sharing, much of our built-up knowledge remains cloistered in silos. Again, poor management.

If you have the privilege of leading others, consider what Dr. Mayo’s 3rd condition for sustaining success means to you, your team and your organization.

It’s time to take the important people development responsibility back from whatever department purports to own it, and work to knock down knowledge barriers and other fences that keep people from sharing and learning from each other.  You might just be building the foundation for your own high-performance culture.

Filed Under: Leadership, Professional Growth, Values Tagged With: , , , ,

Management Excellence Book Series Podcast-Full Steam Ahead

May 12, 2011 By Leave a Comment

I had the pleasure to connect on the phone with Jesse Lyn Stoner, co-author with Ken Blanchard of Full Steam Ahead-Unleash the Power of Vision in Your Work and Your Life (second edition), and this podcast is the output.

I like the book a great deal…and as I indicate in my intro comments, I tend to approach books on Vision with a bit of trepidation. Not only did Jesse and Ken quickly assuage my concerns that this might be another challenging walk through the V topic, but they had me turning the pages and truly loving both the story-line and the power and simplicity of their approach to this important but often abstract topic.

Full Steam Ahead truly helps bring the topic of vision to life for all of us on a professional and a personal level.

As an aside, some interviews flow and some are just a bit awkward.  Talking with Jesse was a delight for so many reasons.  Her energy, clarity and obvious deep practical knowledge and thoughtfulness on the subject matter, made this a true pleasure.  I hope you enjoy the discussion about with Jesse as much as I did!

Full Steam Ahead Jesse Lyn Stoner [ 27:05 ] Play Now | Play in Popup | Download

Note: My copy of Full Steam Ahead was provided by Jesse. Unlike many books that I receive, this one has earned a permanent place on my business bookshelf.

Filed Under: Leadership, Performance, Values Tagged With: , , ,
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