The Top 10 Outcomes from an Art Petty Live Event

13 High ResDuring the past few years, my speaking work has expanded tremendously as an outgrowth of my management and leadership writing. The opportunity to share ideas with great teams, firms and leaders is exhilarating and the honor of sharing ideas on thriving in our firms and careers a bit humbling. I take my responsibility to deliver a program that promotes positive actions and outcomes for you very seriously.

The outcomes below are extracted from actual client feedback in post-session surveys, with some value-added context from myself. And, I may have interjected just a bit of fun into the outcomes!

Whether it is your company meeting, a midyear kickoff or your management or project team meeting, I want to join you in catalyzing a revolution of positive change and sustained professional growth!

The Top 10 Outcomes from an Art Petty Live Event:

  1. No one will have to go to the emergency room because I convinced them to walk over hot coals. (Gimmicks don’t teach or inspire change.)
  2. Your boss will say, “Wow, I thought he was just the writer of all of the those blog posts you keep forwarding to us.” (I write a great deal, but working with live groups is the best way I know to help promote change for the better.)
  3. Some percentage of the audience will wonder how much caffeine I actually consume. (My speaking coach struggles to keep me locked in one place and my gesturing under control. I am passionate about helping individuals, teams, and organizations transform and succeed!)
  4. Everyone in the room will have at least one Ah-Ha moment about something they can do to strengthen their own performance in their jobs. (It takes “Just One Thing” to make a profound difference in the performance and careers of an individual. I aspire to deliver at least one for every person in the room.)
  5. A percentage of your audience will squirm in their seats just a bit over the recognition that they are leaving performance and their professional development on the table. (Recognizing that you have to work harder is always uncomfortable.)
  6. No one will accuse you of hiring a speaker that hasn’t walked the walk. (I learned by doing—by striving, occasionally failing and always ultimately succeeding in building great teams and great business in software and technology.)
  7. Everyone will feel engaged, involved, and respected during our highly interactive session. (I am not a talking head! Our session will draw you and your team members in to the critical thinking and idea development.)
  8. Your team members will leave this session energized and armed with practical ideas to apply immediately in the workplace. (Everything I write and speak about is intended for immediate application in improving a personal, team or organizational situation. Theory collides with pragmatism and practical guidance wins the day!)
  9. People will remark to you later: “He didn’t preach at us, he helped us think about our challenges, opportunities and approaches in new ways.” (As a wise person once offered, I cannot teach you something, I can only teach you to think. The difference is profoundly important. )
  10. Every single person will think just a little bit differently about their ability to influence the success of the team and firm when they walk out of the room. (It’s your job to give them room to run. I will stimulate the thinking and ideas. Be prepared for a lot of people running to turn ideas into actions.)

All that and more, when we work together to help you rock your next team, company or industry event!

Key Topics (relevant for keynote or extended workshop formats):

  • Level-Up—Helping Our Firm Move from Survive to Thrive in Our Era of Change
  • Level-Up—Surviving and Thriving in Our Careers During Our Era of Change
  • Building High Performance Teams One Encounter at a Time (Project Leadership)
  • Leading in an Era of Uncertainty and Ambiguity
  • Leading in Dangerous Situations
  • Great Decision-Making—Building the the Future One Decision at a Time

I always tailor the material for your particular situation. Let’s connect to talk about your challenges and how to set the stage for a fantastic outcome with your next event!

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Practical Lessons in Leadership

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Art Petty is a speaker and workshop presenter focusing on helping professionals and organizations learn to survive and thrive in an era of change. When he is not speaking, Art serves senior executives, business owners and high potential professionals as a coach and strategy advisor. Additionally, Art’s books are widely used in leadership development programs. To learn more or discuss a challenge, contact Art.

High Performance Management—Courage and Business Transformation

Graphic displaying terms relevant to high performance managementThe topic of transformation is a challenging one for all management teams. It’s not surprising that few muster the collective courage necessary to transform their organizations even in the face of sustained headwinds or looming crisis.

Certainly, there are different drivers behind the need for significant change. One very common and challenging situation arises when a firm comes face to face with its own impending irrelevance, often created by competitive disruption or technological obsolescence. Another scenario…the one I see most often in technology firms is the need to transform to support growth. Both offer their own unique challenges.

The first situation…impending obsolescence and a high probability of organizational death demands transformation on a major scale. The issues are fairly clear, and the adversary easily observed and studied. While some of the big decisions are obvious…shedding unprofitable endeavors, cutting costs etc. selecting the response or strategy that will postpone or eliminate impending doom is quite challenging. The art and science in this situation isn’t the financial management it’s the strategy and execution work.

In the second scenario, transforming to support scaling…to go from good to great or great to greater, the biggest adversary management teams face is overcoming the comfort of “incrementalism” and wrapping their brains and arms around the need to unite on and drive significant change. The overwhelming emotion for managers is to incrementally fix and tweak and tune what has been working versus taking action to reinvent. What’s needed are new functions, processes, systems and talent with a charter to go to new arenas, and what happens looks more like the duct-tape and flexi-hose repairs I use for sudden plumbing problems. I momentarily stem the crisis, but I don’t fix the systemic issue.

Having lived both of these scenarios in multiple technology businesses, I find the second situation, driving significant change while successful (albeit increasingly stymied by capacity, infrastructure and talent issues) to be the most vexing of the situations. There’s almost never a mandate to change and management teams solve small problems all the while the bigger machine begins to squeak and groan and then smoke. As efficiency and effectiveness decline and good opportunities in new markets or with new products go unrealized, management begins to flail and inevitably, the financials begin to move in the wrong direction.

Navigating and ideally, avoiding the squeaking, groaning and smoking phase takes incredibly strong senior leadership starting at the top with the CEO and carrying through the entire executive management team. In the circumstances where we got this right, the group was able to put ego and personal interest aside and focus collectively on what was right for the business over a longer horizon. The groups found a new performance gear, and while talk of risk and uncertainty dominated much of the dialog (and emotional atmosphere), the unrelenting focus on the need to help the business “Level-Up” defined the mission. There must be unanimity or talk of transformation remains just that.

Conversely, where the need was present but the work failed, these teams lacked the collective courage to consider the topic with anything more than lip-service. Talk of transformation in these cases is infused with politics, self-interest and the dialog if it even turns into that, is more an endless philosophical debate. Those seeking to derail this train are able to easily manipulate the agenda and a less-than-unified team lets it drop. In this case, the focus remains on tackling incremental issues versus systemic. It may work for awhile, but it eventually runs into the brick wall of reality.

The Bottom-Line for Now:

If you and your team have recognized the warning signs of your firm’s structural, capacity, strategic and human limitations, it’s important to begin framing and forming a discussion that looks beyond the symptoms to the underlying issues. The temptation is to attempt to reduce the symptoms with a variety of small fixes. The need is for the team to rethink what it needs to look and act like to ensure a profitable, healthy future. Don’t fight reality. Recognize that the inertial power of the status quo is strong. It takes extraordinary strength to move beyond how we do things today.

Subscribe to the Leadership Caffeine Newsletter with subscriber only content. Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

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

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

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





Art of Managing—There’s No Substitute for the Right Tools

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

My Dad often reminds me during our various build or fix projects that, “There’s no substitute for the right tool.”

While I’m comfortable with my typical selection of the Big-3 (hammer, screwdriver and adjustable wrench) for most projects, Dad travels with a well-stocked toolbox filled with all manner of shiny, unique tools designed for very specific challenges. He takes particular pride in going to just the perfect tool for a sticky project situation and then applying it skillfully to solve the problem.

He’s right of course. He can fix or build anything and the workmanship is great. My improvement projects are a bit more “triage-like” in their appearance and function.

Dad’s constant reminder of the right tool for the situation fits in management as well.

Too often, managers trot out their own variation of their “Big 3” with approaches such as S.W.O.T analysis, template-type strategy frameworks, multi-year forecasting models, cascading goal planning, a project team or 360-degree feedback and others (insert your firm’s standard issue tools here), when the situation calls for something very different.

Most of the tools of management were conceived in an era characterized by a great deal of consistency and predictability…two attributes in short supply today. We’re living and working in an era of complexity…characterized by uncertainty and ambiguity and we need new tools to help us successfully navigate through the fog and around the many unknown risks lurking just out of sight.

In addition to the tactical templates and instruments referenced above that offer little help in making sense out of complexity born by constant change, much of our larger workplace environment…our superstructure (think hierarchical, siloed organizational structure) seems and feels anachronistic in a world where speed and adaptability are much more important than top-down driven efficiency.

Zappos has been in the news recently for their attempt to eliminate all managers from their organization. Coverage of their experimentation with holacracy seems to end up more on the negative/scoffing/it’s doomed side, and while this reductionist technique doesn’t “feel quite right” to me, it’s an interesting attempt to re-think the organizational superstructure and supporting tools. This experiment bears watching. (As I’m reading McCullough’s excellent new book, The Wright Brothers, it serves us all to remember that most of the people experimenting with flight were widely lampooned in the press and in society during that era.)

Whether holacracy becomes a useful tool or not, there are less revolutionary but potentially effective approaches for structuring and teaming in our organizations. Managers are well-served to study McChrystal’s “Team of Teams” content in his recent book. Sadly, the experience gained in today’s form of combat is highly applicable to our approach to managing and structuring and leading in a complex, fast-changing world.

The article, “Strategy Under Uncertainty,” at McKinsey, does a great job of describing why various tools and management approaches work or do not apply depending upon the level of complexity you are experiencing in your industry. I see the logic suggested in this article violated regularly as executives and management teams attempt to corral complexity into their world-view…which is of course based on experience gained in a different era. The most common violation is the attempt to plot an “Escape Velocity” strategy…a move into new markets or businesses by leveraging the same multi-year planning model used for the very mature businesses. While there are few certainties in life or business, this approach is certain to fail.

My encouragement is to diversify your toolkit with new approaches and ideas for translating external noise and complexity into ideas, insights and intelligent experiments. It’s likely you will need to craft some of your own tools in the process.

Teams and firms winning in this world are creating approaches that emphasize translation of external noise into relentless focus on simple but not simplistic questions such as: what does this mean for us/our customers/our competitors? How might this disrupt our business model? How can we innovate with more than just technology? How can we move faster from experimentation to monetization?  And many others.

Effective managers are pushing the development of perceptual acuity…attempting to see around corners, with their teams. They’re inviting customers to the team…crossing boundaries within their organizations to develop a broader perspective and going outside of their firms and even their customer groups to see what’s happening in environments radically different…but where they are tackling analogous issues.

The Bottom-Line for Now:

Yes, I know…these are big, lofty and abstract thoughts that seem easy to write and that don’t fit with your need to prepare that next 3-year plan …or get ready for the once per year strategy offsite (a convention that must die…strategy is an all-the-time activity). Yet, the warning signs of creative destruction are all around us with the daily changing fortunes of long-standing and new firms. Outgoing Cisco CEO, John Chambers, stared at his customers at their annual conference the other day and suggested that 40% of them wouldn’t exist in a material way in 10 years.

It’s time to rethink everything, including the tools we use to manage and plan for our very uncertain futures. There is no substitute for the right tool. Sometimes, you simply have to create that tool.

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

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

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

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

Art of Managing—Managing Effectively is Hard, Good Work

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

For some reason, the work of management and of managers often is positioned as a poor second cousin to the richer, nobler tasks of leading. Managing isn’t as captivating to many…sounding and feeling more clerical than inspirational and achievement oriented. Even the label of “manager” tends to connote someone of lesser rank toiling away over spreadsheets and far removed from the loftier issues of leaders.

The academic world and the world of business writers (and leadership bloggers!) have often worked to focus on the differences between leaders and managers. Kotter started this dialog, management texts explore the concept and it’s not uncommon for the dialog to become a debate. In my view, it’s a ridiculous non-debate. Do you really want to work for a leader who cannot manage and a manager who cannot lead?

Yes, leading is critically important. It’s also a tool of management and managing (planning, organizing, leading and controlling) and while those we label as leaders may dream and speak of building great monuments and testaments to the human spirit and ingenuity, those we call managers bring these visions to life.

The Proper View on Management and the Need to Reinvent:

Gary Hamel, founder of the Management Innovation Exchange (MIX) and a professor at the London School of Business, describes management as, “the technology of human achievement.”  (Note from Art: check out Gary’s fabulous video on this topic at the MIX site.)

Hamel also suggests that the present tools of management are steeped in thinking cultivated from the industrial revolution and early 20th century thinking and fundamentally not appropriate for our emerging world. This goes for how we lead as well. He offers: Current management practices emphasize control, discipline and efficiency above all else — and that’s a problem. To thrive in the 21st century, organizations must be adaptable, innovative, inspiring and socially accountable. That will require a genuine revolution in management principles and practices.

If Hamel is right, the work of today’s manager includes both flying the current plane and building a new one simultaneously.

The Critical Work of Today’s Effective Manager:

The effective manager understands her business and how her firm makes money with clarity, and her decisions are guided by this knowledge. She is well versed in strategy, constantly aware of environmental forces impacting the business and critically attuned to forming a work environment that allows her people to operate at their creative best. She provides frank feedback, knocks down barriers for her team and navigates the firm’s political environment and senior leaders with the agility of a world-class athlete. She finds and develops talent, translates corporate goals into specific functional objectives and works to constantly gauge progress and quality and identify opportunities to improve performance.

And while she’s at it, as Hamel suggests, the effective manager is looking for new ways to create an advantage by changing and innovating her practices. Consider just two key issues faced by today’s managers:

1. How to cultivate effective project teams (we live in a world of projects) with team members distributed across continents and cultures.

2. How to combat and outflank fast emerging competitors armed with technologies that were pipe dreams just a few years ago and now threaten a firm’s very existence. From external awareness to command of strategy to managing the process of turning ideas into offerings, this is critical, hard work indeed.

The Bottom-Line for Now:

The work of the effective manager builds bridges, moves mountains and brings great big dreams to life. Perhaps the world and our firms need a few more people proud of their role as managers.

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

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

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

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


In Pursuit of the High Performance Senior Management Team: Part 1

Graphic displaying terms relevant to high performance managementNote: this is the first of an on-going series exploring the issues, challenges and opportunities for senior managers to strengthen group and organizational performance. Whether you are CEO, a member of the senior management team or, someone on the rise and aspiring to this level, the content we’ll explore on teaming, power, politics, strategy and execution are relevant to you.

Part 1 sets the stage for our on-going discussion.

Let’s start with the contention that a high performance senior management team is one key component of effective and sustained organizational performance and organizational health.

While not a researcher by background and sensitive to the human propensity to recreate the fundamental attribution error, I’m comfortable through many years hanging around, leading, guiding and generally working with senior managers in all manner of firms and industries stipulating that there is a relationship between this group’s performance in several key areas and overall organizational health.

More specifically, when the individuals who comprise the senior management team unite and focus on executing around a limited number of critical priorities, including strategy clarification and communication, execution coordination and talent selection and development, the rest of the organization is better positioned to perform at a high level.

Easy to write. Not so easy to realize in practice.

If I had a dollar for every CEO who has confided to me that he/she isn’t satisfied with the performance of their senior management group, I would be at least a good dinner and a few bottles of great wine richer.

The CEO concern is typically in the neighborhood of a nagging belief that organizational performance is being left on the table due to lack of alignment. The most commonly described issues or obstacles include personality conflicts, political gamesmanship and communication challenges.

Most CEOs are quick to highlight a perceived lack of trust between members as a contributing cause of poor management team performance as well. Of this grouping of issues, trust is perhaps a core contributing cause of team dysfunction and the rest truly just symptoms of poor team leadership and development. Ironically, the team leadership/development is on the shoulders of the complaining CEO.

Hackman’s Conditions for High Performance Team Development:

The recently late J. Richard Hackman devoted a career to studying teams and his five conditions for high performance are minimum table stakes for team development at any level. They are:

  1. A clear and compelling purpose
  2. The right (and clear) team membership
  3. Expert coaching
  4. Enabling structures
  5. Supportive organization

In almost every case of the frustrated CEO or perplexed management team member, one or more of those conditions are absent.

While developing an understanding of the conditions for successful team creation is a core part of this series, it’s useful initially to explore some of the most common areas where senior management teams flail and fail. A good understanding of the tripping points is important to building a program for successful team development.

4 Key Areas Where Senior Management Teams Fail and Flail:

1. Failing to establish an identity as a team at the senior level. The lack of team identity at this level manifests itself in a grossly tactical focus at the expense of the heavy lifting of direction (strategy), resources and execution and talent development. While the group meets from time-to-time, there’s little integrated work around what should be the core priorities of the senior management team: strategy, execution and talent.

2. Hiding behind collegial dialog. It’s impossible to drive business without robust dialog on the big issues. This is the uncomfortable vetting of different viewpoints and interests and the honest admission of weaknesses and blind spots with the need for individual and functional improvements. Many senior teams remain collegial and tactical in their discussions, preferring the safety of this environment to the perceived dangerous chasm posed by the hard issues in front of the team.

3. Failing to work at improving team performance. It’s unlikely that a group of high-powered and successful individuals will automatically coalesce as a team without addressing Hackman’s core issues above and without working hard at building trust and moving beyond the comfortable content to the hard issues facing the business. This is difficult work…and it often requires taking a leap of faith to engage professional guidance (Hackman’s coaching component). Instead of this heavy lifting, most senior managers meet and report and discuss, but few integrate their efforts to team.

4. Expecting too much teaming. While this might seem contrary to the core premise here, the reality is that there is a limit to the concept of “team” at the senior management level. Laser focus on the big, critical issues is much more important than promoting the belief that the people have to perform like a team for every single organizational issue. The executives are functional leaders responsible for promoting execution within their own tribes, and the concept of team is capable of being pushed too far around the executive table.

The Bottom-Line for Now:

Most senior management groups are teams in name only, but not in performance. Sadly, the costs to the organization of this failure to coalesce at the senior management level are heavy.  Great functional performers are not automatically great team players, and the hard work of moving from a team by name to a team in performance is just that, hard work.

The first step is recognition.

Up next in the series: creating the senior management team identity.

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

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

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

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

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