Jul 25 2011

Leadership Development – A Star is Born?

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Every leader wants a star on the team. Someone who is a game changer, who can make great things happen with seemingly little effort. Some leaders want nothing but stars on the team. If a member isn’t a star, they just aren’t right for the team.

This attitude is becoming more prevalent, especially in tech related industries. Some companies will spend tremendous amounts of money to secure one star player, at the expense of a larger group of people who aren’t considered star quality.

In “How to Build a Winning Team,” published in Newsweek magazine, Jack and Suzy Welch suggest a team leader will be most successful when he or she lavishes love (their word, not mine) on the star players and  stops wasting time counseling the mediocre ones.

In the many organizations I’ve been associated with there are two truths regarding this theory of stars and ‘middling performers” as the Welch’s call them

1. I’ve seen teams that are made up of “stars” and they are, in large part, dysfunctional. The reason is, people who consider themselves stars either want to work without teams, or they want to have teams at their beck and call. They aren’t looking to lead a team as much as simply use it. When there is more than one star on a team, the dynamics can quickly devolve into a contest to see who is the bigger star or who can get the most star treatment. These star players are, or quickly become, narcissistic.

2. Probably more dangerous though is the idea that leaders should not spend much time with the “middling performers.” First, as you may have already deduced, I’m not all that interested in a team of stars. I’ve found greatest success with teams who are dedicated to, and willing to subordinate themselves for a specific, well-defined mission. To that end, I’ve seen great success when leaders take the time to bring out the best in those “middling performers.” I was once in an organization whose senior leader tended to subscribe to this theory of stars. This leader created a truly impressive team of people who were very good at moving our organization forward. The sheer force of this leader’s personality prevented much of the narcissistic problems I mentioned but also prevented potential stars from moving up. When that leader left, I found myself with a group of stars whose careers had stagnated, and a bunch of those “middling performers” with significant unrealized potential. Over the course of about a year, we were able to get many careers restarted and several of those the previous leader had deemed unfit went on to great success.

The leader has two responsibilities. One is to, as Welch says, recognize, encourage, reward, and of course control the star players. The other is to help the non-stars grow. I’ve found that, most often, those “middling performers” are the fertile ground in which truly effective future leaders grow.

 

 

 

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Jul 19 2011

Strategic Planning for Leaders – That Critical Mission Statement

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A vision statement describes a leader’s big dream for the organization. It should reflect what the leader wants to happen if nothing were to stand in the way. The mission statement is different in that it’s more concrete and specifically defines what the organization does. To be effective, it must be short and succinct. I’ve seen large corporate mission statements that were several pages long. How many employees actually read those lengthy mission statements?

A few years ago, I was assigned to lead an organization with a mission statement that attempted to cover everything they did. No one really knew what it meant, but it took up a lot of space on the website! I gathered my leadership team and we created a new statement, clearly focusing us on what was important. Then we made sure everyone knew it. We even sent it to our customers and told them to tell us if we weren’t living up to our own mission statement. What had been a disjointed group quickly became a focused team, able to complete several projects which had languished for quite some time.

Your mission statement should be about the what and why of your organization. Keep in mind that unless you run a non-profit organization, you have to make money or you’re out of business. If you have shareholders or investors, they certainly expect you to make money for them. This is where the mission and vision must be kept separate.

While the vision may identify ways you want to achieve your dream, that’s not part of the mission statement. How you will accomplish the mission is a separate part of the strategic plan; the goals. But, while goals are not part of the mission statement, they must be tied to the mission statement to ensure they are truly related to mission accomplishment.

A final point about the mission. A good, succinct mission statement is one of the most important employee engagement tools you can have. Employees who understand the mission, and know why they’re contribution to the mission is critical to its success, will be much more engaged than those who don’t. Many times, when I ask what their mission is, employees can’t answer. How do you expect them to be supportive of your mission if they don’t know what it is?

A vision is the leader’s lofty and challenging view of what he or she wants to accomplish. The mission is a short, succinct statement that defines what the organization actually does. Together, they form the basis for a solid strategic plan.

Does your strategic plan have a meaningful mission statement that clearly describes what you do and how you do it? Do your employees know what that mission statement is?

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Jul 13 2011

Strategic Planning for Leaders—Start With a Vision

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I’m often asked, “What’s the difference between a mission and a vision?” That’s a great question as it strikes to the very heart of leadership responsibility: ensuring people understand your dream for the organization, as well as why they are there and what the organization does.

A vision is a big dream; the leader’s lofty and challenging view of what he or she wants to accomplish. Conversely the mission is a short, succinct statement that defines what the organization actually does. Together, they are the first steps in a solid strategic plan.

Let’s start with the vision. No matter the type of organization, as a leader you must have a clear idea of where you want the organization to go – a vision. Perhaps it’s a dream of being the leader in your field or an innovator of new technology. Whatever your vision, it is yours and yours alone. But have you mistaken your vision for the mission? Remember that the vision should be a dream, one that is far-reaching and without many boundaries while the mission is a more clearly defined explanation of why the organization exists and what it does.

A good example I’ve seen lately is the increasing number of companies that define their missions as producing a product with minimum impact on the environment. They’re mixing the vision and the mission. The mission is to produce a product. The leader’s vision is to produce the product in an environmentally sensitive way, and that vision should be a guiding force in the rest of their planning, but it isn’t the mission.

In 1963, Dr. Martin Luther King stood on the steps of the Lincoln Memorial in Washington D.C. and delivered what has become one of the most famous speeches in American history. His “I have a dream…” speech clearly illustrated his vision. King saw what needed to be done. He knew what the mission was, but so did many others. He was a major leader in the civil rights movement because he had a vision of what should be…he had a dream and he was able to articulate that dream to the masses. His vision touched a chord and led to real social change.

The leader owns the vision for the organization he or she leads. This vision should be lofty and challenging, a concept that is bold and far reaching. It is leaders with great visions who motivate others to succeed and accomplish great things. To create a vision statement, ignore what may stand in your way and consider what you would ideally like to accomplish.

What’s your big dream? What is your vision?

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Jul 04 2011

Leadership Lessons From the Founders

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This is my annual tribute to the founders of the United States of America.

There were plenty of reasons not to be in Philadelphia in July of 1776. It was hot and muggy, and mosquitoes and horseflies filled the air. But, in spite of the discomfort, a small group gathered to discuss nothing less than separating, by force of arms, from the most powerful nation in the world. These leaders produced the Declaration of Independence, a document that would fundamentally change history. They also left a legacy of leadership that is worth examining. In producing that seminal document, these men demonstrated five basic leadership fundamentals.

1. They understood the mission. It’s essential for a leader to know why they are there. The delegates all came to Philadelphia to strongly and unequivocally address grievances against the mother country. The English parliament had been violating their own laws, the colonies were suffering as a result and they wanted that to stop. Though not everyone who came to Philadelphia arrived in favor of succeeding from Great Britain, they all understood that the actions of the mother country were no longer tolerable and something must be done.

2. They were well read and had great knowledge of the issues at hand. Great leaders are always striving to learn and their minds are open to new thoughts and ideas which they endeavor to apply to their responsibilities. Historians tell us that America’s founders, though many did not have the benefit of a formal education, were some of the most knowledgeable and well read persons of that, or any other, time. In that room in Philadelphia gathered a group unique in history for pure intellectual might.

3. They knew what they believed. They each had an underlying set of values and lived by them. There was agreement among the members of the delegation of what those basic values were. Even though not all members were protestant Christians they did all share a belief in a higher power. Though today, many seek to downplay or ignore this aspect of the declaration, a little honest study reveals that this common set of values was instrumental in guiding their efforts.

4. They did not rush to judgment. Though today we look at July 4th as the date of the Declaration of Independence, the meeting in Philadelphia started in June and in fact, the cauldron of discontent had been boiling for many years. The delegation was actually the last part of what had been a very lengthy and considered discourse.

5. They were willing to take a risk. A huge risk! Benjamin Franklin’s famous and oft-quoted plea that they must “all hang together, otherwise, most assuredly we will hang separately” was not just hyperbole. The members of the delegation knew that what they were doing would be considered treason by England and treated as a capital offense if they were unsuccessful.

Though leaders of today often live in a high stress world, few must face consequences like those who attended that delegation in 1776. The document they produced stands alone in the world’s history and is a testament to what great leadership can accomplish.

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Jun 29 2011

You Hired a Bad Manager – Now What?

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“I really thought he would work out. He’s a nice guy, but he just doesn’t seem to be the kind of leader we were looking for. Now what do I do?”

When selecting new leaders or promoting current leaders, most executives will give the decision careful consideration, using a combination of experience, intuition, and perhaps evaluation tools prescribed by the company. The problem is, we’re all human and what may have seemed like a good fit initially, will not necessarily work out in the long run. What’s a leader to do?

It’s important to honestly evaluate why this promising prospect turned out to be a disappointment. That analysis will help you determine what to do next. Carefully consider why the new leader has not measured up. Did she completely understand what was expected of her? Have you taken the time to develop him as a leader and help him grow into the new position?

This analysis will help you make an intelligent decision to remove the person or help them fix the problem. Some leadership experts advise firing early. If you’ve determined that the problem is the person themselves, and they just aren’t going to make it in the new position, then removing them quickly is probably the best idea. It’s critical to admit that you just didn’t get this one right.

But, consider this.

You selected them for the position. Their leadership development is your responsibility. You made the decision based on your belief they would be successful, but did you provide the training to help them succeed? If you made a mistake, okay. But it most likely was your mistake and you must fix the problem.

As an example, a company hired someone to be a leader. This person had no experience in the particular industry, but the executive who hired him felt he would adapt to the situation and be a good leader. The company trains new leaders (more of an overview really) in the technical aspects of the company, but they don’t really develop them as leaders. This leader has been in the job now for about 6 months and is not doing well. In fact, the company has sent in more experienced leaders to keep his part of the operation from collapsing. The fate of the new leader? It’s an on-going situation but, at this point it doesn’t look good. The problem is, while the intervention from the company seems to be getting the operation back on its feet, real leadership development that would prevent further problems just isn’t happening. So, if left in his current position, he will most likely fail again. This is a situation that’s fairly easily resolved, but I don’t think it will be, simply because the executive in this case has failed to fulfill his real responsibility to the struggling leader. Unfortunately, I predict this particular leader will be gone within the next 6 months and the word around the C-suite will be, “He just wasn’t the sort of leadership material we need.”

The executive will have wasted a promising person, and everyone’s time. How unfortunate.

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Jun 22 2011

Balancing the Generations

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Things have changed. When I was young, the new generation was expected to conform to the wishes of the older generation. Although not quite at the “seen and not heard” level, we were still expected to listen and wait. Wait until it was our turn, though we were never sure when that would be. Of course some waited better than others. These days, that’s all changed. The younger generation doesn’t want to wait for anyone and the older generations seem more willing to accommodate the impatience of youth. But that isn’t to say there isn’t conflict. There most certainly is conflict; conflict that disrupts the workplace and for which today’s leaders seem ill equipped.
There’s a common tendency among us humans to put things in categories. That’s not always a bad thing as it helps us organize information. The problem comes when we categorize people and forget we’re dealing with individuals who have unique histories, experiences, and influences. People may share the same generational category, but still be distinctly different. A good leader needs to have some knowledge about each generation’s common features while also striving to understand each person’s individuality.
There are many generalizations about the characteristics of each generation, sometimes caused by observations of a small group, sometimes by popularization of minor events. Whatever the reason, these generalizations can often be wrong. For instance, it is sometimes said that members of Generation X don’t make very good leaders. My own experience tells me that’s ridiculous. I’ve supervised and observed many Xers who have been very good leaders.
That’s why I’ve written my new book, Leading the Generations: A Leader’s Guide to the Complex, Multi-Generational, 21st Century Workplace. The book is in two parts. The first part is a comprehensive review of the five generations that impact the 21st century workplace. It looks at the events that shaped each generation, how they are different and yet sometimes very similar, and how each generation influences the others. I dispel some myths and provide a little information about each generation you might not have known.
The second part is a set of proven tools to help leaders bring the generations together and diffuse the conflict. This part looks at such things as communication, leading change, the role and effects of technology, and why it is so important to understand the individual and not just their generation.
Balancing the Generations is for anyone who is in the workplace of today! You can find the book at http://bit.ly/ilLn2f.

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Jun 15 2011

Ten Steps to Effective Decision Making

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Many leaders find decision making difficult, especially when decisions concern something important. This hesitancy is usually rooted in at least one of these four factors.

1. Fear of making the wrong decision
2. Fear the boss won’t agree with the decision
3. Lack of knowledge about the issue
4. Inability to separate fact from opinions.

Notice that these four factors fall in two general categories: fear and lack of knowledge. To complicate the issue, a lack of knowledge can intensify fear so increasing knowledge decreases fear. It’s said that the only leaders who never fail are the ones who never try. It’s a fact that you won’t be right all the time; however, using a structured approach to decision making will definitely improve your chances of getting it right.

The following steps may seem time consuming but, whenever possible, take the time to consider each step. Sometimes time constraints prevent such a complete evaluation, but try to complete as many steps as possible. Once you become familiar with these steps and develop an efficient decision making process, emergencies will not be as difficult to handle successfully.

One of the benefits of a defined decision making process is removal, or at least control, of emotion. While a person devoid of emotion does not make a very good leader, neither is one who surrenders easily to emotion. A successful leader will accept the emotional response for what it is and temper it with careful evaluation of the facts surrounding the issue. Only then will they be a truly effective decision maker.

The following 10 steps form a process for good decision making.

1. Define the issue.
Too often, leaders make a decision before they really know what the issue is. The first step is to know what it is that requires a decision.

2. Gather information.
Learn as much as possible about the issue. Consult experts and, if possible, observe the situation for yourself. The more information a leader accumulates, the better the decision.

3. Develop Alternatives.
It’s best to consider several different decisions. The first conclusion you reach may not be the best one.

4. Discuss potential solutions.
Once you’ve developed alternatives, discuss them with experts to determine if they are appropriate.

5. Step back.
Try to look at the issue from the point-of-view of a disinterested third party. This is difficult but will help you see nuances that are not visible to one who is intimately involved.

6. Change your perspective.
Examine the issue, and especially your potential solutions from the point-of-of view of those who will be affected by your decision. Will your decision ultimately do more harm than good?

7. Set the issue aside.
Once you’ve accomplished these six steps, set the issue aside for a little while. Of course you can only do this as time permits, but it really helps to put it out of your mind, then re-evaluate to make sure you’ve covered all the alternatives.

8. Choose a course of action.
You’ve given the issue much thought and considered several alternatives. Now it’s time to take the plunge. Make the decision!

9. Implement!
It might be difficult, but do it anyway.

10. Evaluate.
Make sure to evaluate the effects of your decision so you can learn and adjust as necessary.

These 10 steps will serve you well in decision making. Don’t shortchange the decision making process!

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Jun 08 2011

Are Leaders Smarter? Five Thoughts on What Leaders Know

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Are you smarter than your workers? If you said yes, you’re in trouble. Either your ego is out of control or you need to take a serious look at your workforce. Let’s turn that question around. Are your workers smarter than you? Here are some thoughts on the subject.

1. In most cases some, if not all, your workers will probably know more than you do about the job, the company, or just life in general. If you are a good leader you’ll understand, accept, and learn to embrace that fact. If not, you’ll probably adopt the attitude that you are the smartest person in the room or you wouldn’t be the boss. Then you will fail, probably rather rapidly.

2. I often hear the argument that the organization’s leader must be an expert in the organization’s product or service. While such knowledge can be helpful, there are a few pros and cons. A leader with such expertise will understand what the organization is doing and how it’s done. Without that experience and knowledge the leader will have to spend considerable energy learning and will never reach the level of expertise the workers have. On the other hand, the leader who is experienced with the company and the product or service will be less likely to be aware of underlying problems and potential improvements that his less experienced counterpart will see more clearly.

3. Many leaders seem to have a problem deferring to a worker’s superior knowledge of a subject as though doing so will diminish them in the eyes of the rest of the organization. In fact, workers usually think much more favorably of a leader who is willing to admit to a lack of knowledge. However; and this is key, they must also be willing to work to fix that knowledge deficit.

4. A leader who thinks he or she must be the smartest person in the room often misses out on good suggestions from their people. A good leader will cultivate others and encourage their thoughts and ideas.

5. A leader’s inability to accept worker’s superior knowledge is usually a sign of insecurity that will tend to isolate them from their workers, the very people who can make them successful. Workers are much less likely to bring problems to an insecure leader and so little problems will fester until they grow up to be big problems. The reverse is true of good ideas. This is usually when a leader says something like “Why didn’t anyone tell me?”

Leaders don’t have to be the smartest ones in the room, but it does help if they are the most self-aware and secure in who they are.

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Jun 01 2011

Leaders, Do You Have a Strategic Plan or a Marketing Plan?

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Is your strategic plan really a strategic plan? Many of the plans I see are really marketing plans in disguise. Now, before all you marketing whizzes jump me let me say that a marketing plan is important for any business. In fact, it is a critical step to success. But, it must be based on something else; a solid foundation that clearly explains three critical questions.

1. Why does this organization exist?
2. What does it do?

3. How does it do that?

How do you know if your plan is a good strategic plan or actually a marketing plan? Take the following short test.

1. Does the plan start with a basic statement of the organization’s mission?

2. Does the plan clearly define the organization’s basic values?

3. Does the plan contain a set of goals that address how it will continually improve in all aspects?

4. Does the plan involve all parts of the organization and was it created with a leadership team representing all its divisions?

5. Does leadership communicate the plan to the entire organization, hold subordinate leaders responsible, and regularly follow-up on progress?

If you answered yes to these questions then you probably have an effective strategic plan. Let’s go a step farther now with a few more questions.

6. Is there a specific office, perhaps a vice president, who is responsible for the strategic plan’s creation and implementation?

7. Is the plan built around an analysis of the organization’s competition and market position?

8. Does the plan change with changes in local economic conditions or competitors actions within the market?

If you answered yes to these questions, I suggest you take another look at your strategic plan. As I said, a marketing plan is very important, but it must be based on a fundamental strategic plan. If the strategic plan and marketing plan is the same thing, then the organization is more likely to be reactionary to small market fluctuations and less likely to be a market leader. A great strategic plan, as the foundation for a good marketing plan, will put your business in a position to lead, rather than react to the market.

How did you answer these questions?

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May 25 2011

Leadership Development: Don’t Abuse the Power Drug

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“IMF chief jailed on sexual assault charges.” The headline was splashed across newspapers and websites around the world. If you’re not familiar with the event, the now former head of the International Monetary Fund was arrested in New York City for an alleged sexual assault against a hotel worker. The story became the subject of conversation around the dinner table with friends the other day, as I’m sure it has at many tables around the world. A friend wondered how a person could reach a point where they believed such behavior was acceptable.

Unfortunately, we’ve all seen this before. There’s an old saying that the higher you go, the harder you fall – and the bigger splash you make when you hit – but look at leaders at much lower levels to understand how this behavior develops.

First, let’s be clear that, at least in this country’s system of jurisprudence, the accused is not guilty just because he was charged. His guilt or innocence is for a court to decide. But, from what I read, it seems pretty likely that the accused did at least take some inappropriate liberties with a worker. Why would he do such a thing? Why jeopardize a seemingly distinguished career? Did he not consider the potentially disastrous consequences?

Probably not. When I first attained a leadership position that afforded me a little bit of power I noticed that there was a personal affect beyond just the responsibility that came with the position. People treated me differently. They tended to defer to me in some situations and those whose professional future I could affect were eager to do whatever they could to make me happy. Now let me emphasize that this position afforded me only a little bit of power. As I observed my peers, I saw different ways of handling the small amount of clout we all had. Most were humble and used that influence to further their organization’s goals and help their people. Unfortunately, though, a few became intoxicated with the perquisites. As I observed those in positions above me, who had more power, I saw the same thing. It was interesting to note that the higher and more powerful the position the more likely it was that those who didn’t handle the power well earlier became even more arrogant and displayed an attitude of entitlement.

That’s when leaders get in trouble. Power can be an addictive drug. Like many narcotics, it can be used to do wonderful things, or it can be abused, leading it’s victims to ruin. This drug can lead to a feeling of entitlement, making the abuser feel immune to the rules as they apply to everyone else. Oddly enough, there are always plenty of examples to demonstrate that leaders are not immune, When leaders ignore the warnings they themselves became an example for those who replace them after they fall.

As leaders, we must resist the temptations that come with power, starting at the lowest leadership positions. That means training new leaders in the need for restraint. As Obi Wan said in Star Wars, “Use your power for good, not evil.”

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