Mar 09 2011

Five Steps to Effective Problem Solving

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As a leader, you have plenty of problems to solve. Though it’s impossible to cover every type of problem you may face (there will always be something new) there are some basic concepts that can be applied to any problem you may encounter.

The most important aspect of problem solving is to understand the problem. Sounds obvious, but too many leaders jump to conclusions, and a solution, without clearly understanding the real problem. The result is often a small problem becoming a large problem, or the creation of another problem that initially didn’t exist. A good leader will ask these five questions in an attempt to better understand the actual problem. Though situations, and the time available to consider the questions, will vary, most problems do not require an immediate answer. In fact, it’s usually a good idea, in non-emergency situations, to pause and consider the problem more carefully.

1. What is the problem?

Answer who, what, where, when, why, and how. Gathering this information helps to clarify the problem and provide a broader view of the underlying issue. You’ll look at some these components in more detail next.

2. Who is responsible for the problem? This is not finger pointing, but an effort to identify who is involved. You need to know who the players are and whether the problem involves a single person or a group. Remember, you are only gathering information at this point. Resist the urge to take action.

3. Why is the problem a problem? What effect does the problem have on your area of responsibility and your people? Sometimes something only bothers a single person and an attempt to solve the “problem” will actually create other problems with much broader impact. Therefore, it’s critical to know why the problem really requires your attention.

4. What happens if you don’t take any action? Will the problem go away on its own? This is a follow-up to question 3. Sometimes a minor problem is only temporary and will disappear without your intervention. Granted, this is seldom the case, but if it is, your action may make a little issue into a big problem. As a corollary to this question, a leader should ask if a subordinate can deal with the problem; giving that person a chance to exercise leadership skill while relieving you of something that doesn’t really need your attention.

5. What is the root cause? A wise leader will learn to utilize root cause analysis. Real root cause analysis is not simply asking who’s responsible for this. In fact, a good analysis will not focus on any particular person or event unless the investigation eventually points that way. A great technique is to ask why five times. Think of small children. They will ask why again and again. Yes, it can become quite obnoxious, but it’s their attempt to really understand. Each time you receive an answer to your question, ask why again. By the time you get to the fifth why, you’re probably at the root cause.

These five questions will give you a much better understanding of the problem and with better understanding will come a more effective solution.

What do you think? Leave a comment.

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Mar 02 2011

Leadership Development: Six Steps in Preparation to Lead

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After years of lower level leadership positions, I was anxious for the big time. I could envision myself in the big chair, issuing orders, solving problems, and just generally making the organization, if not the world, a much better place. Nothing would faze me and I would be loved by all. Then one day my opportunity came. This was what I had been waiting for. Bring it on!

By the end of the first day I realized that 1) the experience and training I had received up to that point was helpful and without it I would be a complete failure, and 2) I wasn’t nearly as ready as I thought I was. The experience, and those which followed, were terrific. I wouldn’t trade them for anything, even though they were often humbling, and I never seemed to be as ready as I thought I was.

I am glad I had the experience leading up to each new adventure because it prepared me for those things I wasn’t expecting. I’ve found there are six elements which helped me better prepare for each new leadership role.

1. Know yourself. If you’ve had any good leadership training, you’ve probably gone through some type of exercise to become more aware of your own strengths and weaknesses. Apply that again with your new job in mind. You don’t necessarily have to be a technical expert to lead an organization, but you do have to know where you are weak and what strengths compensate for that limitation.

2. Know everything possible about the organization and the responsibilities of the position you will occupy. Be careful here. There will be plenty of people who are itching to tell you what is wrong with your new organization. Some have valid points, but many will have an ax to grind and will not be particularly reliable sources. Do your own research and trust your instincts.

3. Use the full measure of your experience, but don’t assume this organization will be just like the last one. What worked before may or may not work in the new situation. If you try a one-size-fits-all leadership style, people will sense that you do not see them as different from the last group and assume you don’t really care that much about them as individuals.

4. Make sure everyone in the organization knows your vision and the organization’s mission. Also, ensure they understand how they are vital to that mission’s success.

5. Don’t take yourself too seriously. You’re going to make mistakes, maybe even big ones. Be quick to take responsibility and admit to those errors. People know you aren’t perfect but they want to know that you know that as well. Not everything is funny, but in general it pays to have a good sense of humor.

6. Understand that something is going to come out of left field and whack you. While you should know that will happen at some point, don’t live in fear. Rather, expect it as part of the job and deal with the issue. Then move on. Resist the urge to start placing blame for something you maybe should have seen coming, but didn’t. It happens to all leaders at some point. How you handle it is a true measure of your character.

Take on that new job; that increased responsibility. You’re never as ready as you want to be, but follow these six steps and you’ll be okay.

What do you think? I’d really like to know.

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Feb 23 2011

Developing Young Leaders – Business Professionals of America

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Maybe it’s just me, but it seems like the only time I hear about young people is either when they do something in sports, or when they’re in trouble; and sometimes that’s the same kids. For a refreshing change of pace, I took a couple of days last week to judge speaking contests for the Business Professionals of America. What a great experience! I judged both individual prepared speaking and team presentation events and found a wide variety of techniques and skills and in every case, contestants who definitely showed what outstanding potential there is in our young people.

It’s common when speaking of events such as this to hear the phrase, “everyone who competed is a winner.” That tends to ring a little hollow when you’re watching someone else walk away with the awards. What is absolutely true for this event, is that there were no losers. Each student who competed received valuable suggestions for improvement, but more importantly, accomplished something that isn’t easy. To understand this, put yourself in their shoes. Prepare a presentation that, hopefully, will interest someone else. Then practice, practice, practice when you’d rather be doing something else – anything else. Get on a bus and travel to a new city and stay in a hotel. Okay, that part is probably fun. But the fun is overshadowed by the thought of standing in front of three adults you’ve never seen before.

Now imagine yourself in business attire (not the normal dress of today’s teenager) in a small room with just you and the judges. I’ve done a lot of speaking in a lot of different venues and even I found that to be just a little daunting! See what I mean? Anyone who does all that can’t possibly lose.

There’s another group who didn’t lose; the judges. In fact I think we won! I for one found the event energizing. As each new contestant entered the room I found myself wondering what information they would present, what techniques they would use, what I might learn from them. And yes, I did learn from them.

I also must mention the advisors who ran the event. These were teachers who took extra time to help their students realize what they can become. They provided the students with a great example of a professional event and I was especially impressed with their obvious desire for all contestants to succeed.

As leaders, we can learn from their example. In my study of the various generations in the workplace I’ve found considerable concern about the youngest generation’s ability to communicate, or even to concentrate for more than a few minutes without a computer. This event proved to me that those fears are unfounded. Rather, this generation, like all generations before it, needs some coaching, a little guidance, and some encouragement. What I saw last week were young people who have the drive and commitment to excel at whatever they choose to do. So leaders, don’t worry about these new people entering the workplace. Just give them a little help and watch them soar!

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Feb 09 2011

Leadership Styles – Are They Geographical?

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As with all businesses, people find me through several different avenues, and like all businesses should, I try to keep track of them. Of course, one source is internet search engines and I’m always interested in what search terms lead people to my site. Those search terms tell me something other than what people are looking for. They also sometimes give me a clue about what people are thinking. One I saw recently is a great case in point. The search term was “African leadership style.”

Why do I find this significant? Think about it. Is there a European leadership style? Is there an Asian leadership style? Some might say there are leadership styles that tend to correspond to geographical location. In fact, having worked with people from many different countries, I can easily see how such a perception could emerge. But is it valid?

First a little geopolitical commentary. Including the surrounding islands there are 53 countries on the African continent. With the current efforts in Sudan, that is now 54. Depending on where you draw the Europe – Asia line, there are something like 50 countries in Europe and 37 in Asia. Don’t get hung up on the numbers; the point is there are a lot of different nations, with different cultures, and different styles of interpersonal relationships. But they all have something in common.

But, before we discuss that, what are leadership styles? There are several different listings of leadership styles, depending on which researcher you read. But, they all tend to fall into three broad categories: Authoritarian, Directive, and Participatory. Each of these styles has a place, depending on the leader, the follower, and the situation. (That’s Situational Leadership for those who study Hersey and Blanchard) A skilled leader learns to use the correct style with a specific person in the appropriate situation. Someone who responds well to a participatory style in one situation might need a more directive style in another. Or perhaps a situation drives the leader to use a directive style with followers who don’t normally require it. In the worst case, a leader uses an authoritarian style with people who already respond well to a participatory style. But notice that no where does this discussion of styles have a geographical nature. So what about those things everyone has in common?

Every human has needs. People in highly developed and economically prosperous countries may feel they have different needs than those in less developed countries, but in reality, all humans have the same needs even though they may see them differently. A successful leader is one who understands those needs and helps his or her followers meet them. The work of psychologists such as Harlow and Maslow showed that these needs, and the resulting motivations, know no geographical boundaries. Humans are basically the same, though there are sometimes very large cultural influences that make us seem very different. So, what does all this have to do with “African leadership style?”

Just this. People respond to good leadership regardless of where they live. A good leader uses a leadership style that is appropriate to the individual without consideration to where they might live. However, there is often an expectation that a certain leadership style is required for certain groups or nationalities. Frankly I find that idea out dated, and repugnant, but it still exists. If you’re a leader, reject the idea that there is an “African leadership style” and embrace your people as individuals.

What do you think? Leave a comment, I’d really like to know!

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Feb 03 2011

Leadership Development – 4 Steps to Embracing Conflict

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Is there any place that is truly free of conflict? If there is, I haven’t seen it. The fact is that humans will always disagree, have differing goals, or just have bad days. It’s a leader’s job to manage, not prevent, conflict to make it a positive rather than distracting force in the workplace. That seems like a difficult assignment. How does a leader manage conflict?

The first step is to understand that conflict will always be present. No matter how poised, composed, or peaceful a person may seem to be, there is always something that will bring them into conflict with someone else. I don’t know anyone who doesn’t have some issue or belief that will foster a disagreement with someone else. In fact, I don’t want to know anyone like that because I believe passion is important.

Next, learn to use conflict to attain a better result. There’s an old saying that if two people always agree, one of them isn’t necessary. One thing I’ve learned is that when I’m with a group of subordinates, I’m never the smartest guy in the room. Everyone there is an expert in their own area and it pays to listen to them. I welcome and encourage disagreement. It challenges my thinking and ensures important issues and concerns are not missed. When everyone agrees on a complex issue, I get concerned.

Third, know the difference between helpful and harmful conflict. Conflict that leads to personal attack or even violence is obviously bad. Unfortunately, there is a tendency of late to consider anyone disagreeing with the accepted wisdom as fostering a bad type of conflict. This isn’t true! As a rule of thumb, consider any disagreement with ideas, processes, or methods as potentially constructive. These conflicts can be expressed without resorting to personal attack. Though he didn’t actually say it, Voltaire is quoted as saying “I disagree with what you say but I will defend to the death your right to say it.” This is a perfect philosophy for a leader to adopt. Effective conflict management includes ensuring that everyone has a chance to express their thoughts, in expectation of a fair consideration.

The previous three steps allude to the fourth. The leader must encourage conflict. That sounds almost ludicrous in today’s world, but it’s vitally important. First, exactly because today’s world tends to discourage conflict, a leader must ensure everyone on the team is heard and that they can honestly express themselves without fear of censure. Second, by encouraging, and properly managing conflict, the leader provides a sort of relief valve. When conflict is stifled, the issues and problems causing the conflict will not go away, they’re just suppressed. At some point, that pot will boil over with very bad results.

Lately there has been considerable discussion in the news about civility with everyone begging for civility towards each other. That’s a great idea! But remember, civility refers to how you address yourself to others, not the subject of the conversation. Embrace the idea that it’s okay, even healthy to disagree. Just be nice about it.

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Feb 01 2011

Leadership and Strategic Planning: Who’s in Charge of Strategy

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What’s your company’s strategy? Is there someone in charge of that? If so, who? There’s often a disconnect between real strategy and what many leaders think is strategy. I’ve seen too many senior leaders who seem to think strategy is something like a marketing plan. To be truly successful, leaders must see strategy for what it is; the overarching plan for success.

To clarify this concept, consider the difference between strategic and tactical. These two terms are normally associated with the military and of course the military brings unending complexity to this concept, but it can be boiled down to its most basic form. The strategic level of leadership looks at the broader situation, developing plans that are more general in nature and, if taken alone, are really not executable. The tactical level of leadership takes those strategic plans and creates more detailed plans which make it possible to implement the senior leader’s goals. This concept translates nicely to an organization’s strategic planning process.

The plan is, by definition, strategic. It presents a general view of the mission and goals of the organization and is created at the senior level. Because it is strategic, it provides a basic, broad view of what the organization wants to accomplish. All subsequent efforts of the organization should then be focused on that strategic plan. Subordinate leaders then create tactical plans which spell out how they will accomplish their part of implementing the strategic plan.

A good illustration of this difference is in making goals and objectives. The senior leader and leadership team define the organization’s goals. These goals are directly tied to the organization’s mission and define where the organization wants to go. The goals represent the strategic level of planning. Each goal also has objectives which define in more detail what needs to be accomplished in order to realize the goal. That is the tactical level.

But wait you say. The goals and objectives are both included in the strategic plan. So is the plan strategic or not? Yes it is; but, to make it complete and simplify what the rest of the organization sees, goals and objectives are included. The reason that’s possible without violating the principles of tactical planning after strategic planning is the leadership team. When creating the strategic plan, a wise leader forms a leadership team which is made up of his or her subordinate leaders who are the ones who will be responsible for accomplishing the goals. Each of these subordinate leaders will create a tactical plan to accomplish those goals. That’s why the company’s strategic plan should not be considered complete until the members of the leadership team have had the opportunity to discuss the objectives with their own subordinate leaders to ensure those objectives are reasonable, achievable, and measurable.

So, who’s in charge of strategy? The senior leader of the organization. Strategy and strategic planning are not responsibilities that can be delegated, though a strategic plan is best created with the input of more than one person. What about your organization? Do you have a strategy? Does everyone know what it is? Have you separated the strategic from the tactical?

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Jan 20 2011

Leadership, Management, and Commissioned Sales

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I recently read a comment from a very successful small business owner stating that commissioned sales is the only way to really motivate employees to provide great customer service. Reasoning that only a sales associate who works on commission can understand how important repeat business is, he claims that associates on commission will deliver better customer service. I emphasize that this individual is a very successful small business owner so this has obviously worked for him. But, is it the best way?

The basis of his argument is that an associate cannot understand the importance of good customer service unless that associate is directly compensated for performance. He goes so far as to say that commissioned based selling allows better control of associates, who by the way, must be managed.

I suggest he, and all retail leaders, consider an alternative approach. It starts with each associate having 1) a real understanding of the senior leader’s vision for the company, and 2) a firm grasp of the company’s mission and how that associate contributes to the mission. I cannot overemphasize the importance of this point. People who understand why they are important to success, and who know their leadership does too, will always outperform those who do not.

Once an associate, or any employee, knows those two critical points, they need to know the company’s goals. Be careful here. It’s way too common in the retail world to set goals on a daily or weekly basis. These aren’t really goals. They’re more likely knee jerk reactions to last week’s poor sales numbers. Real goals require some time and effort to accomplish. For instance, a sales goal that says the store must make X dollars tomorrow is not a goal. It’s just a target that is most likely arbitrarily based on last week’s numbers. A real goal would be to increase store sales over the next year by X%. Now, here’s a secret to success! Make sure the associates understand their part in meeting that goal. But is that enough?

No; and that brings me to the most interesting part of this business owners comments. He insists that associates must be managed and controlled. There is a better way though. The leader must make the employees part of the stores success. How?

Now that associates know the company’s mission, the goals, and how they impact them, leaders must get the associates involved in meeting those goals; accomplishing the mission. Associates actually have ideas and when they see leadership taking their ideas seriously, they will respond. Leadership’s appreciation for the associate’s knowledge, experience, and contribution will have a much greater impact on their productivity, and customer service, than any amount of monetary bribery.

Without this vital step, commissioned sales might be a good idea.

More and more, business leaders are beginning to understand that compensation, in and of itself, doesn’t really drive high levels of performance. That’s not to say compensation isn’t important. In fact, until compensation reaches a point where it meets an employee’s basic needs, it can be the driving factor. But, using commission sales to make up for poor compensation is not the best way to motivate employees to perform better customer service. What it can do is cause an associate to believe he or she is working for themselves and not the company. Rather than feeling they are an important part of the company, they may begin to feel like the company is there for them.

So how do you compensate associates in a way that motivates them to sell more? You don’t! First compensate them fairly for their work (something most retail companies don’t understand) then treat them like the critical parts of the team that they are. Once a person’s basic needs are met, they are much more responsive to recognition of their abilities and opportunities to grow than to raw dollars. That may seem counter intuitive, but it’s a fact, supported by multiple scientific studies over the last 60+ years.

Of course some will put forth the argument that a few stars will carry lazy associates by doing most of the work. That’s possible in any situation and with any compensation plan. Even with a straight commission system, some will perform much better than others, improving the overall sales figures.

Sales associates, like any employee, are not machines that run on money. They are people who are complex and respond to being treated like a valuable part of the team. Leaders are most successful when they think of the employees (associates) as; well, like them.



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Jan 17 2011

A Real Vision – Martin Luther King

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“I have a dream!” What a vision! Martin Luther King was not the first to fight for racial equality and he wasn’t the last. So why do we remember those words? Because they stated the vision simply and clearly. It was a vision that everyone could understand and feel a part of. It encompassed the immediate issue, racial equality, but went beyond that to a vision of a truly color blind society.

That society certainly didn’t exist in 1963 when King gave that famous speech. I won’t argue whether or not it exists today, except to say that we are a long, long way from 1963. In fact, there are almost two complete generations who do not know systemic discrimination and oppression King was referring to in that speech. When he said “I have a dream that one day on the red hills of Georgia the sons of former slaves and the sons of former slave owners will be able to sit down together at the table of brotherhood,” he was suggesting nothing less than a total remaking of a society. That was a vision!

When leaders create their vision, it’s to that level they should aspire. People are more likely to get behind a leader who states a clear and far-reaching vision; if for no other reason than to see what’s going to happen. The vision must be a big dream. Yes it should be attainable, though perhaps only at some point in the distant future. Remember that King was lost way too early and did not live to see the first African-American mayor (Young, Atlanta), or the first African-American governor (Wilder, Virginia). And yet, he did foresee those events; they were part of his vision. That brings us to another important part of the vision.

The leader’s vision must come from the heart and must be something in which the leader truly believes. A vision that is just made up to sound good is false and will be seen as such by others. King’s vision was from the heart. It was obviously genuine; he really had that dream and he was excited about sharing it with anyone who would listen.

As we celebrate Martin Luther King day, it’s a great time to reflect on your own leadership role. Do you have a vision? Is it big? Do you articulate your vision to others in such a way that they also get excited and want to see it happen? Do you have a dream?

Please watch King’s entire speech at http://bit.ly/1cgoK3.

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Jan 11 2011

Communicating the Strategic Plan – Be Careful

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“Be Careful!” Those words jumped out from a bumper sticker on the car I was passing. We were on the interstate, traveling at interstate speeds when I saw the bumper sticker. Of course I immediately wanted to know what I should be careful of, what danger I should avoid. Alas, the explanation, the valuable information that might save me, was written in very small letters, impossible to make out. So, I will never know what danger the car’s owner was cautioning me about.

We sometimes do this as leaders. We present our workers with a grand scheme, or some motivational slogan, then fail to help them understand what they need to do, or how they participate in success. This is one of the biggest failings of many strategic planning efforts. The leadership team creates a plan, complete with vision, mission, and goals. The final plan is distributed to the leadership team that helped create it, and that’s as far as it goes. The rank and file, those who will actually make the plan succeed or fail, never understand their contribution.

All parts of a strategic plan are important, but a step that’s often missed is communicating the plan. Each person in the organization must not only know the mission, but also why what they do is essential to mission success. While knowing the organization’s goals is important, people will not be truly engaged until they understand their part in meeting those goals.

The best method of communication for strategic planning is in two steps. First, the senior leader should present the plan to the entire organization. This should be an overview that has sufficient detail to provide clear understanding of the entire organization, yet not be so detailed that everyone walks away with a thorough understanding. That comes with the second step.

After the senior leader presents the entire plan, subordinate leaders then present the plan to their areas of responsibility. This time, the goals and objectives are covered in much greater detail. Each member of that particular part of the organization must be intimately familiar with the goals which they affect. At this time, the leader should encourage frank discussion, especially concerning objectives the leadership team set for goal completion. The workers, who are most familiar with the technical details of getting the job done, may have suggestions for improved objectives or changes to completion dates. The leader then takes this input back to the leadership team, allowing them to make the plan even more effective.

This communication method will go a long way to ensure employees are engaged in the organization’s success. I’ll never know what I was supposed to be careful of on the highway that day. Don’t put your employees in a similar situation.

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Jan 06 2011

Why Do We Ask if Women Can Be Leaders?

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Do women make good leaders? First, that’s a stupid question. Unfortunately, it still pops up from time to time, even from what I would consider to be normally intelligent people. Of course there are excellent leaders who are women. There are also horrible leaders who are women. The same holds true for male leaders. So why does this subject seem to warrant ever more discussion? Probably because it gets people’s attention and because there still is some bias, real and perceived, on both sides of the issue. So, why do I bother to address the matter? Simply because the question of women in leadership goes to a deeper problem that leaders must be aware of and guard against.

There are more ways to categorize people these days than ever before; and more seem to develop every week. Some people appear to think that being a member of a disadvantaged group is essential to success. Others contend that such membership is the kiss of death. Leaders, whether by choice or fiat, sometimes make personnel decisions based on a person’s membership in one group or another. This is wrong and, as a whole, American management has become more cognizant, and cautious of this tendency. Good leaders have realized that people are people and it’s their skills and abilities that are important. None but the most unenlightened would question a person’s skin color when making hiring or promotion decisions. It’s been a very long time since signs instructing that “Irish need not apply” appeared in store fronts. Yet, for some reason, the question about women and leadership just won’t go away.

Years ago in a college class, we strove to develop an interview and selection process that would comply with every related law, while not allowing any suggestion of discrimination of any kind. Here’s what we came up with. It can’t be done! That’s because, no matter what laws are passed or policies implemented they cannot control a person’s innermost thoughts and biases. Good leaders must recognize those biases (we all have them) and put them aside. Only then can the entire organization function efficiently.

You’re probably saying, “I thought you were talking about women leaders.” I am. One of the best bosses I ever had was a woman who was very smart and energetic. She was also a shapely blond and in those days, there were those who were not shy about expressing their opinion about how she “really” earned promotions. She was the first female boss I’d worked for up to that point and I was a little apprehensive, but I quickly came to admire her for her leadership. She never shied away from being herself, even in the face of the “man’s world” we lived in. For that she earned the respect of everyone who knew her.

There are great woman leaders and terrible woman leaders. The fact they’re women has nothing to do with it. The same is true of any other demographic group you want to name. To ask if they can be good leaders is ludicrous. So, stop asking the wrong question and concentrate on the right question: “Does this particular person have the skills, temperament, and drive to be a leader in this organization?”

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