Leadership

It’s Time for “Spring Training”!

It’s Time for “Spring Training”!

 

It’s that time of year where we are SUPPOSED to be getting teased by the promise of Spring….not the never-ending Winter many of you are experiencing right now. But not to worry, before you know it the longer days, promise of warmer temps and the eventual promise of the Summer to follow will show up! We are not there yet, but change of seasons is much like change in our personal and professional lives. We don’t always know when it is coming nor can we always control it, darn it. And often it feels like we are taking a step backward at first. But eventually, we can get to our goal, which is warmer, sunnier times.

 

This month, due to a couple of recent client requests at a couple of locales, we are revisiting the number one thing that causes the most stress, hand wringing, frustration and sometimes conflict. That topic is change, both that which we may be able to initiate and in turn have control over OR the harder change. That change that is forced upon us in a variety of ways is always the more difficult one to tackle, digest and get on board with. Change is hard. Change is rarely easy. But change is inevitable and needed at times, whether we like to admit it or not. So, this month seems like the perfect time to dive in and revisit a few tips that I hope will help start you thinking in more detail and in actions you should consider taking. Soon!

 

It’s Time for Spring Training!
More and more is being asked of managers in today’s business world. And because of that the importance of their success is even more critical to any organization. It’s easy as a new, reassigned or just overwhelmed manager to get lost in the shuffle of all the activity. In this month’s newsletter, we will address some very common, well-documented “management derailers”, courtesy of a case study provided by the PI Research Institute.

 

CASE STUDY
Alleviate management derailers to become a better manager
Because managers carry more responsibility than any other position in most offices, their personal development is sometimes forgotten. Over time procedures can become routine, and managers can unconsciously begin to derail. How can your leaders become effective managers?

 

There are three symptoms a derailing manager may possess: resistance to change, inability to deliver expected results, and inability to see beyond their own functional silos. It is crucial to treat each of these symptoms immediately in order to ensure that the manager and organization stay on track and continue to be productive.

 

Derailer #1: Resisting change
A manager “at risk” of derailing due to resistance to change may exhibit some of the following behaviors:
• Expresses frustration at the suggestion of change
• Is preoccupied with reminiscing about “what was” versus “what will be”
• Continues to do things the same old way yet expects new results
• Discomfort with ambiguity and lack of openness to discovering better ways of doing things
• Team members complain about mixed messages from leadership and their manager

There are several ways to remedy this manager’s resistance. The first step is to understand the manager’s appetite for change. People are “wired” differently, and this influences our appetite for risk and challenge. Some find change exciting and embrace it, while others find it threatening and reject it. A balance of both is healthy for an organization. Knowing how someone will respond to change helps you tailor your communication and get them on board.

 

A second way to assist a manager is to help the manager understand his natural aversion to change. If a manager has a natural tendency to resist change, then it is important to make them aware of this tendency. This will enable them to develop their own way of helping themself adapt to change. When possible, have them think through the process for you so that you can demonstrate how the change will benefit both the organization and the individual.

 

Finally, when trying to develop a manager resistant to change, ensure that the manager is focused on the new priorities. There are many ways to communicate change, but words are not enough. You need to translate this change into meaningful actions and goals for the manager, and then you need to inspect what you expect. Ask the manager and their people what they believe the manager’s priorities are, especially after a change event. This reveals disconnects and opportunities for realignment.

 

Derailer #2: Unable to deliver expected results
Another type of manager with potential to derail is one who is unable to deliver expected results. If the manager in question meets these symptoms, they are “at risk”:
• Results are consistently below goals, especially those that are measurable
• Manager blames others or makes excuses for their own failure
• Manager avoids discussions about setting, tracking, and progressing toward goals
• Manager spends too much time, energy, and resources on low-priority activities
• Team is unaware of how they contribute to the manager’s or organization’s goals

To “cure” or CHANGE this type of management, first clarify the expected results and goals. It is difficult to hit a target when the target is moving or you’re shooting through fog. Don’t assume that your managers have a clear understanding of the results they need to achieve and how they’re going to achieve them. When possible, go beyond the “what” to the “how,” and challenge the manager to translate goals into sub-goals and activities that must be achieved.

 

Next, attempt to understand the manager. Not everyone is naturally goal oriented. For those who aren’t, the notion of setting, tracking, and achieving goals can be extremely intimidating. This is especially true of new managers in roles where measurement is difficult. If the manager fits either of these criteria, then expect to spend more time coaching them so that they can achieve their goals. When possible, include them in the goal-setting process to get their buy-in.

 

Finally, my personal favorite, inspect what you expect. Once goals are clear and you have the manager’s buy-in, establish a process for tracking the most important goals. Use these goals to create a personal “dashboard” that helps the manager set their own priorities that drive results. Require the manager to update their goals weekly, and use their progress to facilitate a coaching discussion. Finally, check back with the manager on a periodic basis to ensure that their priorities are properly aligned.

 

Derailer #3: Missing the big picture
The final type of manager with potential to derail is a manager who cannot see beyond their own functional silos. This might be THE most important change needed! Symptoms of a manager “at risk” of derailing include:
• Unwilling to communicate or collaborate with others outside of their unit
• Makes decisions that benefit their unit but clearly hurt the overall organization
• Resists change that impacts them but clearly benefits the organization
• Hoards information that might benefit others outside of their unit
• Co-workers complain that the manager is out of touch with the organization’s mission

The first step in developing a manager with high silos is to establish clarity. Don’t assume that the manager understands how they and their people fit in and interrelate with other units to achieve the organization’s greater mission. This should be spelled out explicitly, especially if the manager has spent little time outside of their functional unit. Be sure to include the manager in at least one cross-functional team. Have the manager experience firsthand what it means to contribute to a broader team and depend on others to achieve a significant common objective. Ideally, he or she should work under an experienced team leader who can provide both coaching and a positive experience.

 

Establish at least one cross-functional goal for the manager. While similar to the previous point, this requires them to participate in an ongoing operation of the organization rather than a special project with a defined endpoint. In this situation, the managers who share the goal should report to someone higher up who can monitor progress, facilitate discussion, offer advice, and drive accountability.

 

Finally, monitor the manager’s progress. This is more than just an annual performance review; it’s about holding the manager accountable, ensuring that they are aligned with the company’s priorities and in changing their behavior. This is done by monitoring his or her progress and offering coaching and additional development. Input from multiple sources such as the manager’s managers, peers on cross-functional teams, and subordinates is invaluable.

 

These three types of managers are more common than they should be. And these symptoms don’t just occur in newly minted managers or old and grizzled ones – they can surface at any time, so monitor your people regularly. Encourage your leaders to know how to be effective managers. Enable your organization to excel by developing your managers to exceed expectations. Don’t allow management to derail because of their own faults, teach them how to be successful in their position so that they can develop the rest of those in the organization.

 

And one last tip….re-read and insert the term “employee” rather than manager! In 99% of the points made in this case study, the same rules and techniques will apply and more importantly, work!!

 

Thanks for reading. Talk to you next month. Be prepared for a
real-life motivational story you should find very inspiring.

 

Dave

Leadership

What’s Your Legacy?

Most people think about legacy at the end of their careers as they near retirement age. But the time to think about it is now as that will make you a better leader today. And a better team mate no matter your position!

A key question to ponder is when should you start thinking about the legacy you are leaving as a leader, employee, friend? So often people feel they are too young or too old to think about their legacy at all. But based on my experience and the rewards that come from doing so, the time to think about YOUR legacy is now.  

 

That commonly held opinion that most people only think about legacy at the end of their careers is being challenged.  And I am totally onboard with this alternative school of thought.  Robert Galford and Regina Maruca, authors of “Your Leadership Legacy”, advocate that “thinking about your legacy now makes you a better leader today no matter how far you are from retirement.” Based on interviews they conducted with people at all organizational levels it’s their firm belief we all should be engaged in legacy thinking, a forward thinking tool that is

counter-intuitive to what we typically think of as legacy work. Another source that supports that same thought would be “A Leader’s Legacy”, by Jim Kouzes & Barry Posner. They support what I have definitely seen myself firsthand. That is the fact that thinking about our own legacy leads us to view our actions today in a much broader, bigger context. Kind of like my standard practice of asking those I work with what kind of path they want to create and leave behind. Do they want to leave a calming, comforting ripple effect of positive actions and words or…..a tidal wave that swamps the boat and drowns all aboard! The concept of legacy thinking forces us to go break the perpetual, common practice of short-term thinking and consider the past, present and future.

 

As leaders, front-line workers, friends and colleagues, whether we realize it or not we are leaving a legacy with the decisions we make and the actions we take. Our own legacy is created solely by us. We live our legacy daily, and it can be a good one or it can be a bad one.

 

Key Questions to Ask Yourself

  • What are two or three personal characteristics (skills, behaviors, or values) for which you would most like to be remembered?
  • What have you learned in your current role, your work, and your life so far that you would most like to pass on to others?
  • How will you convey that learning?
  • What do we want people to remember about us as leaders, colleagues, friends?
  • What influence are we having on others on a daily basis?

What a great thing for people to actually want to leave a positive wakebehind them rather than a raging tidal wave. It reflects on how we treat others, personally and professionally. And in doing so, what kind of difference we might have made on their lives. And organizations should love this type of thought and concern. Why? It means less internal focus and potential miscommunication, conflict, stress and reduced productivity. It does mean more outwardly focused thinking. Looking at the greater good but also how the individual exhibiting that behavior and style shows up. In other words, all those things making it a potential win-win for those involved. Always the ultimate outcome to strive for indeed.

Leadership

Great Companies Are Led By Missionaries, Not Mercenaries

Gorason business coach
David K. Williams, Contributor 

Since 2000, famous billionaire investor John Doerr, partner at Kleiner Perkins Caufield & Byers, has often discussed an important aspect of the world’s greatest entrepreneurs.

 

What distinguishes companies led by mercenaries from those led by missionaries? In Doerr’s opinion, while the two might seem similar at first glance, they are in fact very different:

 

Mercenaries are driven by paranoia; missionaries are driven by passion. Mercenaries think opportunistically; missionaries think strategically. Mercenaries go for the sprint; missionaries go for the marathon. Mercenaries focus on their competitors and financial statements; missionaries focus on their customers and value statements. Mercenaries are bosses of wolf packs; missionaries are mentors or coaches of teams. Mercenaries worry about entitlements; missionaries are obsessed with making a contribution. Mercenaries are motivated by the lust for making money; missionaries, while recognizing the importance of money, are fundamentally driven by the desire to make meaning.

 

Which kind of entrepreneur are you? At our company, Fishbowl, we’ve worked to embody the missionary style of business and leadership for every step of our lives.

 

Recently, I had the chance to visit about missionary versus mercenary leadership with the senior executive of another mission-driven company in our region, Burke Alder, vice president of marketing for Lendio. Lendio matches small businesses with lenders, free of charge, greatly improving the likelihood of getting the financing they need to grow and prosper. In his words, Alder describes the differences in missionary versus mercenary management, and the way this differentiation has helped Lendio meet its own business goals.

 

Start with the “Why”

In my mind, the concept of missionary leaders starts with the “why” of the organization. Not the mission statement-which can be highly confusing-but the “why” that speaks to the company’s passion and vision for changing the world. TOMS shoes is a great example. “We are in the business to help change lives. For every pair of shoes purchased we give another pair to a child in need.” In Lendio’s case, our passion is to fuel the American Dream. We want to help small businesses find the financing they need to grow, hire employees and make a difference in the economy.

 

Make People Matter 
In a missionary culture, people matter. A missionary-focused company wants to make people’s lives better. Knowing the “why” of the company’s purpose inspires and motivates people. The “why” influences the reasons people want to work for a company. Companies that do this well appreciate the value of every person in their organization.

In a mercenary culture it is the complete opposite. There is poor training and high turnover. People are motivated through and live in fear, rather than success. Employees are afraid to “move.” They’re afraid a mistake could end up costing their job.

 

Focus on the Long Term

Missionary leadership is about building a company based on solving a problem that needs to be solved-a problem big enough that you’re willing to focus on it for the very long term.

Mercenary leadership, on the other hand, is short sighted. Most conversations are about selling the company. It is looking for the short win-the build-to-flip model of creating a company. Employees also end up with a shortsighted view of the business, resulting in shortsighted decisions.

 

Collaborate

A missionary style company appreciates two-way feedback. Much of the company’s desire is to help people and to improve their lives. In a missionary culture you can make a mistake and still be okay.

In a mercenary company, feedback moves only one way-from the top down. These companies don’t promote collaboration well. They are not good at interdepartmental communications. They don’t do a good job of prioritizing resources. These companies are filled with people who are not truly engaged. At every level, this difference affects the way the business interacts with its customers. Employees don’t exemplify a company’s passion or its mission or vision when they talk to customers, whether face to face or over the phone.

 

I agree completely with Burke Alder’s assessment. Every priority he named is one that we strive to uphold in our own business as well. John Doerr famously noted one more incentive to build a missionary-focused company: Missionary-focused companies are ultimately the most profitable and financially successful. So when you consider the alternatives, which kind of entrepreneur-missionary or mercenary-are you? As always, I welcome your thoughts.

 

Discussion Questions

Be Attentive: Look around! Are you surrounded by people of passion or of paranoia? How do these conditions impact individual behavior and your organizational culture. What drives or animates your engagement?

Be Intelligent: How does this split of the world into two camps affect your work? Can you be a missionary in a mercenary organization or a mercenary in a missionary organization? What are the consequences for you? For your colleagues?

 

Be Reasonable: In mercenary organizations there seems to be a top down orientation with a strong focus on what and how questions. In a missionary organization strong attention is spent on the who and why questions? As you look at your work how do you balance or order these questions in your work?

 

Be Responsible: How and with whom do you receive and give feedback in your organization? Does this article validate your feedback performance or does it solicit a change in your expectations and behavior? This article begs the question of the level of engagement of the people in your organization and our own assessment of our engagement as leaders in our organization. Any action steps for you or your organization?

Leadership

A Real-Life Example of Leadership Success

Now let’s move on to this month’s newsletter. Last month we started to peel back the layers of what I refer to as Atypical Leadership. The first element was character-based leadership. And as promised, next month I will be talking about the second of our 3 C’s of Leadership, communication. This month, I’d like to do my favorite thing, share a real-world story of someone that clearly has been both successful and also exhibits the qualities of great leadership we have been discussing.

 

In my travels, I ended up in the community of Rockford, IL just last week. While there conducting business, I received an invitation to attend a large evening event billed as a fund raiser and recognition dinner for the YMCA and their major rebuilding campaign. I accepted and assumed I might meet some new folks, make some new friends and contacts and get to see more of the community in action. Wow, what a surprise!! A dinner that was hoping for 500 people(a huge success) ended up reaching almost 700 attendees. And the primary reason for the over-the-top turnout undoubtedly was their keynote speaker. Who was it? Bill Rancic, the first winner of Donald Trump’s Apprentice TV program.

 

Rancic was born in Chicago,IL and grew up in the suburb of Orland Park. He graduated from Carl Sandburg High School and he earned a B.S. from Loyola University of Chicago. In other words, Bill was actually a local boy, from humble beginnings, that made it big time. And his connection to Rockford was his grandfather whom he spent many a weekend with at their home on State Street. Obviously, Bill has come a LONG way since his childhood, but here he was back in his old home away from home giving back to the community. Bill has several businesses going now but the one he was famous for and where he learned many of the lessons he shared with the group were founded in the cigar business he created. An on-line cigar business nobody thought could possibly work except for Bill and his buddies that helped start it.

 

Bill’s Keys to Success

 

  • Practical Execution is key. Have a plan. Stick to the plan. Do it, practice it, critique it constantly.
  • Agility is required. Some things will work and some will not. What was working before might now prove to be ineffective. In Bill’s case with the cigar company, competitor’s and a change in the way we do business made him alter his business model. If he had been stubborn, been out of touch with what was really going on it would have failed…quickly. But being agile, adaptive, in touch and focused he and his partners were able to not only survive but take things to an entirely different level of success they never imagined.
  • Risk is a given. You must take some risks in order to succeed. You can’t always play it safe. Swallow hard, have the strength of your convictions and belief in yourself and go for it. As Bill Rancic said in his speech, FEAR is a key roadblock but you have to overcome it if you want to reach your goals. So be fearless!
  • Be Proactive rather than reactive. In other words, Bill didn’t wait for things to happen. He stayed ahead of the curve and kept his pulse on the business landscape he was operating within. He made changes, anticipated opportunities and acted on them rather than waiting to have to react to things after they had impacted his business.
  • Surround yourself with POSITIVE people. The heavy weight of the negative naysayers will slow you down and could lead to your downfall.
  • Understand Potential. This part of Rancic’s story was fascinating because it is not something you hear very successful leaders touch on much. The highlights to me were to really understand what people are truly capable of especially you. Do not limit yourself. And aim high, stay focused and BE PERSISTENT.

The final point I absolutely loved was Be a Conductor. In Bill’s words, paraphrased here, the conductor of an orchestra doesn’t have to know how to play all the instruments, or any at all. But they DO need to know how to pull it all together, managing and massaging all the different people and elements to achieve a top notch performance level. The same principles apply to business!

Leadership

Atypical Leadership – What We’re Starving for Today

There are more articles written, catchy names, labels and tags given various leadership approaches than I can count. Why? Because there are so many different “takes” on what is required, what works and what will get the end results desired. Based on that fact it would seem logical to conclude that there is no ONE magic answer just a lot of opinions. But the mere fact that there is SO much being written, said and discussed on a regular basis tells me there is a dire need to understand it and FIND IT. In that quest, let’s discuss in simple terms our take on leadership and the attributes to seek in order to achieve greatness. Let’s start with one of what we like to call the Three C’s of Leadership, Character.

 

Character is defined in a number of ways and possessing multiple attributes we identify as being a part of someone with “high character”. My preferred style is…keep it simple. Character is much more than just a bullet point list of things. And that list can be huge based on all the articles, research and opinions out there. Here is our “Top Five List” of attributes noticed and needed in good to great leaders.

 

Self-Aware

People that seem to lead best almost always have a high level of self-awareness. They know what makes them “tick”. They are clear on what motivates them. They understand their own personal style of communication, action, etc. And they don’t try to be something they are not! A KEY point indeed. The great leaders in today’s world seem to be comfortable in their own skin. And they are acutely aware of what their own strengths and weaknesses are for sure. Those same leaders learn to just be themselves, in their own way. In other words, be genuine. After all, there is more than one way to get to where you want to get. If you want to be a leader, understand what your own style and tendencies are and you and your teams will be better served. Nobody likes to follow a phony or worse yet, discover later that the behaviors they had been experiencing were all a fa�ade. Discover who you are and BE YOURSELF first and foremost.

 

Integrity

Integrity, in the view of most experts, goes hand in hand with being deeply self-aware. Not only are people with high integrity self-aware, they are keenly in touch with and aware of those around them and how they relate to them. They walk the high moral ground, practicing what anyone would consider good ethics. They do their best every day to practice good judgment and thoughtful approaches to the challenges of the day.

 

Trustworthy

Being trustworthy as a leader goes on hand in hand with what we have just outlined, being genuine, self-aware and of high integrity at all times. Without those qualities how could we possibly trust them? True leaders exemplifying this characteristic are not manipulators trying to make them look good and sometimes throwing their team members under the bus. They take the fall when it is theirs to take. And often even when it is not.   And they do not misrepresent the facts in order to get an edge. They speak the truth. Sounds so simple, yet this seems to be something more difficult to find these days. It takes courage to embody this attribute, but it’s worth it.

Open-Minded

Leaders of high character must show both an open heart and an open mind. They know to let their guard down and in doing so, this lets other people in. As a result, people trust them more with their opinions, ideas, feedback, challenges and yes, even criticisms. This in turn makes the leader more in touch and aware of what is going on with their business, their team, their industry and their colleagues. These leaders foster an environment of openness, exchange and sharing that is infectious.

 

Lead by Example

Character-based leaders many, many times lead by example. They don’t just “talk the talk” they “walk the walk” of what they want, need and expect from others. When hard work, extra hours and that additional “umph” is needed they are there doing their part in that. When they are asking for honest feedback, they give nothing less in return. In general, whatever a leader wants in others they should be willing and able to give in return. In the words of one of my favorite bosses in my past, never ask or expect someone to do something you are no willing to do yourself. Seems like a great message that ties all the other attributes we have discussed here into play. You don’t necessarily have to know HOW to do everything, that’s unrealistic. But the willingness to dive in, to learn and do what’s needed when it’s needed is invaluable. It keeps real leaders in touch and approachable. That is a much needed thing today more than ever!

 

Lastly, if these basics of Character in Leaders as outlined here is in place the absolute best outcome of all occurs.   Your team and all you come in contact with R-E-S-P-E-C-T you as a person. With that respect, great things are possible!

 

To quote an article from Forbes, “Leaders do not command excellence, they build excellence. Excellence is “being all you can be” within the bounds of doing what is right for your organization. To reach excellence you must first be a leader of good character. You must do everything you are supposed to do. Organizations will not achieve excellence by figuring out where it wants to go, then having leaders do whatever they have to in order to get the job done, and then hope their leaders acted with good character. This type of thinking is backwards. Pursuing excellence should not be confused with accomplishing a job or task. When you do planning, you do it by backwards planning. But you do not achieve excellence by backwards planning. Excellence starts with leaders of good and strong character who engage in the entire process of leadership. And the first process is being a person of honorable character. ”

Leadership

Leadership in Today’s World

The first announcement I am extremely pleased to make is that Goranson Consulting is forming a strategic partnership with Kay Titchenal, effective January 30, 2013. I first met Kay when working for Right Management Consultants, then got to know her much better as I ventured out on my own in 2003. Kay was in a leadership position at a leading medical school, charged with the position of Executive Director of Human Resources. We had the pleasure of doing some great work together in the leadership development arena and from there a friendship and a relationship as colleagues began to grow. After much “prompting”, “begging” and “persuasion”, Kay agreed to join forces with Goranson Consulting as a strategic partner. While maintaining her own business, the vast majority of her time will be working in partnership with GCI. The
goal: 1 + 1 = 3! Synergy at its finest and in turn even better and broader offerings available for our clients.

 

Kay’s business background and experience of 40+ years has afforded her the opportunity to focus on leadership challenges. Working at various professional levels in large and small companies, encompassing those that were publicly traded or privately held, for profit and

not-for-profit, in the private and public sector, and in manufacturing and service arenas, have provided Kay with a wealth of hands-on experience. Just a few of her areas of expertise, in addition to Leadership Development, are human resources, training and workshops, strategic planning & facilitation, leading/consulting on culture and change, succession planning and individualized career development.

 

Our primary focus in working together will be without a doubt LEADERSHIP. Leadership at ALL levels of any organization, whether big, little or somewhere in between. In the coming months we will be announcing other new additions to what GCI will have in its toolbox!

 

One term you will be hearing from us a lot will be Atypical Leadership. We will explain what we mean by that and what it means for all of you, our readers, in future issues. For this month, courtesy of Kay, let’s hit the highlights of an article she read that hits the mark on what we will be exploring in 2013.

 

SUCCESSFUL LEADERS

 

All successful LEADERS share five practices.

 

  1. They challenge the process.
  2. They inspire a shared vision
  3. Leaders enable others to act
  4. Leaders model the way
  5. Leaders Encourage the heart

 

In 2013 the GCI newsletter will be going through eachone of these 5 points….and much more. One of the key elements of the newsletter this year will be challenging YOU to think outside the box. We’ll be sharing real-world stories exemplifying the elements of leadership we will be talking about and talking to. And most important of all, WHERE are our future leaders going to come from? One key thing to keep in mind going forward will be that we both believe strongly you don’t have to have the title “manager”, “director”, “exec” by your name to be a leader. Leaders show themselves in a variety of ways and situations.

Leadership

Great Leaders Find Their Passion

At GCI, we talk a LOT about job fit. We know that when the right people are in the right jobs at the right companies… magic can happen. And massive leaps in employee engagement occurs! Steve Jobs, who passed away last month, certainly made quite a bit of magic happen throughout his life.

 

Steve Jobs was initially diagnosed with pancreatic cancer in 2004. Told by doctors that the cancer was inoperable, Jobs was given 3-6 months to live. He received this news after his 7:30 AM appointment, and he spent the day in agony as he played this death sentence over and over in his mind. The same evening, a biopsy was performed on the tumor that the doctors had found on Jobs’ pancreas. Doctors literally cried when they discovered that the cancer was a rare form that could indeed be cured through surgery. Jobs had the surgery and later reported, “I’m fine now.”

 

The close call in 2004 led Jobs to muse very frankly on the concepts of life and death. Shortly afterwards, in his often-quoted Stanford Commencement address, Jobs was able to very eloquently share some of his thoughts on living a life filled with purpose and passion. Jobs believed that he was “lucky” to have found work that he loved early in life. He found “success” quickly, as Apple Computer became a $2 billion company within ten years.

 

And then, as we all know, he was fired from that same company that he created. Jobs described the feelings of failure (and confusion) that he initially felt after being let go from Apple, but he was able to identify what it was that kept him going through such a tough time.

 

“I’m convinced that the only thing that kept me going was that I loved what I did,” he said. “You’ve got to find what you love. Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t

found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don’t settle.”

 

That paragraph packs a punch, doesn’t it?

 

Does this mean we are always going to love our job? NO. Or that it contains duties, tasks, elements of that job that we may not love at all? Of course. That is reality. But, those people that get to “scratch the itch” that engages and excites them as a part of their jobs are the lucky ones. Sometimes we’ve found it and don’t even recognize or acknowledge that fact. Often times it is there but we allow ourselves to get weighed down by all the pieces we aren’t in love with. A lot has to do with our own perspective. We all need to take a little(or a LOT) more responsibility for our success and passion in what we do.

 

As individuals, we know this. We know that we are uniquely gifted to do certain things. Certain types of work bring out the best in us. They engage our talents and our interests. They challenge us, but in a good way. When we’re working in areas where we are not only skilled but also passionate – look out. Great things can happen.

 

Employers know this, too. Employers don’t want employees who are merely capable of doing their jobs. They’d prefer to have people who really love their jobs. They want people who are really excited by their work. Employers know that these highly engaged employees are also highly productive and tremendous assets for their team. And yes, employers need to do a better job of this. Steve Jobs followed his passions and did what he loved to do. He did what he was uniquely capable of doing. And he remained intentional about staying aligned with his passions.

 

In his commencement address, he also shared a quote that he had read when he was 17 that influenced him. The quote, he said, went something like this: “If you live each day as if it was your last, someday you’ll most certainly be right.”

 

“Since then,” said Jobs, “I have looked in the mirror every morning and asked myself: If today were the last day of my life, would I want to do what I am about to do today? And whenever the answer has been No for too many days in a row, I know I need to change something.”

 

Jobs continued by saying, “Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices in life.” He urged the graduates at Stanford that day not to waste their lives living someone else’s dream. “Don’t let the noise of others’ opinions drown out your own inner voice,” he said. “And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become.”

 

Can you imagine a world where everyone poured as much passion into their work as Steve Jobs did? What if all of us came to work each day as excited to be at our jobs as Steve Jobs was to be at Apple? As excited as Steve Jobs was to introduce the iPhone to us?

 

We’re not all called to be CEO’s of companies or creative geniuses like Steve Jobs. We don’t have to make the same contributions as he did. (Whew.) But… we CAN all bring the same level of energy and passion to our jobs as he did. We CAN be just as passionate about our work as he was in his. When we make the commitment to finding work that we love and NOT settling, as Jobs implored of that graduating class, we set the stage for some magic to happen in our own lives.

 

We’re all given unique personalities, abilities, skills, and interests that are designed to bring us fulfillment when we align them with meaningful work. We think that when the right person is in the right job at the right company, we’ve got a formula for success- for both the individual and the employer. We think Steve Jobs believed that too. Steve Jobs found his calling and showed us how to live a life of passion and purpose. He didn’t settle, and he urged us not to either. Think about that world again where we’re all as stoked as Steve Jobs was about our jobs.

 

How cool would that be?

Leadership

Great Leaders in Today’s World

 Times have changed. And so have some of the attributes that make great leaders to guide us through these challenging times. Now, more than ever, the world at work and everywhere needs and is looking for leaders to show us the way.

 

So…..WHAT makes great leaders? Do you have to have the title “Manager, Director, VP, President, CEO” attached to your name to be a true leader? HOW is it different now in the “leadership suite” as compared to before?

 

There are numerous lists, books and articles addressing leadership and the traits or attributes that make a great leader. All are worth reading and taking to heart. Based on my personal experience in over 30 years of business, here’s my Top 10. They consistently show up in my working past. And definitely do so today in the great leaders I’ve had the pleasure of meeting and working with through my own consulting and coaching practice.

 

Top 10 Leadership Qualities

  1. Real, genuine, self-aware and “they are who they are”
  2. Consistent, level-headed, thoughtful, NOT “Dow Jonesers”
  3. Outwardly focused, not all about themselves and their agendas
  4. Good to great communicators that know to L-I-S-T-E-N and truly hear the message
  5. Flexible, able & willing to change
  6. Calculated risk-takers that learn from their failures, using them to grow & improve
  7. Big picture thinkers, forward- thinking in their approach to their actions and plans
  8. Exudes confidence without being perceived as arrogant or self-absorbed
  9. Live in a place of high integrity, honesty
  10. Good relationship builders

 

Great leaders know that you can’t do it alone. The effective ones today have discovered people working together is far more effective than the old school style of strong fisted, fiery, authoritarian leadership. Including others in the work, the project, the conversation is important. Listening, giving others a voice, adapting and changing what you might have thought originally to adopting new ideas is admirable and needed. It helps tremendously in building real, valued and meaningful relationships with others. That can have multiple payoffs for all. And that all helps create something that is key to all of this…TRUST!

 

HOW is it different in the leadership role today? The successful leaders at the top of organizations are out in front of their people and their customers more. The really good ones manage by wandering around interactively and getting to know their teams, face to face. They go out and meet their customers and build relationships while increasing their understanding of what they need. More open and revealing about themselves, this in turn makes people understand, appreciate and trust them more. They also know the value and power of group communication, frequent contact, visibility and messages to employees and to customers via social media and web conferencing. Town hall style meetings are making a comeback and they should! In other words, they’re not a robot but a real person with family, friends, interests and problems like the rest of us. They “keep it real”!! Modern day leaders are adaptable and know there is more than one way to get the results. One size and one way does not fit all.

 

And the same holds true in their relationships and direction of others. Great leaders know that taking the time to understand each person’s preferred style of doing things, likes, dislikes, wants, needs are all vital in doing what really works best. They know to manage to the individual in order to get those results we all are expected to hit and exceed. In turn, this makes them more approachable and keeps them more in tune with what is really going on with their team, business, etc. And this allows them to do so without having to dig for the information in a forced way.

 

Expectations are everything, especially in great leaders. IF we are around leaders that are more consistent in how they present themselves emotionally and in their communication, actions and decision making the better it is for those around them. The feedback I get more than I like to hear in my role as a workplace consultant and development coach is often “I never know what to expect from one day to the next from him or her. I don’t know what’s right or what’s wrong depending on their mood that day. I’m afraid to take the lead or stick my neck out because I never know how that is going to be received”. Sound familiar?? Consistency in how you show up as a leader solves a lot of problems and certainly creates a more positive, workable dynamic around you.

 

One GREAT Leader

My final thoughts are entirely based on someone I consider to be the best leader I had the pleasure of knowing and working with in my life. He was considered someone to look up to, listen to and admire many years ago and his style would serve others well today without a doubt. His name was Ed.

 

Ed was my Regional VP when working as an Operations Manager for a company in Denver, CO. He was the third boss I had been assigned to in a little over a year and he lived quite a distance from my hub, in San Francisco. He didn’t hire me, he inherited me. I rarely saw him. He’d visit once a quarter. All 9 managers on his team, along with those in his small regional office, universally looked up to him and learned from him. Why?

 

Ed treated us all as individuals. He got to know us on a business level and on a personal level, without crossing the line on that. He laughed, shared himself personally and maybe even more than he did professionally. When we had our quarterly management team meetings, we combined work with something fun, every single time. Being a golfer, the one I enjoyed a lot was playing on the coast in California. But the one we all universally loved and learned a lot in doing was one where we went to an old, down-by-the-tracks bowling alley outside San Jose. He paired us off in teams, bought us greasy burgers, fries and a “tasty beverage” ,or two, or three. And he sat back and watched, for the first two games. Then dove in and joined us on the last two. When I asked him why later, he said it was because he wanted to see who dove in, who held back, how we showed our competitive sides and styles and how we showed up when our guard was down doing this fun activity with no thought on our part. From that he knew what he had on his team. And he used it wisely.

 

The standard line about Ed was that he really didn’t know that much about the technical side of things, but he knew people. He knew how to motivate them, correct them, guide them and support them. And how to hit our goals while also feeling valued as a person, not just a number. He never played favorites. We always said that outside his office walls you never knew who was in the penthouse and who was in the outhouse. Behind closed doors he made it very clear by being totally honest, short, sweet, and without getting emotional and crushing your spirit when we were off track on something. He helped us come up with a plan to correct and get back on the right path. And then, that was over, move on. We were back to being a team and working hard, playing hard and helping each other out. We loved the guy. He had the “it” factor. And he had “it” because of the characteristics listed at the beginning of the article. Ed lived those every day.

 

Now it’s your turn!

Leadership

Do you or your employees and co-workers think “Oh no, I have to go to work tomorrow!”?

Do you find yourself thinking about the upcoming workday and start rapidly becoming filled with a sense of impending doom? Are you stressing about your seemingly endless to-do list? Feeling anxious? Contemplating calling in sick?

Feeling that pit in the bottom of our stomach on Sunday evening may be somewhat the norm these days. Having a panic attack about going in to work is not. If you, your co-workers or your employees suffer from some of the symptoms listed above it doesn’t necessarily mean you are disengaged. It could be a major sign that you are suffering from job stress.

According to statistics from an organization specializing in Employee Engagement (HR Solutions’ National Normative Database, comprised of 3.3 million employees from 2,400 organizations), stress in the workplace has been on the rise since 2009. In 2009, only 60 percent of employees believed they suffered from job stress, compared to 66 percent of employees in 2010. Results for the past year are expected to climb even higher, perhaps to 70% or more. This is TOO high!

There’s no doubt the recent economic downturn we experienced has earned the blame for the increase in job-related stress. SO many organizations are short-staffed and employees are constantly being asked to do more with less. Not to mention the all too common fear they have about losing their job. Clearly, this ongoing stress takes an enormous toll on employees, their family life and their productivity.

Stress can have a detrimentally negative impact on one’s physical and mental health. Stress can show up as a) high blood pressure, b) suppression of the immune system, c) an increased risk of stroke and heart attack, and d) increases in one’s body weight. Mentally, stress can lead to anxiety and depression.

Obviously, stress has a potentially huge negative impact on Employee Engagement levels in the workplace. Even the best of employees can quickly go from Actively Engaged to Ambivalent to Disengaged after suffering from ongoing job stress. This drop in Engagement levels can lead to decreased productivity, decreased profitability, increased absenteeism, and ultimately an increase in turnover.

What Can Organizations Do to Effectively Manage Stress?

Several best practices that managers and leadership teams can follow to help reduce stress levels in the workplace are as follows:

– Regularly meet with employees to make sure their workloads are manageable. These meetings will help employees feel comfortable talking about stress and seeking help when over-stressed. When possible, attempt to rearrange responsibilities among the team.

– Managers have a tendency to rely too heavily on their star players. Make sure that responsibilities are spread evenly throughout the team as much as possible, not just on the backs of the “stars”.

– Encourage and create wellness programs and awareness. Exercising has been proven again and again to actually reduce stress levels. It relaxes muscles and triggers the release of endorphins. It increases our sense of well-being. Improves and clarifies our thinking and ability to prioritize. And can even impact our confidence levels! NO, we do not all have to run a marathon, compete in the Iron Man, climb a mountain. BUT……find something you enjoy that increases your heart rate, burns calories and gets you moving. Push yourself at first without hurting yourself. You will begin to see and feel the benefits.

– Create MORE Fun in the workplace! Studies have shown that laughter relaxes muscles, lowers blood pressure, and speeds the flow of oxygen through the body, which ultimately reduce stress levels. In addition, both smiling and laughing release endorphins into the brain. Offering fun activities at work can help employees see both of these benefits.

Managing stress is not just up to the managers and leaders. YOU need to take the initiative to address it. The person that knows you best should be you. Take control of your own health. And in turn, hopefully encourage your leaders to do the same. And one final, VERY personal opinion I’d like to share. TAKE YOUR VACATION TIME. Use it for a REAL vacation. Encourage a culture, much like has existed overseas in other countries for years, to get away, disconnect, have some FUN and RECHARGE. One of my former bosses pushed me hard and often seemed like a taskmaster but….when it was time for vacation he said “Dave, when you go on vacation GO on vacation. Don’t call in. Have fun. Use all of it each year. And then come back recharged and ready to go.” Thanks, Mike M. Good advice.

Leadership

How Well Do You Hand Out Work to Peers and Subordinates?

Leave your ego at the door.  A big mental speed bump to delegation is that “If you want it done right, then do it yourself.” Remember, you’re not the only person in the world who can do it right. You may be the only person who can do it right at this very moment, but if you take the time to train someone, they can probably do it right, too. And (don’t pass out) they might even be able to do it faster or better than you. This is something you need to not only accept, but invite!

Stop waiting for people to volunteer. ASK FOR HELP!  It’s not a sign of weakness.  And if you’ve got “martyr syndrome”, you’re probably overwhelmed, and you wonder why people don’t ever offer to help. When they do, maybe you turn them down, just to be polite, and quietly wonder why they didn’t insist.  Actually, many people are quite oblivious to what others are going through. Let go of any frustration you might have and don’t expect them to change.  But you can!  It’s ultimately your job to communicate your needs.  Please don’t view  asking for help as some form of weakness.  It’s not.  But trying to do everything yourself is a weakness and not good for the organization as a whole – or you!!.

Attitude is everything.  Your tone of voice, body language, WHERE you delegate or ask for help are extremely important.  I know, basic stuff, right??  Well, I had two questions last month asking what to do when a boss delegates with a “tone” in their voice as if they are a dictator making demands rather than asking for help.  How do you think that’s going to turn out, LOL?  Give it the right setting(an office or conference room if possible).  Be collaborative in your approach to the person getting the task, work, project.  Lean forward.  Smile.  RELAX.  Pause for them to absorb it and ask questions.  LISTEN.  And be sure to express supreme confidence in their abilities to perform the job at hand superbly.  Confidence breeds confidence!  AND competence!

Delegation is not dumping.  If you really want to reap the benefits of delegation, “delegate don’t dump”.  Try to never give someone the impression that all you’re giving them is “garbage” work.  Don’t imply that you are just dumping unpleasant assignments on them that you or no one else wants to do.  Certainly not the first time or two you give them something new to do.  And later, when that does become a necessity based on shear volume, try to spread that around and be honest about the work.  It’s not a glamorous job but it needs to be done and I’d really appreciate your help on this.  Something to that effect.

Recognize your helper when it counts. Delegating tasks to someone else is necessary if you are to take on more and more responsibility. It’s counterproductive when you delegate the task, your helper works hard, and then you take all the credit. Recognize and praise the efforts of others on your behalf.  Catch ’em doing something right, as I have always preached!

Say Thank You. When someone does something for you, it is important to say thank you, acknowledge the help and let the helper know they are appreciated otherwise you appear ungrateful. People are more likely to offer to help again if they feel appreciated.