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Archive for the ‘Leadership’ Category
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Sunday, November 13th, 2011Leadership: What Is It Good For?
Wednesday, August 17th, 2011
Actually, my real question is, “Leadership: What is it?” But every time I tried to type that question, the Edwin Starr song, War: What Is It Good For? came to mind.
So, what is leadership? That’s a big question. No, it’s a huge question. How about management – how does it differ? These are not questions I expect to fully answer here. What I am expecting to do is stir up some thinking.
And to start that thinking, here’s a couple of quotes:
Dwight Eisenhower once said, “Leadership: The art of getting someone else to do something you want done because he wants to do it.”
John Holt, the renowned educational reformer in his excellent book, Teach Your Own, said, “Leaders are not, as we are often led to think, people who go along with huge crowds following them. Leaders are people who go their own way without caring, or even looking to see, whether anyone is following them. ‘Leadership qualities’ are not the qualities that enable people to attract followers, but those that enable them to do without them. They include, at the very least, courage, endurance, patience, humor, flexibility, resourcefulness, stubbornness, a keen sense of reality, and the ability to keep a cool and clear head, even when things are going badly. True leaders, in short, do not make people into followers, but into other leaders.”
What is the difference between a leader and a manager? I have my own thoughts in this, but I really want yours. So I’m pleading for everyone reading this blog to post a comment below, answering the question of what the difference is between a leader and a manager. I know for a fact that the comments will mean a lot more than my opinion or any definition found in a business book or course.
Take a few minutes to click on the comment button below and write whatever you want about my question.
A Culture-Developing Book
Thursday, January 13th, 2011
One of the best books I’ve read in a long time is Delivering Happiness, by Tony Hsieh, CEO of Zappos. Why? Because it’s all about what I believe may be the most important factor in the success of a business. Oh, and I like the way it’s written.
For years I’ve been asking successful business owners, executives, managers, and founders one question: What do you hire for, fit or skill? In all but one time, the answer I’ve gotten from the most successful leaders is “hire for fit.” In other words, hire people who fit the company’s culture, who will fit in with co-workers, because anyone can learn skills – they can’t learn to fit a culture.
That’s not to say that I haven’t had many managers, owners, executives, and founders claim to hire for skill. Quite a few, actually, answer that way. But I can’t recall a single one that would be considered successful by many on the outside. In fact, there’s been a direct correlation between mediocre managers who claim to focus on a potential employee’s skill, and successful ones who hire for fit. Okay, it’s not a scientific study, but my anecdotal surveys are many enough to demonstrate more than a trend.
If you know much about Zappos, you know that the company is all about providing an incredible customer experience. They’ve built a culture focused on customer service. They hire people who will go out of their way to give customers an experience they will rave about. That’s not a skill that people either have or don’t have; it’s an attitude, it’s part of a person’s values. The skills to do so are developed.
What’s interesting is what inspired Hsieh to build a company so focused and committed to building the company’s culture. It was a personal experience at a company he founded. One day, he awoke and realized his company had changed, and it wasn’t pretty. The culture – the collective values – of the business had turned into something he didn’t like. The business had turned into something ugly. He couldn’t say exactly who, what or when it changed, but it had.
I’ve experienced the exact same thing. That’s probably one reason I enjoyed Delivering Happiness so much. Read it. I bet you’ll get more than you expected from it.
Changing The Organization
Wednesday, November 3rd, 2010
Awhile back, I wrote a post about change, specifically about how individuals can change their mental programming with the use of mental imagery. But I posed the question, “How does an entire organization change – how can an entire company do mental programming?”
So, do you have the answer?
I’m waiting…
Okay, maybe I’ll take a stab at it – although I’d still like to hear your answer. You can always post a comment below.
Mental models… That’s really what we’re talking about. And that’s one of the many things that great leaders do: they paint a picture of the future, helping everyone in the organization to develop a mental model of what the changed future looks like.
Developing a mental model is really mental imagery, otherwise known as visualization. When a leader designs a picture of what the future looks like, change and all, others develop a clear mental model of that future. And, for whatever reason, our minds tend to follow the image we put in it. In other words, if you help create a mental image of what the future will look like, and I get a very strong, clear picture of it, my mind will do everything it can to ensure it happens as you’ve represented it.
“Change comes from within.” Sounds very Zen-like, doesn’t it? But it fits organizational change. Until the people within the organization change their model of the business, nothing you do to the organization will change. Think of this change as being an inside-out approach, instead of an outside-in one. You can change procedures, you can change processes, you can even change the people in the organization, but until a majority of people have a clear mental model of what the change looks like, feels like, and sounds like, nothing will transform.
But that’s just my mental model of change. What’s yours? How do you think organizations can create change?
The Advantage of Being Naïve
Thursday, October 14th, 2010
Be stupid.
Not knowing what you’re doing and not knowing what you “should” know, and being just a little bit dumb or naïve is sometimes a good thing. Knowing too much can be a bad thing.
Whether it’s in sports, business, or whatever, knowledge often limits what you do.
The examples are many: Entrepreneurs who jump in and make new ventures work despite many people with much more knowledge and experience saying it won’t work. Athletes who accomplish things because they didn’t know they shouldn’t be able to. Scientists not listening to what others have said and coming up with breakthroughs.
I love coaching young race drivers. Why? Because they don’t know what they can’t do; they think they can do anything. And so often, they can. They do things that many drivers with more experience would say can’t or should not be done. Things like driving through a corner with their right foot flat to the floor on the gas pedal, when others with more experience would tell you “that can’t be done.”
Many young drivers get sponsors to pay for their racing program for one reason: They ask for it. More experienced and knowledgeable drivers wouldn’t ask because they’d “know” they had nothing to offer. But being naïve meant these new racers weren’t limited to what they should or shouldn’t ask for.
I know a salesperson who doesn’t always do things “by the book.” But he makes things happen. And that’s because he isn’t limited by what others think. I’m not saying he’s dumb. In fact, he’s very smart. But he doesn’t let the rules, what others think is the right way, get in the way of getting things done.
So, how do you use what you know without that knowledge getting in the way? Without it limiting you? The trick, of course, is knowing when to trust your knowledge and experience, and when to turn your brain off and just go for it.
Try it. Turn off your brain; stop thinking about what can and can’t be done; stop thinking about what the “right” way is to do or think about something; stop listening to people that say you can’t do that… and just do it. Try it for a while. The problem is that you – and most everyone else – have been programmed to think in a certain way. So, until you consciously change the way you think, you’ll keep thinking the way you’ve always thought.
Consciously and deliberately act naïve. Expect to do the unexpected. Just do.
By the way, one of the most naïve businesspeople, in terms of not following what others say or what the norm is, is Sir Richard Branson. Did he do what others thought was the smart thing to do? No. And look where it got him.
Multitasking Your Way To Mediocrity
Wednesday, August 11th, 2010
Would you rather be good at many things, or the best at one thing? A generalist, or a specialist? Consider this: Specialists make the most headlines, the most money, the most difference in the world. Trying to be good at everything usually results in being mediocre.
For many years, all-season car tires were a perfect example of this: okay on dry pavement, okay in the rain, okay in snow, okay on ice; but not great at anything. They were a good compromise.
Some employees and teammates are like this. They’re good at many things, but not great at any one thing. Some would say that’s good, as a company and team needs people who just get things done.
But what if? What if a company had no employees who were just okay at things, but had an entire team of people who were specialists, who were superstars in their own area of expertise?
Some would say that’s utopian thinking and too idealistic. Is it? And even if it is a little idealistic, is it possible for a company to be made up of people who are great at what they do; people who are so confident and appreciated for what they contribute that they don’t bother trying to be more than what they are? In other words, they’re comfortable being the best at one simple thing. They have no need to try to impress others with all of things they know and can do. (This is a key point: Often, the reason people try to be good at everything is because they don’t receive enough recognition for what they’re really good at).
But, “What about sports teams made up of superstars, who under-perform as a team?”, you ask. All-star and some Olympic teams come to mind, right? I’m not suggesting that these superstars don’t need to work together as a team. In fact, as proven by some Olympic and All-star teams, teamwork is a must for peak performance. Lack of teamwork can rarely be made up for by a group of superstars.
The difference between the aforementioned superstar teams and what I’m talking about is teamwork. Just because you have a group of superstars, doesn’t mean that they can’t work together as a team. In fact, if you have people who are great in their specific area, they complement each other, and build a stronger team (especially if each team member is appreciated and acknowledged for their contribution).
What often hurts teams is the lack of specialists. A team of good players, all trying to do a good job in the same area, will rarely be a strong team. And they’ll step on one another. Great teams have specialists in each critical area, and these specialists are comfortable knowing they’re doing their job, are respected and appreciated for it, and trust others on the team to do what they specialize in.
As Calvin Newport, author of How to Be a High School Superstar: A Revolutionary Plan to Get into College by Standing Out, says, “Being the best in a field makes you disproportionately impressive to the outside world. This effect holds even if the field is not crowded, competitive, or well-known… Employers don’t mind upsetting hard workers, but they fear losing stars.”
Focus on being the best in one area, being a specialist, being a superstar performer.
Story Time: The Courage to be an Exceptional Leader
Tuesday, April 13th, 2010
It was a dark and stormy night… Okay, not exactly. But it is story time about an executive coaching client, one of the most courageous leaders I’ve ever met.
This is the story about a CEO who had never had a boss before, and so he didn’t have a model to base his leadership style on. Most leaders have had years of working for others, managing at lower levels, learning through trial and error, and having numerous role models to learn from. Not Sam (and also not his real name).
Sam came from a different world, one unlike corporate America. He developed his expertise in areas other than management, leadership, strategic planning, finance, and all those other things it takes to build a company. But that’s just what he did – built a company from the ground up. While he did not have experience in starting a business, he did have a unique knowledge that provided the perfect jumping off point to found and launch a company, plus provide a much-needed product to the public.
A few years after starting the company, he made the decision that he needed to be an exceptional leader. Not just a good leader, not just a great leader, but an exceptional leader. That’s just the way Sam is. I was fortunate enough to have the opportunity of coaching him on his journey towards exceptionality.
What made Sam different than many leaders was his willingness to hear what others said about him, to take feedback in stride, and to not feel threatened by criticism. He was incredibly open and accepting, and this lead to improvements. It took courage to listen to what others said about him, to hear the criticism aimed his way. Where many in his position would have stamped his feet and said, “That’s the way I am, so get used to it,” Sam listened.
Sam did not take every criticism to heart and bend to every one, although it did seem that way to some. In fact, he was accused of following the “management trick of the week.” But this was part of the process, part of him finding his style, part of his journey. Much like painters copy the works of the masters for a period of time until they develop their own style, Sam did try a few different approaches. Some were uncomfortable at times for him.
At one time we talked about the charismatic, strong (some would say dictatorial) leadership styles of Jack Welch, Steve Balmer, Steve Jobs, and others. Sam wondered if he needed to be more that way. We also talked about the many leaders reported on by Jim Collins in his Good To Great book, and how they were often near-opposite of those just mentioned. He wondered if he needed to be more like them.
Eventually, Sam found that he needed to be authentic. He needed to be himself, and have the courage to trust that he could be the exceptional leader he wanted to be without having to act like someone he wasn’t. Eventually, Sam discovered his leadership style.
With little to no experience in various situations, Sam had to trust someone or something. In time, he learned to trust the only thing he could: himself and his gut. At the same time, many people were pulling him in differing directions to make decisions that suited them. Time and time again, when Sam listened to his intuition, he made the best decision. But it wasn’t easy to do that when he had so little to base these tough decisions on; it would have been easier to follow the advice of others.
Sam is an exceptional leader. Does that mean he’s reached his goal? He would be the first to reply, “Absolutely not!” Why? Because Sam knows that being an exceptional leader means never settling for where you are today. He knows that to be an exceptional leader, he must constantly look to be even better tomorrow than he was today; to listen and learn from others; to trust his instinct, and drive himself and his team to levels unseen in the past; to be open to criticism; to look inward and question his own abilities; and to be courageous.
Had Sam not been courageous enough to listen to what others said about him, he would not be the exceptional leader he is today. He’s not perfect, but he is exceptional.
Egotistical Leaders & Managers
Wednesday, March 24th, 2010
Raise your hand if you have an ego. Come on, do it. Hey, we all have egos – every single person in this world has an ego. And some keep that ego in check. In fact, some put it to good use. But others…
One sure sign of an unchecked ego is this: Do you do more telling than you do asking?
If you find that you spend far more time telling people what to do than you do asking questions, that might be a sign of an unchecked ego.
For fear of coming across as someone who does not know all the answers, Ego Eddy likes to tell everyone around him what to do. He likes to comment on practically every subject, proving that he is “all-knowing.”
Questioning Quincy, on the other hand, is not afraid to ask questions – even when he knows the answers. In fact, especially when he knows the answers. And a funny thing happens when Quincy asks questions: people respect him more than they do Eddy. In fact, they not only respect him more, but they tend to go to him for answers. What? Why would they go to someone who asks questions for the answers to questions? You tell me.
Okay, perhaps Ego Eddy is at the far end of the ego spectrum, and you know you’re nowhere near there. Do you? How do you know that? Where are you on that spectrum?
A little challenge for you this week: Find three situations where you know the answer to a question, or exactly how to solve a problem, but hold back – do not answer the question or solve the problem directly. Instead, ask others how they would answer the question or solve the problem. Hold your ego in check and allow others to strut their stuff. Do this three times over the next week. See how it feels. Observe what happens to you and the others around you.
I’m not saying that answering all questions, or solving any problem is a sign of an out-of-control ego. Far from it. In fact, there are times when that is exactly what people are looking for – answers to questions, and solving of problems. What I am saying is that sometimes, just sometimes, this is the case. It’s your ego talking when you want to be the one answering a question or solving a problem. Of course, answering a question or solving a problem is not a bad thing. Again, far from it. But over time, if you’re the one that does that all the time… just when you think you’re making yourself invaluable – the one everyone must count on – you may find yourself being the one people resent. You may find yourself being the one people want to avoid.
Maya Angelou once said, “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” When you keep your ego in check, when you give others credit for what you did, when you allow others to answer the question or solve the problem, when you allow others to strut their stuff, you make them feel good. And they will “never forget how you made them feel.”
How are you making others in your workplace feel? Could you ask more questions, and answer less often?
Lazy, Unmotivated or Stupid?
Wednesday, February 24th, 2010
Most business people are lazy, unmotivated, or just plain stupid. Many professional athletes are the same. How else can one explain why so many business people and athletes do the same thing over and over and expect something to change? How else can one explain why so many don’t care if they or their organization (company or team) improves? How else can one explain so little emphasis on improving performance?
Most business people would rather sit back and complain about the state of the economy than really dig deep into what they and their people can do to make things better. Of course, it’s much easier to blame the economy than it is to take responsibility for making changes to improve things.
Many athletes continue to approach their training the same way they have for years, thinking that more of the same will lead to better performance. Many of them think that what got them to where they are now will take them to where they want to be. And in most cases, they’re wrong.
If you do want to make things better, then you’re going to have to dig deep, asking yourself and others what it’s going to take.
If you’re okay with the way things are now, then continue to do what you’re currently doing. But don’t complain.
In the past few months I’ve talked to many business people who want their business to improve. When I ask them what they’re doing to improve it, they talk about what they’re doing to protect it – cut backs, watching spending, and so on. When they talk about an employee who is not performing, I ask them what they’re doing about it. The answer could be defined as wishful thinking.
What’s your strategy for improving your performance and the performance of those around you, on your team, in your organization? If you can’t answer that question, you’re either satisfied with what you’ve got (and shouldn’t complain), lazy, or delusional. Okay, maybe there’s one other option: you don’t know what to do to improve performance. But if that’s the case, there are people who can help you figure it out. But they’re not going to magically appear. Seek them out. Talk to people, tell them what you’re looking for, and ask questions. That’s being proactive.
One of the biggest differences between good performers and superstar performers is that the latter are proactive. They don’t wait for there to be a problem before addressing it. No, they go out of their way to find ways to improve. Constantly.
If you’re satisfied with your performance and the performance of those around you, do nothing. If you think you or others could improve, I challenge you to do something about it. And if you want people to stop complaining about the economy and actually do something about it, I urge you to forward this post on to others and challenge them to effect some change.
Or you could sit back and do nothing… Your choice.
Pink, Motivation, Drive & the Non-Idiots Club
Wednesday, February 17th, 2010
Drive: The Surprising Truth About What Motivates Us. That’s the title of Daniel Pink’s new book, and it’s awesome for anyone in business (Interested in learning how to motivate employees?). It’s also great for parents. And anyone who works with others in sports or the arts. Okay, for practically anyone. Anyone interested in learning about what motivates us.
I love this book! Why? Well, partly because it’s typical of Pink’s writing – clear, easy-to-read, well-researched, and entertaining. But also because it supports what I’ve been saying, pushing for, and communicating for a number of years. And, because through the research that Pink writes about, he’s proven to me that I’m not quite the idiot that some people think!
I once worked very hard to promote and implement performance-enhancing systems, processes and management approaches that are in alignment with the research in Drive. But I was up against what Pink refers to as Motivation 2.0 thinking – the old carrot and stick model of motivating employees. After a great deal of effort and banging my head against the wall, even I began to believe that I might be an idiot for the way I was thinking.
My thinking had come from four sources:
- Reading huge volumes of information from a variety of disciplines, ranging from business school texts to coaching books.
- Hands-on, in-the-trenches experience.
- Coach training.
- A lot of thought, reflection and consideration.
When I read something, I’d think about it and then apply it. If it worked, I’d do more of it, and think about why it worked. If it continued to work, I’d do a lot more of it, and think even more. And if it still continued to work, I’d come to the conclusion that this should be used by more than just me – I tried to synthesize and systemize it, teach the techniques, develop a culture that supported it, and promote the approach in a way that anyone could gain from it.
What was it that I was trying to drive into the organization? What Pink calls Motivation 3.0. If Motivation 1.0 is our basic survival needs (hunger, thirst and sex), and Motivation 2.0 is the carrot and stick approach of getting people to do things, Motivation 3.0 is made up of three things:
- Autonomy
- Mastery
- Purpose
I plan to write more about autonomy, mastery and purpose in future blogs. But, if you have any interest in helping others perform better, whether as a manager, a business owner, a leader, a coach, a teacher, or a parent, I highly recommend you read Daniel Pink’s Drive: The Surprising Truth About What Motivates Us.
And, if you’ve ever felt deep down inside that there’s more to motivating others than just dangling a carrot or threatening with a stick, read Drive. You may find out you’re not an idiot after all! You may find that what your gut has been telling you all along is backed up by solid research – research that can help you help others perform even better.
Welcome to the Non-Idiots Club and the future of motivation.
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