Archive for December, 2008

Overall, 2008 wasn’t a good year for leadership. Bad behavior by those we’ve trusted has been all over the news. I’m concerned about what the economy will do to further erode our trust in leadership. I’ve done a lot of thinking about what I’d like to see different for leadership in 2009:

1. For leaders to slow down and be intentional about the work they do. Being swept away by “busy-ness” can be responsible for poor decisions. Reflection time, journaling, prayer, meditation – whatever – are the stuff behind the building of great leadership.

2. For followers to take an active stand against leaders who use their power to advance themselves to the detriment of the “greater good”. Followers create leaders, and get what they vote for, agree to, and follow. Its time to consider the the role we all play in ineffective and unethical leadership.

3. For leaders to “get” that they must listen, ask, delegate, empower, develop others. How different it would be if all leaders just chose one of these to add to their leadership skills (how cool would it be if we all listened more?).

4. For leaders to understand that when they do the stuff in #4, they don’t have to work so hard, and that they can focus on doing the things that will make them great (developing relationships, influencing others, etc.). Amazing stuff, that list in #4. Try it, and consider what you will do with your free time.

5. For leaders to get into the regular habit of requesting feedback from others. And then listening without judgment to the feedback, saying “thank you” and deciding whether to take action on it. Even if the feedback received is less than fully honest (not unusual), it shows others that a leader is willing to improve.

6. For the “tipping point” that is needed for all leaders to realize that they must stop describing tasks and become facilitators of process. In other words, let go of the need and the act of control. Hire and lead the right people, and stop trying to make them do things your way.

7. For organizations to focus their development efforts and dollars on their best leaders. Even in these times, organizations are throwing their training dollars around and allowing anyone to tap into them. Focus those dollars on the few who are already great (but want to get greater) and notice the amazing effect it has on business.

8. For leaders to truly embrace the concepts of “work-life” balance, not just with their talk, but with their actions. Horror stories abound of long-term “required” twelve or fourteen hour days. A leader will get the most out of people if you trust them to “get the work done” and encourage them to assure they are “balanced” between work and other activities. And….how about modeling balance yourself?

9. For leaders to learn to listen to themselves. To stop and listen to that little voice that lets them know when they are on the right track (or off the track).

10. For the press to concentrate on writing about leaders that are doing the right things. How uplifting and inspiring to hear stories about good leadership! I know they’re out there! I’ve met them, you’ve met them, and they are the quiet ones we don’t hear about that are changing lives.

How about you? What are your “leadership wishes” for 2009?

Having regular, real conversations is one of the most important things a leader can do. We underestimate the exquisite power of conversation to assure that our followers are aligned. Instead, we are driven to move faster, to take action NOW. Yet, for a leader, conversation is a form of action. By taking the time to listen and dialog, you make way for employees to take the “right” actions.

Is it possible that an employee may be underperforming because she isn’t communicated with? Perhaps, you haven’t spent the time you need talking to her to assure she’s on the right track? Assuming that “someone at their level should know” is faulty. Organizations are complex, and communication is less than ideal. Interpretation of communication varies by the experience of the individual (their “mental models” or “filters”). They may not “know”.

Your followers are yearning to talk to you. To know that they are:

1. On the right track: doing the right things, making the right decisions.

2. On the wrong track: getting off course, needing to readjust

3. Aligned with the vision: you have talked to them about the vision, right?

4. Being listened to: you are hearing their ideas and using them

5. Trusted: you believe that they are fully capable

6. Understood: you “get” them and are appreciative of their uniqueness

7. Sure that you “have their back” when the going gets rough

I don’t disagree that conversations take time. But they can be worth every minute. Slow down and relish the results that occur from having conversations with your employees.

I’m hopping mad, and I’m not going to take it any more. When will the press (particularly the daily news) start running stories about leaders that give us hope? The leaders who do their best, every day? The leaders who are truly servants working for the “greater good”? The leaders who are ethical, moral, and still manage to be effective? The leaders who care about those they lead, focus on what matters and do what is right?

I won’t deny that we’re hearing about some spectacular leadership failures. But I am weary of hearing about them. I know there is good news out there about the leaders who roll up their shirt sleaves and just get stuff done – and sometimes spectacularly.

I’m sure you know a few – I do. They don’t make the press, and apparently most of their stories are uninteresting to the general public. But I long for these stories. Please share yours. I’ll listen. I’ll be uplifted. I’ll bet others will, too.

By: Mary Jo Asmus

copyright 2008 West Michigan Business Review

The markets are down. Many businesses are struggling. Often, the first thing to be cut from the budget is training and development. I understand this. As a former corporate executive and current business owner, I know that when the money is tight, something has to go. My advice? Resist the temptation to cut the development of your future leaders, but find a way to maximize its value.

Data indicate that some 75 million workers in the U.S. will retire in the next five to 10 years, including 50 percent of the CEOs in major organizations. In addition, businesses are competing for talent globally, and many talented people have little problem marketing themselves anywhere in the world. The possibilities for gifted leaders are endless.

One thing leaders want is continual learning opportunities. “Leadership training” is a common way to develop those with high potential. It often takes the form of a bunch of smart people getting together in a room with a consultant to learn about themselves and what leadership means.

However, when those smart people return to their offices, they get caught up in the daily stress of their real work. The materials and learning go on the bookshelf. Research has shown that 90 percent of every training dollar is wasted because the learning doesn`t transfer back to the job. Thousands of dollars and wasted leadership potential get flushed down the toilet.

In developing your future leaders, as in most of life, there is no free lunch. If you really want to develop the leaders in your organization and sustain their learning, it will take time, persistence, patience and money. However, there are ways to save money in these tight times.

Here are some ideas for providing sustainable leadership development while maximizing the dollars spent:

1. Target your leadership development. Find the specific foci that will give you the most bang for your buck. What skills do your leaders need most? Emotional intelligence? Teamwork? Conflict management? Coaching skills? Spend your dollars there, but note point #2 below.

2. Go beyond training. A leadership development plan must include realistic practice of the skills being learned. A written action plan with goals and action steps to extend the learning into the workplace is essential, along with discipline and a mentor or coach to keep the learner accountable to the plan over time.

3. Develop a culture of mentoring. Formal mentoring programs are great, but can also be stifling. Encourage your high-potential leaders to find a mentor outside of their normal area of responsibility. This can be informal and impromptu; your high potentials` specific needs may necessitate going outside the usual hierarchy to get “on the spot” mentoring.

4. Provide for multiple learning experiences. Stretch assignments, cross-organizational projects, even participation on a community or nonprofit board are great ways to develop your leaders that don`t cost anything and can create huge gains for your organization. Again, a written action plan and built-in accountability are important to learning and success.

There are other ways to assure that your leaders continue to develop professionally during tough economic times. Don`t stop offering them developmental opportunities, or you may find yourself without them when the economy revives.

The new year, that wonderful time of the year when we all try to set new personal goals, is almost upon us.

For the overachieving leaders out there (I know some of you: limit your personal goals!!!! Too many and you lose focus. It is disappointing not to achieve them.

How about setting one BIG HAIRY AUDACIOUS GOAL and focusing on that one? My advice:

1. Make it a measured stretch goal. In other words, don’t over do it, but make sure that it’s not too easy.

2. Quantify it and track it for six months (at least). How much more quality time will you spend with your family each week? 2 hours? 3? More? Track or journal how many hours you’re actually spending. Six months should allow the new behavior to become habit and sustainable.

3. Have someone hold you accountable and check in with them regularly. A friend, a partner, a mentor or a coach will do, but request that they be tough on you!

4. Celebrate your success. A cup of latte or a party – whatever works for you is fine, and will help you to feel great about your accomplishment.

Over the years, my clients have come from all business sectors: for-profit, non-profit, not-for-profit, government, large, small, health care, pharma, manufacturing……you get the idea.

I’m trying to check my own arrogance here. There is a phenomenon I (think) I experience when I walk in the door of an organization. It’s called “Getting a strong indication of the organization’s culture by how I’m treated”.

One organization treats me almost like family. I’m welcomed. People say hello, smile real smiles, may even stop and chat. Its a warm, fuzzy kind of belonging and acceptance. (I like it).

Another organization ignores me. Worse yet, I feel scorned. People don’t seem to have the time to give to provide me with directions to my destination. It feels almost physically cold. (I don’t like it).

And then there is every variation of treatment in between. Some organizations require me to sign away my first born child in order to enter the premises. Others are open, and not averse to allowing me to wander. I understand some of this (highly secretive work, or work that is highly regulated will influence this). But some of it seems excessive.

Of course, I understand that I may only be viewing a small piece of the larger organization.

Nonetheless, how someone is treated (even a “vendor” – like myself) when they walk in the door is an important thing for a leader to pay attention to. It may provide clues to leadership style, and the effect that leader has on the culture.

An example to consider might be the difference in the work culture between the Bush administration and that of the new president. What might we expect? How might the culture of the White House extend beyond – to Congress, other governmental agencies, to our nation?

Your thoughts?

Yesterday, I spoke with a client – a senior leader – who was discovering the power of allowing silence to unfold in a conversation with someone on his team. Lets call it “strategic silence”. He is finding that staying silent (particularly following a great open-ended question) is not only an act of respect, it allows the other person to think through a more complete response and fosters the relationship. And, ***wonder of wonders*** when he gets a more complete response, understanding and greater learning (on everyone’s part) is enabled.

When a leader is having a tough conversation, it is important that he/she “hold back” and be strategic about silence. I know the tendency for many is to jump into silence (often with the answer), but consider the pause that pays off here. Stop and allow silence to be a important part of your important conversations.