Thursday, December 10, 2009

If your boss wants you to wear matching uniforms . . .

Are you surrounded by people that do exactly as you say and never question any decision, directive or course of action that you initiate? That is fantastic! If you're a military leader. The ability to follow orders and exercise obedience makes a great soldier. However, if the members of your team are not carrying rifles and wearing the same camouflage outfits, and they conform as described in the first sentence, you have a very serious problem.

The existence of a team of blindly following and staunchly obedient troop members is possible for two reasons - both of them attributable to the leader.

  1. Subordinates who always agree is likely due to a lack of self-starting qualities and the ability to think for themselves. They are attracted and congregate because . . .
  2. Some leaders make it clear that agreement is the only option, accomplished by making examples of those now former team members who did not agree.

"The problem with our organization is a lack of execution," is a common reason (excuse) provided by leaders. This is a disappointingly transparent statement, which says, "If you would just do exactly what I tell you, we would be successful." In combat, execution is everything; in business, it is an important part – but it is not everything.

People have a need to create, innovate and take on increasing responsibility. They want to try their own ideas, have authority to make their own decisions and have the ability to make a difference. Great people will migrate to organizations that allow them to exercise their ingenuity. Great success is impossible without great people.

Have you ever seen a team, run like a military, achieve any significant or lasting success in the civilian world?


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Tuesday, November 24, 2009

Tough Love

I hate to be the one to break it to you, but if your kids are still living at home at the age of 40 – it is likely not their fault. It's yours! Neither is it the fault of your employees in business, if they are completely incapable of making a decision without you! In parenting we call it tough love; in business it is called empowerment, but they are quite similar.

I overheard an executive making a call to one of her subordinates. She was communicating that a CEO, apparently important to their business, was going to be in town. This executive wanted the subordinate to be present during the meet with the CEO. The executive provided the usual details regarding time and location, but then she instructed this person on what to wear!

Sure, there is a chance they will show up wearing a wife-beater and rubber boots, or their prom dress from the 80s – but that isn't that how we learn?


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How a popular business theme is taken out of context

In their book "Good to Great," Jim Collins and Jerry Porras talk about "the tyranny of the 'or', the genius of the 'and,'" and found that companies that make the leap from good to great refuse to believe that they can't have it all.

Low prices and high quality

Fast and cheap

Quality and quantity

Excellence and cost effective

This profound, easy to understand theme, has unlimited application in life and business. And, because its' meaning is so logical, easy to pick up on and . . . so noble sounding, some have taken this idea out of context. Great companies find a way to have both. Conversely, people in leadership positions that only stumble across this great phrase - with no understanding of the foundation of the principle – simply start demanding the and; they seem to be thinking, if the way you become great is do it all – I want it all, and, tell me all your great ideas and I will demand they be done. Massive difference between "find a way," and "demand."

One must actually read Collin's & Porras's entire book to understand how these companies successfully employ ""the tyranny of the 'or', the genius of the 'and'." These special companies - the Great ones - have unique leaders who approach their people and business in a much different way than the ones that never made the leap.

The word genius in "the genius of the 'and'" implies a brilliance in the approach. To some, it is nearly impossible to understand and the reason why many do not successfully apply it.

In reality, it is only a determined individual or group of people, approaching a problem with unwavering determination, as well as an attitude of cooperation and modesty, prepared to accomplish their desire regardless of ego, precedence or culture. In other words, it has more to do with the people applying the principle, than the principle itself.

You don't have to be a genius, either.


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Friday, November 20, 2009

How I discovered GM’s Planned Obsolescence

I have just encountered firsthand experience of GM's planned obsolescence. It seems there is a bulb burned out in behind my speedometer in my instrument cluster creating an area of darkness in the dashboard while driving at night. I can't see how fast I am going, which I have found, completely eliminates all conviction when I seem to be going really fast. Ignorance really is bliss.

In my attempt to solve this problem, I discover that it cannot be fixed. I have to replace the entire instrument cluster. What used to be a $2 bulb and minimal amount of time will now cost me around $600.00, not including labour . . . for a burned out light bulb. The old one? Garbage. One would think that environmentalists would be all over this and have had speedometers tattooed on their foreheads by now. I haven't noticed a picture of my Instrument cluster on the list of returnable / recyclable items.



Planned Obsolescence is the practice of intentionally making a product obsolete after a relatively short period of time so that the consumer is obliged to buy yet another product at the end of the original product's lifespan. It did work. Consumers were obliged to buy another vehicle. However, for obvious reasons, they decided to buy from a different manufacturer.

If the plan of obsolescence is to replace a product with a must-have better product with more features and advanced technology – great idea. But, how does a group of talented people come up with the idea to build stuff with limited life, that breaks and cannot be fixed, so that people will have to replace in a short period of time?

I didn't have to work at or with GM to know the answer to that question. They have certainly not cornered the market with this phenomenon that conceives and births really dumb ideas.

I know that there were people within GM advising against this idea, suggesting to the senior leaders that this was a bad idea and bad business, predicting and forecasting the potential problems with a plan of this nature. I know this because that is what good leaders do – they stand by their convictions – they do the right thing.

Unfortunately, I also know that there were leaders inside GM who allowed their title and the power that comes with running a large corporation, to go to their head. I know that they didn't listen to what people inside and outside their organization were warning them about.

. . . and, we think is was the recession that brought GM to bankruptcy.

If you don't agree with me on this, then you are either one of those former, close minded leaders in GM, or you don't have a burned out bulb in your instrument cluster that is going to cost you $600.00.


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Tuesday, November 17, 2009

Agoraphobia

You could call it Agoraphobia - a condition which develops when a person begins to avoid spaces or situations associated with anxiety. Complexity, rules, policies, and procedures grow as organizations grow. Of course, this is necessary. The problem is the barriers and limitations this unremitting proliferation of rules creates.

Real walls

We have a cat that does not know she is a cat . . . at least not aware of the abilities of a cat. We let the cat out into our back yard, surrounded by a six-foot high fence. She never leaves the yard. She does not realize that she, if desired, could jump the fence with ease. Occasionally, other cats will jump into the yard and leave at will. She watches them come and go, but never realizes that she too could leave and explore the world beyond the big wall.

My cat is content with this. The wall is real and creates an element of safety. She is not aware of her ability. It would take risk to attempt to jump that wall. Many people look at rules in their company in a similar way.

Artificial walls

Apparently, dogs can be "boundary trained," or trained to stay within a perimeter that only has a piece of string or line of some sort on the ground. The walls are entirely imagined – there is nothing physically stopping to dog from leaving.

It is equally problematic when people are afraid to step out despite an organization's ability to limit its' rules.

Unutilized potential in any person is detrimental. The enterprise experiences unrealized capacity; the unfulfilled individual will eventually leave.

The challenge is to create balance between the amount of rules and freedom for individuals, encouraging the use of their ingenuity, and be flexible enough to get people with widely varying levels of risk to either step out, or in the case of the "cowboy," to keep him / her restrained adequately enough to protect the organization.

Most tend to lean to the side of caution – this means you will have to push them over the wall – real or imagined.


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Thursday, November 12, 2009

Poppies

"I don't wear poppies because I don't believe in war," was the response from one of my employees when I handed out poppies on Remembrance Day. I was both stunned and speechless. This ignorant declaration was not from a teenager, but from a middle-aged woman. How is it possible for someone to grow up in this country and not understand the meaning of a poppy?

Perhaps one day of remembering per year is not enough. I can only imagine the anguish that a veteran, or the family of one who lost their life, feels when encountering this kind of ignorance and ungratefulness. We, those of us that have never fought for country and freedom, could never comprehend what these men and women of courage have gone, and go, through. Today's generations take for granted the freedom and liberty that they enjoy. Our freedom to choose where we want to live, who to marry, where to work, how many kids to have, what god we want to worship, the people that we want to legislate our laws and social policy was paid for by the sacrifice and blood of men and women.

The freedom to choose to wear a poppy, or not, was paid for.

If we do not keep history real and fresh in our minds, we will be forced to repeat the lessons of the past.

To: Veterans; men and women serving in the military; and their families; I remember, I appreciate, I am grateful, for what you do and have done for my country and me.


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Wednesday, November 11, 2009

What is your purpose?

Executing that "thing," or doing that "activity" for the "initiative" is great – but what if "it" has nothing to do with your purpose, mission or vision. Everything and everyone was created for a purpose – a desired end result. More often than not, that purpose is not very clear. This is why many engage in "busy work" - unproductive activities that have nothing to do with getting you to where you should be going.

The way to minimize this problem is to clearly define your purpose – that reason that you exist.

The enterprise that has a clear vision and mission easily avoids or eliminates distractions, initiatives and activities that do not lead to their vision. The individual with a clear sense of purpose does the same.

How do you know if there is a clear purpose? You could ask. However, the most effective way is to look at the activities performed. They (activities, initiatives) are the symptoms – the telltale signs.

A question that is often uncomfortable, for individuals and organizations alike, is: What is your purpose?

A clear answer to that question is the beginning of success.

Photo by: Daniel Morris


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Monday, November 9, 2009

Sometimes – it’s ok to steal

Within an organization, it is good and healthy to steal (adopt) the good ideas from others in that organization. It should be encouraged. Some have also figured out that it is good to adopt (steal) ideas from outside of the organization – your competitors. (I am not talking about breaking laws, stealing patents, trademarks or copyrighted material).

Why only some? Why wouldn't everyone want to take advantage of something the competition is doing that gives them an advantage over you? Honestly, I think it is pride.

I recently flew on Delta airlines – first time. While sitting in the coral waiting from my flight, I noticed that they scroll useful information on one of the monitors behind the shepardess. Information included: weather in destination city, availability of business class seats, standby list, cleared standby list (if you name is on the list come get your boarding pass), and other information. It is obvious that they have answered as many of those questions that travellers want or need to know, without making them come up to the counter and ask. Great idea!

Perhaps Delta stole this idea from another airline – I don't know. I wondered how many other airlines have adopted (stolen) this idea. It is obvious that some have not.

If I ran an airline, I would travel on other airlines for the only reason to find out what they are doing and seek out ideas that they may be using to gain an edge over my company.

But perhaps that is just me – my thinking is weird.

Probably why I am not running an airline.


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Saturday, November 7, 2009

Letting go of Weaknesses

Throughout life we are encouraged to work on our weaknesses in order to improve them – get better. Visualize a cat being slowly lowered into a tub full of water. With great time and effort, we may get to the point of tolerance, possibly even mediocrity.

However, a weakness will never become a strength!

That fact may be utterly abhorrent to some . . . like those who always advise to work on weaknesses. The reality is that we are all created with specific talents that we are naturally good at, and since it is impossible to be good at everything, there are areas that we are "not so good" at. Research by organizations such as Gallup, have discovered that when you work on those areas, or talents, where you have natural strengths, you will see exponential growth. The reason is because of the potential: natural talent = high potential, limited talent = low potential.

The result of the worlds programming is that we have become acutely aware of our weaknesses, but ignorant of our strengths. Take a minute and mentally list your strengths. Now do the same for your weaknesses. Which came easier? I find most people have trouble coming up with even one strength – and this is not because they are modest.

Now, visualize a cat discovering that there is a mouse in the room.

Spending time trying to improve your weakness is unproductive, frustrating and wearisome.

Energy directed at your natural talents and strengths is constructive, inspiring and exhilarating.

Photo by: kia storm


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Wednesday, November 4, 2009

Bullies

I was in grade 5, and one of the school bullies, out of the blue, challenged me to a fight after school for no apparent reason. I did what any young boy would do to save face – I said, "ok – what time." The arrangements were made for later that day and we walked away. "Stupid, stupid, what have you done?" "You can't win this fight – why would you agree to it?" screamed the voice in my head. I couldn't win. I was among the smallest in stature in the school and he was three times my size. Of course that is why he picked me. That is what disempowered scared people (a.k.a. bullies) do – they pick on and demean others in order to elevate themselves. The size mismatch guarantees success in their goal.

I had to get out of this – there is no way that I am going to let some big guy with a low self-esteem beat on me. Not showing up is certainly an option, but it makes me look bad and the problem will never go away – we still go to the same school – he is going to get me eventually.

It is has been said, "Necessity is the mother of all invention." I had an idea. I went to the office and asked to speak to the principle. I explained my problem to him from my grade 5 level of understanding. I didn't have work very hard at explaining my idea – he caught on right away and began to reason aloud, "What if I called both of you to the office, and explained to you that I found out about your planned fight after school today?" He paused and then continued, "and what if I was to say that if you went ahead with the fight, there would be big trouble, the strap, suspension or even expulsion – do you think that would end it?" Of course, I agreed with his plan and went back to class.

Within the hour, we were both called to the office. I remember playing the role as we walked to the office, "What do you think this is about?" I asked. "I have no idea," the bully responds and finishes with, "Do you think they know about the fight?"

The principle went through the scenario exactly as planned – even pulled out his strap during the conversation for effect. The shock and awe on the way back from the office included questions and statements by both of us such as, "who do you think told," and "I have no idea." The fight never transpired and the issue was dead.

Whats the point?

The bullies (problems) of life and business will always come at us and you can't always solve them on your own. Sometimes you will need help. In fact, you are almost always better off to collaborate with others when dealing with problems. We often get ourselves into problems and do not have the ability to see our way out of them. There is always more than one solution to a problem, leaning on others helps us to see them.

Don't try to be a hero solving all your own problems – reach out to others. That is why we call it a team.

A final word of advice: Try not to let your pride get in the way of logic when someone or something, three times your size, challenges you to a battle.

To my bully friend, Darcy B. – now you know the rest of the story.

Image by: Mandreww


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Tuesday, October 20, 2009

The Cult of Process

I am more interested in the end result than in the means to that result. As long as it is legal, moral and ethical, does it really matter how you get there? Sound process is not only necessary, it is critical. (My simple definition of process: here are the steps and the order to carry them out.) I am not against process – we cannot function effectively without it. However, mistaking the process for the results is detrimental. The danger in blindly following the process without question will almost certainly eliminate innovation – the discovery of a better way.

Personal story:

They were executing the process (procedure) perfectly. Everything was being done as prescribed and they were proud. I commended them on their efforts and achievement of excellence; after all, they were doing what they were told. Then I asked the big question – why. What is the purpose? What is the benefit to what you are doing? Does it solve any problem; save any cost; generate any revenue? In this situation, the process was simply a "feel good" program. It had no benefit to the organization whatsoever.

We need to encourage everyone to ask questions. I tell everyone to find out the "why" before you do anything. There is a dramatic increase in buy-in when people understand the reasons for doing what they do. It is an unfortunate and revealing testimony to leadership to find people in any organization, doing things for which they have no understanding of the reason why they are doing those things.

I am not threatened by questions, by people challenging the status quo. I think that this is a sign of a healthy organization. Personally, I would be embarrassed to find out that people in my organization where doing things for the only reason that I, or someone else, said so.

If we execute the process flawlessly – but do not achieve the desired results, we didn't really win. It is time to re-examine the process.

Does this sound elemental – simple?

Why is it so common?


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Thursday, October 8, 2009

This is a riddle, right?

Recently a friend of mine, and someone who used to work for me, called me to ask for a favour. He is a middle manager and described an awkward situation that he is currently facing at work. He has been advised to do something that is actually impossible to do. I will admit that I believe that nothing is impossible, if, you are able to work outside of the framework or confines that exist. For example: it is not impossible for me to reduce my driving time to any location and the reduction in that time is limited only by the number of laws that I was unwilling to break and my reluctance to leave the regular city streets and go cross country.

However, in my friend's world, there are boundaries and limitations, which make the request made of him impossible to complete. His first response, "So . . . this is a riddle, right?" questioning the legitimacy of the order. It's no riddle and there was no additional direction or assistance provided. This happens to be one of those "I told them to do it – now I wash my hands – and I can't understand why they haven't done it" scenarios. It was a similar mindset that created the culture at Enron culminating in an ethical collapse, which let to its destruction and large wake of financial victims.

In my mind, there are only two possible explanations for asking the people that report to you, to do something that you know is impossible to complete.

  1. Cowardice ambition: The directive came to you from your boss and you are only passing it along. You do not question directives – it could cost you.
  2. Selfish ambition: The directive is yours. To state that you have demanded it will make you look very good and demonstrate that you are tough and demanding.

What are we to do?

As a leader – never ask someone to do something that you could not do yourself. The request may be difficult and may stretch your team – this is good – very good. Provide support and direction to get them there. Stand beside them – help them achieve it.

If you are in the situation that my friend is in – you will need to question it. In most cases, and hopefully, the directive has simply been misunderstood.

The reason that my friend called me – the favour that he asked – was a request to use me as a reference when his future employer called. Of course, I said yes. After all, he was one of my best people when he worked on my team.

Losing great talent is just one of the consequences of unreasonable and negative organizational cultures.

Photo by: Sean Dreilinger

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Saturday, September 26, 2009

Actions speak louder than words

Actions speak louder than words. What we do means infinitely more than what we say. Actions back and support what we say or believe. It has been estimated that 97% of communication is non-verbal. Consider two real life examples.

Actions:

Canadian delegates walk out of UN in protest as the leader of Iran begins his speech. The message is clear. Others follow. Words: unnecessary.

Words:

Al Gore, environmental activist and winner of the Nobel Peace Prize, establishes a legacy on the proclamation of the destruction that mankind is doing to the environment, but lives in a home that uses twice as much electricity as an average U.S. household uses in an entire year. The message is contradictory. Words: hypocritical.

Regardless of your opinion on these issues, which is the better example of leadership?

"We must become the change we want to see." Mahatma Gandhi


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Friday, September 25, 2009

Guidelines for the Competitive

I am competitive. Actually, I am extremely competitive. Like as in; I really like to win. Like as in; I really have to win. Like; when my kids were young, my wife had to constantly coach and remind me to allow them to occasionally win when I played games with them. I play to win. I make mini competitions, even if only in my own head, within every project or activity. If I am alone – I compete against myself – i.e., last time I did my run in X minutes – now I'll go for less. If I am with someone else – even better – I find something, anything, to compete with them on.

You might think that I am a little extreme – I am. I play card games for keeps and have an insatiable desire to always gain the pole position at traffic lights. While I may be a little over the top, I know that I am not alone in the competitive mindset. I think that most, if not all, of us have this to some extent. I also think that there is value to being competitive. Why? It drives us to become better, to increase and improve. It causes us to stretch beyond what we would otherwise. This applies to individuals, personal relationships and organizations of any size, shape or form. Competition causes organizations to become more cost effective, more productive and more efficient. Competition is healthy and good.

However, as with anything in this world, taking a good thing too far can have negative consequences.

The "watch-out:" Competitive spirit overriding the benefit of the overall team.

Competition is good, beneficial and fun within the team only when it is fair, meaning: everyone on the team has the same equipment, knowledge and resources. When someone on the team gains a competitive advantage, which is kept to themselves – it moves from competition to selfish ambition.

The challenge for competitive people is to maintain the dividing line between the outside competitor (opposition) and teammates in check. I must keep the playing field level between my teammates and myself. If I have information that they do not have, I must share it.

In a fair competition, it is gratifying to come out on top. Winning at the expense of your own organization is destructive.


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Monday, September 21, 2009

Drive by smiling


While turning left at an intersection, as I drove in front of and then past the first vehicle in line stopped at the light, I made eye contact with the driver. Then he smiled at me!

I didn't recognize him. Do I know him? No. I have never seen him before. I check my face – nothing on it. My hair – don't have any. I am dressed aren't I? Yes.

It was random drive by smile. This really rattled me. Why would someone do this?

This is not the first time something like this has happened. In a grocery store, walking down the street – you make eye contact with some stranger and they smile at you. And what do I do? Well . . . I smile back of course.

Research has shown that the act of smiling can cause your emotions to change. In other words: the act of forcing a smile on your face can actually make you feel happier – put you in a better mood. Research has shown that smiling can improve virtually every aspect of our health and lives – from helping us to lose weight to getting a job or promotion.

There are people that go about their lives regularly smiling at people on purpose. When that guy at the light smiled at me – it made me feel better. An unexpected smile by someone that I don't know cultivates a sense of favour on my part toward them – I want to do something for them – help them out.

I have decided that I am going to start doing this – random drive by smiling. Not to get something in return. Just to brighten other people's day – put them, and myself, in a better mood – and perhaps even improve my health.

Photo by: http://www.flickr.com/photos/djou

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Sunday, September 20, 2009

The corporate abs machine

I just saw the latest abs sculpting exercise machine advertised on TV. It looked complicated enough to be an important component off the drive train in the Space Shuttle. We have all seen them - the 30 second commercial full of very fit and sculpted men and women, wearing as little as possible and all little of it - spandex, demonstrating the machine, and suggesting that, I too, could look like them if I had a machine like this.

The reality is that everyone has fantastic looking abs, just like that fit guy or skinny girl in on the commercial – yes you have a six-pack and it looks awesome. The problem is that in most people, that six-pack is not visible – it is just not quite at the surface. Your omentum is in the way. Contrary to popular belief, fuelled by marketing to sell exercise products, doing sit-ups or using that brand new abs machine will not make your abs any more visible. In other words – working one area of your body will not make the fat from that area disappear. Spot reduction is a myth.

Since this is not a fitness blog, what does this have to do with leadership?

We all want the easy fix. That brand new concept, product, program, marketing campaign, strategy, etc. is not going to cover for all of the foundational, structural, cultural, and systemic problems that exist in your organization. Companies that put their hope in that "magic bullet" to fix all of their problems and shortfalls in results are always disappointed. The weaknesses in your company will always limit the great new ideas. For this reason, you must work on the total package – the entire organization – and continuously strive toward excellence in every area.

The people in the abs commercial did not get a body like that from this new exercise gizmo. "What? But I want to believe that it is really this easy." They have a healthy lifestyle which includes great dietary choices and a regular and well rounded exercise program. A great exercise routine can be largely overridden by a poor diet. The great new "thing" in your organization can be completely limited by a negative culture or restrictive systems. This truth is hard to swallow in both cases, and is all too often, completely ignored.

This is not about stealing hope, but rather - facing reality. Hope is important for a team and leaders must be dealers in hope. However, putting all your hope in the "new corporate abs machine" is just as delusionary as expecting that new exercise machine to override decades of neglect of your body.

Photo by: http://www.flickr.com/photos/nutted

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Saturday, September 12, 2009

Should leaders ask for help?

I had a business problem. I was not alone - many of my peers had the same business problem. I believe that there is a solution to every problem. Despite our efforts, collaboration and attention on this problem, we had not been able to develop a satisfactory solution. This was quite frustrating. However, as business leaders – all we could do was press on in our attempts to solve.

I was given some advise – some wise council. Why don't you ask for help? My initial thoughts were: executives don't ask for help - executives solve their own problems. Asking for help is a sign of weakness. This is why men don't ask for directions – it shows helplessness – vulnerability. However, the more that I thought about it, the more I realized that this was just pride – I didn't want to look stupid, inadequate. The truth is that we all have weaknesses – we all need help from time to time. Ignoring that is just arrogance.

So, I did the unthinkable – for an executive – I called my boss and asked for help, admitting that I could not solve this business problem on my own.

I would love to report to you that everything worked out – that my boss appreciated my reaching out for help – that the problem was solved and everyone lived happily ever after. I can't.

Regardless of the outcome of my experience, I realized that humility in leadership is essential. Leaning on the team for help in times of need is critical. The absence of positive results from this is does not indicate that it was a bad idea, but rather indicative of weaknesses in the team in general.

In fact, great leaders can identify and react to those who need help. Strong leadership includes the ability to know when to step in and offer assistance. Consequently, the need to reach out for help is generally non-existent in teams led by great leaders.

Have you ever asked for help? What was your experience?

Related Posts:

Great Leaders

Character


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Tuesday, September 8, 2009

A humbling reality – our followers become us

Somewhere around four years ago, I experienced one of those notable lessons in my life. Your followers tend to do what you do - rather than what you expect or say.

The follower in this case was my daughter who was 12 years old at the time. We were driving somewhere and were not on time. She was in the back seat and was very aware of the time issue. We were at a stop sign behind one other vehicle. There was a break in the oncoming traffic that would allow both of us to move past the stop sign and after the break was a train of traffic that did not seem to end. The driver of the vehicle in front of us must have been on time because it became clear that they were in no rush to move. Since I like to coach, I do it whenever I have the opportunity, including the coaching of other drivers despite the fact that they can't hear me. On this occasion, I was only mentally thinking about my coaching tips for the driver in front of me, but to my surprise, my daughter verbalized my thoughts. She was speaking out exactly as she had heard me over the many years that we had spent in the car together – and was unconscious of the fact that this was not great behaviour. My first thought was . . . boy am I glad my wife did not hear that. Really, that was my first thought.

But then, flooding my mind was the realization that my daughter(s), for years, have been watching my impatience while driving and would probably display the same behaviour when they begin driving. I had unintentionally taught my kids to do something that I would never want them to do.

Encarta Dictionary definition of "Lead": guide somebody – to show the way to others, usually by going ahead of them.

Leadership is not just as simple as giving instructions and then everyone follows. We speak with our actions.

Related Posts:

What you DO has more effect than what you SAY

Character
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Friday, September 4, 2009

We should never question leadership – should we?

Valkyrie movie posterThe movie Valkyrie (2008) increased my faith in human beings. I never quite understood how an entire nation under the leadership of one man could carry out such horrific acts. The film, based on actual events, is about a plot to assassinate Hitler during the height of WWII. Through this film, I learned that this was only one of many failed attempts to eliminate Hitler.

Under Hitler, the majority simply obeyed and executed their orders with excellence completely ignoring any conscience or moral convictions that were within them. They did things right. A small minority of men and women did everything they could to stop the atrocities – many giving their lives in the process. This would have been incredibly hard to do drawing upon unimaginable courage. They did the right thing.

Great leaders stand by their convictions and do not compromise their values, beliefs and integrity – they will question and / or oppose decisions that they believe are wrong.

The world is a dangerous place, not because of those who do evil, but because of those who look on and do nothing. Albert Einstein

Of course, most of us will never face the life and death decisions like those described above, but the same principles apply to everyday leadership / management decisions. The cornerstone of leadership is humility. Leaders that exhibit humility are also prepared to accept questions or challenges themselves from those who are following them.

The next time someone constructively questions a decision or direction, be sure to value his or her courage for asking, to the extent, that he or she would not hesitate to do it again in the future.


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Friday, August 28, 2009

Obstacles

There will sometimes be obstacles. Obstacles are not distractions.

Obstacles are barriers in the way of the Vision – they impede progress. They are real and cannot be ignored. Obstacles don't just go away with hope. If they cannot be taken down, a detour must be built around them.

Some leaders ignore obstacles, thinking that by pretending an obstruction is really just a distraction, it will somehow magically disappear. They demoralize.

Great leaders:

  1. Identify and acknowledge obstacles – they do not ignore them or confuse them with distractions.
  2. Deliberately and quickly collaborate with the team, developing plans and strategies to effectively deal with them.
  3. Don't allow obstacles to cause them to lose sight of the Vision.

They energize!


Related Posts:

Don’t let your lunch get stolen
Listen to those that are closest to your


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Distractions

There will always be distractions.

Opportunities, details, problems, crisis, tragedy, can pull our focus and attention from what we should be doing. (Details? Sometimes our focus on the minutiae replaces the purpose for them.)

What should we be doing? Only that which takes us closer to our Vision - our purpose.

Great leaders:

  1. Relentlessly ensure that everyone has absolute understanding and clarity of the Vision.
  2. Put every distraction into proper perspective, and continually refocus and reset energy and efforts back toward the Vision.

Some leaders entertain and/or are the creators of distractions. This is why they never become "Great" leaders.

They frustrate.

Related Posts:

Pet Bureaucracies
Parallel Parking: the sacred cow

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Wednesday, August 26, 2009

No Pain – No Gain

The term "no pain – no gain" has often been misunderstood. Positive and beneficial exercise or change (gain) will cause some short term discomfort(pain). If we do not experience the short-term discomfort, it means that we have not pushed ourselves hard enough.

There is a huge difference between this "beneficial short-term discomfort" from profitable change or exertion and the intense throbbing of injury. The pain experienced from a back injury does not bring any gain. Neither does continuing to run with a knee injury.

How do you know if you have made a decision or change that has caused your organization to "jog with a knee brace?" How do you know if it was the wrong decision?

  1. The pain doesn't go away

The discomfort caused by beneficial change always goes away. The new level that we have pushed ourselves becomes the norm. On occasion, we may push ourselves a little too hard and as a result may take longer to recover, but we do recover.

If the pain never goes away – injury has occurred.

  1. Symptoms prevent normal activities

Physical injury makes it impossible to carryout normal everyday activities. Business decisions that have caused injury to the business do the same – stop the essential everyday activities. For example: If you can no longer provide the service to your customer that your business was built on – something is seriously wrong.

Pushing through "knee injury pain" (unwise business decisions) is a terrible idea. Don't let pride get in the way.

Knee replacement surgery means it is too late.

Photo by: notcub

Related Posts:

Listen to those that are closest to your customer

Character



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Tuesday, August 25, 2009

Joggers with knee braces

I respect people that run (jog) for exercise. It indicates that they are making smart choices in all areas of their life for the benefit their health. What I don't understand is why people run with knee braces on? It's not that I think it looks bad or anything like that, but a knee brace is an indication of an underlying problem – like a knee injury – or more to the point - pain!

Recently, I witnessed a guy running on the grass (people run on the grass to reduce the pain they feel because it is softer and generates less impact than running on concrete), with knee braces on both knees. Our bodies speak to us through pain. We learn this early in life. The child that touches the hot stove instantly learns not to do it again. If I hit myself in the head with a hammer, the pain that I experience makes me question whether I want to try it again. "No pain – no gain" has obviously been misunderstood.

What does this have to with leadership?

Leaders must make decisions that often cause discomfort. Exercise is uncomfortable to our bodies in the same way that change is uncomfortable to our routines and habits. The soreness and pain from change in business and/ or a physical workout goes away in time – it gets easier and easier until it becomes normal. Further challenge repeats the cycle and we continually elevate our capacity.

However, sometimes we make decisions that cause unhealthy pain. The pain experienced by a runner from a damaged knee, will not go away by continuing to run on it. The pain caused to an organization by a hasty, or unwise decision will not go away by continuing to stick with it. Leaders must understand the difference between the beneficial, short-term, discomfort of healthy decisions and the damaging, intensifying pain of unhealthy decisions.

It is never too late to reverse our decision, but it will usually mean that we have to swallow some pride. I.e.: Can't run anymore.

To the runners with the knee braces: There are many other ways to get a good cardiovascular workout that will still allow you to walk after the age of 60.

Photo by: cesareb


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Privileges

I notice a woman park in a handicap parking spot with a vehicle that has a legitimate handicap parking tag as well as wheelchair lift apparatus. I watch as she walks into the store and realize that she is clearly not physically handicapped.

Just because you can - doesn't mean you should.

When leaders abuse privileges, what message is sent to the rest of the organization? Using company assets, resources or time for personal non-business purposes gives licence for anyone else to do the same. Respect is earned; it is not part of a benefit package that comes with title. Acting with integrity – even when you think no one is watching – will earn respect.

That means: always do the right thing.


If you are the leader – you are the standard – you set the example.

Everyone is a leader, is some way, in some forum.


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Friday, August 21, 2009

Great Leaders

I am currently in the midst of a career transition.

Many people have stepped out to help me during this transition in various ways. Friends, family, colleagues – some people that I have not spoken to in years – and even some that I have just met.

If you have ever been unemployed, you understand how much it means to have people on your side – doing what they can to help.

Great leaders understand that: the more people they can help - push up - the more successful they themselves become. They find fulfillment in helping and investing in others and there are no dividing lines between their personal and professional life when it comes to relationships. I am grateful that so many have crossed my path.

If you know someone that is in between jobs, careers or vocations, help them out. Introduce them to someone in your network, refer them to a potential employer – forward their resume, or just take them for coffee and listen to them.

Your acts of kindness will never be forgotten.

Great Leaders care about other people.

Photo by: FotoFling Scotland
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Don’t let your lunch get stolen

I suggested to my wife that we should check out "mail order DVD rental." "Oh yes, we have a free night so let's go rent a movie - to watch . . . in three days," was her sarcastic response. Hmmm, I guess that's out – at least for us anyway.

She had a good point. I don't think watching a movie is something that most people generally plan in advance. Most (mail order rental schemes) do have streaming options but my TV is nowhere near my PC and curling up in front of the computer monitor with a bowl of popcorn is not very appealing.

There is no dispute that many are using this system, but why? Could it be that it is currently a better alternative?

The convenience of brick and mortar DVD rental outlets is still a big advantage, but they do still need to compete in every other area.

How?

  • Instead of punishing those who return late with extra fees, reward those who return early.
  • Simplify checkout – set up on-line reservation so that I know the movie I want is there and waiting for me.
  • Drive through return drop off (pick up) so that I don't have to burn extra calories getting out of my car.

Why not just ask the customer – they will tell you.

Or . . . just keep trying to copy the new competition – but Red Box (not yet in Canada – see photo), is going to be a real problem.

Sometimes leaders that once exercised compelling vision become complacent. They get comfortable with success – lose their edge. This allows others to "eat their lunch and pop the bag!"

RedBox DVD rental - At McDonalds, 50 miles east of Houston on I-10. Photo by Adam Melancon

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Thursday, August 20, 2009

SPAM

Do you like to receive spam (unsolicited / unwanted electronic messages)? Do you send spam?

Why does every email program need to have a filter built into it?

Are you the person in your company that copies everyone that you can think of whenever you send an email? What makes you think everyone wants to read your message?

There are "need to know," "nice to know" and "didn't need to know" messages. Email has made it too simple to copy. Perhaps there should be a fee for every "cc."

"Cc" stands for carbon copy. Before email, carbon paper severely limited the amount of copies you could make. If you really pushed hard with the pen, you might be able to get four. Only the four most important people received the memo.

The next time you click a name into the "cc" field, ask yourself this question:

"If I had to lick envelopes and stamps for every person I was copying on this message – would I still send it?"


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Tuesday, August 18, 2009

Would your "leadership" go this far?

Residents, Sebastian Neumayer and Gisela Reichelt, of the community that I live (Sherwood Park, Alberta, Canada), like to spend time during the warmer months of the year – walking. However, in addition to regular exercise (often twice daily), they do their part, well . . . more than their part to clean up the community. They pick up garbage – bags full of garbage. Each carrying a grocery store recycling bag in one hand and a "hand held pick up reaching stick in the other," they pick up every piece of garbage - including cigarette butts that they can find. Not just the litter in their path – they go out of their way to seek and find all garbage – even using their mechanical reaching sticks to pull it from among trees and bushes.

I have observed them on many occasions throughout the community picking up garbage and finally had a chance to talk to them. I caught up with the incredibly friendly couple at the end of their evening walk just as it was getting dark. More than happy to share the details of their efforts with me, I find out that they have been carrying out their twice a day "community cleanup walks" for five years.

Sebastian informs me that they each filled two bags this morning. "When we first started doing this, five years ago, we picked up ten bags full just from the path over there," he adds.

Explaining further, "We have noticed that the amount of garbage thrown down has been reduced dramatically since we started – I think that people see what we are doing and are more reluctant to litter."

"We don't do this for money or recognition or anything like that – we just like a clean community – but people often come by and give us these gift cards," affirming with humility as he pulls out a Tim Horton's coffee card (a big deal and valuable gift for any Canadian).

His experience with reduced litter is explained by, and support for, the "Broken Window Theory" outlined in the book "Fixing Broken Windows: Restoring Order and Reducing Crime in Our Communities" by George L. Kelling and Catherine Coles. The authors suggest that a successful strategy for preventing vandalism is to fix the problems when they are small. Repair the broken windows within a short time, say, a day or a week, and the tendency is that vandals are much less likely to break more windows or do further damage. Clean up the sidewalk every day, and the tendency is for litter not to accumulate (or for the rate of littering to be much less). Problems do not escalate and thus respectable residents do not flee a neighbourhood. The theory's most well known support is that of the cleanup of New York City in the late 80's and early 90's. (Source: Wikipedia)

Sebastian and Gisela are the kind of people who have stories and life experiences that you could sit and listen to for hours. Both retired and widowed due to cancer (Gisela widowed twice) they have been in Canada for over 30 years. Gisela is originally from East Germany and escaped in the late 50's – well before the wall came down (or had even been erected in the first place).

"They had to build the wall – communism was so bad that there would have been no one left," she explains.

Sebastian, also originated from Germany (West), says, "The next time I see you I will tell you about how we came to Canada. I landed in Montreal and came to Edmonton – by foot!" I checked: a distance of (2790km, 1,846 miles). "It took me over 3 months!"

The conversation moves back to their efforts in keeping the community clean. It is clear that they thrive on giving back in whatever way they can.

Sebastian provides some detail of how blessed they are and uses that to give back – to bless others. "My mother always told me 'you give with warm hands', meaning you can't do anything from the coffin," he says to support his conviction.

"Bottles which are returnable for a refund are saved and given to the kids when they come around to raise money for their sports teams or other activities," Gisela informs.

I notice that they have "dog treats" and offer to any dog that comes by while walking their owner. "All the dogs love us," Gisela says as she stoops down to give the latest lucky puppy a dog-treat.

They are not just walking and cleaning up close to home either. Their radius extends by over five kms (3 miles) from their home. They are singlehandedly cleaning up close to 25% of the city.

An inspiring couple, keeping the community clean and giving back in any way they can, for no other reason than personal satisfaction. They are unintentionally influencing a community in a very positive way.

Now that is leadership.


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Monday, August 17, 2009

Suggestion programs cut both ways

Early in my working career, I was introduced to the "Employee Suggestion Program". I thought it was great. The idea that I could submit my ideas to help improve the company for consideration provoked me to continuously look for them [new ideas]. I sent a few in. One of them, a simple invention to help make a process easier, actually rewarded me with a $25 gift certificate. I was 17 years old, and the power that this "Suggestion plan" provided me, had a profound impact. It made me feel like a partner in the business. It kept me engaged. Sadly, the organization for which I worked, terminated the program - a very poor decision.

Whether your employees are 17 or 50 years old, a suggestion program is a great method for soliciting the great ideas that are within the loyal employees of your company. These kinds of programs – used properly - make everyone feel like a partner, and help to engage the entire organization. However, these can't simply be superficial – lip service types of programs. Only leaders that actually want to hear the suggestions and ideas of their employees should attempt to start and utilize a suggestion program. In fact, a suggestion program ignored can do more harm than good. Very careful consideration should be given to the idea of a suggestion program. Using this as a "political correctness" tactic will come back and bite you – you can't fake this:

  • Instituting a program to solicit the ideas and suggestions from your employees sends a message – a good message.
  • Not listening or utilizing any of those ideas after instituting the previously mentioned program also sends a message – not so good.
  • Terminating a suggestion program sends the worst possible message to your organization.

Leaders that are not ready to listen should completely avoid these, and continue to completely rely on their own genius. I recently heard a quote from Andy Stanley: "Leaders who are not interested in listening to what other people have to say, will eventually find themselves surrounded by people who have nothing to say." How true this is, and as this type of leader gets their wish, the impact on the organization is dire. Depending on their position, these conceited leaders harmfully shift the entire culture of the enterprise, and are often not identified and replaced until it is too late.

I cannot think of any downside to actively soliciting ideas and input from your team. Beyond the benefits already mentioned, here are some famous examples of what partnering with employees has manifested.

  • The 1965 discovery of NutraSweet, a billion-dollar low-calorie sweetener product, would never have happened if it were not for a creative employee at Searle Pharmaceutical Company. A research scientist named Jim Schlatter was working on a new anti-ulcer drug. Some flecks of a solution splattered onto his bare hands and the drops didn't really register in his consciousness. He later licked his finger to separate some paper and noted an extremely sweet taste. He retraced his steps to identify the source of the amazing taste - a taste 200 times sweeter than sugar. The chemist shared this information with two other friends and the three knew they were dealing with something very important that could compete with the two other sweeteners on the market: saccharin and cyclamate. Schlatter's efforts and suggestion are responsible for one of the most profitable products in the company's history (Corporate Creativity: Robinson & Stern, 1998).
  • Ian Hart, a British Airways baggage handler initiated an idea that reduced the average time for first-class luggage to arrive at the carousel from 20 to 9 minutes, 48 seconds, with some routes regularly achieving 7 minutes. In 1994, his idea was awarded the Chairman's Customer Service Award of the Year, and Hart received £11,000 (about $18,000) as well as two round-trip Concorde tickets to the United States(Corporate Creativity: Robinson & Stern, 1998).
  • At the historic El Cortez Hotel in San Diego engineers had drawn up plans to install an additional elevator that would require closing the hotel for several months. A janitor, concerned about the mess this would create, as well as the jobs lost while the hotel was closed, offered a suggestion to build the elevator on the outside of the hotel instead. The engineers agreed and the El Cortez became the first hotel to give visitors a bird's-eye view of beautiful San Diego Bay as they ascend to their rooms. Today, outside elevators are an admired mainstay of some of the world's poshest resorts (The Power of Small: Why Little Things Make All the Difference By Robin Koval, Linda Kaplan Thaler, 2009).
Related posts:

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Friday, August 14, 2009

Throw out customer opinion surveys

Who determines what is important? The boss? The CEO? The Board? The shareholder? I believe in most enterprises, it is one of the previously mentioned that determines what is important and what forms the basis for decisions. But, shouldn't it be the customer? At the end of the day, isn't the customer the one that really counts? And ultimately, shouldn't an organization focus on meeting their [customer] needs?

Of course ... umm ... yes ... the customer is the most important. So, let's do something to show that we really do believe this. Let's ... umm ... oh I know, create a survey that the customer can take. We can offer it to them to fill out afterwards to rate us on our service. Wow, we could even tie performance bonuses to the outcomes of these surveys ... what a great idea.

Then a lengthy survey is developed with questions around the decisions, strategies and tactics that the organization has already determined the customer wants. There is almost never an opportunity for the customer to provide opinions on what the organization could to more effectively satisfy their needs outside of those strategies and tactics, and if there is, in my experience the decision makers never see the comments. Since these surveys are filled out after the customer experience, they often have little impact on that customer's potential return, and if your business only serves a customer once a year, or once in a lifetime, this is less than ideal. Certainly, you could make changes for the future, that is, if you actually had a survey that could capture useful data and reacted to it. But people talk and market your business for you – hopefully in a positive way – but sometimes negatively.

Most organizations offer "The Customer Survey" as a necessary evil - kind of like a fuel station offering public washrooms – an inconvenience, often messy, but a necessary part of the business.

"Multiple choice," "on a scale of..." and "yes or no" kinds of questions cannot capture customer opinions in a way that will help you to effectively adjust your business. More often than not, these surveys end up becoming just another metric that is used to internally evaluate. Has your enterprise ever made a decision to change strategy or tactics based on the answers to the questions on these surveys? One only has to view the questions to see that it is impossible to get any information that is useful for changing or developing strategy.

Why not ask your employees. Throw out the "we feel customer opinions are important" hypocritical surveys, and start asking the people that work for you, have allegiance to and are interested in helping the business that they work for. Why not ask those who are in many companies – your best customers – and those who deal with and talk to every customer that provides revenue to your organization. They hear and experience the feedback every day, and if you are truly interested will tell you about it. Since they are in a unique position, closer to the customer than anyone else in the organization, sometimes they even come up with some profound ideas – ones that if heard and implemented could propel your business into the stratosphere.

One effective method to capture the ideas of employees is an "Employee suggestion system", which I will explore in my next post. What stories of famous employee suggestions which have significantly increased a company's results have you heard about?

Related Posts:

Listen to those that are closest to your customer

Profit is NOT your #1 priority

Photo by: boltron-'s photostream


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Friday, August 7, 2009

Parallel Parking: the sacred cow

My first born successfully completed her road test and received her driver's license today. Many would be able to appreciate the contrast of mixed emotions between pride and trepidation produced by your baby girl being authorized to drive a large automobile – by herself.

The nearly three years of preparation for my daughter's historic day provided many tense moments for her parents, as well as a few heated discussions (adolescents just don't like to take advice from their parents). The majority of these special memories came out of the "Parallel Park". In fact over 90% of our special practice time together was spent on the intricacies of parallel parking. Out of the thousands of aspects that one needs to be aware of to successfully drive (signs, rules, laws, etc.), most new drivers fear having to parallel park more than anything else.

How many times in your life have you actually parallel parked? If you are like most people, this is not something you do everyday ... or even every month. Most people may only parallel park once per year. Could this be because parking lots have been invented virtually eliminating the need for parallel parking?

The skill of driving a vehicle in reverse and putting it into a very tight space between two other vehicles is certainly not simple and does require practice. But I have become convinced that something is wrong when this [parallel parking] is the primary focus of a new driver and has been since I first received my license. And I am going to go out on a limb here, I am sure that not many people are killed in the act of parallel parking a vehicle.

Whenever things (things: simple word for processes, business, organizations, etc.) get big and organized, people have a tendency to get lost in their focus. That which is important seems to get lost in the myriad of details. Businesses find themselves spending massive amounts of time and money on elements, programs, metrics and sacred cows - that if never existed in the first place - no one would have cared or noticed. All of this at the expense of what is important ... you know ... stuff like, sales, profit, customers, and the bottom line. Sometimes we just need to take a step back and take stock of what we are doing. Is this really that important? Is the benefit of this ____ going to outweigh the input cost? Does this support or fit our mission or purpose for being in business in the first place? Is learning how to parallel park critical to one's driving ability?

Just as organizations should kill useless sacred cows, testing new drivers on parallel parking should be stopped. Let them learn it if they want to and instead focus on the driving "stuff" that is really important – that which will preserve life – theirs and others. What is the worst that will happen (if parallel parking was no longer a focus)? New drivers wouldn't be able to shop downtown. On the other hand, it is amazing how desire has a way of motivating people to learn new things. I bet my daughter would figure out how to parallel park if that was the only way she could get to shop.


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Tuesday, July 28, 2009

What you DO has more effect than what you SAY

I get aggravated whenever I drive through a construction zone, plastered with signs telling me that if I don't drive at a snails pace I will get speeding fines that will require a mortgage to pay off, and I can't find any evidence of construction – no moving vehicle or human being working whatsoever. Construction teams usually cover or remove the slow-down signs when they are done work for the day, but every once in a while I come across the zone where it seems laziness has prevailed when it came time to go home for the day. If I can get a fine for speeding through a construction zone, can the construction company get a fine for not removing the signs when they are done construction?

This may sound like a petty pet peeve, but double standards have negative consequences for construction zones and for organizations of any kind. Drivers who encounter construction-less zones are more inclined to speed at the next one. "Why should I slow down – there is usually no one working or on site anyway?" This thinking puts lives in danger – after all this is the reason for slower speed limits in the first place.

Individuals in organizations who frequently encounter leaders that live by the motto "do what I say – not what I do", are in fact inclined to do what they [fickle leaders] do - or work outside of the rules - in addition to holding very little respect for them.

Leaders must do the right thing 100% of the time without deviation, without wavering. Leaders can never afford to cut corners, break the rules – even if it is just this once to save time, or because they may think that no one is watching. This is called integrity. Even if no one is watching, compromising your integrity has implications inwardly. It makes it easier to do it next time. It softens your conscience – hardens your heart.

Parents realize by the time their kids reach teenage years, behaviors, beliefs and ideals have been developed more from the examples they have set – from what they have modeled - than from what they have attempted to teach them.

It is exactly the same in your organization with your people. Always do the right thing, even if it is hard and takes more time.


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Sunday, July 26, 2009

What is your organization’s “purpose” for existence?

Recently, I was engaged in a conversation with an employee and an assistant manager of a well-known Canadian retail company. Since I am well acquainted with all of them (employee, assistant manager and company), I decided to ask them a question, partly for the sport / part to prove a point.

Me: "What is your company's mission or purpose?"

Employee: "uhmmm, to sell stuff."

Me: "Ok, but what kind of stuff and to whom and for what purpose?"

Employee: "Oh I know" … she then quotes, word for word, a five-year-old redundant mission statement.

I explain the fact that this is no longer the mission statement and then ask again. She has no idea – which is not actually surprising because there really isn't one – or at least one that means anything.

I ask one more question: "What do you think that the customer believes this organizations mission statement to be?"

She then quotes, word for word, the company mission statement / slogan from over 15 years past – one long forgotten by the organization – but strangely still printed prominently on the front of many of the stores (only because of a lack of will to have the signage removed).

Confusing? You bet.

I love posing this question, especially to managers and executives. In companies that do not have a clarified and well communicated vision, mission or purpose, this question will often push the "yes people" into a state of anxiety and mortification when through that questioning, they come to a realization that they are operating without any purpose or direction. It is interesting that so many can carry out "busy-work" every day, with no understanding of purpose or vision for the future, and yet, seem to find fulfillment in the myriad of those often directionless projects and activities. That is the "sport" part – waking people up from this level of bureaucratic unconsciousness.

The assistant manager in this example simply watched with interest as he had already read my book and had this same conversation with his boss (the store manager) the previous day. Between the two of them, they could not come up with the answer. Some people would actually think it odd that the top two executives in a multi-million dollar business have no idea what they are really there to do.

Unfortunately, this company is not alone in this ambiguity of purpose, and not surprisingly this absence of a clearly communicated "purpose" correlates to diminishing profitability.

Your organization's stated mission should be simple and clear – easy to understand and embrace by anyone in the organization – including the front line employee. It should provide guidance and direction for your company; where it should go and perhaps more importantly – where it should not.

Everyone is responsible for it and to it. Senior leadership: to ensure that it is right, clear, concise – well communicated and well understood by everyone. Everyone else: to ensure that you understand it, can articulate both it and how it applies to what you do everyday.

If you do not know or understand your organization's mission statement, I suggest that you find out – today.

I have written much more on the subject of mission statements in the chapter "Focus and Clarity" of my book – "Consequence of Leadership."


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Thursday, July 23, 2009

Adjusting the level of communication

I have heard the following advice given to protect your hearing for life:

When listening to any type of audio – music, television, etc. – do the following to ensure that the volume is at a level that is sufficient for you to hear but not loud enough to cause hearing damage. Turn the volume level down until it is completely muted, then slowly turn the volume back up until it is at a comfortable level.

Try this the next time you are listening to the radio while driving in your car – it really does work. I find that I end up with a volume level that is much lower than when I started every time that I do this. I offer this up as an analogy for what an organization needs to do on a regular basis to ensure that the level of communication and complication has not become higher than what the recipients can receive without hearing damage – or damage to their ability to perform. Examine all "how-to", direction and instruction that your company is providing. Do this by asking those for whom it is intended. However, be careful of "yes people". You need to ask the right people – those that will give you honest answers. You will ultimately get true feedback if you first inform those that you are asking the reasons for your inquiry – that you are interested in curtailing excessive communication – that you desire to create an organization of creativity and good thinking. Challenge your organization to make the communication as tight as possible – the shorter and to the point – the better. Create "stop communicating" lists. In other words; lists of subjects, topics, formats and vehicles that you will stop communicating on due to their lack of any real value.

Sometimes it is beneficial to completely throw out a method of communication or instruction and start again from scratch. If you re-create what you had before, it may be a sign that what you had was good, (be careful it could also be a sign of a lack of good thinking.) Chances are that the newly created communication method or vehicle will have changed to some degree – from a small amount to a completely different concept. Your new method would likely include changes in time, technology, and be adjusted according to the "learnings" acquired using the old method. Sometimes it is best to wipe the slate clean and start over – turn the volume off completely and then re-adjust it slowly upwards until it is just at the comfortable level.

You might be saying, "Everyone in my organization wants more communication – not less." I have heard the same throughout my career. However, I have also found that it is not more communication that they are seeking, but better communication. More is not necessarily better. They are looking for concise, to the point, relevant and useful communication.

The other problem that you may come across is those people who actually desire detailed communication. If your organization has been subjected to over-communication for a long period of time, it may have created those individuals who want and must have detailed and explicit communication. These people have been conformed to the status of "doers". People will turn off their thinking capabilities if encouraged long enough. The good news is that they can also turn it back on. You will need to create a vacuum in the instruction and "how-to" for a period of time. Just as it took time for them to stop thinking, it will take time for them to start thinking again.

Copyright 2009: Excerpt from "Consequence of Leadership" by Craig Mostat published by Lulu.com


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Tuesday, July 21, 2009

Pet Bureaucracies

After over a year of cat-lessness, I finally succumbed to the whining of the women (wife and 2 daughters) around me, and agreed to get another cat. We decided to rescue our new kitty from the highly bureaucratic SPCA – Society for the Prevention of Cruelty to Animals (our local animal shelter), and realize in hindsight that it would have probably been easier to adopt a child. After filling out the mountain of paperwork, and waiting several hours for the highly complicated series of checks, authorizations, procedures and form review, we were able to take our new hyper-kitty home to begin the process of house destruction. I did warn my wife ahead of time about the irresistibly tantalizing lure of her beautiful curtain thingies that hang on the side of each of the windows, to a cat on speed.

The goal or purpose of animal shelters, humane societies – or whatever they call it where you live – is to rescue animals and provide them with new loving homes. If they cannot provide a new home, the animals are "put down" (euthanized) and many people have a problem with that. So, you would think that these organizations would find a way to avoid this. Well, where I live – you would be wrong to think that.

It was a Saturday – busy day for the local animal shelter. The building was chalk full of animals of all types and sizes - looking their cutest - waiting to be rescued. The building was also full of people – mostly families with children that were just dying to adopt a pet. From a business perspective, this is a win-win combination. On the wall is a large digital counter with the title above "Number of pets adopted today" (I suppose to make everyone feel good about the work they are doing). It took us a total of 4 hours to adopt a cat! We were there until they closed. Total animals adopted that day, 45. My guess on how many families left without adopting because they grew tired of waiting – well over 100.

The bureaucracy was unbelievable. We filled out multi-page applications and questionnaires, asking questions like "what will you do if the cat scratches on the furniture," and "how much do you expect it will cost to care for and maintain a cat." I was mentally preparing for a polygraph test. I left with ten times more paperwork for a pet kitty than I received for the purchase of our home. Come to think of it; we left the hospital when our kids were born with no paperwork and you would think someone would provide some kind of manual for them.

All of this "over-complication" is the result of well meaning people trying to ensure that these animals get into a home where they will not be neglected or abused. However, now completely buried in the weeds of their own unnecessary rules, regulations, paperwork and formalities, these well meaning people have thwarted the goals and purposes of their organization. They are not alone – every organization has their own "pet bureaucracies" which are fed and nurtured.

Every process and system must be continually challenged for worthiness in an organization. "Stop doing lists" need to be just as important as "start doing lists." It is obvious that when focus moves off of the goal or purpose that your organization exists for and instead on to the "way things get done", results will diminish. Yet, like an addict on drugs, far too many organizations fall into this "addiction of process" and can't seem to shake it.

Leaders should constantly look at the processes, procedures and systems in their business and ask themselves these questions:

  • What is the worst that would happen if we stopped doing this?
  • If we stopped doing this, what purpose-focused endeavor could we direct that time and energy to?

It's time to euthanize the sacred cows in order to avoid "putting down" the results.


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Sunday, July 12, 2009

Profit is NOT your #1 priority

Why are some business decision makers so oblivious to some things that are so obvious to the customer? My wife and I Went out to see a movie the other night. At Galaxy (Cineplex / Canada) theaters, and probably like any theatre, the signing above the concession stand shows various "combos" (i.e.: lg popcorn & sm drink, 2 lg popcorn & 1 lg drink, etc). However, something was different. The signing did not show any of the usual abhorrently high prices, but only listed what I could save on the combo, save $1, $1.50 etc. Save $1… off … what, how much is it? I couldn't find the price on any combo – only how much I would save (and that's funny – save money on the purchase of popcorn at a movie theatre – that is oxymoronic). I ask people around me in the line – they don't know either.

They [business decision makers @ Galaxy] have removed the total combo price from the sign – most likely because customers have complained about the horrifically high prices. Now the customer does not find out how much they are going to pay until they have stood in line for 10 minutes and they likely won't leave without spending. In order to figure out how much you have to pay, you will have to add up the price of each individual item in the combo – which are listed somewhere else in near bottom-line-eye-chart-font. The prices are not nice round even numbers and I didn't bring a calculator. Yeah, I could have added them in my head, but I didn't come to the movies to think – I came to relax. Please keep that previous admission in mind as I explain the next point. It was during this mental exercise in theatre combo decoding that I realized: You don't have to buy a combo! You can actually just buy what you want. The combo signs had me convinced, for years, that there were only four choices and I had to pick one of them. I never wanted the candy item that typically comes with a combo, but my thinking (or lack of) was; it must be cheaper overall if I get the combo. It's not. It never occurred to me that I could just get a bag of popcorn, or a drink – separately. I ended up only getting what I wanted (not the extra bag on candy for $3.50 that I don't want) and spent less at the concession stand than I ever had.

I expect that this organization had received some heat from customers on their inflated and infinitely increasing prices. In response, they decide to try to deceive people with some ambiguous signing and trick them into continuing to pay those high prices. If this organization's focus was on providing customers with a premium movie going experience as their corporate strategy suggests, they may have made different choices.

Instead of driving the public to "wait until it comes out on DVD" with increasing prices, they could try a different strategy. Lower the prices as an understanding to the recessionary realization. Reduce the average time per sale at the concession by a minimum of 50% (really, how many buttons on that cash register have to be pushed to sell some popcorn – they are not launching the space shuttle, and couldn't there be one runner in the background fetching the popcorn). Finally, as a side note, why am I paying all that money to watch 20 minutes of advertising? Once the movie finally started, my wife whispers in jest, "I can't even remember what movie we came to see."

This is a typical case of a company forgetting their purpose; the reason that they exist. Hint for [business decision makers @ Galaxy]: It is not just to make money – read your website – the answer is there. If profit supersedes everything else in a business – it is the beginning of the end.

With DVD, high definition TVs and surround sound systems, the experience of watching a movie at home is very comparable to the theatre. Making going to the movies more affordable, reducing the time consumption and simplifying the experience would leave only one hurdle for theatres to overcome. How do you compete with the ability to pause the movie to go to the washroom?


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Thursday, July 9, 2009

Character

A recent discussion on LinkedIn began with the question, "The one quality a successful leader should "NOT" possess, according to you would be... ." The following are a summary of some of the responses provided by various participants:

  • Arrogance – Not to be confused with confidence
  • Cowardice
  • Inability to listen (to people with organization, customer, leader's, survey or even our own intuition)
  • Taking all credit for success & blaming others for failure
  • Fear
  • Greed
  • Too rigid
  • Big ego
  • Refusing to admit their mistakes

As I survey this list, the one word that comes to mind is "character". Leadership is about character. Good character = good leadership, bad character = bad leadership. How do you define character? The dictionary that I found on my desk (The Merriam Webster) reads; the complex of mental and ethical traits marking a person or group. The Encarta Dictionary reads; distinctive qualities; the set of qualities that make somebody or something distinctive, especially somebody's qualities of mind and feeling.

Character is who you are – it determines how you will react in any given situation. It is your conscience, habits, beliefs and attitudes. The shaping and forming of your character starts when you are very young and continues throughout your life. The modeling of your character depends upon how you deal with and react to the events and situations that come at you in life. It comes out of the choices that you have made in life.

The bittersweet part is; the greater the challenge in life – the greater the character building opportunity. Those that have faced the biggest trials in life have the most profound character. However, depending on the choices made in life – some people's character is overwhelmingly positive and some negative. This is the reason that when hiring for key leadership positions, wise organizations look for failure or crisis in the background of the applicants. They understand that those who have come through major challenges successfully will be much better leaders than those who have not.

I write both to share, and to learn. The writing of this article has helped me to answer a question that has plagued me for many years. I have always believed that leadership is not something that you were born with and that it cannot just be taught – it must be learned – it is a skill, but more than that. I have encountered many over the years that have had profound problems with leadership. In order to try to "fix" them, they were sent off to some kind of leadership school. They usually return with a new lease on life and profound revelation on leadership. While, there is usually some change, the old negative traits are still in them and eventually find their way to the surface. Based on this, I began to doubt that someone could change his or her ability to lead. Intuitively, I knew that they were not born with a certain style, but yet, I could not reconcile this issue.

My epiphany is character. I can study and learn about positive, influential leadership principles and become a leading expert on the subject. But, it is my character that allows or prevents me from using them [principles]. To change my leadership, I need to first change my character.

So, how does one change their character? Make better decisions in reaction to what life brings you. The problem is that one has to be willing to accept that their character is flawed in order to make the necessary changes. That takes humility.

So if all this is true, why is the price of admission to many organizations, letters beside your name signifying a business degree? How can we determine character? Ask those that have been exposed to it – not those that have seen an act or performance (superiors) – ask those that have seen the real (subordinates).

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