I overheard a college as he answered his phone.
"How are you?" he asks the caller.
"Why is that?" I overhear next but with a tone of concern indicating that the caller advised his day was not going so well.
"Really?" he questions with both concern and disbelief, but then quickly adds this next question, which I will never forget;
"Are you really going to let that define your day?"
It's actually a choice.
. . . not who you think you are.
Think for a moment about how the customers of the enterprise that you own or work in would describe it. (Name of enterprise) is ______, represents ______, and does ______ really well but does not do ______ very well at all.
Now compare this to what your enterprise seeks to be – the mission or purpose of the organization. It seems to me that if the two match – what you are trying to be and the perception of your customer – the organization is highly successful. Of course, the opposite is also true. The world does not view companies such as BP & GM in the way that they planned.
Facebook, Google, Amazon, Walt Disney, Wal-mart are all examples of successful organizations that actually look like they purposed to be (according to their mission statements).
This is elementary . . . except in failing organizations. Hmmm, perhaps this is the reason for their failure.
Have you seen an email "out of office attendant" message that reads along these lines?
"Sorry I didn't get your message . . . on vacation until . . . I will have only limited access to email, etc," (italics mine).
First, why would someone be sorry for not seeing a message while on vacation?
Second, why do people feel guilty for having only limited access to email while on vacation? Doesn't this builds an expectation that they are actually going to respond to a message, only a little later than usual. Therefore, vacation simply means emails are answered but with a delay?
What would happen if you didn't answer a single message while on vacation? What if the people sending you email had to make a decision on their own?
Consider this out of office message: "On vacation. Make a decision. You will most likely make the right one. If you do screw up – great! We always learn best from our mistakes."
How about this one: "On vacation. When I get back I will be deleting every email in my inbox. If your message was really important please send to me again when I return."
What if you actually did this [deleted the messages]? Bet you would have a great first day back from vacation.
Her expectations were clear – everyone on the team understood. She was firm. She also knew everyone as if her own children and cared for them deeply. She worked alongside her team; coaching them in a way that no would ever consider it coaching. She would never ask anyone to do anything that she would not do herself.
The product / outcome:
Virtually no turnover – other than which would be considered favourable. New hires that did not fit the culture of the business unit left in a short period of time, on their own – they just didn't fit.
Extremely low absenteeism; If someone had to be absent, it was understood that they would find a replacement for themselves. This expectation was accepted willingly as being a part of the team.
Readily and enthusiastically contributed to the greater team outside of the business unit.
Every member of her team was devoted to her.
Highly successful business unit – consistently within the top 5 of the entire organization.
She was a tremendous supporter and positive influence of any superior for whom she worked. I was fortunate to be one of them.
Thank you Donna for demonstrating so clearly what a great leader looks like.
I must say that I am frustrated when I hear the phrase "there is no one capable," referring to succession – moving into a management role. Actually, it is not frustration – I'm angry. When someone says this, what they mean is: no one is smart enough, capable enough or good enough to do what they do." That is simply arrogance gone to seed! Far too many people put themselves up on a pedestal when given a title.
So I ask, "What I hear you saying is that among the many members on your team, not one of these people are capable of moving into a management position?" "What about this person (name)?"
"They don't want it," is the reply.
Hmmm, the manager works constantly, rarely takes time off, does not freely share information and continually complains showing frustration about their job and their role. I think I understand; if this [preceding sentence] is what a manager has to do, why would anyone, in his or her right mind, want to do that?
Everyone and anyone is capable of becoming a great leader. The only exception would be due to a mental illness (extremely small portion of the population).
Good leaders always develop talent- often unintentionally.
Autopilot sounds great, but easier said than done. Create a system (s) that eliminates interruptions, enabling me and my entire organization to be exponentially more productive? Sounds like some sort of pipe dream – the stuff of high-sounding books . . . or blog posts.
Perhaps we should start here:
Just because I am the leader, does not mean that I am not the smartest person in my organization. Others are just as, and possibly more capable of making decisions than I am.
With this understanding, start addressing each situation. Each time you are called upon to make a decision, consider if the person asking could have made that decision on their own. Start asking them what they would advise, or "what would you do?" type of questions, to encourage critical thinking and build your comfort and trust in their abilities.
Then, extend the authority.
"From this point forward, you do not need to call me for decisions related to . . ."
"I trust you ability to make the right decision in these situations."
Repeat as often as required until you have opened up your time to lead more effectively; to think, coach, challenge, train, influence and inspire. Your people and your organization will thank you. So will your family.
Modern day sophisticated aircraft have the ability to fly and land without any pilot intervention. They are able to do this through the use of systems commonly referred to as autopilot, which can actually fly an aircraft better than a human, generate better fuel economy and land in foggy conditions with zero visibility.
The benefits of autopilot in an aircraft are many: increased situational awareness, more resources available for airspace surveillance, reduced crew workload and fatigue levels, improved accuracy, efficiency and reduced costs. Autopilot creates exponential increases in productivity in the airline industry.
Leaders create systems of autopilot for similar benefits within their organization. This is always in the form of extending responsibility and authority or empowering people to make decisions and deal with virtually any situation. Effective leaders find ways to reduce the need for their presence and intervention, measuring success in this pursuit by reduced interruptions. They become increasingly irrelevant by enabling others to take care of the business.
Autopilot allows the pilot to take a break, even leave to cockpit, without worrying about the path of the aircraft. If you are overwhelmed and find it hard to take a break and catch your breath, I suggest that you begin working on automating your business.
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