General Jim Mattis on Learning to Lead

IT’S NOT SURPRISING that we learn a lot about character from the military. Good character is mission-critical. Under extreme circumstances, if you don’t have good character, the result is extremely bad consequences. In war, character is not a platitude.

Good character development is evident in Call Sign Chaos. Written by Jim Mattis and made better with the help of Bing West, the book details the lessons Mattis learned from more than 40 years in the Marine Corps. He organizes the book in terms of the changing nature of his leadership responsibilities as he moved up the ranks. First, he learned face-to-face or direct leadership. At a time when, “alongside those I led, I had a personal, often intense bond with troops I frequently knew better than my own brothers.”

Next, he discusses executive leadership, where commanding a force of 7,000 to 42,000 troops, it was impossible to know them all individually, so communications and leadership styles must adapt.

Finally, he covers the challenges and techniques relevant to strategic leadership from a senior military officer’s perspective.

(His call sign, CHAOS, was given to him by his operations officer, John Toolan.” It stands for, “Does the Colonel Have Another Outstanding Solution?” “There’s always a Toolan, “he writes, “waiting out there to keep your ego in check, providing you keep the risk-takers and mavericks at your side.”)

As is commonly done, a book is a good place to settle scores and vent your opinions. Although Mattis resigned halfway through his appointment as Secretary of Defense at the end of 2018, he writes, “I’m old-fashioned: I don’t write about sitting presidents.” “Old-fashioned” is often another way of saying character.

Importantly, he talks about the challenge of communicating the commander’s intent. When commanding a large number of troops or a large organization, a leader must be able to communicate their intent in such a way as to allow people to act. It requires discipline and trust.

Developing a culture of operating from commander’s intent demanded a higher level of unit discipline and self-discipline than issuing voluminous, detailed instructions.

In drafting my intent, I learned to provide only what is necessary to achieve a clearly defined end-state: tell your team the purpose of the operation, giving no more than the essential details of how you intend to achieve the mission, and then clearly state your goal or end state, one that enables what you intend to do next. Leave the “how” to your subordinates, who must be trained and rewarded for exercising initiative, taking advantage of opportunities and problems as they arise.

It highlights the need for clear and consistently enforced values to guide teams and organizations. Commander’s intent provides a framework that everyone can operate from.

Mattis also mentions the need to get inside the enemy’s OODA loop—to adapt faster than they could. The OODA loop is a concept developed by Colonel John Boyd and stands for observe–orient–decide–act. In uncertain and changing environments, one can gain the advantage if they can ensure that their OODA loops are functioning, as Mattis puts it, “at the speed of relevance. It is possible then, to get inside the enemy’s OODA loop. This is made possible, in part, by having the commander’s intent clearly communicated and understood. The OODA loop helps us to shift our perspective from what we want things to be to what they are in reality. A common organizational problem.

Our campaign’s success was based on not giving the enemy time to react. To win a dogfight, Boyd wrote, you have to observe what is going on, orient yourself, decide what to do, and act before your opponent has completed his version of that same process, repeating and repeating this loop faster than your foe.

Call Sign Chaos has actionable ideas throughout for any team. What follows are quotes taken from the book that will give you a flavor for what is addressed here:

The Marine philosophy is to recruit for attitude and train for skills. Marines believe that attitude is a weapon system.

I was taught to use the concept of “command and feedback.” You don’t control your subordinate commanders’ every move; you clearly state your intent and unleash their initiative. Based on feedback, you fix the problem. George Washington, leading a revolutionary army, followed a “listen, learn, and help, then lead,” sequence.

I matched personalities to anticipated tasks.

I’ve found this imagining technique—walking through what lies ahead, acclimating hearts and minds to the unexpected—an essential leadership tool.

Once he’s removed from direct interaction with his troops, a commander must guard most rigorously against overcontrol, compounded by the seduction of immediate communications.

If you can’t talk freely with the most junior members of your organization, then you’ve lost touch.

When you are in command, there is always the next decision waiting to be made. You don’t have time to pace back and forth like Hamlet, zigzagging one way and the other. You do your best and live with the consequences. A commander has to compartmentalize his emotions and remain focused on the mission. You must decide, act, and move on.

I don’t care how operationally brilliant you are; if you can’t create harmony—vicious harmony—on the battlefield, based on trust across different military services, foreign allied militaries, and diplomatic lines, you need to go home, because your leadership is obsolete.

In an age when cynicism too often passes for critical thinking, it’s worthwhile to remember that young men and women who sign up for the military still fight for ideals.

When things go wrong, a leader must stand by those who made the decision under extreme pressure and with incomplete information. Initiative and audacity must be supported, whether or not successful.

The more trust there is inside a unit, the more strain that unit can withstand without a lot of discussion.

I’ve always tried to be hard on issues but not on spirits.

A senior leader in any organization must recognize when his environment has changed.

If there’s something you don’t want people to see, you ought to reconsider what you’re doing.

A leader’s role is problem solving. If you don’t like problems, stay out of leadership. Smooth sailing teaches nothing

Discipline is our protective fabric.

You cannot allow your passion for excellence to destroy your compassion for them as human beings.

Culture is a way of life shared by a group of people—how they act, what they believe, how they treat one another, and what they value.

At inflection points, as history has made clear, change must come at the speed of relevance. Leaders must shelter those challenging nonconformists and mavericks who make institutions uncomfortable; otherwise, you wash out innovation.

Living in history builds your own shock absorber, because you’ll learn that there are lots of old solutions to new problems. If you haven’t read hundreds of books, learning from others who went before you, you are functionally illiterate—you can’t coach and you can’t lead. History lights the often dark path ahead; even if it’s a dim light, it’s better than none. If you can’t be additive as a leader, you’re just like a potted plant in the corner of a hotel lobby: you look pretty, but you’re not adding substance to the organization’s mission.

Trust is the coin of the realm for creating the harmony, speed, and teamwork to achieve success at the lowest cost. Yet it’s not enough to trust your people; you must be able to convey that trust in a manner that subordinates can sense. Only then can you fully garner the benefits.

Allowing bad processes to stump good people is intolerable.

Leaders at all ranks, but especially at high ranks, must keep in their inner circle people who will unhesitatingly point out when a leader’s personal behavior or decisions are not appropriate. In its own way, this, too, is part of command and feedback, for none of us are infallible.

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Posted by Michael McKinney at 07:51 AM
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Sailing True North and the Voyage of Character

THERE IS NO SUBSTITUTE for character. Better systems, better laws can’t make up for it. Without good character, leaders can go south fast. The problem is that there is very little attention paid to how to develop good character. We learn best by example, but it is wise to look into the lives of others and understand the outcomes of their lives as a result of their character or lack of it.

Four-star U.S. Navy Admiral and former Supreme Allied Commander of NATO James Stavridis gives us a comprehensive look at ten admirals in Sailing True North. He looks at their differing character traits and personalities and the effect it had not only on their careers but on those they lead.

He begins 25oo years ago with the Greek Themistocles and moves forward to the lives of 14th-century Chinese admiral Zheng He, Sir Francis Drake, Horatio Nelson, Alfred Thayer Mahan, John Fisher, Chester Nimitz, Hyman Rickover, Bud Zumwalt Jr., and finally, Grace Hopper. While each of their voyages on the open sea was demanding, it was “vastly easier than the inner voyage we all must sail every day of our lives. That voyage of character is the most important journey each of us ever makes.”

Stavridis writes this out of a growing sense that “in this postmodern era that we are witnessing the slow death of character, driven by a global culture that has turned increasingly away from classic values—honesty, commitment, resilience, accountability, moderation—to a world that moves at breakneck speed and refuses to slow down and consider what is right and just.” Sadly, he notes too that “we have lost the ability to hone our character in private, and our lives are on display seemingly from the moment we are born. We overshare publicly and under-reflect privately on what our individual voyages mean.”

It is good for us to slow down and look at these lives and use what we learn to adjust the course of our lives to be the best we can be. There is much we can learn from others. Biographies provide us with feedback on our own lives in a most palatable way if we take the time to apply what we learn.

None of these admirals was perfect, but we can learn from them all. “The nature of any human is not what they do when the choices are easy, and the metaphorical sun is shining, but rather what they do when the options are morally ambiguous, and the seas are rough.”

Some of the navigational advice we can learn from the lives of these admirals is:

A leader should avoid getting into a position where the only way to persuade an audience is by an almost magical feat of rhetoric.

Great leaders learn how to balance inherent uncertainty with a firm-enough grasp of context to enable decisive action.

Finding the balance between determination and an open mind is one of the ongoing tests of character for us all.

The most defining issue of character is curiosity.

That combination of relentless perseverance and an unbounded desire to “seize the new” is very, very rare in leaders.

You need the deepest reserves of character—strategic patience especially—to implement vision. Rickover was a curious combination of someone who was supremely tactically impatient, to the point of real anger, but had deep reserves of strategic patience to implement a long-term vision—a very rare combination in terms of character, and it served him well.

A little innovation today is often the best insurance against epochal change tomorrow. I often ask—and especially encourage young leaders to ask—what any organization I lead is doing right now that is going to look really wrong fifty years in the future.

Stavridis shares ten character traits that he has learned from the admirals he showcases and from his own experience as an admiral.

At the top of his list is creativity—“a willingness to embrace the new, despite the difficulties and challenges of doing so.” You must find a way to bring along the nonbelievers. Second is resilience. Learn from your experiences and set new goals and keep moving. Third, he lists humility. Arrogance is toxic to a leader. “It is a lot easier to be resilient when you are humble to begin with.”

The fourth quality is the need to find balance in our lives. Most of the admirals he lists in the book failed this test. After all, ambition often drives the lack of balance in our lives. Fifth is honesty—“being truthful no matter the cost.” Make truth a habit. Sixth is empathy. “Most of us are terribly self-centered.” See outside yourself. “A virtuous person begins every encounter with the world not from their own perspective alone, but rather by trying to understand the situation, mindset, and challenges that others are facing.”

Seventh is believing a sense of justice matters. Self-control is at work here. Eighth is decisiveness. Ninth is determination. Never give up, as Churchill said, “except in convictions of honor and good sense.” The final character trait he lists is perspective. We can’t take ourselves too seriously. “We need to understand that in the end we are but sailing in a tiny ship on the boundless sea.” A good sense of humor goes a long way toward maintaining a proper perspective.

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Posted by Michael McKinney at 12:01 AM
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Learning to Lead with Ron Williams

WHO IS looking out for you?

“No boss or mentor drove my success—although they did open doors for me. My success came about through a combination of hard work, continual learning, fortunate career choices, and a bit of luck—by being in the right place at the right time,” writes Ron Williams. Williams is best known for his tenure as CEO and Chairman of Aetna, where he transformed a $292 million operating loss into $2 billion in annual earnings.

In Learning to Lead, Williams shows how anyone can grow and succeed as leaders. He grew up in a working-class family in one of the poorest neighborhoods of Chicago in the 1960s. The book is exceptional. He weaves the experiences of his career with the lessons we can all learn from them. Well told and insightful.

He begins by asserting that the single most important asset you have is you. As a result, you need to focus on getting better. “Two things are essential: a deep personal commitment to excellence in everything you do and a commitment to continual improvement.” He encourages us to strive to become 15% better each year in concrete and actionable ways. To do that you need to really think about what you are going to do differently. If you want to be extraordinary, you need to stretch yourself above the average person.

Exceed your job description. Do it for you and build a reputation. “By sticking to tasks listed in your job description, you are refusing to demonstrate your ability to perform at a higher level. Why should anyone think of you as a potential leader when you’ve provided them with no evidence to suggest it?”

For him, his underprivileged background represented an opportunity. “The world and its people were a puzzle for me to solve.” He reframed his world. It is our mindset that often makes it impossible to escape the box we find ourselves in. “Reframing is about creating a new mental landscape with a larger scope of freedom, a greater degree of flexibility, and a set of alternative ways of approaching any problem—which can often lead to new and unexpected solutions.”

You know you need to reframe when what you hear around you is, “Everybody knows” and “It’s obvious that.” “It’s a sign that you and your colleagues may be trapped in a box of your own making—one in desperate need of reframing.”

On the topic of mentors, Williams believes that they are helpful, but you shouldn’t spend your time looking for one. “Mentors come along without planning. Mentorship must arise naturally out of the situation rather than being forced.” However, and his is key, “that doesn’t mean you can’t make a conscious effort to learn from the people around you. As you work on learning to lead yourself, you should also seek out others whose examples, experiences, and insights can be of value to you.”

When people do (or seem to) get in your way, rather than finding blame, assume positive intent. You can choose how you respond to negative events. We don’t need to take it personally. “If there’s something that will make you feel really good to say—something you are itching to say—don’t say it. Blowing up in the face of provocation is a way of losing power, not of claiming it.” Assuming positive intent has been one of William’s secret weapons throughout his career. It is an “empowering strategy that disarms defensiveness and turns potential enemies into allies.”

When leading others and you are faced with opposition to a project or deadline, Williams says that the leader’s job is to ask a lot of pointed questions. “When people protested that a particular deadline I suggested was ‘impossible,’ I would ask, ‘Can you help me understand how you determined that?’ or ‘What are the factors that led you to conclude it’s impossible?’ I avoided starting my questions with the word why, having long ago discovered that ‘why’ questions tend to make people feel defensive—and respond accordingly. By contrast, the more oblique wordings I used directed attention away from the blame game and exactly where I wanted it—toward uncovering the root causes behind their objections.”

A leader also needs to ask questions that lead people to think about the problems they face in a new way; to overcome their mental barriers—“those unquestioned assumptions, unexplored options, or unchallenged rules of thumb that keep people stuck at a low level of achievement.” These mental barriers cause us to reinforce them with information that supports them and ignore the evidence that should alert and enlighten us. We hurt ourselves and our organizations when we act on our untruths.

Williams includes a chapter on managing up and down and presents his Two-Up/Two-Down System. “Paying close attention to the ideas, information, and concerns of the people around you—especially those operating from a different perspective or from a different location in the organizational hierarchy—is key to leadership success. Learning to correctly grasp what I call strategic intent of those in important positions above you and below you in the organizational hierarchy is a vital leadership practice, one that you should try to make into a daily habit.”

Williams provides lessons in communication, creating a positive culture, defining reality, and many more. Putting in practice what he presents here does not require extraordinary gifts. “Your own abilities can suffice to make you an effective leader—provided you focus on the daily challenges around you and then work doggedly, thoughtfully, and positively with the people around you to overcome them.”

There is a lot of emotional intelligence contained in this book. Reading it is a good way to develop your own EQ and check your self-awareness. Use Learning to Lead to prepare yourself answer the call to lead when it comes.

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Posted by Michael McKinney at 12:10 PM
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The Best Mentor You Can Find is Up to You!

“The greatest good you can do for another is not just to share your riches but to reveal to him his own.”

— Benjamin Disraeli

WHEN I WAS a young Army lieutenant, I met with my Assignment (Personnel) Officer, Major Tom Montgomery in Washington D.C. on my way to Germany in the summer of 1977. I never expected that he would become my first true mentor.

There was no contractual agreement or even a discussion about such a relationship, and through all these years, I’ve never mentioned the word “mentor” to him. But, throughout our relationship, our conversations have given me volumes of knowledge about leadership and a host of other topics.

I saw in him a leadership style similar to my own, just more seasoned. I wanted to learn as much as I could from him and use similar techniques as my own leadership responsibilities grew. He helped me get certain jobs and I worked directly for him once. We remain great friends to this day.

Receiving mentorship is a vital element in learning about leadership… and being a mentor is a responsibility of all great leaders.

I believe there are four types of mentors: assigned, self-appointed, sought-after, and what I call “virtual.” I have experienced all four. The first three are rather self-evident in terms of what they mean. What I’ve found the most valuable, however, is this last one, virtual.

What do I mean?

Virtual mentorship is something you do on your own. You simply pay attention to all of the people around you and learn from them. This can apply to both your professional and personal life. Pay attention to what others do or say that is particularly smart or good, then adopt it as your own habit. Notice also when a leader does something incredibly dumb or harmful to others, then put that in your leadership reservoir as well, so that you will never do the same. We’ve all seen good and bad behavior and said to ourselves: “If I ever get into that position, I hope I behave—or do not behave—like that.”

Think of your life as a journey carrying a backpack, and observed behaviors are rocks you find along the path. Pick up both the good and bad—the good for future use and the bad to remind you not to repeat what those rocks represent. I’ve got plenty of rocks in my backpack—of both kinds—that I’ve picked up along my life’s journey. All great leaders learn something from those they encounter along their journey.

It’s also a good practice to acknowledge those who provided meaningful lessons. I regularly cite those who taught me something that I now use myself. I also store away lessons that I want to avoid from leaders who I don’t want to emulate, though I generally refrain from naming them.

Perhaps one of the greatest periods during which I learned from others was my time in the Pentagon in the late 1990s. My 23 years of service to that point had been exclusively within Army ranks, with no duty served in another military branch. But in 1996, when I became a new brigadier general, I was assigned to the Joint Staff in the Pentagon.

I served during this time with a number of great military leaders who influenced me. Lieutenant General Pete Pace (later Chairman of the Joint Chiefs of Staff) was the J3 of the Joint Staff. I had to brief him each morning. My immediate supervisor was first Major General John Van Alstyne, then later Rear Admiral Tim Keating (who eventually became the Pacific Command Commander and Northern Command Commander as a 4-star admiral). Brigadier General Jim Conway (later Commandant of the Marine Corps) was a fellow 1-star and Colonel David Petraeus was the Executive Officer for the Chairman of the Joint Chiefs of Staff, General Hugh Shelton.

Lieutenant Colonel Terry “Guts” Robling served there as well and would later become my boss as a three-star general when he commanded Marine Corps Forces Pacific and I was his civilian Executive Director. That was a particularly interesting relationship, as he was a lieutenant colonel when I was a brigadier general in 1996. While he didn’t report to me, we knew each other and occasionally worked together. Seventeen years later, I reported to him.

I remember our first discussion in his office in 2013, where I made clear that while we had a different relationship in the Pentagon, I was perfectly fine working for him. I remember him saying he was, as well. He was very comfortable in his own skin. We got along great in the two years of his command tenure and remain good friends to this day.

Good leaders don’t patent their behaviors; they willingly pass them on. I have borrowed many leadership techniques—perhaps most of them—from others who freely gave them up, and from some who didn’t even know I took them. Let your greatest legacy be that you pass on the best-of-breed leadership traits you’ve learned from others.

I freely pass on mine. Many are in my new book, Leadership: The Art of Inspiring People to Be Their Best.

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Major General (Retired) Craig Whelden is the author of the international best selling book, Leadership: The Art of Inspiring People to Be Their Best. This is an extract from Chapter Three: “Are You My Mentor?” Learn more about Craig, his book, and speaking opportunities at www.craigwhelden.com

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Posted by Michael McKinney at 10:13 PM
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It’s the Manager: Moving from Boss to Coach

NOT SURPRISINGLY, a Gallup World Poll found that the great global dream is to have a good job with mission, purpose, and at a living wage. But the vast majority—85%—hate their jobs.

If you couple that fact with George Gallup’s “single most profound, distinct and clarifying finding ever” that 70% of the variance in team engagement is determined solely by the manager, then the issue becomes the manager.

That being the case, the single key to maximizing human potential and organizational growth is to improve the quality of the manager. The most important person in your organization to bring teams together and lead them to great decisions is the manager.

Jim Clifton and Jim Harter of Gallup explain how to build a strengths-based culture that attracts the best employees and maximizes their potential in It’s the Manager. They cover five major topic areas—Strategy, Culture, Employment Brand, Boss to Coach, and Future of Work—an offer 52 discoveries from Gallup’s largest study of the future of work. The most important sections for me are Employment Brand and Boss to Coach.

The practice of management has been stuck in time for more than 30 years, despite the world and workplace going through extraordinary historical change. “The problem is, while the science of management has advanced significantly in the past three decades, the practice of management hasn’t.”

In the new working environment, one of the biggest challenges is for managers to go from boss to coach.

The old boss-to-employee, command-and-control leadership environment has “worked” when it comes to building process-efficiency systems, engineering large buildings, and creating infrastructure. But the top-down leadership techniques of the past have not adapted to a workplace that now demands coaching and collaboration to thrive.

However, I would argue that top-down and coaching and collaboration are not necessarily mutually exclusive. That said, coaching requires three things: establish expectations, continually coach, and create accountability. Their research has found that “employees whose manager involved them in setting goals were nearly four times more likely to be engaged than other employees” and those who receive “daily feedback from their manager are three timed more likely to be engaged than those who receive feedback once a year or less.”

Gallup analytics finds that most current team leaders do not have the natural tendencies for managing people. We often promote people for the wrong reasons like success in a prior non-management role and tenure.

Organizations still think largely in terms of promoting up the corporate ladder when other options exist like changing teams, projects, or even managers.

Unfortunately, many organizations still offer only one way “up”: Become a manager, even if your strengths aren’t in management. Some people who aren’t really cut out to be managers may do an OK job, but they never feel quite right managing. And this affects their wellbeing—and the wellbeing of those they manage.

Gallup research fronds that great managers have these five traits: Motivation (inspiring teams to get exceptional work done), Workstyle (setting goals and arranging resources for the team to excel), Initiation (influencing others to act; pushing through adversity and resistance), Collaboration (building committed teams with deep roots), and Thought Process (taking an analytical approach to strategy and decision-making).

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There is a code to take the CliftonStrengths assessment and an appendix section that provides guidance for leading with each of the 34 strengths.

(As a side note, I found this statistic enlightening: “Your employees are grumbling, as 50% of them are making less than they were 35 years ago. In real terms—overall—your employees have not received a raise in more than 35 years. Their expenses of housing, healthcare, and education are exploding while paycheck sizes are frozen or declining.”)

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Posted by Michael McKinney at 10:18 AM
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Grace: A Leader's Guide to a Better Us

GRACE, a concept present in all of the world’s major religions, has a divine meaning. Grace, in a secular sense—that is on a human level—is about perspective. A perspective larger than ourselves. A perspective that reaches to a purpose beyond who we are alone. In short, our connectedness.

Grace is a critical part of who great leaders should be. To that end, John Baldoni has tackled for us in Grace: A Leader’s Guide to a Better Us, an attribute that is in short supply today. Grace is something all leaders should model for the benefit of those around them so that it spreads to society in general.

Grace is foundational to service. Baldoni writes:

Love, sacrifice, truth, and courage are virtues made actionable by grace. We may be disposed to do what is right; grace gives us the impetus to act upon doing it. Grace then becomes the inspiration for treating individuals with generosity, respect, and compassion. It manifests itself as action in the name of others, and it energizes us to act upon our beliefs.

To help us better understand grace and to help us intentionally apply it in our leadership, Baldoni explores grace from five perspectives with this acronym:

G is for Generosity: the will to do something for others.
R is for Respect: the dignity of life and work.
A is for Action: the mechanism for change.
C is for Compassion: the concern for others.
E is for Energy: the spirit that catalyzes us.

Generosity

Gracious people give of themselves. Gracious people leverage who they are and what they have for the benefit of others. Baldoni shares a great quote from British Prime Minister Benjamin Disraeli, “The greatest good you can do for another is not just to share your riches but to reveal to him his own.”

Gracious leaders share time, knowledge, and power. They cultivate a selfless approach to life. Generosity emanates from an abundance mindset. A selfless person, even in the midst of personal adversity, can find something to share with others. That attitude is contagious.

Respect

Self-awareness opens the door to respect for others. A fully self-aware person knows her faults as well as her strengths. Such awareness compels the self to acknowledge the dignity of others.” Humility plays a big part here. Respect and self-respect fuel each other. They grow together.

Action

Grace is intentional. A reactive mind rarely manifests grace. While grace that has been shown to us comes freely, it requires effort for us to generate it ourselves. Grace means rising above a perceived slight.

Grace is often manifested in clarity of purpose and civility. Civility is a decision we make. “No matter what leaders may feel inside, they think before they speak. They focus not on themselves, but on the needs of others—on healing.” Instilling civility in the workplace is the job of leaders.

Compassion

Gracious people have the capacity to forgive and show mercy. “Grace enables us to take the higher road, to think more clearly.” It meets rage with love and civility.

Gratitude enables compassion—both gratitude expressed and felt. “Gratitude is that capacity to care. We need to reframe our lives with a constant awareness of just how important feeling gratitude within ourselves is because it actually helps our overall well-being.”

Energy

Grace requires energy. “It renews itself through practice as well as by taking in life, doing one’s best, enjoying the highlights, mourning the losses, and do so in the full spirit of life. In forgiveness, mercy, joy, and humor.” Grace draws energy from a positive outlook and an abundance mindset.

When we demonstrate grace in our leadership, it spills into other areas of our life as well because it is an approach to life. Our example encourages others to begin to think that way as well. Grace—in all of the dimensions Baldoni explores in this book—is a value that has fallen on hard times. It is time to revive it in our personal lives, in the workplace, social media, and in public discourse.

Grace celebrates grace as well as advocates for it. Baldoni shares many examples of people from all walks of life who demonstrate grace in their lives. They are an inspiration to us all.

Grace reduces the space between us. Our environment often pushes us into negativity; into the differences between us. Grace intentionally overlooks the negative and leverages the positive. It finds the connection and promotes it.

Baldoni breaks the often intangible idea of grace into down-to-earth actionable behaviors that we can all intentionally implement into our lives. You will find a self-assessment tool of 20 questions to help you take an honest look at how much you have allowed grace to fill your thoughts and behaviors.

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Posted by Michael McKinney at 01:08 PM
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Scaling Leadership the McKinsey Way

BEFORE YOU BEGIN your next leadership development program, read this.

It is not uncommon to hear leaders complain that leadership development programs are not delivering the effective leaders necessary to execute their strategies and purpose. While there is no end of leadership advice, it doesn’t always translate into leaders that can deliver the results the organization needs.

In Leadership at Scale, McKinsey partners Claudio Feser, Michael Rennie, and Nicolai Chen Nielson share the McKinsey method for developing more and better leaders across an organization. “Scale implies touching a critical mass of leaders and employees to reach a tipping point—after which point the change become self-sustaining and the organization fundamentally changes how it leads.”

To begin, to improve leadership effectiveness in an organization as a whole, it is imperative that leaders “think at an organizational, system-wide level, and the approach one takes to do this differs markedly from that of increasing the effectiveness of individual leaders.”

The McKinsey approach is founded on four beliefs that constitute effective leadership:

1. Leaders align, execute and renew. “Leaders make decisions about people and direction (alignment); they see that their intent is carried out (execution); and they think about the next evolution of activity (renewal).” Renewal refers to the constantly changing environment. “Organizational contexts have and will always be changing, and a key element of leadership is thus to display resilience and agility in order to continue to thrive.”

2. All leadership takes place within a context. “We strongly believe that there is no such thing as standard leadership behavior that works irrespective of contextual factors, such as corporate strategy or the level of hierarchy of a given position.”

3. Skills built through real-life experience enable effective leadership behaviors. “Great leaders’ skills are forged on-the-job, and the experience and skills that leaders have accumulated help them display more effective leadership behaviors.”

4. Leaders must develop the right mindsets based on introspection and self-awareness. “We focus on mindsets because mindsets ultimately drive behaviors. Making one’s mindset the subject of conscious scrutiny is an indispensable prerequisite of leadership effectiveness.”

That leads us to the Leadership at Scale Diamond.

Leadership at Scale Diamond

Underpinning the McKinsey approach are four core principles they call the Leadership at Scale Diamond. These principles must exist to increase leadership effectiveness across an organization.

Core Principle 1: Focus on the critical shifts that drive disproportionate value.

Link leadership development to the organizational context and strategy and focus on the three to five shifts (behaviors, skill, and mindsets) that will have the biggest impact on performance.

Surprisingly, leadership development is often not aligned with the organization’s purpose and strategy. In their research, executives have told them that “their organizations have not translated their strategy to their needs.” Instead, they have used “generic and broad competency models.” The result is not surprising.

Their research identified three categories of leadership behaviors:

Baseline Behaviors: Effectiveness at facilitating group collaboration, Demonstrating concern for people, Championing desired change, and Offering Critical perspectives. These behaviors apply in any context, but they by themselves do not differentiate between mediocre and top performance.
Situational Behaviors: Their effectiveness is context-specific
Adaptive Behaviors: These help you move between different contexts

McKinsey also concluded that only a few behaviors drive organizational performance and that varies by context. So, in addition to context-specific behaviors is the ability of a sufficient number of leaders in an organization to be able to rapidly adjust to different situations and the accompanying behaviors.

Core Principle 2: Engage a critical mass of pivotal influencers across the organization to reach a tipping point.

Organizations must ensure sufficient breadth, depth, and pace in order to change leadership behaviors across the organization, and to give all employees an understanding of what great leadership looks like.

Pivotal influencers are those 5 to 15% that others look to for cues as to what success looks like in the organization. Work first with these people with the understanding that developing a repertoire of leadership capabilities takes time. And of course, the training should reflect that truth.

Core Principle 3: Architect programs that maximize behavioral change based on neuroscience.

Design interventions with an explicit focus on helping individuals become “better at their daily jobs” using the latest principles linked to neuroscience, to maximize the value and organizational impact of what is taught and learned.

Rather than just the teach and classroom approach, leaders need to practice the new behaviors. McKinsey designs programs around seven adult learning principles:

• Stretching participants outside their comfort zones
• Using self-directed learning and self-discovery
• Applying on-the-job learning to form new skills through repetition and practice
• Providing a positive frame to link positive emotions to learning
• Ensuring the interventions are strengths-based
• Addressing underlying mindsets (whole-person approach)
• Using reflection and coaching to ensure feedback loops

Core Principle 4: Integrate and measure the program in the broader organization

Organizations must ensure that the broader ecosystem directly supports and reinforces the shift in behaviors, skills, and mindsets that the leadership development program promotes.

You can’t run a leadership development initiative in isolation and expect positive results. The culture of the organization must support it or enable the new behaviors that the organization needs both formally and informally. The authors note that the actual capability building journey is only 25% of what is required. “People’s behaviors are heavily influenced by their broader context, and in order to sustainable shift their behaviors, you need to shift the context.”

In part two of the book, they share this approach in practice. It is quite comprehensive, and the case studies are instructive.

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Posted by Michael McKinney at 07:39 AM
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Becoming a 100X Leader

A 100X LEADER is a 100% healthy leader who multiplies that mindset to those they lead. A leader that climbs their own Mount Everest every day and acts as a Sherpa to others at the same time. A 100X leader has become a leader worth following and builds leaders worth following.

Jeremie Kubicek and Steve Cockram wrote The 100X Leader to help you become a 100X Leader in all spheres of influence in your life—leading yourself, a company, a team, or a family—and to become a Sherpa for others.

Your climb to becoming a 100X leader begins with self-awareness and courage. The courage “to invest in yourself and what is most important in your life, the courage to do difficult things that are contrary to your natural tendencies, the courage to hold up a mirror and take a hard look at what others see and wish you would do something about, the courage to make the subtle changes you view as insignificant but are likely the most important to others, the courage to stay at it when the positive results see slow to come.”

You don’t become a 100X leader by accident. It’s hard and requires a deliberate process. Kubieck and Cockram guide you through that process. Leading yourself or others is a balance between the right amount of support and challenge. “Support means to provide the appropriate help others need to do their jobs well.” To equip them. Challenge “means to motivate people by holding them accountable to what they could do if they had the resources.”

It is important to remember that we must begin with support before we challenge. Support builds trust. “The art of leadership is the appropriate calibration of support and challenge at a specific moment, in a specific context for a specific reason.”

The authors present the Support-Challenge Matrix shown below. You want to operate in the top right quadrant—liberate—as much as you can. Each quadrant represents a different leadership style and the culture it creates.

Dominator
We tend to dominate others under stress by requiring much but with little support. “Dominating leads to compliance, whereas liberating leads to engagement.”

Protector
These leaders create caution by giving a great deal of support but very little in the way of challenge or reasonable expectations. Wanting everything to run smoothly and without conflict, these leaders tend to hint at what they want rather than coming out and saying it.

Abdicator
These leaders have simply given up. Perhaps they are overwhelmed, tired, burned-out, or bored. They create a lifeless culture with low expectations.

Liberator
These leaders have learned how to liberate in every circle of influence—self, family, team, organization, and community. “To liberate means to fight for the highest possible good of those you lead” by using the intentional calibration of support and challenge. Ask these questions: “What specific support and challenge do they need from me? What is the tendency or pattern most undermining their influence? And How do I help them get to the next level?” The process requires a long-term commitment.

Being a Liberator means knowing how other people experience you and then helping others to do the same. It’s being intentional about what you are doing. Having the humility to “commit to a process of uncovering our weaknesses. Our natural tendencies don’t really change, but with intentionality, humility, and effort we can begin to have a choice between the default patterns of how we normally respond to a situation and what we actively choose to do or say instead.” We liberate ourselves from leading on autopilot. Once we liberate ourselves, we can then help others see the mountain ahead of them and equip them to get to the next level.

Kubieck and Cockram provide a comprehensive look at how to become a 100X Leader by showing us the mountain and then illuminating the way and providing the tools and equipment necessary to complete the climb. Climbing Mount Everest is dangerous and demanding, but without a Sherpa, it is virtually impossible. The 100X Leader is our Sherpa and teaches us how to become a Sherpa for others. And as with the Sherpa, success is measured by not how many times they reach the top of Everest but by how many they have helped reach the summit.

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Posted by Michael McKinney at 09:38 AM
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You Might Be a Bad Leader If…

NONE OF US would readily admit to being a bad leader. We see ourselves as pretty good or at least well-intentioned. But people don’t experience our intentions; they experience what we actually do.

When we struggle to get along with others or simply get things done, we would be wise to look at our assumptions and behaviors. Even just focusing on improving in one area can do wonders for your leadership and have a huge impact on those who follow you.

No matter how good we are as leaders, we all do a little harm along the way. So it’s good to look at the ways bad leadership shows up so we can minimize the bad and amplify good leadership.

You might be a bad leader if you are motivated by power and status. This motivation invariably leads to corruption and unethical behavior. It’s most often why otherwise effective leaders go bad. It opens the door for every other kind of mindset we associate with bad leaders. Our leadership must be about something bigger than us. Power is something to be shared.

You might be a bad leader if you are easily overwhelmed. It is the nature of leadership to function in uncertainty. What makes it possible is a clarity of purpose about why we are doing what we are doing. Leaders must continuously communicate that purpose to lead others an often volatile, uncertain, complex, and ambiguous world.

You might be a bad leader if you are too rigid. This is a failure to stay relevant. Staying the course is admirable, but a leader must know the times they are in. They must be effective in their current reality. Barbara Tuchman noted that a bad leader is not “deflected by the facts.”

You might be a bad leader if you lack self-control. Leaders are not a superset of human beings. Leaders have impulses, desires, and needs, just like everyone else, but when we fail to control our impulses, we most often get in our own way and derail our leadership. We lose credibility as followers expect—and rightly so—leaders to put the needs of the group above their own. Of course, there are impulses that are merely a distraction for others, and then there are impulses that destroy us and hurt those around us. We must exhibit self-control for the sake of ourselves and others. Leaders who lack self-control take themselves down.

You might be a bad leader if you think the ends justify the means. By crossing one too many lines, we put ourselves on the road to unethical and even evil behavior. This failure of leadership is based in self-interest. It’s self-serving. Leaders are rightfully judged by their results but not at any cost. This toxic mindset is most often gradual, and when tolerated in an organization it begins to infect all decisions and diminishes everyone involved.

You might be a bad leader if you lead by fear. This kind of leader exerts a high degree of control. It also leads to incompetency as the organization can never rise above the leader themselves. In the end, the whole organization is incompetent. Good leaders must know what they don’t know. As Dirty Harry said, “A man’s got to know his limitations.”

You might be a bad leader if you have a lack of respect for others—for just being people. A lack of respect manifests itself in being unkind, dismissive of the opinions and needs of others, controlling others, or showing partiality because of status or importance. We respect others when we are curious about them and listen to them.

You might be a bad leader if you fail to see beyond ourselves. As leaders, we are responsible not only to the people we lead but to all of those affected by our leadership. It is a failure to do the right thing—to not do right when it is in our power to do right.

You might be a bad leader if you lack the competency for our job. This doesn’t mean stupid. It’s about skills. Do we have to skills to move forward in the areas we have been tasked to lead?

You might be a bad leader if you lack emotional intelligence. Leaders must be aware and sensitive to others and importantly, how their leadership is experienced by others. This implies the need for honest and candid feedback and daily reflection. Our ego creates blind spots, so we must always keep our ego in check. This is where humility comes in. A good leader leads themselves first.

We must be able to recognize the signs of bad leadership so we can deal with it before it undermines us. These mindsets come up time and time again because they are common to humankind. We can’t change that. None of us are immune. Sticking our heads in the sand won’t help. Only by recognizing them when we see them in our own leadership we can effectively deal with them.

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Posted by Michael McKinney at 03:32 PM
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Lessons in Leadership to Last a Lifetime

AFTER 18 YEARS on the MIT faculty, I thought I knew a thing or two about leadership. After all, I was tenured and had supervised dozens of students seeking undergraduate and postgraduate degrees. But in 1999, at the height of the Internet boom, I took a two-year leave of absence to serve as director of system architecture at Akamai Technologies, an MIT start-up located here in Cambridge. That position humbled me and taught me lessons about leadership that I still use today, some 20 years later.

Back then, the vast majority of Akamai’s 100 engineering staff had been recruited directly from MIT and other top universities. Like me, most had only worked in academia up to that point, and we assumed our corporate roles and responsibilities with anticipation and a healthy dose of swagger. What could possibly stop this juggernaut of collective brilliance?

Well, one collective deficit could, and did: The lack of effective leadership.

You see, despite their immense talent, our teams were completely dysfunctional. Within weeks, people started to feel disgruntled, and then even worse—angry, jealous, vindictive. Morale sunk, and our productivity did, too.

Fortunately, Akamai’s VP of Human Resources, Steve Heinrich, recognized what was happening and brought in Chuck McVinney, a management consultant with expertise in teamwork and leadership training. Chuck began teaching the engineering leaders about topics we had never been exposed to before: situational leadership, dealing with diversity and conflict, providing effective feedback, fostering creativity, and how to build a motivated team that leverages individual talents. Remarkably, after only two off-site workshops, our teams started to function better. We were able to focus and work collaboratively toward our goals.

The workshop content wasn’t complicated, but if you’re currently running a research lab, odds are, you’ve never seen it. That’s because academia and other research organizations rarely offer leadership and management training—and as a result, far too many engineers and scientists waste their time and resources dealing with unproductive interpersonal issues and unnecessary conflict. To help right that wrong, here are five the most important lessons I learned while at Akamai, all of which I continue to use in my lab today:

Research is a human endeavor
There’s no sense in denying, or ignoring, it: Human nature plays a role in everyday technical work. As a researcher, you simply must value and respect the interpersonal relationships that form the foundation of teamwork.

Know thyself
Senior researchers become better leaders once they understand how they perceive situations and why they react the way they do. Self-assessment exercises, interactive activities, and other tools can help you gain these insights and leverage your strengths.

Mental diversity strengthens teams
If you want your work to have the widest possible impact and be the most meaningful, you need to draft teams of diverse thinkers and then ensure everyone can contribute in a complementary way. This is the best way to pressure test and improve ideas. Of course, as a team leader, you will need to be equipped with strategies to manage such a variety of styles and temperaments.

Communication is key—and it involves effort
It’s too easy for senior researchers to become isolated from more junior colleagues. Make it a point to keep the lines of communication open, so that team members feel free to speak to you about day-to-day operations. Regularly checking in with one another keeps everyone on the same page and enables you to handle small issues before they evolve into bigger problems.

To keep leading, keep learning
Good leaders continue to learn and grow into their roles. Becoming a tenured professor or otherwise moving up the organizational ladder without participating in management training along the way can reinforce ineffective habits and create blind spots regarding performance.

It’s been about 20 years since I returned to MIT from Akamai, and businesses now routinely spend billions of dollars per year teaching employees “soft” leadership skills like the ones I just listed. If universities and other research organizations would invest even a fraction of that, their labs would be a more enjoyable place to work and their teams would be more creative and productive.

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This post is by Charles Leiserson. He is a Professor of Computer Science and Engineering at MIT. He is lead instructor of the annual MIT Professional Education course, “Leadership Skills for Engineering and Science Faculty,” which has educated hundreds of faculty at MIT and around the world in the human issues involved in leading technical teams in academia. He was formerly Director of Research and Director of System Architecture for Akamai Technologies and was the Founder and Chief Technology Officer of Cilk Arts, Inc., a start-up that was acquired by Intel in 2009. He is currently a Fellow of four professional societies: ACM, AAAS, SIAM, and IEEE.

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Posted by Michael McKinney at 12:04 AM
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11 Shifts Every Leader Needs to Make

TO GET FROM where we are to where we want to be requires a shift in our thinking. When our thinking shifts in an area, our perspective changes, and new opportunities become visible. We serve people differently.

In Leadershift, John Maxwell states, “every advance you make as a leader will require a Leadershift that changes the way you think, act, and lead.”

Shifts in thinking require that you see a bigger picture, rethink your perspective, and understand your context. Your leadership potential depends on these shifts.

It’s is unlikely that you would make all of these shifts at once. Some will happen gradually. Some will happen almost overnight. Some will come naturally to you and others will seem counterintuitive. We’re all different but we all need to make these shifts. Essentially they all boil down to making the shift from me to we.

Maxwell suggests eleven leadershifts that have helped him grow as a leader. Here are a few ideas from each of the leadershifts he describes:

Leadershift #1 Soloist to Conductor – The Focus Shift

You can’t do it alone. Leadership is not a solo practice. Of course, working with others has its challenges. A big part of this shift is changing your focus from receiving to giving. Adding value every day without keeping score. “As leaders, we must stop wishing and start working. Instead of looking for the ‘secret sauce’ of success, we must start sowing seeds of success.”

Leadershift #2 Goals to Growth – The Personal Development Shift

Rather than focusing on goals, focus on growth. “Goals helped me do better, but growth helped me become better.” Begin on the inside. “Growth on the inside fuels growth on the outside.” You can’t do everything, so focus on four areas: attitude, developing strong relationships, your leadership, and equipping others to carry on without you. To become more growth-oriented, you need to embrace change, be teachable (humble), learn from failure, connect with other growth-minded people, believe in yourself, and understand that real wisdom is acquired and applied over time.

Leadershift #3 Perks to Price – The Cost Shift

Great leadership isn’t about control, the income or the corner office. It’s about sacrifice. Great leadership costs us something. American missionary Adoniram Judson is rumored to have said, “There is no success without sacrifice. If you succeed without sacrifice, it is because someone has suffered before you. If you sacrifice without success, it is because someone will succeed after you.” Great leaders go first. “What sets great leaders apart from all other leaders is this: they act before others, and they do more than others. Great leaders face their uncertainty and doubt, and they move through it to pave the way for others.”

Leadershift #4 Pleasing People to Challenging People – The Relational Shift

You can please some of the people some of the time, but you can’t please all of the people all of the time. But if you want the best out of people, you have to challenge them. “You have to put doing what’s right for your people and organization ahead of what feels right for you.” This means keeping your eye on the big picture. Sometimes you have to have tough conversations, but you must balance care with candor.

Leadershift #5 Maintaining to Creating – The Abundance Shift

Maintaining isn’t always easy, but it is the easiest mindset to slip into. It’s not about change for change sake, but it’s about “can we do better?” Create a creative environment where people gather ideas and value multiple perspectives. “Being inflexible and sticking to my plan put a lid on me and my organization.” Larry Stockstill said, “I live on the other side of ‘yes.’ That’s where I find abundance and opportunity. It’s where I become a better and bigger self. The opportunity of a lifetime must be seized within the lifetime of the opportunity. So I try to say ‘yes’ whenever I can.”

Leadershift #6 Ladder Climbing to Ladder Building – The Reproduction Shift

This shift is about equipping others. We being with ladder climbing (How high can I go?), then we shift to ladder holding (How high will others go with a little help?), then ladder extending (How high will others go with a lot of help?) to finally, ladder building (Can I help them build their own ladder?). “If you want learners to follow directions, you only need to provide the what. If you want them to lead others and give directions, they must also have the why.”

Leadershift #7 Directing to Connecting – The Communication Shift

You must learn to connect with people to be the best leader you can be. To move from directing people—talking, ready answers, your way—to connecting—listening, asking, empowering. Be a person people can trust. Lift others up. “When you interact with others as a leader, what is your mindset? Is your intention to correct them or connect with them?”

Leadershift #8 Team Uniformity to Team Diversity – The Improvement Shift

If everyone around you thinks like you, you need to expand your network. A diverse team will fill in gaps in knowledge, perspective, and experience. “Malcolm Forbes said diversity is the art of thinking independently together.”

Leadershift #9 Positional Authority to Moral Authority – The Influence Shift

Moral authority is not about position it’s about who you are. People follow moral authority before they follow positional authority. Maxwell lists four areas a leader needs to develop to have moral authority: competence, courage, consistency, and character. “Every leader who possesses moral authority has had to stand alone at some point in time. Such moments make leaders.”

Leadershift #10 Trained Leaders to Transformational Leaders – The Impact Shift

Maxwell believes that if you only make one shift in your leadership, this is the one because it “will bring the greatest change to your life and the lives of those around you.” Transformational leaders inspire others to become more. But that’s because they have worked to become more themselves. “If you want to see positive changes in your world, the first person you must change is you. As leaders, you and I have to be changed to bring change. We teach what we know, but we reproduce who we are.”

Leadershift #11 Career to Calling – The Passion Shift

This is the shift from just doing a job to do what you are gifted to do. Aristotle wrote, “Where our talents and the needs of the world cross, there lies our vocation.” Your calling is not about you. “A calling moves us from the center of everything in our world to becoming the channel through which good things come to others.”

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Posted by Michael McKinney at 10:30 AM
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Scaling Leadership

THE INEVITABLE CONSEQUENCE of leading in an increasingly complex world is that we will have developmental gaps in our leadership. As our context change, we have to grow with it.

In the words of Robert Anderson and William Adams, authors of Scaling Leadership, “We are running an Internal Operating System that is not complex enough for the complexity we face. This is our Development Gap.” We are often pushed to our limits. The solution is to scale our leadership.

Leadership must learn to scale itself, but not any kind of leadership will do. We need much more of the kind of leadership that is capable of scaling innovation, adaptability, sustainability, agility, and engagement as its growth strategy. Scaling leadership is about becoming the kind of leader that scales the conscious leadership capable of creating what matters most of all the stakeholders it serves.

So just what is this “conscious leadership?” To answer this question, they asked 50,000 leaders and employees worldwide, “What kind of leadership, if it existed, would enable the organization to thrive in its current marketplace and into the future?”

The answer is displayed in the Optimal Leadership Circle Profile below. The top half of the circle are the 18 Creative Competencies that lead to leadership effectiveness. The bottom half is comprised of 11 Reactive Tendencies. These are our go-to strengths and behaviors we rely on when we feel under pressure. The reactive tendencies often get the job done but at a cost—disenchanted and disengaged employees and stakeholders that feel bullied or let down.

In order to scale your leadership, the right conditions must exist. First and foremost, we have to consciously move our leadership from reactive to creative. Also a Generative Tension or Strategic Intent must exist as leaders take responsibility for and establish a development agenda for themselves and their organization. Finally, as represented by the top half of the inner circle, four more conditions must exist: Relating or Deep Relationship, Self-Awareness, and Authenticity or Radically Human, Systems Awareness or Big Picture, and Achieving or Purposeful Achievement.

How do you show up as a leader? Creative? Reactive?

In their study, High-Creative leaders consistently demonstrated the following 10 strengths. Interestingly, the first four represent the areas with the highest leadership gaps—areas where leaders need the most work.

• Strong People Skills and Interpersonal Capability: Caring, compassionate, big-hearted; respects people, connects well with others and makes them feel valuable.
• Good Listener: Attentive and present when people are presenting their views.
• Team Builder: Unites, engages, and supports the team’s efforts. Builds involvement and consensus, supports team members, and advocates for team initiatives.
• Leads by Example: Good role model. “Walks the talk.”
• Visionary: Communicates a compelling vision of the future that fosters alignment. Knows and sets strategic direction and business plans that allow teams/organizations to thrive.
• Personable / Approachable: Accessible, available, open-door, friendly, likable, easy to work with, and good sense of humor.
• Passion and Drive: Shows passion, enthusiasm, drive, and a strong commitment to the success of the organization and to personal success.
• Develops People: Shares experience and provides mentoring, coaching, career planning, and development experience to ensure growth and development.
• Empowers People: Shares leadership and encourages people to take ownership, find their own solutions, make their own decisions, and learn from mistakes. Trusts people’s ability and their willingness to follow the direction provided.
• Positive Attitude: Optimistic, upbeat; has a can-do attitude.

It’s not surprising that these were the most strongly endorsed strengths. People perform better when respected and your leadership is perceived as better when you are respectful. As Bill Adams father told him growing up, “How you get results is as important as the results themselves.” It’s easy to forget in a world where the end seems to justify the means.

In the authors consulting work they have found that when leaders derail it’s because while they are very talented, they are highly reactive. They underuse their High-Creative strengths. Often what got them where they are, is no longer working in their new leadership context.

Their research indicates areas that all leaders need to consider and develop where necessary. But of course, simply following a list is a bit simplistic. Or to say because I am relational, I’m a better leader. Because I’ve got good people skills, I’m naturally effective. We all come to leadership with strengths and weakness. Learning to honestly face where you need work and where you need to temper your strengths, is the sign of a great leader. Scaling leadership is a good place to begin the journey.

In conclusion, the authors state that there’s more. Creative Leadership alone isn’t going to get the job done. “No matter how you cut it, we are up against a level of escalating complexity and disruptive change that requires, and will continue to require, an unprecedented level of innovation, adaptability, scalability, sustainability, resilience, collective intelligence, engagement, empowerment, agility, systemic thinking, and global cooperation.”

What we need they term Integral Leadership “supported by a Self-Transforming Internal Operating System in some depth.” That’s to say we are no longer leading for ourselves but for a purpose larger than ourselves that comes through in everything we do. It means we go deeper to develop our character—who we are.

We no longer sponsor change in the organization, we radically, humanly, and in deep relationship lead change from the perspective that the system is mirroring the function and dysfunction in us, individually and collectively. We project our shadow less and less, and therefore, we can engage conflict without reactively making the other into an enemy or adversary. We experience others as much like us, a work in progress, and we engage in dialogue from a place of listening, learning, compassion, and strength.

Humility. Empathy. Faith. Grace.

We are more alike than different. Integral leadership sees through our differences “to a deeper unity that we all share—that we all are. We are all each other.”

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You can learn more about the Leadership Circle Profile and take your free self-assessment on the Leadership Circle website.

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Posted by Michael McKinney at 12:16 AM
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Conquering the 5 Misconceptions that Hold Leaders Back

THERE ARE THINGS we believe that when we really think about them, we might find that they are not helpful. We might think of them as blind spots that adversely affect our leadership effectiveness.

In What Are Your Blind Spots? Jim Haudan and Rich Berens hope to help you uncover five common leadership blind spots by exposing the underlying assumptions behind the consequences we see played out over and over again in all types of organizations.

This is how they lay it out:

Leadership Blind Spot #1: Purpose

The Misconception: Purpose matters, but it doesn’t drive our numbers.

The Basics: While there was a time when employees were only paid to complete a specific set of tasks, there is way more to it than that today. Many leaders are starting to embrace the concept of purpose but fail to actually run their businesses in a purpose-driven way.

An organization primarily focused on the hitting the numbers is a push mentality. To focus on the purpose is a pull strategy. A firmly ingrained purpose has the power to pull the numbers we are seeking. At the same time, it is nimble and responsive to changing circumstances as it is attached to a point of view and not a procedure. They note:

Organizations with a strong purpose at their core are more likely to be able to change when they truly need to. They will view their current operating model and customer offerings as merely a means to achieve their larger purpose and should, therefore, be able to change direction more easily when market forces require a more radical shift.

Leadership Blind Spot #2: Story

The Misconception: We have a compelling story to tell that people care about.

The Basics: Most organizations have a semigeneric vision statement, accompanied by what seems like too many slides to outline their strategy for what winning looks like for the organization. Leaders believe that they have a compelling story to tell, but when seen through the eyes of the employee, the complete opposite is often the case.

If you have a clear purpose, there is usually a good story behind it. Stephen Denning wrote in Telling Tales, “Analysis might excite the mind, but it hardly offers a route to the heart. And that is where we must go if we are to motivate people not only to take action but to do so with energy and enthusiasm.”

The truth is that to reach the heart, you have to create a sense of adventure and a sense of belonging, while also outlining a meaningful journey where people can see how their contributions make a difference.

There are four components that contribute to creating a compelling story:
1. Having a vision statement that is a great headline to your story
2. The quality of the strategy story that supports your vision
3. Your ability to share your story effectively as a leader
4. Achieving shared meaning of your story by your leaders

Leadership Blind Spot #3: Engagement

The Misconception: Rational and logical presentations engage the hearts and minds of people.

The Basics: In many organizations, a tremendous amount of money is spent creating strategies to win. Those strategies then get communicated using PowerPoint presentations, road shows, or town hall meetings—but things seemingly get stuck. Employees fail to connect with the strategy, leaders are frustrated about the lack of progress, and managers just try to hold the ship together.

We can’t present our way into the hearts and minds of people. The authors suggest that we connect with others with relationships that inspire hope.

We contribute disengagement and stifle inspiration. Through authentic conversations, we can co-create with our employees. “We simply suggest,” they write, “that leaders repeat their own personal thinking journey with their people.” Invite people to co-think with you.

Inviting your people to help you solve the problems of your business begins with leaders believing in the immense creation capability of their people. Shifting your thinking from “I am the creator, and my people are the implementers” to “I know this business well, but so do my people, and I can learn from them if I really listen” will transform your organization.

Leadership Blind Spot #4: Trust

The Misconception: People will not do the right thing unless you tell them what to do and hold them accountable to do it.

The Basics: Companies want and need to deliver great service to differentiate themselves, and the common belief is that the best way to deliver this is to create tight processes, scripts, and routines that minimize variability—to hold people and their behaviors to a strict policy and uniform standards. But that approach will never create consistent yet unique, differentiated, and personalized experiences that lead the market.

With the first three blind spots exposed and conquered, trust becomes much easier. People know what to do and why they are doing it. Rigid controls are counterproductive, and standards become easier to maintain. They become agents of the vision. To this point:

People must believe it’s their store, their hotel, their office, their factory, or their hospital. They must feel that they’re more than a cog in a wheel with overseers watching and waiting to catch them in a screw-up.

They note, “It’s the job of the leader to invite that uniqueness to be a part of the work experience every day.” That only happens when we stop controlling our people and trust them and their judgment.

Leadership Blind Spot #5: Truth

The Misconception: My people feel safe telling me what they really think and feel.

The Basics: In many leadership teams, what people really think often gets discussed in the hallways and bathrooms and by the watercooler rather than in meeting rooms. People don’t feel safe telling the truth because they don’t think it is smart or safe to do so. Many leaders believe that to be effective and successful, they need to be smarter than the next guy, fight for their area of the business, and not show vulnerability. This mentality creates a lack of trust, collaboration, and common ownership for a greater goal—and ultimately greatly slows down execution speed.

I think it is safe to say the people don’t always feel comfortable speaking truth to others especially superiors. For any leader, it’s safer to assume that they don’t and make a conscious effort to create a culture where people will feel safe to come to you with the truth even if it’s just the truth as they see it. Humor helps to break the ice.

Truth is a critical blind spot that can create an environment of poor decision making mixed with a significant lack of trust and disengagement in your organization.
If you don’t make the effort to allow truth to guide your teams, the true problems of your organization and the best ideas of your employees will remain buried in the hearts and minds of your people.

What Are Your Blind Spots? is a short but well thought out book. Inside you will find an assessment to help you see where you stand on each of these issues as well as exercises and tools to help you conquer each of them.

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Posted by Michael McKinney at 09:56 PM
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5 Distinguishing Traits of High-Performing Leaders

WHO WE ARE speaks louder than what we say. Respect for others is the cornerstone of high-performing leaders. Respect is demonstrated daily through skills that we can all learn and make a part of who we are.

Through his experience as an executive coach, Fred Halstead has defined in Leadership Skills that Inspire Incredible Results, seven skills that when practiced yield meaningful results. You may not be an expert at all but you can get better at every one of them.

Demonstrating respect is more about asking the right questions than being ready with answers. Halstead admits though that “asking questions—in particular, questions than can inspire clearer thinking, solutions, and action plans—is challenging, especially when we are used to just telling others what we know should be done.” But to succeed we must have teams that are self-reliant, who understand their purpose and can execute on that purpose. Asking questions and guiding requires real focus.

It’s about our team’s success. “Those who truly want others to excel are the ones who also achieve the greatest personal success.” To demonstrate respect and quip others we need to practice these skills with others:

1. Become a Fully Connected Listener

Listening shows respect and appreciation. Listening must come first. It requires patience. As Fran Lebowitz observed, “The opposite of talking is waiting.” Our natural desire to talk, judging others, our biases ego, and our business, all inhibit our inclination to listen. “The less we worry about appearing smart, the smarter we will appear to be by just listening and asking smart questions.”

Listening is easier when we are curious. It’s easier too when you know and believe in your purpose for listening. More than just gathering information, “when you listen to someone, you learn how that person thinks, which provides insight into how you can use them most effectively on a project, team, or in the organization.”

Listen for intent and observe body language. Much of what you need to know is communicated in this way. Respect others by taking a breath. “When we’re great listeners, we give others the gift of silence. We’re not in a hurry, so silence—time to think—gives the speaker the opportunity to formulate and express her best thinking.”

2. Ask Powerful Questions

When you ask questions, you become more engaging and it creates bonds with others. It means they will want to listen to you.

The right questions are important. “The right question is often a crystallizer. It helps put a bow of clarity around one’s thoughts.” It can help them to articulate their own thoughts and expand their thinking. Clarity questions are “What concerns you most about this?” “If there is one thing you could do to begin to resolve this issue, what is it?” “What are your instincts telling you?” Timing matters when you are listening. Ask when you need clarity.

Great questions open the door to additional thought. “Is this the solution?” opens the door to additional thought but closes the door on the conversation. A better question would be “If there is one thing that would make this solution better, what is it?” Halstead helpfully provides examples of powerful questions to achieve specific goals.

The response, “I have not thought about that” is one of the best you can receive from your questions. You’re giving the other person the opportunity to think about new solutions in a positive way. You also show respect for the person being asked the question.

3. Develop Other’s Best Thinking

Great listening and questions lead others from “I don’t get it” to “I got it.” You bring out the best in others. “By helping others grow, you give them the opportunity to take ownership of their actions and the results.” That’s leading.

Be forward-thinking—solution-oriented. “When leaders focus on what can be done, people are inspired to achieve more, especially when they think of and articulate what it is that they are going to do.”

One of the best ways to inspire your team to follow you because of you rather than in spite of you is to acknowledge the things they do well. More than a compliment, by acknowledging someone you are “calling attention to a specific behavior or talent, and it comes without any type of extra modifiers.”

4. Wise and Thoughtful Delegation

Delegating demonstrates that you believe in others and they often respond by “expanding their ability to do more and perform at a higher level.”

As a leader, the more you put everyone in the sweet spots of their talents, including you, the greater the likelihood of achieving short- and long-term exceptional performance. Delegating wisely both develops and uses those talents

Thinking we are can do it better, impatience, a lack of trust, a lack of clarity about the job to be done, all inhibit our desire to delegate tasks. And that’s on us.

5. Create Consistent Accountability

A culture of accountability means that people will do—actually accomplish—what they say they will do when they say they will get it done. Accountability builds trust.

What often holds us back from creating a culture of accountability says Halstead, is that we what to be seen as nice. But when seen properly, accountability is nice. Accountability builds others up. Like delegating, we think we could do better and so we don’t hold people accountable. But when we do, we might learn from how they achieve the desired result. And frankly, we lack faith in others. We don’t really believe they have what it takes to get the job done properly. If this is the case, Halstead recommends that we walk them through the process so they can see what it will take to get the job done. Also, remind them of the talents they have that will be useful in accomplishing the task.

These five skills, when practiced consistently will help to inspire incredible results. The thread running through them all is “as you respect others and put the interests of others in a paramount position, our personal success thrives, maybe in ways that you could not imagine.”

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Posted by Michael McKinney at 03:25 PM
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Leading Matters: John L. Hennessy on the Leadership Journey

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Six Essential Practices to Grow Your Leadership

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What Happens Now? A Look at 7 Reasons Leaders Stall

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Didn't See It Coming

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Servant Leadership in Action

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The 3 Mental Qualities of Great Leaders

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The Little Kindnesses Matter

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3 Strategies to Prepare Your Millennials for Their Leadership Roles

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How to Avoid the 5 Career Derailers

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Leadership Forged In Crisis

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5 Leadership Lessons I Learned by Walking the Camino de Santiago

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Humility is the New Smart: Are You Ready?

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9 Things Positive Leaders Do

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How to Avoid Your Leadership Gap

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9 Key Principles for Business & Life from Sam Zell

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Be a Spark!

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Leaders Made Here

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Create the Target Before You Shoot the Arrow

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Gratitude is Good for You Too

WE KNOW GRATITUDE makes relationships thrive and makes trust possible. Gratitude encourages, clarifies, motivates, includes, and unifies.

When we show gratitude, people feel valued, they know what’s important, they want to do more, and they feel part of something bigger than themselves.

But gratitude is good for you too.

Gratitude puts you in the right mindset to lead. Gratitude and humility are interconnected. They reinforce each other. Gratitude says, “I didn’t do this alone.” French philosopher Andre Comte-Sponville wrote, The narcissistic leader or “the egoist is ungrateful because he doesn’t like to acknowledge his debt to others and gratitude is this acknowledgement.” A lack of gratitude is at the core of narcissism. We alone are not responsible for who we are and what we do and that is the essence of leadership. We are never truly self-sufficient.

In a practical way, gratitude provides guardrails in our life. Gratitude helps us to protect from ourselves. It is amazing how much gratitude plays into avoiding poor behavior and wrong thinking. Gratitude sets a boundary on our thoughts by making us mindful of others. It helps us to avoid going where we should not go because we are more self-aware.

Gratitude requires that we slow down and reflect. Gratitude is the basis of emotional intelligence. It puts other people first. It says you know and you care. While empathy has been found to be essential to leadership, empathy is not empathy if it is silent. It must be expressed.

Gratefulness helps to curb unproductive emotions such as frustration, resentment, and revenge. Studies have shown that it is an antidote to depression. It has the power to heal and move us forward.

It improves relationships and is a remedy to envy and greed. Instead of trying to strive with others we are thankful for what they do. It eliminates a leader’s tendency towards entitlement. Grateful people find more meaning in life and feel more connected to others.

In these changing and uncertain times, gratitude is a leaders ally. Gratitude looks at the long term and doesn’t focus on the present situation. Life is a continuum. Gratitude allows a leader to appreciate where they are and the resources they have at their disposal to face what life throws at them. A habit of gratitude gives us perspective. It doesn’t blind us to the negative but it facilitates a solution.

Gratitude can’t just be something we do is has to be who we are as a leader. More than a behavior it must come from the heart. It must be the mindset we lead from, manage from, and make decisions from. Gratefulness is grounded in reality because ultimately we must realize that everything good in our life is a gift.

Leadership begins and ends with gratefulness.

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Posted by Michael McKinney at 11:34 AM
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Being a Responsible Leader

There has always been a call for responsible leaders, but perhaps we just hear the call more clearly today.

In The Responsible Leader, author Tim Richardson begins with a well-written overview of how we got where we are in our leadership understanding and the forces that are shaping our leadership context today. It points to the need for more responsible leadership.

What is at the core of being a responsible leader?

What are the mindsets the shape the behavior of a responsible leader?

Richardson identifies four characteristics:

Internal Assuredness and Attractiveness

These leaders are confident but humble and their being—who they are—is attractive to others in the sense that they have a natural presence that engages with others and appeals to others at a deeper emotional level. “This is built on a real understanding and acceptance of one’s uniqueness—personality, motivations, strengths and weaknesses—and a confidence that means ‘I do not need to pretend to be someone I am not.’”

This is also demonstrated in consistent behavior. “A clear and established values and belief system also helps to smooth out irrational swings of behavior.” “Modern leaders need to be wiser than simply being caught up in the moment.”

Adaptability and Learning Orientation

We must be comfortable with not knowing and living with paradoxes. This means we must have a willingness to listen and learn—even from the mostly unlikely sources. Once we “know” something we tend to want to hear only from people like us—people who filter the world through the same eyes we do. And when we do, we miss a lot. “We become judgmental and evaluative rather than inquisitive.”

We also need to be confident and humble. When an inner confidence “is not balance with sober self-assessment or mature emotional intelligence, it becomes skewed and egocentric.”

This is more than intellectual learning, this is behavioral learning. We need to be able to connect what we (and others) are experiencing and connect it to what we know. When it doesn’t connect we need to dig deeper and learn from it. Unfortunately, “individuals may deny that the situation is any different and fail to notice that their normal patterns are proving unhelpful. They may succumb to a personal blindspot and fail to learn.”

Thinking and Operating Relationally

This is a major shift for most leaders. We tend to grow up thinking of leaders as independent of instead of interdependent with other people. More autocratic than co-creators. Responsible leaders view themselves in relation to others. “Those whose perspective of success relies on others’ success are becoming a stronger force than perhaps many realize.”

Purpose and Focus

Responsible leaders have a guiding purpose that enables them to focus their energy and activity. “Leaders with a strong driving purpose—that answers the ‘why am I doing this?’ question—need commensurate levels of focus to ensure that their dreams and visions do not remain out of reach. The question is: “Where do I need to focus my attention and my energy and therefore what are distractions to be avoided?”

Responsible leadership requires an “other” focus, humility and awareness. “To be a responsible leader is to step forward into the space and the moment with an ‘I can and I will’ mindset to impact situations and systems for the greater good.”

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Posted by Michael McKinney at 12:16 PM
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4 Keys to Finding Hidden Leaders in Your Organization

Jim Kouzes writes in the foreword of The Hidden Leader that “Our images of who’s a leader and who’s not are all mixed up in our preconceived notions about what leadership is and isn’t.” Well put. That is the issue.

He goes on to say that “hidden leaders are those people in your organization who share the belief that what they do matters.” And they are all around us.

The authors Scott Edinger and Laurie Sain have developed some key indicators for finding the hidden leaders in your organization or team. These people can be “defined, identified, nurtured, and encouraged to help an organization develop a competitive edge.” Some will accept a position and others will prefer to stay off the organizational chart, but all can drive excellence throughout the organization.

Hidden leaders display four key identifiers: they demonstrate integrity, lead through relationships, focus on results, and remain customer-focused no matter what role they have in the organization. Let’s look at them one by one:

Demonstrate Integrity. Edinger and Sain believe that this is the “absolute bottom-line requirement of hidden leadership.” It means a consistent display in thoughts and actions of a strong ethical code of conduct that is “focused on the welfare of everyone.” Their consistent adherence to their beliefs makes them predictable and therefore dependable. They have the courage to do the right thing even when it is difficult.

Lead Through Relationships. Leading through relationships is the basis of leadership. They get along with others and value others. They “lead and inspire because of who they are and how they interact with others.” They don’t depend on their position or lack of it to influence the actions of others.

Focus on Results. The hidden leader “maintains a wide perspective and acts with independent initiative.” They use the end to define the means, which can mean working outside of strict processes to achieve the end result. “They aim for the end they are supposed to produce” so “they feel responsible and accountable, not just for the demands of their jobs but also for successful outcomes for stakeholders involved.”

Remains Customer Purposed. This is different than customer service; it is an “awareness of how an action in a specific job affects the customer.” It is a big-picture focus and having a deep understanding of the value promise of an organization.

For some hidden leaders one characteristic may dominate and others may need to be fully developed, but a hidden leader who lacks integrity, isn’t a hidden leader. Any leader needs support from other leaders in the organization and a good leader will make a priority out of developing others.

Hidden leaders are easier to spot in flatter organizations and those that provide a greater number of areas to contribute. Listening to people at all levels is a big part of that.

By recognizing hidden leaders we help to create a culture that develops more leaders. The hidden leaders are there. It is a leader’s responsibility to discover and develop them.

The Hidden Leader contains worksheets and access to online resources to evaluate hidden leaders in your organization or team.

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Of Related Interest:
  12 Behaviors You Can Practice to Make You a More Inspiring Leader

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Posted by Michael McKinney at 10:08 PM
Permalink | Comments (0) | Human Resources , Leadership Development

Things You Can Do to Build Their Future

This last summer, my son Mark attended a youth leadership conference for the first time. I attended the opening session with him in a room of about 300 kids that all seemed to know each other. Mark is a very personable and approachable young man but as a parent I naturally thought, “How is he going to get up and running in a group this size? He doesn’t know anyone.”

But the opening session wasn’t over for 30-seconds when a young man walked up and said, “I’m Hunter. Would you like to hang out with us?” And they were off and never looked back.

As I walked away, I thought that this is the kind of leadership that makes a difference in people’s lives. It’s leading from where you are, without title and without fanfare. Just doing the right thing.

It’s the little things like this that we teach our kids that enrich their lives and those of others. Leadership begins in the home. It’s where we have the greatest impact on the future. Here’s a few things we can do:

We can help them to look further out. Help them see the long-term effects of the decisions they make today. Define a future and help them to line up the decisions needed to get there. It will help them to gain a perspective on life.

We can take the time to talk about their experiences. Help them to see them in the most constructive way possible.

While some rules are important, principles will last them a lifetime. Rules are easy to churn out. Principles take time to teach and integrate into a person’s life.

We can teach them that connection with others matters and that’s not done behind a screen. People are experienced when you can look into their eyes. Life is experienced when you can see what is going on around you—both the sights and sounds. One of the greatest gifts you can give someone is your full attention.

We can give them responsibility. Help them to value contribution over consumption. If not, we can be guilty of what President George W. Bush called “the soft bigotry of low expectations.” He added, “No child in America should be segregated by low expectations.” Help them raise the bar in their life and thereby help others to discover the possibilities in theirs.

And the most important thing we can do is to set an example of the kind of people we want them to become.

Remember we are training future leaders not just raising kids. It’s an investment.

I later found out it was Mark Sanborn’s son that came up to my son that day. Not surprising. So I’ll leave you with a principle from Sanborn’s book, You Don’t Need a Title to Be a Leader:

We can’t give to others without being affected positively ourselves. And this is the secret of giving: When we make the world better for others, you make the world better for yourself.

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Of Related Interest:
  Leadership Begins at Home

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Posted by Michael McKinney at 01:27 PM
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The Ten Golden Rules of Leadership

Michael Soupios and Panos Mourdoukoutas have reviewed the writings of the Classical philosophers and selected ten ideas that will positively impact our leadership effectiveness in The Ten Golden Rules of Leadership. Not surprisingly, the philosophies of classic figures remain relevant in today's workplace.

Early on the authors suggest that the raw material of leadership is not latent in just about everyone and rightly discredit the idea that it “just takes a nudge to trigger its unfolding.” Further, they say that the “special qualities of genuine leadership are remarkably complex and rare.” It is true that good leaders are not as common as they need to be and that we do confuse administration with actual leadership as they suggest, but the potential is there in each one of us. The problem is that it remains latent in many of us. We choose not to do the work necessary and instead assume reading “Leadership Lessons I Learned from My Cat” is enough to unlock our potential.

The authors do expose the real culprit at the end of the book: “Achieving the rank of genuine leader is a daunting task that most will find prohibitively challenging.” In short, “leadership requires a special form of courage: the courage to fashion a code of conduct governed by principled conviction.”

Genuine leadership is not complex but it is difficult because it requires that we do the inner-work on a continual basis. And that is a lot to commit to. It’s lifelong. And what we want to do is to check it off and mark it as good enough. Sustainable leadership requires a radical life-long commitment to rule one of leadership: Know Thyself.

Rule 1: “Know Thyself.” –Thales
This is an intimidating task and one that many leaders never really get around to. It never seems as important as the task at hand. The larger issue though is that we all possess a “powerful tendency to obscure, distort, and fictionalize on behalf of a fabricated reality.” The authors note that “Knowing Thyself means bringing a fresh transparency to our hidden motives and identities.” They suggest that a would-be leader commit to “an agenda of spirited self-indictment.”

Rule 2: “Office Shows the Person.” –Pittacus
Giving a person power reveals their inner qualities. “Specifically, power discloses whether or not a person has disposed if the psychological deficiencies that negate the possibility of real leadership.”

Rule 3: “Nurture Community at the Workplace.” –Plato
Plato insisted that “there is no greater evil than discord and faction and no greater good than the bonds of communal sentiment.” The idea that if one part of the body suffers, we all suffer. “Foster a culture of cooperation and collaboration by defying the myth of the exceptional individual, and by explaining the corporate gains of working together.”

Rule 4: “Do Not Waste Energy on Things You Cannot Change.” –Aristophanes
The Athenian playwright Aristophanes wrote in his play titled Peace, “Never will you make the crab to walk straight.” Some things we cannot change. “Leaders must assume a posture of flexible response.”

Rule 5: “Always Embrace the Truth.” –Antisthenes
Antisthenes wrote, “There are only two people who will tell you the truth about yourself—an enemy who has lost his temper and a friend who loves you dearly.” “Honest assessment is an essential requirement of effective leadership.” The problem is that the higher up the ladder you go, the less likely you will receive complete and accurate information.” Seek the truth. Hire a heretic.

Rule 6: “Let Competition Reveal Talent.” –Hesiod
Hesiod suggested that competition that releases selfishness is destructive, but competition that releases ingenuity and creativity is a constructive use of competition. Strife than is not the byproduct, but inner excellence and personal development.

Rule 7: “Live Life by a Higher Code.” –Aristotle
Aristotle wrote of the “magnanimous man” or the “great-souled” person. He is referring to a person that lives by a higher or more rigorous code than the average person, but not in a vain way. “When it comes to the great-souled individual, personal honor, not ego, is the ultimate priority and concern.”

Rule 8: “Always Evaluate Information with a Critical Eye.” –The Skeptics
“Leaders should never assume that the information they receive is unsoiled by hidden agendas or political agendas.” The problem though is even more personal than that. Socrates reminded us that “we must be vigilant against the conceits of wisdom [and] that we are all strongly inclined to assume we understand things that in truth we fail to genuinely comprehend.”

Rule 9: “Never Underestimate the Power of Personal Integrity.” –Sophocles
In the play Philoctetes by Sophocles, one of the two central characters believes that the ends justify the means; “one should not allow moral concerns to impede the necessities of practical achievement.” In the face of this seductive idea, the other main character, Neoptolemus, responds, “I would prefer even to fail with honor than win by cheating.” It’s easy to rationalize wrong behavior.

Rule 10: “Character Is Destiny.” –Heraclitus
Our character or our moral essence determines the course of our lives. While we can’t control the world around us, “Heraclitus was correct to insist that we are, to a very great extent, the authors of both our own blessings and our own burdens.” “A well formed character,” write the authors, “is the priceless reward paid to those who have done the hard work of coming to know themselves.”

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Posted by Michael McKinney at 04:24 PM
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Why Reframing is Important to Great Leadership

Leaders need to be able to look at the situations they face from different perspectives. The need to be able to reframe a situation in order to understand what it really going on and deal with it effectively.

A leader’s “ability to reframe sets them free” and helps them to “avoid getting trapped in cognitive ruts,” write Lee Bolman and Terrence Deal, authors of How Great Leaders Think. “Leaders can expand how they think by using different mental models to determine what’s going on and what to do in complex situations.”

Bolman and Deal are the authors of Reframing Organizations. They have taken the model they introduced there and applied it specifically to leadership. The model has four frames, scripts, or perspectives. Each has its advantages and shortcomings and we tend to lean towards one more than the others. This idea, of course, is to develop the ability to use the appropriate frame or script to generate a unique approach to handling challenging circumstances instead of relying upon our tried and true default approaches.

Our single approach will only be “right” a small percentage of the time. Too often leaders will approach everything they deal with the last approach and insist they are right as they head right over the cliff. They insist that the world is as they see it. To grow is to recognize your blind spots.

The four frames are:

Structural — Leader’s role as architect. An emphasis on finding the right design for the task at hand. Structural leaders help groups get clear about why they’re there, who is in charge, who is supposed to do what, and how team members can work with on another to achieve the group’s purpose.

Human Resources — Leader’s role as coach. The central theme is improving the fit between the individual and the organization and begins with caring—or in a word, love. Leader who commit themselves to key practices of effective people leadership—developing a philosophy for managing people, hiring the right people, keeping employee investing in their future, empowering them, and promoting diversity—have repeatedly built businesses that thrive on the strength of employee talent, energy, and creativity.

Political — Leader’s role as peacemaker. Organizations and societies are networks as well as hierarchies, and the power of relationships is a crucial complement to the power of position. Misreading the political map and overlooking the power of potential players can lead to catastrophe. That’s why it’s critical to treat the map as a work in progress—a guide to be tested as you move along.

Symbolic — Leader’s role as storyteller. The central theme is the way humans discover and create meaning in an ambiguous and chaotic world. Symbolic leadership begins with the leader’s deeply rooted faith and passion. Symbolic leaders infuse magic into organizations through their artistic focus on history, shared values, heroes, ritual, ceremony, and stories, and serve as icons who embody a group’s values and spirit.

The authors write: “Consciously or not, we all read situations to figure out what scene we’re in and what role we’ve been assigned, so that we can respond in character. But it’s important to ask ourselves whether the drama is the one we want and recognize that we have latitude as to which character to play and how to interpret the script.”

The authors provide practical lessons from examining these frames through the leadership of Jeff Bezos, Howard Schultz, Tony Hsieh, Ursala Burns, Steve Jobs and others.

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Posted by Michael McKinney at 07:51 PM
Permalink | Comments (0) | Leadership Development , Thinking

8 Shifts Young Leaders Need to Make

It was one of the most embarrassing things I've ever done.

I was standing in a hotel lobby waiting on my buddy to get some coffee before we were headed out for a day at a conference we were working. I was standing against the wall with my computer bag on my back. We were running a little late, so on the spur of the moment I decided I'd go get the rental car and bring it to the lobby's front door. As I stepped away from the wall, I had no idea the pandemonium that would ensue.

Apparently my bag had gotten caught on the fire alarm in the hotel lobby. In an odd case of events, when I stepped away from the wall, the fire alarm went off and people began to scatter. The hotel lobby that was rather full with folks eating breakfast and enjoying their morning coffee suddenly began to empty as people began to look around and evacuate the lobby.

You see, that's what happens when alarms go off, people move. For the next generation, an alarm of sorts is going off. An alarm that, if ignored or simply silenced, will continue to get louder and louder. An alarm that, if left unanswered, could mean serious trouble for the next generation and our world as we know it. Poverty rates have never been higher, unemployment rates are astronomically high, and people are hurting all over our world. Children are being abandoned by parents that have other priorities and people are willing to kill over heresay and gossip.

Our culture is in need of young leaders that are willing to not just silence the alarm with quick fixes, but sustain lasting change in the world we live in. We need young leaders that can rally people around them and begin bringing people together for lasting change.

How can we answer the alarm? By making some shifts in our lives and in our leadership in order to help lead lasting change in our society. Here are 8 shifts that we need to make as young people in order to set ourselves up to lead well now and in the future.

From Entitlement to Honor
The millennial generation is often referred to as "the entitled generation." Many of us have had things handed to us by our parents and the people around us and somehow believe that we deserve it all. We'll have to shift from believing that we deserve our due to seeking to honor those around us if we're going to lead lasting change. The people we seek to influence have to know that we are about them and not ourselves. That's real leadership.

From Unreliable to Consistent
Consistency is our generation's key to change. In order to change our lives, our families, our neighborhood, or our world, we have to consistently seek that change. Anyone can do something once, the real world changers are the ones that consistently excel and consistently push to a vision.

From Dissension to Cooperation
Unity and cooperation are secret ingredients into leading sustainable change. We'll have to work together on the things that really matter if we're going to see children's lives changed, cities built back up, and families restored. We can't seek to compete with those around us and cause dissension. Dissension holds us back, cooperation propels us.

From Conformity to Integrity
Integrity isn't just what you're doing when no one's around, it's doing right when you could do anything. As we gain more and more influence as young people, we'll often be left with a world of decisions to make and options to choose. The leaders we need to change our world choose what's right over what's easy or what's best for them.

From Pride to Humility
Pride puffs us, humility builds up. We need young leaders that build others up. Humility doesn't mean we're silent or shy, it must means that we value others over ourselves and believe the best about them. To lead people, we have to influence them. To influence them, they have to know we believe in and care about them. That comes through humility.

From Passive to Passionate
Passive doesn't answer the alarm. We can't be passive about the problems we as a generation have in front of us, we have to see them and be passionate about changing them. Passionate is the single most important ingredient in leading change. If we're not living and leading from a place of passion, we'll never desire the kind of change our world desperately needs.

From Selfishness to Love
Our world is extremely selfish. From selfies screaming "look at me" to young people saying "don't bother me." If we're going to step up and change our world, we have to look to love others, not avoid them. We have to look to love those around us, not lift ourselves up. People know real love when the see it. Real leaders know how to genuinely feel it and display it.

From Premature to Patient
We live in a microwave society. Everything is quick and fast. Leading people takes time. Leading change takes time. We have to be patient with the people we lead and understand the the process requires patience and sustained passion.

We can make the shifts as a generation. We can answer the alarm and change the world for our kids and their kids. The question is, "Are you willing?"

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Jonathan Pearson is the Pastor at Cornerstone Community Church in Orangeburg, SC—an ethnically-reflective church with multiple campuses. He is also the Assistant Director of The Sticks, an organization that inspires small city leaders to think big, co-creator of millennialleader.com and author of Next Up: 8 Shifts Great Young Leaders Make. You can follow him on Twitter at @JonathanPearson.

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Posted by Michael McKinney at 06:58 AM
Permalink | Comments (0) | Leadership Development , Leading Forum

Finishing Well

SPORTSWOMAN, polar explorer and author of On the Edge, Alison Levine, recently told Forbes about finishing well:

Most of the deaths on Everest occur on the descent—after a climber reaches the top. The reason so many accidents happen on the descent is because people use everything they have—all of their energy reserves—to get to the top, and then they have nothing left in them to get themselves back down the mountain. Every year there are mountaineers who collapse just below the summit; many of them die there. Getting to the top is optional. Getting down is mandatory. You have to know yourself well enough to judge when it is time to turn around and head back down. And you need to make that call when you still have enough energy left to descend. The hard part is that quite often that turn around point is before you reach the summit. The number one goal of any expedition: come back alive. Number two is come back with all of your fingers and toes. Tagging the top of a mountain should never be the goal.

The goal isn’t getting to the top. The goal is getting back down—finishing well. Many leaders struggle with finishing well. Ironically, success plants the seeds for derailment. Success encourages complacency and arrogance both of which erode character and obstruct growth. Finishing well requires a lifelong commitment to self-awareness and growth. And that means feedback. Any leader that struggles with openness to feedback is flirting with disaster.

Finishing well is not an event. It is a process. It doesn’t just happen. It is a discipline—a road that the self-aware leader embarks on. Leaders who finish well develop these characteristics as part of their leadership style:

  They have a purpose beyond their own self-interests.
  They are accountable to people who will tell them what they don’t want to hear.
  They maintain the intellectual, emotional and spiritual reserves necessary to get them to the finish line.
  They know the goal is getting to the finish line with their character intact.
  They know they must rely on others and are willing to listen and learn.

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Posted by Michael McKinney at 04:58 PM
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Could the Leadership Contract Help You Be a Better Leader?

IT IS no longer surprising to hear of another leader letting us down. They’re disconnected, they behave badly (if not disgracefully), and they are entrenched in wrong thinking. And we have begun to expect not much else. It numbs us generally, but it also lowers the expectations we have of ourselves. We become bystanders.

In The Leadership Contract, author Vince Molinaro thinks that this is due to four primary reasons. First, we have relied on the heroic model of leadership—the idea that the leader at the top of the organization has all the answers and can single-handedly lead the way. “It is risky to put your faith in just one individual. And when you focus on only one leader at the top, you actually take your attention away from other leaders in an organization.”

Second, we have glorified charismatic leaders. We turn them into celebrities. They become the face of the organization. We give them too much money and power. Charisma isn’t bad. “All leaders need a certain amount of it, but charisma can have a bad side too.” When leaders think that they can act any way they want without any accountability, we glorify jerks.

Third, we have promoted technical superstars into leadership roles. “The thinking was that if you were strong technically, you would obviously be strong in a management or leadership role.” The problem is that they are entirely different activities and expectations began to move you further away from what made you a strong performer. “To cope, you then relegated the people issues to second place and focused on the more stimulating technical parts of your job. Then you became a leader in title but not in action.”

Finally, Molinaro says that we have a quick-fix view to developing leaders. “We have been too simplistic about what it really takes to develop leaders.” Leadership is hard work. “We need to come to terms with the real, hard work required to be consistently great at the practice of leadership and to drive the sustainable performance of our organizations.”

Molinaro believes the way out is the leadership contract and its four terms:

1. Leadership is a Decision—Make It
Leadership begins with a decision to “consciously commit to being the best leader you can be.” Otherwise, you are just going through the motions. Your organization needs you to be at your best. This means of course, that you have to have the humility to accept the fact that you could get better.

2. Leadership is an Obligation—Step Up
Your decision to lead places new demands on you. “If you try to be a leader without considering your obligations to the people around you, you won’t be focused on your organization’s larger goals. You will be thinking about how to advance your own career instead of how to build long-term success. You will make it about you rather than the obligations you have to others.”

3. Leadership is Hard Work—Get Tough
You can’t be a bystander. You have to set the pace. “If you try to be a leader without digging into the hard work, you won’t be prepared for crises. You will be drowning in day-to-day deadlines instead of focusing on where your organization needs to go next. You will find yourself floundering when issues come up on your team because you haven’t taken the time to build a collaborative culture. You will leave serious gaps in your team’s capabilities because you haven’t bothered to tackle the tough issues.”

4. Leadership is Community—Connect
You can’t be disconnected as a leader. You must build strong relationships and commit to building a community of leaders and it all begins with a commitment to connect. “If you try to lead without connecting with other leaders, you will isolate yourself. You will be focusing on your own narrow little world instead of collaborating with peers from across your organization and your community. You will find yourself blindsided by problems you didn’t expect because you didn’t connect with anyone who could have helped you prepare. You will end up overstressed and overwhelmed because you didn’t have anyone supporting you.”

Is it time for you to sign the leadership contract?

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Posted by Michael McKinney at 11:20 PM
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Adversaries into Allies

Adversaries into Allies is Leadership 101. Every leader that aspires to be a good leader should read Bob Burg’s book on influence. “Unless you are able to influence the way others think and act, your chances for success in any aspect of your life are limited.”

Leadership is intentional influence. Burg calls it Ultimate Influence or “the ability to get the results you want from others while making them feel genuinely good about themselves, about the process, and about you.” He adds, “Consciously shifting your focus away from yourself is about the very best way you can ever influence another.”

This is a guidebook to emotional intelligence and should be read from cover to cover. It’s the little things we forget. But here’s a caution: You can’t fake this stuff … for long. These ideas need to be practiced until they become part of who you are. If they are just tools to get what you want, people will know it and it won’t work for you.

Influence becomes manipulation when it is about you. “Manipulation aims at control, not cooperation. A manipulator will play on your negative emotions in order to elicit your compliance.” As leaders, we need to keep our motives in check.

Burg presents what leadership looks like when it isn’t about you; when the focus is others. While the title states that this book is about turning adversaries into allies, Burg points out that the job of leaders is to “make sure that a potentially difficult person doesn’t become an adversary in the first place.” Our ego often creates these situations.

Ultimate Influence is based on five key principles that occur on an ongoing basis:

1. Control your own emotions. When we have our emotions under control we are able to “act out of thought, out of consciousness, and help create a situation in which everyone involved can come away as winners.”

Your default setting to pressure situations is directly proportional to your ability to problem solve, to live in the solution, and to lead.

2. Understand the clash of belief systems. Learn to get out of your own head and into the head of the person you’re trying to influence.

Not only is it our responsibility to be certain our message is understood by the recipient, it’s just as important to be sure we understand their message, as well.

3. Acknowledge their ego. When dealing with others, remember that “their ego is highly sensitive, and if you want someone to agree with your wishes, you must handle it with extreme caution and care.”

Be a judge, not a lawyer. Whereas a lawyer is paid to win the case for his or her client by any legal and ethical means possible, a judge is not. A judge needs to understand both sides of the issue and be as impartial as possible. Human that we are, being impartial is difficult when the ego wants to win at all costs—even if you’re wrong. But the best way to overcome this unproductive desire is to practice being a judge.

4. Set the proper frame. The frame—the context—determines the direction of every interpersonal transaction. If you set the frame you are in control.

Expecting someone to be helpful doesn’t change them, it changes you. And that is what changes them.

The key point in all this is humility, which often leads to effective communication. When we are truly desirous of the truth and not just in winning an argument, people understand our intent and much quicker to accept our position.

Avoid negative framing. [“I don’t like what you do or how you do it.”] It’s interesting how often I hear someone begin a conversation in a way that’s almost guaranteed to upset the person whom they, for whatever reason, want or need to win over. Instead, ask yourself what you can do at this very moment to set the person at ease and make them as receptive as possible to you and your message.

5. Communicate with tact and empathy. “Tact is the ability to say something in a way that makes the other person feel less threatened or defensive and more open to you and your ideas.” It’s key to becoming an Ultimate Influencer. Empathy—the ability to identify with another’s feelings—and tact go hand-in-hand. “You will naturally display tact when you are truly empathetic to another’s situation. And speaking tactfully will communicate your empathy to that person.”

[Give people an out.] You have honored this person by removing pressure and giving him or her the option to escape through the back door. You are not giving them the out so they will take it. Your goal is to make them feel comfortable enough not to feel the need to take it.

Sometimes the most influential thing we can ever do is listen. Just listen.

Burg ends with character. “Even more important that what you say and what you do is who you are.” Your character is what ultimately determines your long-term influence. Be who you say you are. Say little and do much.

Develop a reputation as a person who, rather than talking a good game, actually plays a good game. One who, instead of talking about being honest, is honest. Instead of talking about thinking of others, thinks of others.

These ideas aren’t rocket science, but they do take work and thought. The problem is we get lazy and resort to command-and-control in a desire to push our own agenda and ideas. Real leadership—ultimate influence—is not easy but it is rewarding.

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Posted by Michael McKinney at 12:25 PM
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5 Leadership Lessons: The Heart of Leadership

“Leaders are different,” begins Mark Miller’s The Heart of Leadership. “They see the world differently and they cultivate different character traits.” It’s a business fable that explains that “you can have impeccable character—be honest, loyal, dependable, and so on—and still not demonstrate leadership character.” Leadership character sits on top of these traits and are foundational. Leaders who don’t possess these traits and others like them, are disqualified before they start.

Skills are important, but “if you don’t demonstrate leadership character, your skills and your results will be discounted, if not dismissed. The Heart of Leadership is a well told story and is built around five lessons:

  Think Others First. To think others first is not primarily about what you do—it is about how you think. It’s all about what’s in your heart. How can I Serve this person? What does a win look like for him or her?

  Expect the Best. Many people in the world see events as they are; leaders are different in that they see things that could be. And the future they see is always a better version of the present. We believe we can make a difference; we think we can make the world, or at least our part of it, better. Leaders are generally more optimistic than non-leaders.

  Respond With Courage. Practice taking action. As you go through your day, ask yourself what action would be appropriate here? Your missed opportunities are often no big deal in isolation. They are, however, cumulative.

  Hunger for Wisdom. A hunger for wisdom fueled by a commitment to lifelong learning will equip you for whatever lies ahead. Be open to input, new ideas, contrarian opinions, and views. Establish a network of counselors to call on for their advice and wisdom.

  Accept Responsibility. Assume responsibility for your actions and the action of those you lead. It is about being accountable for actions and outcomes—yours and others. Leaders accept responsibility, in part, because they are sold out to the vision. It matters more than they do.

The key issue though is discussed at the end of the story. If these qualities don’t become part of who you are, your leadership will never really change. Our leadership reflects who we are inside. You can fake it for a while, but eventually it will come out. “If you do all those activities and your heart doesn’t change, you won’t be the kind of leader you want to be. Leadership is not about what you do nearly as much as it’s about who you are becoming—the heart of leadership is a matter of the heart.”

The Heart of Leadership explains in a very practical way—because it is a business fable—the crucial element of sustainable leadership: leadership character. Miller also explains that it can’t be something you put on, but something you must make a part of your thinking and approach to life—that is to say, who you are.

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Posted by Michael McKinney at 12:01 AM
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The Good Struggle

NOT surprisingly, Joseph Badaracco has written an essential read for leaders of all kinds. The Good Struggle addresses the question of how to lead successfully and responsibly in our uncertain, high pressure, turbulent world.

Badaracco says that the inescapable pressures of leadership are intensified today because of the market-driven world in which we live.

“Almost everything—how we manage our organizations and our lives, how we make decisions at work and at home, and even how we think about ourselves—is deeply shaped by markets and market-based thinking.”

This creates greater uncertainty, obscures right choices, and puts pressure on us to abandon principles that we used to rely on. Responsible leaders find themselves engaged in the good struggle: “a long effort, demanding perseverance and courage, to make good on serious but profoundly fallible commitments in an uncertain and often unforgiving world.” He adds, “Struggle has always been central to accomplishing anything worthwhile, and this is especially true today.”

He offers five enduring—inescapable—questions. Responsible leadership consists of thoughtful and lived answers to them.

Am I Really Grappling with the Fundamentals? “The first responsibility of leaders is intellectual. It is the struggle to develop—to the extent possible—a deep, careful, analytical, data-driven understanding of the driving forces in the markets and society around them and to keep this understanding loose, flexible, and revisable.” Grasping the fundamentals can “reduce the chance of being blindsided, by encouraging the mental habit of looking for emerging patterns and odd developments with larger implications. It also promotes modesty, a healthy, low-level paranoia, and vigilance rather than hubris.”

He notes that everything now is modular—constantly being recombined. “Recombination also makes it much harder for leaders to inculcate values when people in their organizations know they and their leaders are basically modules in a plug-and-play world and could be moving on soon. The natural instinct is to take care of yourself, here and now.”

What Am I Really Accountable For? “Without clarity about accountability, leaders and their organization can drift or zigzag aimlessly.” Of course, many leaders do not want to be accountable to anyone or anything. “Accountability originates in an obligation to make good on the spirit of some jointly designed, provisional, and evolving objectives.” Here’s the question for any leader: “What pressures, scrutiny, and risks do we want to create or invite in order to build a strong, resilient, responsible organization?”

How Do I Make Critical Decisions? We need a broader view of critical decisions. Instead of viewing them as deep, abiding pledges that we must make good on, we need to see them more as evolving commitments. That is, “a pledge, by a leader and an organization, to move in a particular direction, but to do so in a flexible, open-ended way.” Decision making has to be as fluid as the markets around them. “Execution as learning.” “Instead of periodic big decisions, responsible leaders make or orchestrate an unending series of smaller ones—all aimed at some larger, broad, flexible objective.”

Do We Have the Right Core Values? Values are important because “they may be the only force that can counter the power of markets and market-based thinking….Today’s ever-present markets have their own implicit values, and they can easily overwhelm whatever values leaders want to instill in their organizations.” To lead responsibly, leaders must commit to “clarity, meaningful projects, and bright ethical lines. In different ways, each of these helps leaders and organizations respond to the risks and opportunities created by pervasive market forces.”

Why Have I Chosen This Life? People seek positions of leadership not despite the struggles involved, but because of them. “Responsible leadership is a challenge that—despite its inevitable risks, frustrations, and failures—demands and merits the best efforts of talented men and women, tests their competence and their characters fully, gives purpose and intensity to their lives and helps them lead the kind of lives they really value.” The purpose of our struggle matters.

Badaracco writes, “If the purpose of life is ease and comfort, no sensible person would take on the demands of leadership.” Perhaps in developing leaders at all levels we need to change that very prevalent mindset. Without it we can’t discover what we are and the person we are meant to be.

Badaracco doesn’t offer hard answers because they are evolving answers and should be individual answers created from introspection and reflection. But the insights and provocative concepts are enough to get you thinking in new ways.

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Posted by Michael McKinney at 11:24 AM
Permalink | Comments (0) | Leadership , Leadership Development , Thinking

7 Metaphors for Leadership Transformation

Peter Fuda introduces in Leadership Transformed, seven interdependent metaphors to explain and accelerate leadership transformation in leaders at any level.

The seven metaphors help you to get a grasp on the concepts and issues involved in leadership development. Leadership development doesn’t happen in parts. These interdependent metaphors emphasize the holistic nature of leadership development. They are:

1. FIRE: The motivational forces that initiate and sustain transformation efforts; including a burning platform and burning ambition, as well as personal and organizational reasons for change. Fire is at the center of the seven metaphors because if the why isn’t there, the other factors are just going through the motion. Fuda emphasizes burning ambition—fire from within—as the only motivation that sustains. You may change out of fear—burning platform—and it may provide the initial spark, but it burns briefly.

2. SNOWBALL: A virtuous snowball of accountability that propels the change effort forward; starting with the leader, and building momentum as others are "swept up" in the journey.

Building momentum is contingent upon getting a critical mass of leaders on the journey—perhaps even replacing those who are not committed to growth. Uncommitted leaders only cause drag on the snowball by not living the agreed standards of behavior.

3. MASTER CHEF: Artful application of the "leadership science" (frameworks, tools and strategies), which enable a leader to advance from amateur cook to "master" chef.

Pioneering French chef Marcel Boulestin once said “cooking is not chemistry, it’s an art. It requires instinct and taste rather than exact measurements”. Similarly, transformation is accelerated when leaders work fluidly within a recipe (change frameworks), and artfully deploy their utensils (tools) and cooking methods (strategies). Leaders should become less rigid and more intuitive over time. This requires that a leader develop critical thinking skills and a deep understanding of where they are going and what leadership is. Otherwise they become tied to formulas and rote practices.

4. COACH: A team of consultant(s), colleagues and supporters that collectively coach a leader toward their aspirations.

It’s not about coaching. It’s about being coached from a variety of sources—consultants, colleagues, and family members. We can learn from anyone. Coaching is most powerful when all groups identify mutually beneficial outcomes from the leader’s transformation, and create a trusting environment for that coaching to take place. Hunter S. Thompson said, “He who is taught only by himself has a fool for a master.”

5. MASK: This metaphor has two aspects: the concealment of perceived imperfections, and the adoption of an identity that is misaligned with a leader’s authentic self, values or aspirations.

The mask is a heavy burden to carry. It creates inner conflict with a leader’s deeply held values and aspirations, and can negatively impact on important relationships. When leaders drop their mask in favor of being their "authentic self," the power this unleashes is atomic in scale; they get more done, build more trust, have far more enriching interactions and feel more fulfilled.

6. MOVIE: Processes for increasing self-awareness and reflection, which allow a leader to "edit" their performance, and direct a "movie" in line with their leadership vision.

Often leaders find themselves acting in a repetitive movie—their own version of Groundhog Day, doing the same thing day after day with the same result. By stepping out of the movie and viewing the footage objectively in the editing suite, leaders can hone their reflective capacity, and eventually, learn how to slow down their movie. From this place of stillness, leaders can begin to direct their own movie and choose a better response—in real time. A good metaphor for understanding purposeful leadership.

7. RUSSIAN DOLLS: A complimentary set of journeys that interact with a leader’s personal journey of transformation.

A leader’s personal journey never exists in isolation; it is surrounded by multiple other journeys occurring concurrently. When the journeys are aligned, something magical can happen. Conversely, whenever one doll tries to pull in a different direction, its proximity to the other dolls ensures that it doesn’t get very far.

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Posted by Michael McKinney at 09:45 PM
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Are You Losing Inside the Box?

If you're losing inside the box, don't bother trying to compete outside the box. If you don't have the basics in place or more to the point, if you aren't excelling at the basics, then no one cares about your uniqueness or your wow factor.

Joe Calloway is one of those people that cuts through the clutter and gets to the core issue. His book Be the Best at What Matters Most is full of that—what matters most. He makes a point that is important on a number of levels.

For businesses, the wow factor is nice but what is more important is to "deliver on your promise every time, with every customer, with amazing consistency." He adds, "You want to constantly innovate and improve for one purpose: to win inside the box. By 'inside the box,' I mean those things that matter most to the marketplace. These are the basic expectations of your customers."

Calloway says that we should take another look at the basics of our business and be sure that we are hitting 10 on a scale of 1 to 10 inside the box before we start thinking about how we can surprise our customers. "The battle is won and lost inside the box."

Regarding the random acts of wow that we hear about from time to time, Calloway says that they are wonderful and we should do them. "But that's not where you'll win or lose the game. Don't think that some once-a-year special thing that you do ever takes the place of consistently being the best at what matters most. Put your energy, effort, and focus into doing a really, really great job on the basics and into consistency of performance. That determines how you treat your customers."

This is great material and it also applies in terms of your leadership. Are you losing inside the box?

It's tempting to try to put on the showier aspects of leadership and ignore the hard won aspects of trust, communication and character. We want the choicest assignments and the most visible trappings of leadership. It's nice to be the superhero. But great leadership is won and lost inside the box. Are you generous with information? Are you respectful? Do you listen? Do you communicate? Do you take the time to build others? Do you set a proper example? Can you follow when necessary? Can you set your ego aside? Are you accountable? Do you understand that it's not about you?

It's fun to be spectacular and to be seen. You may be very competent, charismatic, and eloquent, but if you are not getting the basics right, then you're a liability, not an asset. Leader's derail quickly when they make it about them; when the organization exists to serve them and their agenda.

I've seen more than a few leaders derail because they forgot to develop and sustain one or two of the basic practices of good leadership inside the box. They looked good on the outside but it was the day-to-day that they struggled with and never addressed.

The real work of leadership is often the unsung, behind-the-scenes work of serving others that must be done on a daily basis. It may not give us that temporary ego boost, but it is the most rewarding work and has the biggest payoff in the long run.

So, the real question is, are we working to improve the basics on a daily basis? Are we hitting 10 on a scale of 1 to 10 inside the box?

If you want to know what you should be doing as opposed to what you want to be doing, read Be the Best at What Matters Most. Joe Calloway's insights are down-to-earth and practical. They will get results. His prescriptions are not quick fixes, but habits to build based on sound principles.

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Posted by Michael McKinney at 07:48 AM
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Seven Disciplines that Make Leadership Development Stick

Leaders don't always finish well or finish what they start. Leadership sustainability isn't easy. Given the fact that we all know leaders that haven't finished well, it's surprising how many of us have no plan in place to consciously and specifically improve our leadership abilities. Most of the time we wing it.

Leadership sustainability is about the commitment to change and growth that is consistent with shifting requirements, not just individually but for the organization as a whole. In Leadership Sustainability, authors Dave Ulrich and Norm Smallwood have defined seven leadership practices that instill sustainability. It begins with "recognition that what matters most is the impact of the leader's actions on others—not just the actions themselves or the rationale behind them." Yet that's not something that we often feel we have time to consider. Our leadership is experienced in our actions and not our intentions.

In brief, the seven disciplines to incorporate into your leadership plan to help make your best intentions stick are:

Simplicity. Focus on what matters most. Tells stories with impact. Leadership sustainability requires that we find simplicity in the face of complexity and replace concept clutter with simple resolve. It entails prioritizing on the behaviors that matter most.

Time. Manage your calendar to reflect your priorities. Put desired behaviors into your calendar. Employees see what leaders do more than listen to what they say. Leadership sustainability shows up in who we spend time with, what issues we spend time on, where we spend our time, and how we spend our time. Recognize routines and modify as necessary.

Accountability. Take personal responsibility for doing what you say you will do and hold others accountable as well. "We see too many leadership points of view that are more rhetorical than resolve, more aspiration than action, and more hopeful than real. Leadership wish lists need to be replaced with leadership vows." Be consistent with personal values and brand.

Resources. Leaders dedicate resources in order to support their desired changes with coaching and infrastructure. Use a coach. Get coaching and institutional support to become a better leader. "Leaders acting alone, even with great desire and good intentions, are unlikely to sustain their desired changes."

Tracking. Move from general to specific measures. Measure what's important and not what's easy. Tie to consequences. Unless desired leadership behaviors and changes are operationalized, quantified, and tracked, they are nice to do, but not likely to be done.

Melioration. Leadership sustainability requires that leaders master the principles of learning: to experiment frequently, to reflect always, to become resilient, to face failure, to not be calloused to success, and to improvise continually.

Emotion. Know why you lead. Connect change with personal and organizational values. Recognize your impact on others. Celebrate success. "Some leaders work to hide their feelings and avoid becoming too personal with others. These leaders end up distancing and isolating themselves. Leaders who are emotionally vulnerable and transparent will be more likely to sustain change."

The authors have provided videos, tools and assessments on their web site to help you to achieve leadership sustainability.

Leadership Sustainability is about how to make your leadership development efforts stick.

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Posted by Michael McKinney at 11:05 PM
Permalink | Comments (0) | Human Resources , Leadership Development

11 Ground Rules that Leaders Ought to Know

Phillip Van Hooser has condensed his leadership experience down to 11 ground rules that Leaders Ought to Know.

Van Hooser begins with the fact that leaders are made: Leadership is a choice, reinforced by individual effort. In his earlier days, he was moved by a comment that Deming wrote in Out of the Crisis:

Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.

His choice to be a leader has proven to be his most important professional decision. And it could be yours too. But as Deming noted it takes deliberate work and is not a quick transformation. It is the choice to make the effort that makes a leader.

The choice can be made by anyone anywhere because leadership is not a title. It is, as he states in ground rule 2, the ability to offer service and the willingness to take action—especially on those things we already know we should be doing, but aren't.

He continues with ground rules on earning respect, integrity, motivation, preventive leadership, courage, leadership pitfalls, and some good commonsense.

Ground Rule 3: Leaders cannot function in a vacuum; Leadership requires willing and able followers.
Ground Rule 4: Leaders don't plan to be disrespected; Leaders practice universal principles than earn respect.
Ground Rule 5: Leaders don't play loose with the truth; Leaders lead from a position of unquestioned honesty.
Ground Rule 6: Leaders don't motivate followers; Leaders search for the wants and needs that motivate followers.
Ground Rule 7: Leaders can't predict followers' behavior; Leaders need to know why people do what they do.
Ground Rule 8: Leaders don't overreact to problems; Leaders prevent problems before they materialize.
Ground Rule 9: Leaders aren't fearless; Leaders face their fears courageously.
Ground Rule 10: Leaders' wounds shouldn't be self-inflicted; Leaders flourish when serious errors of judgment are avoided.
Ground Rule 11: Leaders don't always need to plow new ground; Leaders can watch, listen, and learn from the success of others.

Van Hooser on keeping your distance: You can be a supervisor or manager without getting close to your followers; however, you cannot be a leader unless you get close to your followers.

Van Hooser was given this advice on parenting: "You may not always be able to predict what your child will do, or say, or think. But you're the father; your child must always be able to predict with certainty what you will do, or say, or think. That way, he can adapt and adjust his behavior to yours." He relates it to leadership: A leader's consistency provides a predictive foundation from which followers can begin to think, decide, and act. If a leader does not establish that foundation, he or she—albeit unintentionally—creates confusion, uncertainty, and potentially chaos in the followers' minds.

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Posted by Michael McKinney at 08:21 PM
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5 Leadership Lessons: Avoiding the "Mediocre Me" Mindset

If you wonder if you should step up and lead, this book is for you. Mediocre Me by Brigadier General John Michel is a challenge to think differently about your role in the world. “Instead of the term leader being synonymous with someone who strives to use their influence to build value into their surroundings,” writes Michel, “it is more likely we associate it with someone doing whatever it takes just to keep the routine going.” Here are five more thoughts from Brigadier General John Michel:

  Mediocrity is simply a choice we make every day. If we feel like we’re running in place, there is a good chance we are tolerating things we shouldn’t be. The question before us all then is, are we willing to resist settling and risk pursuing excellence as our preferred way of being in the world? If so, then know this. They only way to break out of this rut is to commit to writing a new, more empowering personal leadership story of our own. One which affirms that the only way we can expect to spur transformation in our surroundings is to first do the work to begin a transformation in ourselves.

  Think differently about your potential in the world.
Act boldly in shaping outcomes in our spheres of influence.
Become the best version of yourself possible by exercising the creativity of thought, diversity of perspective, and depth of conviction to do what we can, when we can, where we can to try and make our part of the world a little better tomorrow than we found it today.

  Risk taking is the willingness to be different where different can get things moving in a new, more empowering direction. Scientists tell us there are two forms of regret. One, regret of inaction, is based on what we fail to do when action is warranted. The other, regret of action, is the result of what we have chosen to do. When people look across their lives as a whole, it’s the inaction regrets we remember most. More than five times as much, in fact.

  To embrace responsibility means cultivating and protecting those things you are immediately accountable for in your surroundings. Responsibility makes no accommodation for mediocrity, nor should it. After all, mediocrity detests having to account for its own actions. It prefers to act on its own terms when it’s practical, convenient, or comfortable.

  Exercising self-control, defined as the ability to look outside oneself in a way that balances a healthy self-denial with a deep seated commitment to live up to a particular standard, is what guards us from making irrational or impulsive choices that contribute to our unwittingly falling prey to adopting a favorable bias toward self. An unchecked ego can quickly get the better of us, distorting our perspective of who we are, what we are capable of, and of the role others play in both our success and failure.

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Posted by Michael McKinney at 11:12 PM
Permalink | Comments (0) | Leadership Development

Fred 2.0 – Leadership in Action

You are no doubt familiar with Fred, first introduced to us in The Fred Factor by Mark Sanborn. Fred exemplified an attitude of exceptional service delivered consistently with creativity and passion in a way that values other people.

Now Fred 2.0 brings us fresh insights, deeper understanding and wider application of the Fred Principles—and an update on the life of the real Fred Shea.

Fred 2.0 is about a specific way of approaching life and business. It’s an attitude that extends far beyond customer service. It comes from within and says I will do extraordinary things because that’s who I am. It’s not a feeling—it’s who you are. It is not dependent on the performance of anyone else.

Why Would You Live this Way?

Sanborn says it’s because being a Fred enriches others, expands you, puts more life into your living, breaks the bonds of self-absorption, makes you more employable, offers you a better way to live, creates a positive influence, and is more fun.

“Creativity is an essential ingredient in delivering extraordinary results,” writes Sanborn. Being creative is doing something different that adds value. More often than not, it’s the little things we notice that can be done better. This applies not only to the “things” we do, but also to our relationships; how we respond and interact to those around us.

Sanborn shows very specifically how to build better relationships, elevate the experience for those we come into contact with, how to build a team of Freds and how to instill the Fred approach in your kids philosophy of life.

The Fred Philosophy is Good Leadership

The Fred philosophy is ultimately what good leadership is all about. It’s a battle against mediocrity says Sanborn.

The first job of leadership is to help people see their significance. Leaders recognize that those who feel insignificant rarely make significant contributions. An effective leader is able to show people that they are significant in ways they may not realize.

The Fred philosophy means:

• Leading by example
• Starting with what’s right instead of what’s wrong
• Encouraging people to try
• Asking for and sharing good ideas
• Removing barriers and obstacles
• Being a champion of those around you
• Giving people the freedom they need
• Teaching the Fred philosophy consistently
• Recognizing and rewarding
• Make the process enjoyable

“It’s our choice whether we’ll use our time, effort, and talents to turn ordinary work into something extraordinary.” writes Sanborn. It begins as always, with integrity. If you value it, those around you will too.

Fred 2.0 will show you the thinking behind extraordinary leadership and apply it in every area of your life. “When you know what is important to you in your life and work, you should apportion your talents and efforts so you can give the best you have to those things.” Love what you do and love the people you do it with.

Fred 2.0 makes a significant contribution to focusing our minds on what leadership is all about. By living it and sharing it you can build a team of Freds in your organization, community and family.

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SPECIAL OFFER: Visit Mark Sanborn's Fred 2.0 web site now to learn more and gain instant access to a Fred 2.0 “EXTRAordinary Results” Resource Kit, free with purchase of Fred 2.0.

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Posted by Michael McKinney at 05:17 PM
Permalink | Comments (0) | General Business , Human Resources , Leadership Development , Personal Development

Leadership and the Art of Struggle: 5 Things You Can Do

STRUGGLE is a part of any human endeavor and leadership is no different. The problem is we view struggle as a negative. But struggle is how we grow. Without them we can’t reach our full potential as leaders.

We like to think of our leaders as flawless. We like to be perceived as flawless—or at least we like people to think we have everything under control. But as Joe Badaracco has pointed out, “leadership is a struggle by flawed human beings to make some important human values real and effective in the world as it is.”

It may sound counterintuitive, but considering the benefits illuminated by Stephen Snyder in Leadership and the Art of Struggle, we should welcome it as an important element of the leadership process and our own personal development. Snyder writes that we should face struggle “head on—not hiding from it or feeling shame—because struggle is the gateway to learning and growth.” It can also help us to discover our purpose and meaning and develop the adaptive energy necessary to sustain our leadership for a lifetime.

Struggles have three defining characteristics:
Change: Every struggle is triggered by some type of change.
Tensions: Change creates a natural set of tensions.
Being out of Balance: Change and its ensuing tensions throw a leader off balance. This may happen without us even being aware of it, but acknowledgement of it is central to regaining control.

In the world we live in today, this is a common occurrence often leading to burnout unless we learn to see struggle through a different lens. Snyder recommends:

Adopt a growth mindset. The first step in accomplishing this is through reflection—being aware of what is going on around you. Snyder’s former colleague at Microsoft, Frank Gaudette, used to say: “I reserve the right to wake up smarter every day.” A good mantra to make our own.

Center your mind, body and spirit. We all need some way to anchor ourselves and gain perspective that we practice daily like exercise and diet, prayer, connecting with nature, meditation, and/or journaling.

Build your support community. “Create a community of people whom you can connect and bond with and from whom you can seek advice and feedback.”

Overcome your blind spots. Blind spots by their very nature are hard to recognize. And they are frustrating because they blind us from seeing why people may be responding to us in counterproductive ways—leading us to finger pointing rather than personal responsibility. “Blind spots,” writes Snyder, “are the product of an overactive automatic mind and an underactive reflective mind.”

A fairly common blind spot Snyder calls the Conflict Blind Spot. This blind spot can cause someone to interpret every interaction through a distorted lens. It reinforces the perception that the other person is wrong and we are right.

Recommit, pivot, or leap. When we struggle we have essentially three options. The first is to recommit and stay the course. The second is to pivot and make a course correction. And third is to leap into uncharted territory far beyond our comfort zone. Choosing the right option requires that we examine ourselves and determine which choice is most consistent with our personal values or mission statement.

Every struggle is a chance to learn and to confront who we are and what we are becoming. Seen in that light, they are a gift. And our ability to deal with our own struggles effectively has an impact on those around us. Not only does it create a more positive environment to function in, but it provides a constructive example for others to follow.

Snyder has written an outstanding and practical book to help us to rethink the challenges and problems we face along the way. One of the best you’ll ever read on the topic.

(The Adaptive Leader Profile is available from Snyder Leadership Group.)

Struggles are an inevitable part of the leadership journey. With every episode of struggle, there is a learning opportunity. Snyder offers insights as how to accept and reconcile the struggles you find in your own leadership journey.

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Posted by Michael McKinney at 10:27 PM
Permalink | Comments (0) | Leadership , Leadership Development , Personal Development , Problem Solving

The Secret to Leadership Growth

THE NUMBER ONE way leaders grow is by listening.

Leadership feels like a talking role, but it is predominately a listening role. That can be hard to accept. It feels counterintuitive. A leadership role often makes us feel like we should be talking all the time; like we’re the most important person in the room. We’re not.

Listening takes us outside our own heads. It gives us a chance to see things from a different perspective. It creates options. It creates the space for serendipity.

Listening takes us beyond our egos. Without it we begin to miss very elementary things. When we miss elementary things we crash and burn in a self-made morass of complexity. Listening clarifies.

Listening renews and refreshes. Without it we get stuck and tedious.

When we help others grow, we grow. Leaders guide people and then listen. Listening is the best way to turn someone from a victim (of your talk) to a supporter of your idea. Listening gives others the chance to take ownership.

Listening is the catalyst for making individuals a community.

Listening creates the space for leadership.

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Posted by Michael McKinney at 09:53 AM
Permalink | Comments (0) | Communication , Creativity & Innovation , Leadership Development

The Leader’s Pocket Guide

WHAT I LIKE most about the work of John Baldoni is that it is very practical. His advice is relatable, practical, and gets to the core of the issue. In article after article, book after book, he hits the nail on the head.

The Leader’s Pocket Guide is the next best thing to having John as your own personal coach. He shares the lessons he’s learned coaching others. Without a doubt, it’s a handy reference guide when you’re stuck, but if you use this book like a leadership development program, you can pull out its real value.

“When we are no longer able to change a situation, we are challenged to change ourselves.”

—Victor Frankel

Leadership development is not easy. Facing yourself as a leader is the most difficult part. Appropriately, he begins with “How to Know Yourself Better.” Leaders continually need to compare where they are developmentally to where they want to be. It’s critically important to their growth. John suggests that we ask ourselves and others three questions: What more do I need to be doing more or less of? What else should I be doing—what should I be asking others to do? and How do I accept feedback?

Inside you will find 100 more ideas related to leading yourself, leading others and leading an organization. Each leadership essay is clear and to the point. Reflection questions are asked throughout the book that you can take advantage of. As you read each topic, ask if you are where you want to be on that topic. And importantly, ask others for feedback because how you are perceived gives you a more accurate view of your leadership effectiveness than your intentions.

The Leader’s Pocket Guide is a useful book for both new and seasoned leaders.

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Posted by Michael McKinney at 08:47 PM
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The Character Based Leader

Charisma: helpful
Competence: important
Character: Priceless

The greatest threat to any leader comes not from without, but from within. It is who we are, more than anything else, that will derail us. The traits we so value in great leaders is a matter of character. And it is through this character that our leadership is manifested. It creates the space in which we lead.

Good leadership rests upon good character.

It’s not by chance then that Mike Henry Sr., founder of the Lead Change Group, has gathered together twenty leadership experts to write The Character Based Leader about the importance of and the need for character and the challenge of leading from it.

They hope, through the pages of this book, to inspire leaders to look inside themselves so that they might lead beyond themselves in the service of others. They define character-based leadership as leading from who you are rather than from power or position.

These twenty-one dedicated experts—Tara Alemany, Chad Balthrop, Meghan M. Biro, S. Max Brown, Page Cole, Heather Coleman – Voss, Deborah Costello, Monica Diaz, Sonia DiMaulo, Georgia Feiste, Chery Gegelman, Christina Haxton, Mike Henry Sr., Will Lukang, Susan Mazza, Jennifer Miller, Jane Perdue, Lisa Petrilli, Dan Rockwell, Mary Schaefer, and Dan Shapiro—cover topics such as humility, communication, service, passion, discipline, trust, leading from our strengths, the power of character, and how we demonstrate good character every day.

The Character Based Leader is both instructional and inspirational. It’s a good book to read chapter by chapter and reflect on the implications in your own life. The message is on-target and the best place to begin any leadership development program. It’s a call to make the choice to develop yourself so that you can lead with greater influence for the benefit of others.

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Posted by Michael McKinney at 09:33 PM
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Does This Doorframe Make My Head Look Big?

Failure is not an option. And we learn a lot if we take the time to learn from our mistakes. But gain much more when we can learn from the mistakes of others before we find ourselves confronted with the same issues.

The Wisdom of Failure by Laurance Weinzimmer and Jim McConoughey, examines the lessons learned by studying thousands of executives in hundreds of companies. They have discovered three areas where aspiring leaders fail:

Unbalanced Orchestration (leadership failures at the organizational level)

1. Trying to be all things to all people
2. Being in business you have no business being in
3. Entrenched in efficiency: forgetting to put effectiveness first

Drama Management (leadership failures at the team level)

1. Leaders who rule by bullying
2. Problems with dysfunctional harmony—when you want consensus too badly, you miss out on valuable debate
3. Distracted purpose

Personality Issues (leadership failures at the individual level)

1. Hoarding power and responsibility
2. The Destructive path of disengagement
3. Problems of Self-absorbed leaders

The authors report that the final lesson, “Does this doorframe make my head look big?” is the most damning mistake a leader can make. The mistake of self-absorption. It’s not surprising since it is the antithesis of a good leader.

The goal of the self-absorbed leader “isn’t necessarily status, position, or promotion. Rather, their goal is to have things work out the way they think they should work, because, well, they are the greatest.” This is an easy mindset to slip into. And unfortunately, it is almost impossible for a self-absorbed leader to recognize that they are just that. They need outside help, but when confronted, they are sure that the observation is of course, wrong.

Underneath is all, self-absorption is “rooted in low self-esteem and a feeling of insecurity, as well as a profound discomfort with or disregard for what others bring to the table.” It is marked by “talking big, a sense of entitlement, a sense of infallibility, a lack of empathy for others, an intense desire to win at all costs, one-upmanship, a know-it-all attitude, and an inability to listen.”

Michael Bryant, CEO of Centra Health explained it this way: “A good leader is like a coach of a basketball team. It is not important for the leader to score the points. It is important for his team to score the points. It’s not rocket science! So the one key to being an egoless leader is to understand the paradox….Self-absorbed leaders never get the paradox.”

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Posted by Michael McKinney at 10:55 PM
Permalink | Comments (0) | Leadership Development , Personal Development

The Eight Pillars of Trust

The Trust Edge explains how you and your organization can become trusted. A lack of trust is your biggest expense. It is the currency of business and life.

Author David Horsager, explains that trust is tangible, learnable, and measureable. Trust is a confident belief in someone or something to do what is right, deliver what is promised, and to be the same every time in spite of circumstances.

Horsager identifies twelve barriers to trust: conflict of interest, threat of litigation, lack of loyalty, increasing examples of others untrustworthiness, threat of exposure, lack of control over technology, fear of the unknown, negative experiences, individualism, differences between people, desire for instant gratification, and a focus on the negative.

The eight pillars of trust form the framework for learning to build trust and overcoming the twelve barriers. These all take time and are not quick fixes for any trust issue. Trust is built over time.

Clarity. Clarity starts with honesty. People trust the clear and distrust the vague. Communicate clearly and frequently.

Compassion. Think beyond yourself. There are four keys ways we show we care: listen, show appreciation, be engaged, and serve others.

Character. Have high morals and be consistent in your thoughts, words, and actions. Always ask, “Am I doing the right thing?”

Competency. Humility is the first step in learning. Create a regular plan for staying competent and capable.

Commitment. Great leadership demands sacrifice. The people who stick with you when things are tough are the ones you can really trust.

Connection. Trust is about relationships. In every interaction we increase or decrease trust. Be genuine, be grateful and avoid gossip.

Contribution. You must deliver results to be trusted. Give attention, resources, time, opportunity, and help.

Consistency. Probably the most important pillar of all as it gives meaning to all of the other pillars. You will never get one big chance to be trusted in your life; you will get thousands of small ones. Just one inconsistency can change people’s perspective.

Horsager notes that in this flat world, because we can connect with so many, we have a hard time cultivating depth. Trust at its best is deep, making it difficult to gain the trust edge. In response we need to be even more intentional about developing the pillars of trust on a global level finding common ground and showing ourselves to be trustworthy.

Trust begins with individuals. The Trust Edge is a practical guide to intentionally building trust.

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Posted by Michael McKinney at 11:57 PM
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Triple Crown Leadership

With far too much failed leadership on display, leaders should commit to building a different brand of leadership—Triple Crown Leadership, say authors Bob and Gregg Vanourek. Triple Crown leaders have the goal of building and sustaining organizations that are excellent (high performance), ethical (do the right thing), and enduring (stand the test of time). As with the Triple Crown in thoroughbred horseracing, it is an epic quest that is audacious but not impossible.

Triple Crown leaders integrate five practices that build excellent, ethical, and enduring organizations:

Seek “head and heart.” The first step is putting together a triple crown team. Typically we look for people with the right “head” skills (experience, education, expertise), but they must have the intangible “heart” qualities (character, integrity, courage).

Post “colors.” An organization’s “colors” are its purpose, values, and vision. Leaders must engage all in developing the colors through a collaborative process, thereby increasing ownership and buy-in. People are free to act as long as they do so in accordance with the colors.

Flex between “steel and velvet.” Triple Crown leaders cannot remain stuck in their normal style of leadership. They lead by flexing between the hard and soft edges of leadership, sometimes in command, other times willingly soliciting and following the leadership of others. If your actions are consistent with the colors—purpose, values, and vision—you will not appear inconsistent in your approach.

Unleash “stewards.” Stewardship is everyone’s responsibility. It’s not empowerment handed down from the top but a culture where the freedom to act is expected as long as they act in accordance with the shared values and vision of the organization. It’s automatic. “Triple Crown leadership ebbs and flows dynamically from person to person—up, down, and around—depending on the person’s knowledge, skills, passion, and the nature and urgency of the challenge at hand.” (Look on pages 114 to 123 for lists of specific ideas on how boards, CEOs, managers, and people without authority can become Triple Crown stewards.)

“Align.” Alignment builds trust. Alignment speeds up the process. Alignment should be collaborative, start where you are and cascade, and be flexible. It requires some finesse to get people on the same page while protecting the innovative mavericks and creating the conditions for operating in a state of flow.

There is a big difference between completing an alignment exercise at a one-shot retreat and actually creating an aligned organization, between having a purpose statement and being purpose driven, between having values and upholding them when the pressure is on, between saying you are vying for the triple crown and actually aligning the enterprise to achieve it.

The five triple crown leadership practices are related and mutually reinforcing. Building excellent, ethical, and enduring organizations requires a commitment from many people over many years and the view that leaders exist at all levels.

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Posted by Michael McKinney at 10:31 PM
Permalink | Comments (0) | Human Resources , Leadership Development

The Titleless Leader

Leading without a title is about taking personal responsibility. We—the world—is in desperate need of people who will choose to lead whenever and wherever they can. In The Titleless Leader, Nan Russell describes where we are:

Everything isn’t alright in our workplaces. People are frustrated, angry, disillusioned, tired, and afraid. Not to mention skeptical, cynical, and distrustful. And those plaques touting people as the most important asset should be taken down. They’re a hypocritical reminder of last century’s failed promise. Not everywhere, of course, but in far too many organizations.

But we have a choice.

We can continue the de-motivating spiral of self-indulgent, unaligned leaders, or we can decide to create tomorrow’s workplaces through a new kind of leadership. It’s the kind that doesn’t come with a title. It’s not determined by rank, responsibilities, or position. No one needs to appoint you, promote you, or nominate you. You decide.

What Russell is talking about here is a different kind of leadership that starts with what all good leadership begins with: self-discipline. It is taking responsibility for the outcomes in your area. It’s setting an example of behaviors that are aligned with values.

For Russell, titleless leadership is based on four cornerstones:

Self-Alignment: Behavioral integrity. People remember what you are.

Possibility Seeds: Encourages and nurtures others. Titleless leaders plant possibility seeds “not because there’s a mentoring- or succession-planning program, but because they’re operating with a better together approach.”

Soul Courage: Step-up and offer your best self. Push outside your comfort zone to do the right thing.

and Winning Philosophies: It’s only when we’re all winning that we truly all win. Focus on group wins and not the politics of individual wins.

The Titleless Leader is a handbook of behaviors and thinking to help you lead from where you are. Certainly, they’re not easy and require some change in perspective, but they will create more meaning and value in your workplace and more importantly, in your life.

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Posted by Michael McKinney at 06:58 PM
Permalink | Comments (0) | Human Resources , Leadership Development , Personal Development

If It's Important, Be There

In Contented Cows Still Give Better Milk, authors Bill Catlette and Richard Hadden make the point that organizations with contented employees understand that one of the most fundamental precepts in the whole workplace arena is that “the person who started for them this morning is as close to a ‘model employee’ as they’re ever going to get.” So the best companies do something about it. They are fanatical about training people not only with skills they need, but they also carefully train them in the organization’s traditions, values, and philosophies.

But this is the part (too) many leaders just don’t get:

“People want to know that the training course they’re taking the time to sit through is as important to senior management as it is supposed to be to them.” How do you communicate that? “This often requires senior management to ride along with them—not in their own condensed mini-versions, but alongside everyone else.”

Catlette and Hadden go on to say, “There should be no executive parking spaces when it comes to training. Managers must participate enthusiastically and, more important, be able to demonstrate the skills they expect everyone else to learn.”

The message is clear. If it’s important to you, it will be important to them. It’s quite common to hear, “If this is so important, where are they?” Without the visible support of the leadership, commitment to the training is compromised. Leaders need to visibly communicate: “This is important—so important that I went through it before you did. I’m using it, and now I want and expect you to do the same. That’s why I’m here."

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Posted by Michael McKinney at 11:49 PM
Permalink | Comments (0) | Education , General Business , Human Resources , Leadership Development

Having an Informed Faith

Whether developing an organization or (especially) an individual, having an informed faith is essential. We value seeing things as they are—seeing reality. But potential is as much as part of reality as cold hard facts. Being able to see where an organization or an individual could go is vital for any leader.

The authors of Higher Ambition put it this way: it’s the “ability to envision and believe in a company’s potential and to understand, within an environment often characterized by confusion, crisis, and underperformance, the real possibilities of success.”

This is even harder to do when applying this idea to developing people. It’s easier to give up on people than to take the time to help them over their hurdles.

To see what is and to see what could be. The combination is essential for leadership. They add, “On the one hand, these executives see the reality with clarity. This keeps them from being easily deluded or distracted, builds the confidence and trust of those around them that they ‘get it,’ and motivates them to make difficult decisions about which activities to pursue and which to jettison, as well as which people to retain and which to encourage into other endeavors. But they also see the potential with real excitement and enthusiasm.

“As Roger Dickhout, co-founder and CEO of Pineridge Group, put it: ‘It’s believing in the potential of what you want to be, as opposed to describing what you are. That intention attracts opportunities to you.’”

Make potential part of your reality.

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Posted by Michael McKinney at 07:26 AM
Permalink | Comments (0) | General Business , Leadership Development

What’s Wrong with Leadership Training Today?

IT’S A DIFFICULT TIME for leaders. “Our familiarity with and disrespect for our leaders,” writes Harvard professor, Barbara Kellerman in The End of Leadership, “coupled with our feeling entitled and being emboldened, saps their authority, which then drains their power and influence.”

Commenting on the 2011 budget-ceiling talks she finds that Barack Obama’s followers are “more disposed to resist him than to support him….No one was able to lead…and no one was willing to follow.” Perhaps no one was able to lead because no one was willing to follow.

Leading in America is now more difficult than ever “not only because we have too many bad leaders, but because we have too many bad followers.” Kellerman cites lack of involvement as the culprit, but it goes further than that. We have never been taught how to support a leader in the right way. Followership is as important a skill as leadership.

Kellerman notes that the contract—you lead, I’ll follow—between leaders and followers has been undermined “because of the information to which followers now have access, too many leaders are judged by too many followers to be unethical or incompetent or both.” Familiarity with our leaders had bred contempt. Technology has changed the social landscape providing us with so much more information. But it has, I would argue, informed us more broadly, but for the most part, not more deeply—if we even had the time or the inclination to go more deeply. I would also suggest that we are not, at times, very good judges. We lack facts and context much of the time. What frames our judgments are often selfish concerns—just like our leaders. And too, we rarely judge others in the manner that we would like to be judged.

The End of Leadership offers a report on the state of leadership and followership today. Kellerman has surveyed the history of leadership to pinpoint a trend—the diminishing power and influence of leaders and people in authority and the increase of power and influence of ordinary people—followers. In recent years, communications technology has played a large part. “The effect on leaders is to diminish them. The more we know about how leaders and managers manage, the more they tend to shrink.”

The contract between leader and follower has changed. The assumptions on which it was based has changed because first, “the old justifications for having power, authority, and influence are no longer so persuasive and second because people in the present think of themselves are more important, more entitled than did people in the past.”

Kurt Anderson asked in New York magazine, Is Democracy Killing Democracy? He writes: So now we have a country absolutely teeming with irregular passions and artful misrepresentations, whipped up to an unprecedented pitch and volume by the fundamentally new means of 24/7 cable and the hyperdemocratic web. [There is ] the misapprehension that democratic governing is supposed to be the same as democratic discourse, that elected officials are virtuous to the extent that they too default to unbudging, sky-is-falling recalcitrance and refusal. And the elected officials, as never before, are indulging that populist fantasy. Just as the founders feared, American democracy has gotten way too democratic.

I wonder if we have—in our radical shift to the entitlement of followers and the bad leadership that encourages it—sowed the seeds for an overcorrection in the other direction. Perhaps we will find ourselves welcoming a society governed by extremely self-deferential leaders to sort it out. History shows us that when societies get to the point that they can’t properly govern themselves, they don’t get more disciplined and make the necessary corrections, they instead get behind anyone that will make all the “bad” go away—usually with negative consequences.

Because we have been able to “do” leadership in a way that has been less respectful of the follower and get away with it, doesn’t mean we were doing it right. While old methods of leadership are not tolerated at the present time, it doesn’t mean leadership itself has changed. The “right” way of leading people has never changed; our approach to leading people just swings back and forth from ditch to ditch. History shows us that we rarely get it “right.”

Kellerman observes that in the world in which we actually live, “leaders tend to put self-interest ahead of the public interest.” How true.

The idea that our leaders reflect who we are should give us pause. Much of the problem with leadership training, in my view, is that we are trying to develop something in leaders long after the train has already left the station. It’s not that it can’t be done. It’ is just much harder. Good leadership development begins much earlier in life.

Given our situation, Kellerman asks, how do we learn to lead in the twenty-first century? How to learn to lead when leaders are diminished from what they were, even in the recent past? How to learn to lead when resources such as power, authority, and influence are scarcer than before—and when any number of followers is as likely to be resistant as deferent? And, finally, how to learn to lead when the context itself is fraught with complexity and constraint?

Could we develop betters leaders if we developed better followers and would better followers create a pool of better leaders? Should we be training for followership? Should we be teaching the right kind of followership is leadership?

The End of Leadership is a vitally important book that every leader/follower should read and consider, but it is the tip of a much larger discussion about leadership, followership and society. Kellerman writes that “it is meant as a caution about the future of leadership in the twenty-first century. For nearly everywhere, leaders are found wanting, followers are restive, and the context is changing—sometimes at warp speed. So unless we get a grip, the prognosis is grim.”

Kellerman says that the leadership industry must make at least four changes:

1. It must end the leader-centrism that constricts the conversation.
2. It must transcend the situational specifics that make it so myopic.
3. It must subject itself to critical analysis.
4. It must reflect the object of its affection—change with the changing times.

Kellerman lays the foundation with this: “We need to think of leadership as a creative act—for which leaders and followers both are educated, for which leaders and followers both are prepared over a lifetime of learning….There are ways to educate women and men so they learn to be good, smart followers as well as good, smart leaders, and develop as large capacity for contextual intelligence as for emotional intelligence.” Absolutely.

Given the precipitous decline of leaders in the estimation of their followers, are there alternatives to the existing models—ways of teaching leadership that take into account the vicissitudes of the twenty-first century?

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Posted by Michael McKinney at 03:19 PM
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The Twelve Absolutes of Leadership

Gary Burnison considers leadership to be a privilege. Most people like the idea of leadership but few count the cost. He says, “To lead is to be all in, transparent and accessible, calm in the face of upset and even crisis, and always mindful that you are a steward of something bigger than yourself.” That’s not easy. To whom much is given much is required. That’s the part that easily trips us up.

His book, The Twelve Absolutes of Leadership offers insight from his lifetime in leadership, interacting with some of the world's top leaders in the C-suite and boardrooms, as well as heads of state. He offers a framework based on fundamental human truths and the essential elements of leadership. The “Absolutes” are building blocks that must be present regardless of your leadership style or approach. Here are the 12 Absolutes with Burnison’s thoughts on each:

1. Lead. Anchor yourself in Humility. Leadership is an all-in proposition. Never react; instead ask yourself: is this about me or about we? If it’s the former, forget it and rise above.
2. Purpose. The why. Purpose must have a long shadow, extending its influence over others.
3. Strategy. Strategy starts with the results of today. Strategy, rooted in values and purpose, gives encouragement through times of ambiguity and uncertainty. Strategy without purpose and values is a short-term plan that is directed toward shallow goals.

4. People. When you.re the leader, it’s never about you, but it starts with you. The leader can’t be the star player, scoring all the points. (Although many try to do just that.) Set high expectations for your team members, and help them to see what they can achieve.
5. Measure. Don’t rely on what you believe to be true. Measure and monitor so you know if it’s true. Validate your data. Walk around. Talk to people. Listen. Look into their eyes and see for yourself whether the strategy is really working.
6. Empower. The leader’s job is not to empower people, but rather to help them to empower themselves. It’s the difference between ordering people to do something and inspiring them to see what they can do.
7. Reward. Employees work harder for leaders who demonstrate respect for their work. Authentic, purposeful praise is a power skill of the successful leader—everywhere.
8. Anticipate. As a leader, you must always have your focus on the horizon. Your first task is to hone your view of the present that you perceive around you and your organization. Grounded in this reality, you are able to raise your sights toward the horizon and beyond.
9. Navigate. Anticipation and navigation are complementary skills. It involves making decisions in real time that allow you to adjust, react, and outmaneuver the competition—always on the lookout for the unexpected.
10. Communicate. Communication is where leadership lives and breathes. That means more listening than talking. It’s not merely telling people what you think and what you know. It is a process in which you seek first to understand what others think.
11. Listen. Listen, learn, and then lead—in that order.
12. Learn. Knowledge is what you know. Wisdom is acknowledging what you don’t know. Surround yourself with a handful of people who will be your corrective lens, making sure that you focus and learn. Equally important, your inner circle should be made up of confidants who provide grounding and perspective, seeing you as a person rather than a function.

Burnison reminds us that leadership is about people. “To lead,” he writes, “is to make an emotional connection on a very real and human level in every interaction.”

Related Interest:
  No Fear of Failure

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Posted by Michael McKinney at 05:47 PM
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Real Leaders Don’t Boss

Ritch Eich says that Real Leaders Don’t Boss. “Real leaders are rare in today’s fast-moving, financially driven world. In their place are fast-track wannabes and imposters, intent on instant gratification in the form of quick (and unsustainable) bottom-line results.”

As Eich observes, there are far too many bosses and not enough leaders. Bosses who are too narrowly focused, see employees as tools, are respecters of position, controls rather than empowers, and sets expectations for others that they wouldn’t wish on themselves.

Eich identifies and then dedicates a chapter to each of eight essentials of effective leadership:

1. Real leaders don’t boss. They are calm in their style, yet have zero tolerance for bullies, who, in any capacity, undermine performance and morale.
2. Real leaders have a central compass. They aspire to do what’s right and be a part of something bigger than themselves.
3. Real leaders communicate with clarity, honesty, and directness, and know how to listen.
4. Real leaders have a unique make-up. Their passion translates into a strong corporate culture.
5. Real leaders value and support everyone they lead, out front as well as behind the scenes.
6. Real leaders know when to get out of the way.
7. Real leaders are accessible. They are humble and easily approached.
8. Real leaders know the difference between character and integrity, and why it takes both to succeed.

These eight essentials are about treating people right. They also reflect an extended range of responses to people and situations that “bosses” either don’t possess or exercise.

“Real” leaders inspire others to lead wherever they find themselves in the organization. They help them to find meaning in their own lives.

Leadership isn’t something you are born with, it is something that is thoughtfully developed throughout life. Eich notes, “Most real leaders aren’t born with some innate ability transforming them into magnets that attract others to follow them. They may have expectations placed on them to rise above their present situation or environment; they may even have an inborn strong desire to serve others and accomplish something unique. In most cases, however, leadership skills are developed and honed in the battlefield of life, where leaders discover their drive, passion, and wisdom.” It is these opportunities to rise above our present situation and environment that we should be seeking out and providing for our children—the next generation of leaders.

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Posted by Michael McKinney at 12:14 PM
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A Leader’s Most Dangerous Thought

“I deserve.”

Leadership is demanding. It takes a personal toll and if we are not careful, we can begin to make it about us. It’s not a difficult position to rationalize.

The problem with “I deserve” is that it changes our perspective. We see our contribution as more important than anyone else’s contribution. It creates a lack of proportion.

It leads to a wrong motivation for leadership: leadership as a means to better get what we want. We see this all the time—the hypocrisy of leadership—seeking positions of power while denying the real nature of leadership. Service. And it is why we have seen far too many leaders derail.

“I deserve” thinking threatens our ability to lead. It diminishes our influence because it takes us out of the community; out of the narrative. We no longer lead for the cause but only as a means to serve ourselves. Side effects include distrust, cynicism, the wrong kind competition and isolated thinking. Good leadership creates connections and avoids points of disconnect.

The opposite of “I deserve” isn’t denying ourselves. We must take care of our needs in the same way we take of the needs of others or we will not be able to properly serve others.

The antidote is remembering that leadership is not a position but a role. It’s a gift and it is temporary. It’s channeling all that we are for the benefit of others.

Leadership is something we live, for others.

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Posted by Michael McKinney at 10:00 PM
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8 Essential Principles of Effective Leadership

Gayle Beebe has written a book on how effective and moral leaders develop and more importantly, how they must continue to develop. Too often leaders think they have made it and stop working on themselves. Eventually they become leaders in title only. He writes in The Shaping of an Effective Leader:

Our understanding of leadership does not come to us all at once. It takes time. In our instant-oriented culture we often want to short-circuit the thinking, reflecting and acting that mark our progressive development as leaders. Understanding how leaders develop and why they matter requires discernment, wisdom and insight.

Leadership development is a process. Seeking instant results and ladder-climbing can leave us little to show for our efforts. Some leaders “penchant for moving on has allowed them to avoid facing the consequences of their decisions” thereby restricting their development. “They have changed responsibility so often that they have failed to undergo the development that comes from facing mistakes.” Then too, some leaders are so busy “fixing problems” with personnel changes that they never really face the core issue—themselves.

Beebe draws heavily on Peter Drucker’s teachings and writings. The implementation of these eight principles will have a profound impact on your leadership:

The Necessity of Character. “The formation of our character creates predictability to our leadership. Predictability, dependability and consistency: these three qualities ensure that our leadership is reliable and motivates people to place their confidence in us.”

The Importance of Competence. “Drucker emphasized the importance of a liberal arts education, which he believed was the best training for learning how to synthesize discrete pieces of information into a meaningful whole….All knowledge must be brought to bear on our challenges.”

The Advantage of Team Chemistry. Generosity builds teams. Greed destroys them. “Eventually it leads to a lack of respect for the needs and ambitions of others because our own needs and ambitions overrun all normal boundaries and expectations….It is made manifest by an excessive need for acclaim, attention or compensation. It also is evident in an inability to share the limelight. Malice and thoughtlessness are twin manifestations of this same inner drive.”

The Interplay of Culture and Context. Cultures shape people. “An appropriate structure (culture) is the one best suited to maximize the performance of our people.” In addition, “culture is also shaped and influenced by the environmental context in which it exists….One of the biggest mistakes a company can make...is when it operates on the basis of what it prefers and how it believes a society should function, rather than how the society actually operates.”

The Strength of Compatibility and Coherence. “We have to know ourselves well enough and understand ourselves deeply enough to enter into the kind of human communities that will sustain us.”

The Guidance of Convictions. “An individual must balance a strong self-understanding and self-esteem with the necessity of confronting all issues both objectively and subjectively….A self-differentiated leader is one who has a head (intellectual capacity) from which he speaks with conviction while having a heart (empathetic capacity) with which he stays connected to people.”

The Significance of Maintaining Our Connections. “Remaining connected to our work associates even when we make hard decisions is only possible if we maintain personal integrity, display competence, create team chemistry, develop a great culture, retain a level of compatibility that motivates, and display a level of conviction and predictability that people trust.”

The Opportunity to Make an Ultimate Contribution. The ultimate contribution is in our quest for meaning. “Work, meaningful as it may be, can lose its appeal….Drucker advocated developing a second interest long before we exhaust our first interest. This parallel career becomes not only our lifeblood for meaningful work and service opportunities in the future, but also a source of great support if we were to experience major setbacks in the present.”

Beebe writes, “These principles do not operate separately from one another. Indeed, they build on each other, and their effect is cumulative.” These eight principles will improve our contribution as leaders if we are mindful of them on a daily basis throughout the rest of our lives. At each level our character is tested and developed. Effective leadership is built on moral authority grounded in character. Leadership is a privilege that we earn every day.

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Posted by Michael McKinney at 10:36 PM
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The Inner World of the Leader: On the Couch with Manfred Kets de Vries

Why do organizations attempt to function on the basis that executives are logical, rational, dependable human beings?

And why does the belief persist that management is a rational task performed by rational people according to rational organizational objectives?

These are just a couple of the questions and myths that Manfred Kets de Vries grapples with in his series, On the Couch with Manfred Kets de Vries.

Kets de Vries is a clinical professor of leadership development at INSEAD. His background in economics, management, and psychoanalysis, adds a great deal of richness and context to the study of leadership. Over the last three years Jossey-Bass has published a mostly revised and updated collection of his rather large body of thoughtful-provoking writing in this series of three books.

The opinion of one of the power holders in the [Harvard Business School] Organizational Behavior department was that I would never write anything. That particular person must have had a very good understanding of human behavior. One of the small pleasures of life is doing something people say you will never do. I believe that [Reflections on Character and Leadership] is my twenty-ninth book. I have always thought that academics are masters in character assassination.

Kets de Vries begins the series with Reflections on Character and Leadership. In it he examines some of the major issues about leadership. What makes a leader? What is good leadership? And what is bad? What happens to organizations if a leader derails? What are the impacts of successful and failed leadership on followers and organizations?

Every leader needs someone who is willing to speak out and tell the leader how it is in order to create checks and balances—the counterweight of the person in power. Without such people leaders easily derail and organizations can become paralyzed by fear, mistrust and insecurity. He explains how leaders construct organizations that are great places to work.

The era of the highly structured organization is past….Clearly, some executives may not be able to deal with the ambiguities that this new kind of networking, boundary-less organization entails—the external boundaries in an organization can be removed fairly easily, but the boundaries inside people’s heads are more difficult to dissolve. Weaning some leaders away from their need for authority, structures, and controls may take considerable time and effort. In the long run, however, it will be well worth it. Eventually, they will enjoy their work more, and be more effective.

Kets de Vries says that narcissism is an inescapable aspect of human nature—and leadership. It has had a generally bad press. “There is such a thing as a healthy dose and it lies somewhere on a wide spectrum that ranges from grandiosity and showmanship to denigration and coldness.” He begins Reflections on Leadership and Career Development by discussing narcissism and leadership.

Leadership can be pathologically destructive or intensely inspirational. But what is it about the leaders themselves that causes them to be one or the other? I believe the answer lies in the degree of narcissism in the personality of the leader in question.

He discusses the qualities characterize great leaders and the interactions, both positive and dysfunctional, between leaders and followers. “The truly effective leader “is the one who knows how to balance reflection and action by using self-insight as a restraining force when the sirens of power start singing.” He takes a look at leadership archetypes and how they operate within organizations—and how to deal with them. He concludes with an examination of the issues, anxieties, and opportunities that we face at midlife and beyond. How can we alter our perspective on life to become “twice-born”?

Finally in Reflections on Groups and Organizations, Kets de Vries looks at leadership issues in the context of groups and organizations. He examines various ways in which neurotic individuals create neurotic organizations. He describes how folie à duex—literally “madness shared by two”—works in an organizational setting; how individuals’ activity or passivity and tendency toward conformism can contribute to the process and what checks and balances could be used to forestall and manage dysfunctional leader-follower relationships.

Kets de Vries doesn’t believe leaders are born. While some seem to have a head start, leadership potential can be developed. “Leadership potential is a delicate interplay between nature and nurture.”

An effective leader is someone, says Kets de Vries, “who is a little like a Zen riddle, or kōan—a paradox who is comfortable dealing with paradoxes. Because a leader has to be active and reflective, an introvert and an extrovert, engaged in both divergent and convergent thinking. A leader needs IQ, but also EQ. A leader has to think atomistically, but also holistically, for the short term and the long term. Anyone who can balance these contradictions effectively will do well.”

He advocates the building of an organization wide coaching culture ad discuss how it can be implemented.

There are several basic things that any leader has to do: provide focus, understand what makes their people tick, set an example, and make things happen. However, the distinguishing factor between mediocre and great leadership is always the same: the creation of meaning….When it comes down to it, people are searching for meaning.

This series of books cannot be read quickly. Each book in the series seeks to understand leaders, human nature and its vicissitudes. They need to be reflected on. They will challenge your thinking, widen your perspective and inspire you to do better.
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Posted by Michael McKinney at 04:08 PM
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12 Reasons You Will Be a Better Leader this Year

1. Because you are generous with information. You know it enables and values others.

2. Because you eschew the trappings of power. You respect your position too much to let yourself become self-absorbed and disconnected from those you serve.

3. Because you know leadership isn’t about how well you are appreciated, but it’s about endlessly showing your appreciation of others. Leadership isn’t about how you feel, but how you make others feel.

4. Because you are honored to lead, you genuinely respect and care for the people you serve.

5. Because you avoid the trivial and stay focused on your core values and the vision they enable. You will always pay attention to what matters most and you communicate it tirelessly and with clarity.

6. Because you are driven to produce and are accountable for it and expect the same from others.

7. Because you take time to reflect to keep yourself aligned and to continually evaluate your impact.

8. Because you exercise. You know that regular exercise not only makes you feel better physically and it has a profound impact on your cognitive abilities and mental health.

9. Because you are curious, you are committed to being a lifelong learner and building a learning culture within your team and organization. You won’t rely on what worked for you in the past.

10. Because you are humble enough to know that you don’t have all the answers and it doesn’t have to be your way and it is in fact, unhealthy for you to insist on it.

11. Because you are committed to building others greater than yourself. You are validated not by your own knowledge and accomplishments but by those you help to succeed. You are passionate about and energized by the people you serve.

12. Because you know that you are setting an example for others to follow. Everything you do matters. You know it’s not about you.

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Posted by Michael McKinney at 12:02 AM
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True North Groups

You can’t do it alone. We often try to, imagining that we can see and know the things we need to know without the discerning eye of a outside point of view. Bill George and Doug Baker remind us in True North Groups that, “We need people around us to whom we can look for support and advice, who can help us develop as human beings. We need them to help us become better leaders in our work, our communities, and our families.”

It’s easy to get off track. “Most of us know what our True North is, but we are constantly pressured from external sources to deviate from it. Or we are seduced by extrinsic rewards like money, power, and recognition that cause us to detour from our True North.”

A True North Group is comprised of six to eight trusted peers who meet on a regular basis to discuss the important questions of their lives and to support each other during difficult times. At various times, each person in the group will serve as a mentor or coach to others.

True North Groups are not just about having a place to go to help you with your challenges. Done well, a group will encourage you to make the necessary course corrections that will help you to avoid the avoidable problems we all can get ourselves into. Save us from ourselves so to speak. It’s also a place to share successes.

At stake is our own vulnerability. Even if we are afraid of the idea, it’s not difficult to see the value in it. George and Baker have been doing this for decades and share the nuts and bolts of creating your own group. It begins with picking the right people and that may not include your close friends. It’s based on trust and a commitment to personal growth. The authors list the following characteristics of ideal group members:

• Curiosity about themselves, others and the world
• Willingness to challenge assumptions about life
• Comfort with self-reflection
• Commitment to continuing personal growth
• Respect for themselves and others
• Ability to listen without judgment
• Ability to hold confidences
• Willingness to be open and share their life stories
• Not self-absorbed
• Ability to commit time and energy to the group
• A sense of humor and a positive outlook on life is always helpful.

Next steps include, Norming (establishing how the group functions), Storming (behaviors that may impede your group), Performing (maintaining and renewing your group) and Reforming (the need to restructure and start again).

The appendix provides topics for discussion to get your group going and thinking in the right direction. You’ll also find Member Contracts, Ground Rules and other valuable resources for your own True North Group.

Trying to develop yourself as a leader on your own is risky. True North Groups are a way to grow as a human being and as a leader in an environment of trust, confidentiality, intimacy, affirmation, support and honest feedback.

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Posted by Michael McKinney at 02:27 PM
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Do You Have Moral Overconfidence?

In a recent Bloomberg Businessweek article, Harvard Business School Dean, Nitin Nohria stated that because we all suffer from “moral overconfidence,” the most important thing business schools could be teaching is humility. He writes:

Many people view “character” as an immutable trait formed during childhood and adolescence. I believe character development is similar to the development of knowledge or wisdom—it’s a lifelong process. The world isn’t neatly divided into good people and bad people. Most will behave well or poorly, depending on the context….Business leaders need to remember that most of us have too much confidence in our strength of character.

Nohria is exactly correct. Good leadership is humble leadership. Humility is living in truth. The truth about our limitations and an understanding of our proper relationship with others. And do we share with each other a moral overconfidence—a certain naiveté about ourselves that carries with it the seeds of our own destruction.

Humility gives us a better understanding of how we are to treat each other. Without it we operate from only one perspective—our own. This kills influence. As leaders, we are to work with people, not over them. It is far too tempting to think hierarchically and not relationally.

In Leading Without Power, Max De Pree says that “Leaders belong to their followers.” Too many leaders try to create a buffer between themselves and their followers, when instead, they need to be leading from among their followers. A humble leader will close the gap between themselves and others.

Humility manifests itself in understanding the need to learn. Authority disciplined by humility is teachable. It is arrogant to think that once we have the position or a title, we’ve arrived. We never arrive. It is merely an opportunity to learn from another perspective. If you stop learning, you stop leading. It’s something we need to stay on top of because if we don’t, life has a way of bringing us up short in an effort to get us to wake-up and start learning. Leadership has a way of revealing our weaknesses.

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Posted by Michael McKinney at 04:07 PM
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3 Self-Limiting Mindsets that Will Hold You Back at Work

This is a guest post by Joel Garfinkle, author of Getting Ahead: Three Steps to Take Your Career to the Next Level. Garfinkle asks, “What makes one person more successful than another?” Getting Ahead is a straightforward guide to help you eliminate your blind spots to improve how you are perceived, increase your visibility and exert your influence. Great material.

The workplace has enough challenges and obstacles without us getting in our own way. But too often, we sabotage ourselves. Whether it’s internal forces that cause us to sell ourselves short or it’s a matter of having been conditioned not to “toot our own horn,” people have a marked tendency to avoid the limelight when in truth they belong in it. What’s more, if you’ve always been the ‘unsung hero,’ management wants to know who you are.

In my executive coaching business, I’ve worked with scores of clients over the years to help them overcome self-limiting mindsets that were holding them back in the workplace. Here are some of the most common issues:

1. Not making an effort to be visible to management. Some of my clients were frustrated because they felt chronically underappreciated, undervalued and anonymous. “I can’t get ahead because nobody knows who I am or what I do for this company,” is a common refrain. This is a particularly severe problem where managers are “results-oriented” while paying scant attention to developing the processes and people that bring them those results.
   
   It’s up to you to ensure that you get credit for your accomplishments. Make a conscious effort to keep your boss apprised of the progress you are making and the projects you complete successfully. If you want to be valued and appreciated, you need to make sure management knows what you are doing and how your efforts contribute to the company’s bottom line.


2. Believing it’s the boss’s job to manage your career. Career management is your job, not his. Don’t leave your career management up to your boss.
   
   You may need to take charge of your employee evaluation process yourself. To do this, first get an understanding of how the employee evaluation system works. Find out exactly what criteria or metrics your boss is using to evaluate your performance. This will probably require a sit-down session.
   
   Once you know how you will be evaluated, you need to prepare in advance for the evaluation. Keep careful notes on all your accomplishments for the company. Put dollar figures on them whenever possible. The more numbers, the better. Then take initiative to schedule sit-downs to discuss your progress throughout the year. Don’t rely on your manager to do it.
   
   Then, at least a month before your annual evaluation is due, schedule another appointment. Hand your boss an itemized list of your accomplishments for the year. Say, “Here’s a list of the things we’ve discussed over the year. I thought this would come in handy for when you write my eval.” Then let it go at that. If your manager is on the ball, though, and writes your eval way ahead of the deadline, you may need to schedule your meeting even earlier. The important thing is to take initiative and stay ahead of the curve.
   
   Management wants to make their star employees look good. Some of them don’t have the administrative or managerial skill set to allow them to do that, though. They get distracted and don’t know what a good, solid evaluation even looks like. Managers will appreciate that you took the time.


3. Failure to notice the opportunities around you. Some workers limit themselves by getting so focused on their immediate jobs and departments that they lose sight of the big picture. One solution: Think two levels up. Make sure you know about the key issues and projects not just in your immediate department, but at least two levels up from you. You should also network within the company and find out who the key players are in other departments. Keep your ear to the ground to learn about new initiatives, particularly in revenue-generating endeavors or where you will have an opportunity to create substantial savings for the company.
   
   If your immediate boss can’t or won’t promote you, you need to have options. By exposing your talents, skills and value to leaders in other departments, you enhance your chances of gaining a promotion. It’s not just who you know; it’s who knows you! Work hard to maximize your exposure for lateral movements and promotions.

Remember, if you don’t take credit for your own success, someone else will. That doesn’t serve your own interests. And if you think about it, it doesn’t serve the long-term interests of the company. You have a professional duty to yourself as well as your company to make sure your accomplishments are recognized and credited to you.

Joel A. Garfinkle is recognized as one of the top 50 coaches in the U.S., having worked with many of the world's leading companies. He is the author of seven books, including Getting Ahead: Three Steps to Take Your Career to the Next Level. View his books and FREE articles at his Executive Coaching Services website. You can also subscribe to his Executive Leadership newsletter and receive the FREE e-book, 40 Proven Strategies to Get Promoted Now!”

Posted by Michael McKinney at 10:11 AM
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If You Will Lead ... Well

If You Will Lead by Doug Moran, is a good book for reading chapter by chapter and stopping to reflect on each one. Based on Kipling’s poem “If–,” Moran has created the “If” Sixteen Leadership Framework to help us answer four important questions:

1. Who am I, and what do I believe?
2. What do I want?
3. How will I attract and motivate others?
4. How will I earn and retrain the privilege to lead?

Combining historical lessons with examples of his contemporaries, Moran effectively communicates the sixteen attributes: character, authenticity, integrity, self-efficacy, ambition, vision, boldness, resilience, inspiration, courage, selflessness, stamina, composure, patience, enthusiasm, and accountability.

Leadership is a choice and how well you will lead is up to you. “The greatest uncertainties associated with leadership,” writes Moran, “are how we use the skills and abilities we have, how hard we work to acquire and build those we don’t, and how well we create positive change by inspiring and motivating others. We reduce the uncertainty by becoming more aware of what it takes to lead well. We reduce uncertainty further by choosing to invest and commit ourselves to our development.”

If You Will Lead is an outstanding personal leadership development program and would make a good core resource for a sixteen week leadership program.

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Posted by Michael McKinney at 03:58 PM
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No Fear of Failure

Gary Burnison, CEO of Korn/Ferry International, shares one-on-one conversations with a dozen successful leaders in No Fear of Failure. He found a common theme in these conversations: they each “exhibited tremendous courage around the possibility, and even the inevitability at times, of failure. In the face of uncertainty, they draw on an inner strength that allows them to strive for what is possible rather than become paralyzed by the risk of failure.”

Indra Nooyi, chairman and CEO of PepsiCo, on Learning: “The one thing I have learned as a CEO is that leadership at various levels is vastly different….As you move up the organization, the requirements for leading that organization doesn’t grow vertically; they grow exponentially….If you want to improve the organization, you have to improve yourself and the organization gets pulled up with you….Just because you are a CEO, don’t think you have landed. You must continually increase your learning, the way you think, and the way you approach the organization.”

Vicente Fox, former president of Mexico, on Humility: “The higher leaders rise, the further they move from where they began. The danger is that success will undermine their humility, leaving them out of touch and disconnected….There are so many temptations that would undermine your humility. You have to develop that part, work on it all your life. It’s easy to fall on the other side, especially when you are in power and have a position.”

Daniel Vasella, MD, chairman of Novartis AG on Stewardship: A vineyard owner pointed to a stone wall and explained how his grandfather had started building it and then his father added to it as did he. Vasella “found this to be a fascinating analogy. It’s like no great cathedral was build in one generation. There are several implications. First, you’re not here to take advantage but rather to add. Second, you will not finish. Third, it is very important that the overall vision of what is being built be shared by several people over time.”

Coach John McKissick, the “winningest” coach in football on Coaching: “I don’t coach football, I coach kids.” His code is “to live clean, think clean, and stop doing all the things that will destroy them physically, mentally, and morally, and to start doing things that will make them cleaner, finer, and more competent. That’s not a sacrifice. I tell them that all the time. ‘I’m helping you be a better person and a better player.’”

One of the most important leadership lessons Burnison learned in his career was that “leadership is all about the other person. No matter the topic—whether someone is being fired or has just told you about a serious health issue—that person should leave your office feeling better than when he or she entered.… For the CEO there is no off-the-cuff remark. Leadership demands introspection and an understanding of the clout that one’s words and actions carry.”

The conversations Burnison shares will influence your leadership in profound ways. As leaders, we need to keep learning. It’s key to our success. It’s sad how many leaders do not actively pursue their own leadership development. This book will help.

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Posted by Michael McKinney at 09:49 AM
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It’s Not About You

It’s Not About You by Bob Burg and John David Mann, is the story of a leader’s journey. A journey any good leader has to take.

Ben begins with an agenda. His job is to convince or if necessary, to steamroll a manufacturer of high-quality chairs to accepting a merger. Ben’s company believes it to be a good thing, but the target company is not so sure. Ben’s mindset as he starts out is: “how do I get them to do what I want them to do.”

Somewhere between getting people to understand him and slowing-down long enough to understand them, he found his answer.

Through a series of encounters with a mentor—Aunt Elle—and a lot of reflection Ben comes to understand that it is not about him. His journey causes him to reflect on five lessons:

Lesson #1: Hold the Vision. The hard part isn’t coming up with the vision, it’s holding on to the vision. “As a leader, your job is to hold fast to the big picture, to keep seeing it in your mind’s eye, with crystal clarity, where it is you are going—that place that right at this moment exists only in your mind's eye. And to keep seeing that, even when nobody else does.”

Lesson #2: Build Your People. “People have all sorts of amazing qualities and natural abilities trapped inside them. With the wood, it’s knowing how to apply the heat. With people, it’s applying your belief.” If you give people something great to live up to, they usually will. “How influential you are, comes down to your intention. What are you focused on? Your benefit, or theirs?” The more you yield, the more power you have.

Lesson #3: Do the Work. Be humble and stay grounded. Aunt Elle said, “People who achieve great things that the world will never forget, start out by accomplishing small things the world will never see.”

Lesson #4: Stand for Something. Lead from who you are. People will figure it out anyway. People need to trust your competence, but they need to trust your character more. “Competence is simply the baseline, the thing that puts you in the game. It matters, but honestly, it’s a dime a dozen.” The authors remind us that you can only lead as far as you grow. Aunt Elle says, “What you have to give, you offer least of all through what you say; in greater part through what you do; but in greatest part through who you are.”

Lesson #5: Share the Mantle. It’s not about you. “You are not their dreams, you are only the steward of those dreams. And leaders often get it backwards and start thinking they not only hold the best of others but they are the best….The moment you start thinking it’s all about you, that you’re the deal, is the moment you begin losing your capacity to positively influence others’ lives.”

Whatever great parenting looks like, it is not about the parent.

It’s Not About You is a great presentation of solid life lessons. A book to be read and passed around. Unfortunately, “it’s not about you,” is not the kind of lesson that once learned, is always remembered. If it was, fewer great leaders would finish poorly after so many years of outstanding service. This is an issue that we face over and over again, but hopefully in ever diminishing frequency and intensity as our leadership matures. This book is a great reminder of the power of the right kind of leadership; leadership that comes from an inner strength of understanding, service and outgoing concern for others.

Sometimes the hardest thing to grasp about leadership is that it is not about you. It’s easy to make it about us. We want to do something, so naturally we push; when actually we should be pulling by considering the needs of others first. In leadership, as with so much in life, the more we give, the more we have.

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Posted by Michael McKinney at 09:29 PM
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Maxwell's 5 Levels of Leadership

OVER 30 years ago, John Maxwell began developing the 5 Levels of Leadership. It has been presented before but never to this depth and completeness. The 5 Levels express a way to understand and organize your leadership growth.

Each of the levels builds on the previous one and you can only progress to the next level once you have mastered the previous level. As you go higher it is easier to lead because your influence grows as well, as your leadership becomes more service-oriented. Maxwell says it takes longer than you think to get to the top level—and many never do. At the same time, you can go down very quickly. But if you have developed the right kinds of relationships with others, they will support you through your missteps and fumbles.

As shown below, the first level is POSITION. At this level, people follow you because they have to. Your influence comes from your position. While that’s not bad—you probably got the position because of your leadership potential—you don’t want to stay here. Leadership is about relationships and leaders will make it their business to develop them.

The second level is PERMISSION. People follow you because they want to. Permission is about building relationships. It focuses on the value of each person and opens up communication. Connecting with others begins with connecting with and growing yourself. Understanding that the first person I must get along with is me, the first person to cause me problems is me, the first person that must change is me, and the first person that can make a difference is me.

Level three – PRODUCTION – recognizes that relationships alone are not enough. A leader is tasked with getting things done. Production level leaders are followed because of what they have done for the organization. They get things done. Their credibility is based on their example. The ability to get results alone doesn’t make you a leader. Leaders are measured by what the entire group accomplishes and not by the individual efforts of the person in charge. Leaders develop their people into a team to get results. To get to the next level you must develop your people.

The fourth level is PEOPLE DEVELOPMENT. Leaders become great because they empower others. They develop more leaders. “Production may win games, but People Development wins championships.” People development assures that growth can be sustained. Self-centered, insecure leaders neglect this stage in their development.

Maxwell estimates that less than 1 percent of all leaders ever reach Level 5 – THE PINNACLE. Leaders at this level understand that the highest goal of leadership is to develop more leaders, not to gain followers or do work. Level 5 leaders develop Level 4 leaders. Developing leaders that can, in turn, develop leaders is hard work and takes a great deal of skill, focus, and a lifetime commitment. But those leaders that do create Level 5 organizations. They create opportunities that other leaders don’t. Level 5 leaders leverage their own leadership through others. People follow these leaders because of what they are and what they represent. “When you lead an organization, you can’t be focused on just fulfilling the vision or getting work done.”

In addition to describing each of the Levels in detail, Maxwell shares upside and downside of each Level, how the 21 Irrefutable Laws of Leadership relate to each Level, an assessment to gauge your current level of leadership, and most practical, a growth guide to help you understand the mindset needed to move from one level to the next.

If you want to make a positive impact on the world, learning to lead better will help you do it. Leadership is influence and it is a process. It is not so much the ability to wield power and authority as much as it is the ability to listen to and influence others. And that has very little to do with your position.

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Posted by Michael McKinney at 07:26 AM
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Too Many Bosses, Too Few Leaders

Rajeev Peshawaria says ironically, even though leadership hasn’t changed, we have Too Many Bosses, Too Few Leaders. The difference between mere bosses and leaders is that “leaders find the energy to stay on and fight, and energize others around them, while nonleaders give up.”

“Superior leadership requires incredible amounts of emotional energy—the power to stay the course despite the most formidable of obstacles.” This energy comes from discovering your purpose and values.

One of the biggest reasons we have many poor leaders is that too many of them get into leadership for the wrong reasons—personal fame, fortune or glory—or are given positions based on competence alone. Peshawaria cautions that “accepting a leadership position without carefully considering what you really want for yourself and for the people around you is a very dangerous proposition.”

Real leadership is not easy or glamorous, but before you make the decision to lead, you should ask yourself six questions:

1. What few things are most important to me?
2. Do I want to (a) lead a simple life rich with everyday small pleasures, (b) achieve great success in an individual endeavor, (c) lead others toward a better future, or (d) do something entirely different with my life?
3. What results do I want to bring about?
4. How do I want people to experience me?
5. What values will guide my behavior?
6. What situations cause me to feel strong emotions?

Fundamentally, the question is, “in the interest of the greater good, are you willing to put self-interest on the back burner and focus more on others’ success? That is the true essence of leading others.” If so, the next question is “How can you be most effective?”

As a leader you need to focus on what he calls brains, bones, and nerves or setting direction, execution, and organizational culture. The trick of course is staying focused on these issues and not becoming distracted with all of the work you should be delegating.

To lead, says Peshawaria, “leaders must first uncover their own sources of leadership energy—their purpose and values—then enlist a few co-leaders and align their energy toward a common purpose. Finally, the leader and her co-workers must galvanize the energy of the rest of the organization by shaping and managing the brains, bones, and nerves of the enterprise.”

In his view then, leadership development programs should help participants to become more self-aware—who they are and what they want. Peshawaria notes IMD Switzerland professor George Kohlrieser’s thought that “when development focuses too much on presenting the ‘how-to’s,’ the result is not deep enough to change the inner life of a leader.” For the most part, most leaders know enough to lead, what is often lacking is the emotional intelligence to use it appropriately.

In light of the rapidly changing world, Peshawaria raises an important question: Does it still make sense to identify a few, anoint them as high potentials, and invest disproportionately in their development? As leaders, we are not good stewards of people if we don’t give everyone a “similar development diet” and let the “cream rise to the top on its own. Peshawaria asks, “What if the world changes in ways that require a totally different type of potential in five years compared with the benchmarks used to identify today’s high potentials? What about late bloomers—those who may not show early brilliance, but might become very valuable later on? And what about the negative impact on the morale of those not chosen as high potentials? It might be time to rethink the ‘best practice’ of identifying and developing a pool of high potentials.” Amen. Then too, we also might want to rethink what it means to be a leader and stop developing functional leaders and instead develop true leaders that can lead in changing contexts. That’s an entirely different focus.

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Posted by Michael McKinney at 08:01 AM
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The Anywhere Leader

In an environment of uncertainty and disruption, a successful leader must become what Mike Thompson calls an Anywhere Leader.

The anywhere leader is the kind of leader who can land on their feet no matter what the setting or situation presents. Mike Thompson, author of The Anywhere Leader, says that “managers who have advanced their careers through tumultuous times are the ones who find a way to fit in, build trust, and contribute in any setting in which they are placed.”

In order to adapt to and broker positive change in any environment, the Anywhere Leader possesses three key traits:

Driven for Progress: Driven more by progress than politics. This means that they are discerning, daring and determined. Because they are driven for progress, they operate with the right and proper motives and remain determined.

To become a discerning leader, you need to immerse yourself in a constant state of evaluation…. Because these leaders never view their decisions as static, they aren’t consumed by trying to make the perfect call. They can confidently move forward, knowing that they can, and will, make adjustments as they go.

Sensationally Curious: Having an exploratory mindset. They are consummate learners, who continue to grow and improve themselves, their team, and their work. Corollary strengths include being reflective, receptive and perceptive.

Anywhere Leaders have a distinctive ability to go deep with their own personal insights—calling upon their experiences, connecting with them, and forming some pretty strong opinions from them—yet put their egos aside and be open to the opinions of others. These leaders aren’t afraid to shift their thinking. They are in pursuit of the best idea regardless of whether it comes from them or from someone else.

Vastly Resourceful: Able to get the most out of whatever you have to work with. Related strengths include being imaginative, inclusive and inventive. Because they are resourceful they never get stuck in uncertainty, but invent their way through setbacks and out of tough spots.

Leaders who can imagine are leaders who don’t get stuck.

Thompson devotes a chapter to developing each of these traits. Few have all of these traits in ample amounts but awareness creates an opportunity to develop and/or manage these qualities. Not everyone is cut out to be an Anywhere Leader, nor does everyone need to be, says Thompson. “A job for an Anywhere Leader is one that features uncertainty—the unfamiliar, the unknown, and the unpredictable nature of business.”

Thompson suggests that you structure your life so that you are accessible, wired (connected), attuned, and un-nested (MBWA) so that you are transportable or able to lead effectively, anywhere and everywhere you are.

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Posted by Michael McKinney at 10:49 PM
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Credibility: How Leaders Gain it and Lose It

Credibility is the foundation of leadership.

Unfortunately, many people today do not trust their leaders. “Many wonder if there are any leaders left who have the strength of character to sustain their trust,” write Jim Kouzes and Barry Posner in Credibility: How Leaders Gain it and Lose It – Why People Demand It.

While there is no single reason for it, “there is the gnawing sense in many corridors that leaders are not competent to handle the tough challenges; that they are not telling the truth; and that they are motivated more by greed and self-interest than concerns for the customer, the employees, or the country.” The time is ripe to revisit this topic.

Credibility is a wake-up call to get back to the fundamentals; to remember that leadership is about relationships. “The secret to closing the credibility gap lies in a collective willingness to get closer, to become known, and to get to know others—as human beings, not as demographic categories, psychographic profiles, voting statistics, or employee numbers.”

The process of building and sustaining credibility requires six disciplines: discover your self, appreciate constituents, affirm shared values, develop capacity, serve a purpose, and sustain hope. The authors devote a chapter to each of these issues.

Personal responsibility is key to building and restoring credibility. Personal responsibility means understanding not only your actions, but the likely consequences and attending to them. Kouzes and Posner suggest following the “Six A’s of Leadership Accountability”: accept, admit, apologize, act, amend, attend.

Leadership isn’t easy and in a constantly changing world, things like credibility and competency can seem elusive. But if we act on a daily basis, “in ways that increase people’s belief that we are honest, competent, inspiring, and forward-looking, people will be much more likely to want to follow your direction.” When leaders walk the talk, others are more likely to follow.

Some leaders think that credibility once demonstrated and earned, is complete. But it must be renewed daily in everything we do. Unfair or not, it is the life that a good leader has chosen and demonstrates the understanding that the function of leaders is to serve, not be served. Credibility is an important book to help you sustain your influence. They conclude:

Renewing credibility is a continuous human struggle and the ultimate leadership struggle. Strenuous effort is required to build and strengthen the foundations of working relationships. Constituents do not owe leaders allegiance. Leaders earn it. The gift of another’s trust and confidence is well worth the struggle and essential to meeting the challenges of leading people to places they have never been before.

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Posted by Michael McKinney at 04:46 PM
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What to Ask the Person in the Mirror

While we might like to think otherwise, here is a fact about successful leaders:

Successful leaders go through significant periods of time in which they feel confused, discouraged, and unsure of themselves and their decisions. They feel as if they should be somewhere else, doing something else.

And unsuccessful leaders go through the same thing. The difference, says Harvard professor Robert Kaplan, is “how they deal with these periods of confusion and uncertainty. The trick lies not in avoiding these difficult periods; it lies in knowing how to step back, diagnose, regroup, and move forward.”

This means not having all the right answers, but learning to ask the right questions. The challenge will be asking the right questions and making to the time to reflect on them. Reflecting is the key ingredient here and what many of us are short on. In his timeless book, What to Ask the Person in the Mirror, Kaplan offers seven basic types of inquiry or areas of focus—actually a system of inquiry that ties the leadership function together—that you should be looking at on a regular basis:

Vision and Priorities. In this foundational area we need to be very clear and communicate it in a way that helps others to be able to determine where to focus their own efforts. Have you developed a clear vision and have you identified three to five clear priorities to achieve that vision?

Managing Your Time. Your vision and priorities are reflected in the way you use your time. Track your time for two weeks. How does this compare to your key priorities?

Giving and Getting Feedback. Most leaders do not effectively coach their subordinates, and also fail to get the critical coaching that they themselves need in order to excel. Do you cultivate advisors who are able to confront you with criticisms that you may not want to hear?

Succession Planning and Delegation. When leaders fail to actively plan for succession, they do not delegate sufficiently and may become decision-making bottlenecks. Have you identified potential successors for your job? Why not?

Evaluation and Alignment. It is often extremely difficult as an insider to see where you and the organization have drifted out of alignment. If you had to start again, how would you do it? Would you be doing the same things? Does the design of your organization, your incentive systems, your culture, and even your approach to leading still fit the needs of the organization?

The Leader as Role Model. Many leaders fail to appreciate that their actions speak louder than their words. Self-awareness is critically important. Write down two or three key messages you believe you send with your behavior. Seek advice from key subordinates and advisors who directly observe your behavior, in order to answer this question: is there a “disconnect” between the messages you wish to send and those you are in fact sending?

Reaching Your Potential. Know and learn to manage your strengths, weaknesses, and passions, not only to bring out your best, but also to create this same environment and aspiration among your staff.

It’s not uncommon to find leaders that just stick to what they know best and not address those areas where they feel uncomfortable or insecure. All of these areas need to be reflected on as they each have an impact on the other. Taking the time to reflect is not easy and “doesn’t sound like fun, and may not sound as important as the fifty other things you have to fit into your day—but it works.” And be sure to take the time to reflect on these issues with your team as well.

With many down-to-earth examples, Kaplan will expand the range of questions you should be asking yourself. What to Ask the Person in the Mirror will help you to rethink unsustainable behaviors that are damaging to both you and your organization and help you to mature and grow in your leadership role.

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Posted by Michael McKinney at 03:57 PM
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Who’s the Real Leader in Your Office?

This is a guest post by Jeffrey Cohn and Jay Moran, authors of Why Are We Bad at Picking Good Leaders?

How often have you wondered who the real leader is in your office? Maybe you need to delegate a critical project, and you can’t afford to put your faith in someone who is not up to the job. Or maybe you work under several managers, and you want to make sure that you are building rapport with the one who counts. Or maybe you’d like to do some self-inventory in order to gauge how far you might rise after four or five additional years. All of these are good reasons for wondering how to accurately assess leadership potential.

Unfortunately, most people have been taught to think about this issue in all the wrong ways. As a society, we rely on some rather misguided ideas about leadership success. As a result, when it comes to leadership selection decisions, we commit some pretty big errors.

The first mistake stems from not knowing what qualities to seek in potential leaders. For decades we have been told that a charismatic personality, or Ivy-League training, or certain style, make all the difference. They don’t. None of these factors is a reliable predictor of leadership effectiveness. Other times we focus on qualities that do matter, but we don’t go far enough to seek a healthy balance. For example, we gravitate toward individuals who possess enormous passion and vision, but who lack solid character. Or we promote people with impressive courage, but who lack enough empathy to handle sticky social situations.

The second big mistake we make when trying to judge leadership potential is the use of insufficient assessment techniques. In other words, even when we know what to look for, we don’t know how to look. We rely on backward looking interview questions, or inappropriate personality tests, or letters of reference from those who simply cannot predict how a person will perform in a fundamentally new position. Even the perennial favorite among promotion criteria – prior performance – is not a good indicator of future leadership success. At best, it tells only half the story. A solid manager with ten years of experience in sales, for example, might be poorly suited for a generalist role that will require her to lead an entire division.

In our book Why Are We Bad at Picking Good Leaders? the two of us answer these crucial “what” and “how” questions. Based on more than fifteen years of experience working with premiere executive education programs and some of the best organizations in the world, we explain how to identify the very best leaders. Here are some highlights that will help you make your own determination:

• Focus on the Qualities that Count. There are seven essential attributes of leadership success—integrity, empathy, emotional intelligence, vision, judgment, courage and passion. Take away just one, and a person who is called upon to lead will eventually fail. For example, former BP CEO Tony Hayward successfully climbed the corporate ladder for more than 25 years. But when the Deepwater Horizon exploded in 2010, his leadership faced a stiff challenge. In particular, he needed a strong sense of empathy to deal with an outraged public and a diverse set of competing constituents. Unfortunately, he was not up to the task. During an early interview, he claimed that the oil spill was “relatively tiny” compared with the “very big ocean,” and he consistently underestimated the extent of the leak. Obviously the spill wasn’t tiny from the vantage point of the Gulf Coast fishermen who lived nearby. Worse was the comment Hayward posted on Facebook to the effect that more than anyone else, he wanted the crisis to be over because, he said, “I want my life back.” This quip was widely seen as insensitive to the men whose lives had been lost in the explosion. President Obama responded, “He wouldn’t be working for me after any of those statements,” and although his days were probably already numbered, that was the last straw. Hayward lacked the kind of empathy that leaders need to survive.

• Use the Right Assessment Techniques. Not too long ago, we met with a Fortune 500 president who was reeling from a poor hiring decision. Just six months after filling a key position, the company had to terminate its new hire and start a search all over again. When we asked the president how he and his team chose the person who was originally selected, he said: “He [the candidate who was hired] had great experience in the industry, a track record of turning around underperforming business, and already had relationships with several of our largest customers.” In addition, the company hired a search firm that conducted extensive background referencing, and all signs were positive. The candidate was results-oriented, friendly, well liked, and driven. While these findings sounded good, further investigation on our part revealed that the president fell into some classic assessment traps. The most serious mistake he made was relying on an evaluation process that was essentially backward looking. The president spent large amounts of time going over the candidate’s résumé and credentials: he asked about prior successes and failures, he asked others how the candidate performed, and so on. But this backward-looking investigation has limited predictive value when trying to determine a candidate’s likely success in a fundamentally new position. In our assessment practice, we overcome this obstacle by using a variety of different techniques, including simulations and case studies, direct observation in group settings, and specially created hypothetical scenarios that test a candidate’s leadership potential. This last technique is critical because it is forward looking. Unlike a typical interview question that asks candidates to discuss what happened in the past, these hypothetical situations present candidates with unfamiliar and challenging leadership situations. No amount of preparation or interview savvy will enable a candidate to fudge her answer or game the interview process.

For more information on how the best companies in the world find first-rate leaders, including how to order Why Are We Bad at Picking Good Leaders? visit PickingBetterLeaders.com or email the authors directly at jcohn@liag-advisors.com and jmoran@liag-advisors.com.

Posted by Michael McKinney at 05:48 PM
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42 Rules for Your New Leadership Role

Whether you have just been given a new leadership role, are currently in a leadership role, or have consciously decided to begin to lead from where you are, Pam Fox Rollin has created a concise guide for doing it successfully. 42 Rules for Your New Leadership Role gives you a starting point to work from to help prevent costly errors from occurring and will also aid in improving one's overall leadership experience.

In all the busyness that surrounds a new role, it’s easy to forget the essential little things that make all the difference. We easily get caught up in the activity and don’t slow down enough to think about what it is we really need to be doing. New roles bring with it new expectations and that means doing things differently than we have done them before. 42 Rules will help you to gather your thoughts and lead thoughtfully. A quick daily review will help to keep you focused on the agenda that really matters.

The book is divided into seven sections:

Set Yourself up for Success: Take charge of your start. New roles require new starts. “When brains are overloaded, people tend to rely on what they’ve done before, even when that didn’t work very well or is out of place in the new context. Ironically, this tunnel vision and rigidity is especially true of leaders who have experienced success.”

Map the Terrain: Investigate what matters. “If you’re going to deliver for someone, make it your priority to deliver up. That gives you breathing room to deliver for everyone else.” Common mistakes: Seeing smoke and running off to chase fires; Adopting other people’s agendas with insufficient data and thought; Becoming buried under the pent-up piles of tasks.

Show up Wisely: Know yourself. Use your strengths, but avoid diagnosing problems to suit your strengths—dragging the problem into your comfort zone. “If you're good at running numbers, be aware that you may frame problems quantitatively, when lack of strategic insight is at the root of the problem. Seeing problems as they really are—rather than as you are—is especially essential in your first months on the job.”

Start your Wins: You will feel the pressure to start with something dramatic. Pick smart quick wins. “The quick wins you choose will signal to others what matters to you….Bold moves in the second and third quarters of your tenure tend to accelerate your career.”

Create your Management System: Define your own processes. At the same time, “lighten up on talking about ‘your leadership style’ and think more about what you could do that would be truly useful for your team members and colleagues.” Spotlight your team and grow more leaders.

Stay Smart: Keep learning. “If you neglect to stay smart, seek feedback, and build your network, no one is likely to mention the gap. You’ll just become less valuable.”

Set You and Your Team to Thrive: “Many people can drive themselves and their teams to exceed expectations for a quarter or two. The real challenge is to build a team—and a life—that sustains high performance.”

“Extend a hand to the next round of leaders by sharing what you’ve learned.”
What rules have helped you in your leadership role?

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Posted by Michael McKinney at 06:36 PM
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5 Leadership Lessons: Redesigning Leadership

John Maeda is the president of the Rhode Island School of Design. In Redesigning Leadership, he—with co-author Becky Bermont—pulls the leadership lessons from the ups and downs of his time there. In his transition from MIT to RISD he found that the two words “free pizza” were a powerful motivator to convene large numbers of students. “Making people work together can be fairly challenging, but getting them to eat together is somehow vastly easier. A meal is often a catalyst for a conversation that can lead to a collaboration, and a meal is a natural happening to signify closure when the collaboration has been completed.”

Leadership is never easy and it is made more difficult by what I perceive is a growing sense of entitlement we all feel in our culture. It’s not all good or bad, but it is something to deal with. Redesigning Leadership is a slim book, but it is full of great thoughts like these:

  Learning something new means finding not just a new way to see the world, but often a new way to change the world. Artists constantly seek to find new and improved means to transform ideas into reality.

  Artists rely on their intuition much more than those who are analytically trained. Analytical people tend to take a complex problem and reduce it to its component parts in an effort to solve it step by step. Artists, however, attempt to make giant leaps to a solution, seeming to ignore all constraints. By making those leaps, they sometimes miss the solution completely. But they are not afraid to miss the target.

  Ironically, with all the communication technologies at our disposal today, it’s still difficult to get a message across to the person sitting right next to you in a reliable fashion. The shortest communication path between two people is a straight talk.

  In forming any team, the most basic challenge: getting folks to take the big step away from just being themselves (the thing we all know best) and joining something larger (the thing we fear may let us down).

  Whether brought by duty or desire, once people are in the same room, they’ve assumed the basic stance of being a team—which is to be together. Preconceived negative opinions don’t evaporate, but at least negativity can mix with positivity in the room, which by electrical principles results in the neutralizing of the respective +/- charges. I now consider this the most basic concept to leading a team.
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Posted by Michael McKinney at 09:52 AM
Permalink | Comments (0) | Communication , Creativity & Innovation , Five Lessons , Leadership Development

7 Essential Attributes for Picking Good Leaders

We complain about our leaders. So we eventually get rid of them and we move on to the next one with the hope that it will be different this time. But it’s not. And we’re back where we started.

Jeffrey Cohn and Jay Moran ask Why Are We Bad at Picking Good Leaders? “For starters,” they write, “because selecting the right people can be very, very, hard.” It’s easy to say that if we had better choices, we would pick better leaders. But that means that we are promoting the wrong people through the system. “If the only candidates with experience are simultaneously not qualified to lead, how did they get in the running for leadership positions?” Good question.

To me, it’s obvious we are looking for the wrong things in our leaders and the right things are difficult to judge. Often the things that first attract us to a leader are not the attributes that make a good leader in the long term. “The truth is that most of us like a little bit of rock star in our leaders. We respond to their magnetism, their celebrity.” Charisma and smooth talk just aren’t enough.

From their work in succession planning and executive assessments, they have isolated seven leadership attributes that come up again and again, that provide the key to leadership success. These attributes they caution, must be viewed as a whole, because if you take even one away, you end up with someone entirely different. “If any one of these attributes is missing, a person who is called on to lead will eventually fail.”

These seven are the basic building blocks of a leader and other aspects of leadership flow from them. For example, innovation “requires the imagination to conceive of a new vision, the judgment to ensure this vision is practical and can be implemented, the empathy to anticipate how others will react to the new idea and to garner their support, and the courage to stick with a plan despite inevitable bumps in the road.” (They note that because innovation draws on so many of the seven attributes it is a rare quality among many leaders.) They are:

1. Integrity. “Integrity is the fundamental leadership attribute….Integrity is the fundamental attribute that keeps everything else secure.” Without integrity, things break down fast. Kroger CEO Dave Dillon remarked, “Integrity allows you to assume important characteristics about how things work.” As a result it fosters trust which leads to higher productivity. (See more on this on Facebook)
2. Empathy. Defined as a fundamental ability to tune in to others, it “is critical for leadership for many reasons. Combined with integrity, it drives trust. It gives followers a sense that their interests are being looked after, and this creates positive energy. Followers who sense that a leader appreciates them are motivated to carry out their duties in a more committed way.”
3. Emotional Intelligence. This is self-mastery or the ability to “perceive, control, and improve the connection between what we feel and the way we act.” It’s about self-awareness. Do I know myself? Can I control myself? Do I look for ways to improve?
4. Vision. A frequently abused term, vision starts with imagination and an inquisitive mind. “Visionary leaders are good storytellers who are capable of weaving together interesting connections.” Vision provides direction.
5. Judgment. Good judgment is good decision making. “This sounds simple enough, but the origins of how and why people make the decisions they do are actually quite complex.” It’s the ability to zero in on what’s important, see the whole chessboard, and take decisive action.
6. Courage. There is always conflict. “Leadership means being on the front line of those conflicts. It means facing conflicts, mediating and shaping them, sometimes at the risk of great personal cost or freedom.” How often does a fear of standing out inhibit your ability to do the right thing?
7. Passion. A leader’s passion or drive is important because it creates positive energy. “They attract followers and act as catalysts for the formation of highly motivated teams.” High energy and enthusiasm are signs of passion but the trick is to determine where that fire comes from and is the leader in it just for themselves. There is a balance to be maintained with the other six attributes.

Each attribute is discussed in detail—with examples of leaders who have it and those who don’t—and they suggest practical ways to access their presence in potential leaders—or yourself for that matter. This exercise should help you better understand which aspects of your own leadership might be holding you back and should be addressed. This book is a valuable tool for evaluating the efficacy of your own leadership development program.

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Posted by Michael McKinney at 04:39 PM
Permalink | Comments (0) | Leadership Development

Can I Lead? Yes. But…

There is a danger in selling leadership to everyone.

Serious practitioners of leadership know that there is a lot of work that goes into being a good leader (dictators of any variety, not so much).

Competence in your chosen context for leadership aside, the life-long inside work of leadership—figuring out what you won’t do before you figure out what you will do—is sometimes gut-wrenching and sometimes the most thrilling feeling you can experience.

Character usually isn’t explicitly stated in the sales pitch. Instead, leadership is quite often seen as a way to be heard, to advance your own agenda and to put yourself out front.

It is no surprise that Alan Webber recently wrote in the Washington Post:

You will be told that you have a responsibility to be leaders. That what the world needs more than ever are leaders. That we suffer from a lack of leadership. That with your education, your values, your ability to apply social media, your global vision, your youthful idealism, you will be the next generation of leaders!

Now. Listen. Very. Carefully.

Pay no attention to any of that. That is what we call hogwash.

Choosing to lead is one of the most rewarding decisions you may ever make. But it’s not about you. Yes, you will bring your unique and much needed gifts to the world, but not for your own sake. Your job is to use your gifts to help others express, make known and fulfill their potential. Influencing others with a purpose, a calling, and with opportunities they never imagined they had.

It’s a mindset of service. It’s a mindset of continual learning. It’s a mindset of growth.

The single biggest truth of leadership is that we build who we are by building up others.

That doesn’t come naturally to us, but it’s your calling, if you would be a leader.

Posted by Michael McKinney at 03:15 PM
Permalink | Comments (0) | Leadership , Leadership Development

5 Leadership Lessons: What You Need to Know about Developing Teen Leadership

Dan Appleman has written a handbook for developing teen leadership. Based on over 20 years of real world experience, you will find ideas, techniques, examples and even sample statements to guide you. Developing Teen Leadership will not only help you develop leadership skills in yourself and others, but you will find ways to help teens help other teens on their leadership journey.

The challenge for most parents, teachers and teen advisors is first understanding what they believe about leadership. If we think leadership is telling people what to do, it is difficult to guide their understanding of what real leadership is. They learn best by example.

Appleman offers over 50 valuable thoughts that impact your effectiveness with teens. Here are just five:

  Explore options, but leave the decision to them. As a youth advisor, it’s not your job to make things easy on the teens. On the contrary—since people learn from challenges, it is perfectly fine for you to challenge them. One of the best ways to do this is to help them see facets of problems and options that they may not have otherwise considered.

  Listen. The fact that many teens are unwilling to talk to adults is not all, even mostly, their fault. The truth is that most adults are just terrible at listening (both to each other, and to teens and kids). So if you want to have the slightest hope of being heard, your first step is to learn how to listen effectively.

  Don’t be the boss. When people think about leadership, they often think of authority. It’s easy to confuse the two. While exercising authority is a leadership skill, real leadership does not consist of telling people what to do. [Being bossy will get people to participate,] but that participation will usually be less than enthusiastic. The members of the group will tend to wait for instructions rather than take the initiative. And the boss will spend all their time running around, stressing out, and telling people what to do. Teaching teen leaders the difference between a leader and a boss will be an ongoing task.

  Limits. It is a well-known cliché that kids need limits and even want limits. And setting limits is part of your role. Where most adults go wrong is not on the limit setting—it’s with what happens up until the limits are reached. There is a strong tendency to try to control the activity regardless of where the limit is, and that control goes against the development of leadership among the teens. The real challenge for you is allowing the teens to have complete control over the group as long as that limit is not reached.

  Find ways to say yes. Teens and kids hear the word “no” all the time. It’s no wonder many stop asking. The reality is that teens are generally capable of far more than they are ever expected or allowed to do. Part of teaching leadership is to get teens to realize that they are capable of becoming leaders and accomplishing tasks. One of the best things you can do to encourage this is to, as much as possible, eliminate the word “no” from your vocabulary. Except for health and safety and rules issues, the answer should always be some variation of the word yes.

This is not a book about teens. It is a book about how we as adults relate to teens. Because the only tool we have to teach leadership skills (or anything) to teens is the control we have over our own actions. You can spend hours worrying about what the teens are doing or their attitude, but we can only control the things we do and our own attitude.

—Dan Appleman

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Posted by Michael McKinney at 07:10 PM
Permalink | Comments (0) | Education , Five Lessons , Leadership Development

From Values to Action

Former chairman and chief executive officer of Baxter International, Harry Kraemer, has written a genuine, back-to-basics book on value-based leadership: From Values to Action. He presents four interconnected principles that build on and contribute to each other:

Self-Reflection is the most important and is central to your leadership. “If you are not self-reflective, how can you truly know yourself?” writes Kraemer. “If you do not know yourself, how can you lead yourself? If you cannot lead yourself, how can you possibly lead others?”

Self-reflection allows you to transform activity into productivity for all the right reasons. It means “you are surprised less frequently.” It is essential in setting priorities. You can’t do everything. So reflection makes it possible to answer key questions like What is most important? and What should we be doing? in a way that is in line with your strengths and values and organizational goals.

Engaging in self-reflection on a regular, ongoing basis (preferably daily) keeps you from becoming so caught up in the momentum of the situation that you get carried away and consider actions and decisions that are not aligned with who you are and what you want to do with your life.

Balance and Perspective is the ability to understand all sides of an issue. Pursuing balance means you will have to grasp the fact that leaders don’t have all the answers. Kraemer says, “My task was to recognize when a particular perspective offered by one of my team members was the best answer….Leadership is not a democracy. My job as the leader is to seek input, not consensus.”

Because he believes we are more effective if we balance all areas of our life, he prefers the term “life balance” over “work-life balance.” It’s not an either or proposition. “When you identify too closely with your work, you can easily lose perspective and become unable to look at all angles in a situation.” He recommends implementing a “life-grid” to keep track of where you are spending your time and to hold yourself accountable.

True Self-Confidence is know what you know and you don’t know; to be comfortable with who you are while acknowledging that you still need to develop in certain areas. (Comfortable not complacent.) Why TRUE self-confidence?

There are people who adopt a persona that might make others think that they have self-confidence, but they are not the real deal. Instead, they possess false self-confidence, which is really just an act without any substance. These individuals are full of bravado and are dominating. They believe they have all the answers and are quick to cut off any discussion that veers in a direction that runs contrary to their opinions. They dismiss debate as being a complete waste of time. They always need to be right—which means proving everyone else wrong.

Genuine Humility is born of self-knowledge. Never forget where you started. “Genuine humility helps you recognize that you are neither better nor worse than anyone else, that you ought to respect everyone equally and not treat anyone differently just because of a job title.”

After describing each of these principles, Kraemer explains how these four elements play in everyday situations such as talent management and leadership development (“The values based leader is looking for people who exhibit the values that are most important to her.”), setting a clear direction (You’ve been tasked with creating a quick strategy, the first step is to listen. “This is precisely the time that you need to draw upon the capabilities of the excellent team you’ve put together.”), communication (“Never assume you have communicated enough.”), motivation (“What you must do is relate to others by letting them know who you are and the values you stand for.”), and execution (“As you become a leader, you will shift from knowing the right answers to asking the right questions.”).

Kraemer describes a values-based leader well: “Self-reflection increases his self-awareness. Balance encourages him to seek out different perspectives from all team members and to change his mind when appropriate in order to make the best possible decisions. With true self-confidence, he does not have to be right, and he easily shares credit with his team. Genuine humility allows him to connect with everyone because no one is more important than anyone else.”

From Values to Action is an outstanding book and filled with important concepts that any would-be leader would benefit from.

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Of Related Interest:
  Taking Another Look: Leading Minds on Reflection Part 4
  Taking Another Look: Leading Minds on Reflection Part 3
  Taking Another Look: Leading Minds on Reflection Part 2
  Taking Another Look: Leading Minds on Reflection Part 1
  Consider: Harnessing the Power of Reflective Thinking in Your Organization

Posted by Michael McKinney at 04:13 PM
Permalink | Comments (0) | Communication , Human Resources , Leaders , Leadership Development , Management , Personal Development , Positive Leadership

A Case for Reconsidering the Way We’ve Always Done It

A society that doesn’t train their children to think critically, to be aware of those around them, and to serve, must create more rules and regulations than can be accounted for. There will never be enough rules—there are too many variables—especially when people begin to direct their creativity in dysfunctional ways.

The challenge is to develop sound minds. As Kant determined, a person with a sound mind is one that can think for oneself, is able to place oneself in the place and viewpoint of others, and can think consistently and coherently. But it‘s easier, in the short term, to create rules. And we pay a price.

To be sure, I am not advocating anarchy—we absolutely must have rules—and some rules unquestionably make possible the learning process, but when the rules we have in place reflect our lack of engagement, they become disrespectful and de-motivating. It’s easier to lay down the law or set up a checklist than it is to explain the why; to communicate where we’re headed with this idea. From time to time, it is good to think about the rules we have created (or have had handed down to us), that are impeding progress, relevance, imagination and growth both for ourselves and others. Here are a few thoughts to guide that process:

I am a big advocate of tradition, but when “that’s the way we’ve always done it” or “that’s how I learned to do it” gets in the way of relevance or growth, we need to take a step back and reconsider our stand. What we have done may have served us well in a particular place and time, but may only be an irritation here and now.

Rules can reveal a lack of trust. “I don’t trust you to be as smart—considerate or creative—as I am.” And they never will be if not given the chance.

As leaders, we need to be aware of where we are blanketing people with rules and procedures that do nothing more than to serve us and not the people it is our intention to serve. We need to consider that perhaps we have implemented rules to create a comfort zone for ourselves. A world where people act and think like we do. A world of clones. A world on autopilot that requires less of us.

Often our need for rules and procedures is just masking our fear of the unknown. Our attempt to manage a world that is changing faster than we are learning. No leader can do it on their own and rules are no substitute for not trusting, growing and building relationships with people. Where are we hiding behind rules?

Rules, for the most part, do not leverage other people’s strengths and thinking, they mostly mirror our own. Given the chance, people will surprise us with new, different, and better ways to push our agenda forward.

Posted by Michael McKinney at 11:43 AM
Permalink | Comments (0) | Change , Creativity & Innovation , Education , Human Resources , Leadership Development , Thinking

Leading As One: Generating Collective Behavior

To be successful in the world we’re entering, we will need a new set of mental models. While these new models should not exclude the possibility of commanding and controlling, they need to encompass a much wider range of possibilities.

—Thomas Malone, The Future of Work

The challenge facing any leader is turning individual action into collective power. In short, getting people to act as one.

As One by Mehrdad Baghai and James Quigley, is the result of a two year research project conducted by Deloitte Touche Tohmatsu Limited, to understand this common leadership challenge and to answer the question, “What leads to effective collaborations in a wide range of fields?” Not just working together, but working as one.

As we talk about leadership it is easy to confuse ends and means and seek collaboration for collaborations sake. The authors note that collaboration "is a means to an end, not an end in itself, and that because the purposes might be different you might need different styles" of collaboration for different situations. Thus we find successful leadership comes in many different shapes and sizes.

They believe real leadership is about productivity, people and purpose—or As One Leadership—“leadership that results in a cohesive group of people working together effectively toward a common goal or purpose.” Initially the task is identifying which people need to be involved (the Who) and what purpose they need to satisfy (the What) and then How do we need to collaborate to get the results we seek.



What emerged from the As One Flagship Project was the identification of eight models or archetypes of As One behavior. Arranged around two axes: a vertical axis that describes how power is exercised in an organization from emergent to directive and a horizontal axis that conveys the nature of individual’s tasks and outlines how work is organized from highly scripted and uniform to highly creative.

Not surprisingly, these archetypes reflect both top-down and bottom-up styles. The analysis is very balanced. In the descriptions that follow, you can see that different kinds of organizations or situations with different kinds of objectives call for different kinds of leadership. It is enlightening to identify your type of organization and the related leadership approach. The book presents case studies of each type, an explanation of the key characteristics, and a discussion of what you can do to be better at that type.

The Deloitte Center for Collective Leadership was launched in January to advance the study of the As One Collective Leadership discipline and As One behavior. Through research, data collection, and analysis, this center will help define and increase knowledge in the exciting and dynamic field of collective leadership. If you are wondering what your model is, they have created an online As One Classifier tool to figure out which archetype is closest to your current situation.

THE EIGHT ARCHETYPES

The four main archetypes are:

Landlord & Tenants: The Landlord & Tenants pairing is based on landlords’ top-down driven strategy and power: they control access to highly valuable or scarce resources. Landlords decide how to generate the most value for themselves and dictate the terms of participation for the tenants. Tenants voluntarily decide to join landlords, and it’s usually in their best interests to do so. However, once they do, landlords define the rules of participation. Landlords maintain their power by ensuring the best tenants are rewarded, so that, over time, as the number of tenants grows, the landlords’ power increases.

Community Organizer & Volunteers: The Community Organizer & Volunteers pairing is based on volunteers’ bottom-up, autonomous, independent, decision-making ability and their desire to voice their opinions. Community Organizers ignite volunteers’ interest through compelling storytelling and opportunities for volunteers to join in. They may have little direct power over the volunteers, but they can tap into volunteers’ interests by gaining their trust, promoting a strong brand, and understanding their motivations. Volunteers themselves are drawn together by a rallying cry, or out of a sense of enlightened self-interest; they gain their power through a strength-in-numbers approach.

Conductor & Orchestra: The Conductor & Orchestra pairing is based on highly scripted and clearly defined roles that focus on precision and efficiency in execution as defined by the conductor. The orchestra members, who have similar backgrounds, need to be fully trained to comply with the requirements of the job, and, therefore, must be carefully selected to ensure they fit the strict culture and scripted tasks. Belonging to the orchestra provides members with the best way to make a living while focusing on tasks at which they excel.

Producer & Creative Team: The Producer & Creative Team pairing is typically about producers providing their creative team with the freedom to do their best work and reach their natural potential. This pairing is led by legendary, charismatic producers who bring together a team of highly inventive and skilled independent individuals to achieve the producers’ objective. Producers guide the vision and overall progress, while the creative team develops ideas through frequent meetings and interactions using an open culture of collaboration. Dissent is used to push creative boundaries. To maintain longevity in their industry, producers and creative teams need to continuously produce new and innovative ideas.

The four hybrid archetypes combine the characteristics of the adjacent pairings and occupy the spaces between the axes.

General & Soldiers: The General & Soldiers pairing has a command-and-control-type culture combined with a multi-level hierarchy organized around the general’s clear and compelling mission. Soldiers’ activities focus on clearly defined and scripted tasks. They are motivated by advancing up the hierarchy through well-defined roles at all levels. Soldiers undergo extensive training to understand the army and its culture, and to learn specific skills. They are committed to the mission, the overall institution, and each other, while the general provides strong top-down authoritarian direction to motivate and direct them.

Architect & Builders: The Architect & Builders pairing focuses on the creative collaboration between groups of diverse builders that have been recruited by visionary architects to bring a seemingly impossible dream to life. Their visions are so innovative and ambitious that they can’t be achieved simply by using conventional means, so builders often need to reinvent and rethink ways to achieve them. Builders strive to meet ambitious deadlines and milestones mapped to deliberate workcycles. As each milestone is completed, the builders become one step closer to bringing the architect’s dream to reality. The Architect & Builders hero story is based on the development of the world’s cheapest car, the Tata Nano.

Captain & Sports Team: The Captain & Sports Team pairing operates with minimal hierarchy and acts like a single cohesive and dynamic organism, adapting to new strategies and challenges with great agility as they appear. Members of the sports team have a strong shared identity. They have extensive and networked communication channels, and carry out the same highly scripted, repeatable tasks. There is strong camaraderie and trust among the sports team – the collective good outweighs the needs of the individual – while captains are there, on the field as part of the team, to motivate and encourage.

Senator & Citizens: The Senator & Citizens pairing is based on a strong sense of responsibility to abide by the values or constitution of the community, which have been outlined by the senators. Sovereignty is held by both senators and citizens, and the citizens thrive on the values of democracy, freedom of expression, and autonomy. Since citizens are autonomous, the community structure is flexible. There is no set framework or direction organizing the citizens. Instead, much of their direction is emergent as they gather ideas and collaborate with other citizens. Senators are the guiding intelligence for the citizens and oversee decision making for the community.

There is no one size fits all archetype and each archetype is more nuanced than described. Putting As One into practice consists of three steps: First, a diagnostic to assess the who and to do what and then determine the how or what archetype is being used. Second, determine the type of intervention to strengthen the archetype being used or to create a new approach and third to adopt the approach across the organization and applying different archetypes in different situations even in the same organization.

It is an interesting study that begins to create a broader understanding of what it takes to lead at all levels as opposed to the common polarizing either/or discussions of command and control versus collaborative leadership. It also helps to dispel the myth that top-down leadership is synonymous with command and control.

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Posted by Michael McKinney at 12:11 AM
Permalink | Comments (0) | Human Resources , Leadership , Leadership Development

Making the Transition From Bud to Boss

Often, when we are given a formal leadership role a couple of questions come to mind: Will they take me seriously? and How can I develop the influence I need to do this job?

A promotion changes the scope of the kinds of things we have to think about. It changes the degree to which we have to regulate our behaviors, conversation and opinions. In short, it changes our relationship with everyone around us. How will we handle it? What about old friendships? They’re all watching us. It can make us feel a little anxious and insecure.

From Bud to Boss is written for that moment. It is designed to get you pointed in the right direction and engaging in productive behaviors and thinking. Authors Kevin Eikenberry and Guy Harris have organized this book around six key areas of concern:

• Understanding Your New Role—your ability to work with and through others becomes more important than what you can accomplish on your own
• Change—helping people choose to change
• Communication—communicating with others from where they are; Using the DISC (Dominance, Inducement, Steadiness, and Compliance) model to better understand others
• Coaching—Creating balanced feedback and accountability (especially with former peers); Showing support
• Collaboration—Learning to work with and through others; Sharing responsibility more quickly and fully; Dealing with conflict
• Commitment to Success—Attitude and goal setting for yourself and others; Perseverance

What they offer isn’t counterintuitive, they’re just things that we forget to do or find difficult to do and so we don’t. But ignoring them affects our ability to lead. This is an action oriented book and is extensively supported by the Bud to Boss community on the Internet.

To help you get your foundation for leadership in balance, Eikenberry and Harris discuss the impact of your leadership style:

In your leadership style, you probably have a natural “lean” that is a little more toward getting things done or toward people and relationships. One major key to leadership success lies in learning to compensate for the way you lean so that you stay balanced between getting things done and building relationships.

This is a key point. You need to become more self-aware. You will be judged for results, but if you try to get those results without maintaining the respect of those around you, you will ultimately fail as a leader.

So often when we get into a position of authority we begin to think, “How can I get these people to do what I want?” The question seems innocuous enough, but the danger is that it can lead us to focus on controlling others and forget that the task of leadership is to influence others. The authors suggest turning the focus of the question around:

“How do I change my words and behaviors so that I communicate with my team more effectively?” or
“What can I do to create an environment where my team members want to do ______?”

Rephrasing the questions in this way shifts the focus away from controlling others toward controlling your own words and actions so that you can gain greater influence with them. This shift in focus helps you concentrate your energy and efforts where they have the greatest impact.

This kind of thinking places responsibility where it should rightfully be. You. They write, “Control what you can. Influence who you can.”

From Bud to Boss provides direction and tools that will allow you to take the right action and build confidence—the essential forward momentum you need to be successful.

It should go without saying, but it is said, so I’ll mention it. No book, speech or coach will ever be able to cover everything you could need to know. Because the players are all different, it isn’t possible to address everything specifically. So the trick for us, is to get the general principles down and learn to apply them. That’s really what good books, speakers and coaches try to do; give you principles and tools that you can learn to apply properly in the situations you face as they come up. That’s what From Bud to Boss does well. The rest is up to you.

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Posted by Michael McKinney at 08:35 AM
Permalink | Comments (0) | Human Resources , Leadership Development

Frances Hesselbein: To Serve is To Live

FRANCES HESSELBEIN is a remarkable leader because she doesn’t try to get others to think of her as a leader, she tries to get others to think of themselves as leaders. Reading her autobiography, My Life in Leadership, I was struck by the importance she places on inclusion, respect, civility, decency, honor, honesty and faithfulness. It’s not surprising then, that she never thought of herself as a “woman leader,” but always as “a leader who is a woman.”

Hesselbein didn’t start out to be a leader, but she became one by expressing her best self in all that she did. An example for all would-be leaders to follow. Her mantra is, “to serve is to live.”

Her father was her hero and when he died, she dropped out of college to help support her family. Later she married and raised a family with no intention of leaving her hometown in Pennsylvania. Later to help out, she volunteered to serve as a Girl Scout Troop leader.

Eventually, as doors opened for both her and her husband, she was asked to head the Girl Scouts of the USA which she did from 1976 to 1990. From her contribution there, she was named “Best Nonprofit Manager in America” by Fortune Magazine. In 1998 she was awarded the Presidential Medal of Freedom in recognition of her exemplary leadership as CEO of Girl Scouts of the USA, her role as the founding president of the Drucker Foundation, and her service as “a pioneer for women volunteerism, diversity, and opportunity.”

My Life in Leadership is full of lessons. Here are just five of the lessons she has learned along the way. I’m certain you’ll find at least one that will improve your leadership approach and thinking.

  Lesson about Diversity and Inclusion:

“If we value diversity and inclusion, then we must ask, ‘When they look at us, can they find themselves?’ This is the powerful question that uncovers whether an organization practices what it preaches.” At the Girl Scouts of the USA, she worked hard to make sure people of all races and backgrounds could find themselves in the organization.

She writes: “One of the most important parts of transforming a large and complex organization is inclusion: engaging all of the people every step of the way... Inclusion is a powerful value: when we open up the organization, dispersing the leadership, including people from across the enterprise, there is a new energy, a new synergy.”

  Lesson about Developing Leaders at all Levels:

At one point she asked her staff to introduce themselves to each other at a meeting. She shares the story of a staff member that understands what it means to think like a leader—be a leader—no matter where you find yourself in an organization:

“My name is Troy. I work in the mail room, and I like to think of myself as the heart of the organization. Everything that comes into the organization comes through me. Everything that goes out of the organization goes through me. I am the heart of the organization!” She adds, “Troy’s ‘heart’ brought to us new insight about the importance of every person and every position. I’ve never forgotten Troy and that moment.”

  Lesson about Respect for Others:

When making a decision about change you can’t stall in indecision but you can’t run over people either. She explains how she handled a touchy situation and then writes:

“When does the sled take off? Is the question for all leaders, knowing that we can fail if the sled leaves too early with too few people on it, or we can wait too long, and someone else will have filled the need and eaten our lunch…. It takes managerial courage to decide that it is time for the sled to take off when many are hesitant to climb on board. A leader respects their opinions and their positions, but cannot be deterred by them. Later these people may change their minds and join you, but if you act in a dismissive way that diminishes them, they never come back. Save the face and the dignity of the people who oppose the initiative. That is a key principle in managing change and mobilizing people around that change.”

  Lesson in Seeing Yourself Life Size:

In 1981, at a GSA meeting, Peter Drucker told them: “You do not see yourself life size. You do not appreciate the significance of the work you do, for we live in a society that pretends to care about its children, and it does not.” Hesselbein said, “I wanted to refute this, but could think of nothing to say. Drucker continued, “And for a little while, you give a girl a chance to be a girl in a society that forces her to grow up all too soon.” Hesselbein adds, “We took him seriously.”

How many of us see what we do “life size?”

  Lesson on Listening:

Hesselbein says the number one element of listening is “banish the but.” She writes: If we want people to listen, we must banish “but” from our vocabulary. How many times have we had someone tell us how well we performed—and we were feeling good about the feedback, listening carefully—then we heard “but,” and the positive, energizing part of the feedback was lost in the “but” and what followed it. “But” is nobody’s friend—listener or speaker. “And” provides the graceful transition, the non-threatening bridge to mutual appreciation, the communication that builds effective relationships.

Hesselbein believes that “in the end, it’s the quality and character of the leader that determines the performance.” As President and CEO of the Peter Drucker Foundation for Nonprofit Management (now the Leader to Leader Institute), she was asked what the two most powerful messages were that he left with her. She said, “Think first, speak last” and, “the leader of the future asks; the leader of the past tells. Ask, don’t tell.”

In the foreword, Jim Collins sums up well the example of Frances Hesselbein:

No matter what knocks you down, you get up and go forward. You might be appalled by horrifying events, but never discouraged. You might need to deal with mean-spirited and petty people along the way but never lose your own gracious manner. You might need to confront a litany of brutal facts and destabilizing uncertainties, but it is your responsibility, as a leader to always shine a light.

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Posted by Michael McKinney at 06:00 PM
Permalink | Comments (0) | Leaders , Leadership Development

Leadership: Artistry Unleashed

The executive functions … are feeling, judgment, sense, proportion, balance, [and] appropriateness. It is a matter of art rather than science, and is aesthetic rather than logical.

—Chester Barnard, The Functions of the Executive

Leadership is an art. But what does that really mean?

Leadership can be taught in the way that art can be taught. There are techniques and principles that need to be understood. Seeds that can be planted. But ultimately it has to be practiced and experienced. There is the part that really matters, as Georges Braque observed, that can’t be explained. That is the art; the ever-changing context of leadership and the dance between leaders and followers that molds and shapes both the leader and follower. There is an art to bringing leadership teaching into the nuance of life.

Leadership practiced, is artistry unleashed.

Hilary Austen does a masterful job of explaining, even if indirectly, the art of leadership in Artistry Unleashed. She takes design thinking beyond the surface concerns of practical design and to the processes behind it. These are important issues for leaders as we face what Austen terms enigmatic problems: those that push us to the edge of what we know. “Our best solutions to such problems lie not just in better analytical tools but in a fundamentally different approach to our work—an approach that follows from cultivating qualitative intelligence in our given profession or medium.” Any more quantitative approaches alone won’t work. She explains the difference:

“Quantitative thinking allows us to be precise and to share understanding; we use it to define fairness and rationality and effectiveness. It’s this utility that has led so many people to equate quantitative thinking with intelligence.”

“A qualitative approach embraces the unexpected, the subtle, the open-ended, the unique, the poetic; it escapes rules, single answers, or single perspectives. These features are by their very nature hard to pin down and can be quite unnerving to people who want precise information and specific answers. The quantitative approach gives us the means to predict and control what we can measure, to record and codify what can be clearly defined, to collect sharable facts, and to identify universal rules and laws.

To be sure, Austen is not advocating one or the other. “Each has its own set of purposes, and developing one does not mean abandoning the other. Achieving artistry means being able to use qualities to help you work when that’s what the situation demands; it doesn’t mean rejecting quantitative methods.”

We gravitate to quantitative thinking. We like things nailed down. Numbered. Labeled. Defined. It gives us some certainty. It makes us comfortable. We can check it off and move on confident that we’ve done the “right thing.” Unfortunately, life is messier than that. Austen cites Ted Sorenson’s observation from his book Decision-Making in the White House: “White House decision-making is not a science but an art. It requires not calculation but judgment….Every decision a president makes involves uncertainty.”

Qualitative thinking is less about imposing an answer and more about shaping an answer from awareness of the present and feedback from the application of knowledge to it, when predetermined steps and measurable goals are absent. The present and the possible are considered at the same time so that ends and means influence each other as they occur. Austen writes, the “interdependent relationship between ends and means is a hallmark of artistic work. As your effort to solve an enigmatic problem proceeds, the ends evolve as means are generated. Likewise, as means unfold, new ends become possible; these may, in turn, demand new means.”

It means managing the tension between mastery and originality in search of the possible. “The forces that drive mastery are conservative. Mastery brings predictability and control to action. By contrast, originality is driven by often unpredictable responses to immediate experience. Finding originality means leaving behind some of what you know. Artistry is driven forward by the interplay of these two competing forces.”

New York University professor David Ecker’s six phases of qualitative problem solving developed from the work of John Dewey, described in Artistry Unleashed by Austen is helpful:

In the first phase, artists engage what Ecker calls the presented or initial relationship between existing qualities….Some of these relationships may be problematic, others intriguing, and so they attract the artist’s attention. Different practitioners may see different qualities and make sense of what they see differently, depending on the ideals, concepts, and sensibilities they bring to bear on the situation.

In the second phase, working with these initiating qualities and their interrelationships, artists enhance some and destroy others….They begin to imagine possible ends—what Ecker calls ends-in-view. Artists enhance, destroy, shape, and reshape initiating qualities, ultimately turning these qualities into the means they can use to reach the qualitative end-in-view they have imagined.

The third phase that Ecker identifies can be recognized because a pervasive quality eventually takes hold of the work in progress….In the fourth phase, the artist can make subsequent changes based on how they fit, or don’t fit, with this pervasive quality.

In the fifth phase, exploration and experimentation still occur, but they do so as tests of what will and will not sustain the pervasive quality….Finally, in the sixth phase of Ecker’s sequence, a total quality is shaped, and the work is judged complete.

A leader’s function is to create the disequilibrium needed to go from the known to the unknown possibilities. Qualitative thinking is important to the leader because without it we can easily impose answers rather than exploring possibilities. We can too, get in our own way by overvaluing the importance of our own experience and thought and thereby limit possible outcomes.

Austen develops a Knowledge System model comprised of the interdependency of Experiential Knowledge, Conceptual Knowledge, and Directional Knowledge, that can be used to help anyone develop and apply qualitative thinking. The cursory view I present here of the connection between business and art, she more fully develops in her book. The examples she gives dramatically demonstrate this important connection and essential understanding needed by leaders of every type.

Related Interest:
  5 Leadership Lessons: Artistry Unleashed

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Posted by Michael McKinney at 01:21 AM
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Managing Yourself First Checklist

Make sure that the first person you are managing every day is yourself. Take good care of yourself outside of work so that you can bring your best self to work every day. Arrive a little early to work and stay a little late. Focus on playing the role assigned to you before trying to reach beyond that role. Focus on doing your tasks, responsibilities, and projects very well, very fast, all day long. If you want to carry weight with your boss, that should be your primary focus. Be a problem-solver, not a complainer. Commit to continuous improvement through rigorous self-evaluation.

Think about context and figure out where you fit in every situation. Continually ask yourself, “Where do I fit in this picture? Why am I here? What is at stake for me? What is my appropriate role in relation to the other people in the group? What is my appropriate role in relation to the mission?” Concentrate on playing these roles 110 percent. Contribute your very best thoughts, words, and actions. No matter how lowly or mundane or repetitive or minor your tasks and responsibilities might seem in relation to the overall mission, play your role to the max. Attitude matters—a lot. Effort matters—a lot.

Start mastering the art of human relations. Approach every relationship by focusing on what you have to offer the other person rather than on what you might want or need. Be a model of trust. Remove your ego. Listen carefully. Empathize. Exhibit respect and kindness. Speak up and make yourself understood. Be a motivator. Celebrate the success of others.

Make yourself a great workplace citizen. Under-promise and over-deliver. Don’t bad mouth others, and try not to speak about others unless they are present. Keep your word. Keep your confidences. Be an accurate source of information. Don’t keep other people waiting. Instead of under-dressing, overdress. Practice old-fashioned good manners..

Adapted from It’s Okay to Manage Your Boss by Bruce Tulgan.

Posted by Michael McKinney at 08:13 AM
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quickpoint: The Benefits of Hardship in Character Development

Adversity and hardship contribute to character development when they cause personal reflection and introspection about a leader’s behavior and influence. Hardship can cause leaders to look inside themselves, asking questions the answers to which can result in huge learnings and behavioral adjustments. Hardship can reveal a leader’s behavioral blind spots, inconsistencies, weaknesses, personal limitations, ad ineffective or bad behaviors.

Hardship and adversity can also be cleansing. They can have a refining effect. Through suffering, the dross of one’s personality can be removed. It can cause a leader to look at personal behavioral challenges related to anger, impatience, fear, selfishness, and so on. Adversity can also produce a clearer focus and concentration on what is important in life and what is not.

There is also a maturing element to hardship. Mature means being seasoned, tested, hardened, weathered, ready, and fully developed. Thus, adversity and hardships can take each of us to a higher level of character development.

(Adapted from: Building Character: Strengthening the Heart of Good Leadership by Gene Klann)

Posted by Michael McKinney at 08:45 AM
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Bury My Heart at Conference Room B

In Bury My Heart at Conference Room B, Stan Slap cuts through a lot of the dancing around that occurs in many leadership discussions.

It should go without saying that emotional commitment improves organizational performance. If in doubt, Slap spells it out in the first third of the book. The way to get that emotional commitment, says Slap, is for you to live your own deepest values in your work environment. While any organization should encourage this, most often they don’t. “What companies want most from their managers is what they most stop their managers from giving. What managers want most from their jobs is what they most stop themselves from doing.” So, it’s up to you. The process of managing this tension what Bury My Heart is all about. The underlying problem is this:

Companies can’t get emotional commitment from their managers because the company believes it needs to be the dominant organism in the relationship, which causes managers to have to repress their own values—and so causes them to detach emotionally from their jobs.

Fear drives this tension: Are we going to survive as an organization if we are not in control? Slap says the only sustainable solution is leadership. “Leaders are people who live their deepest personal values without compromise” and because they do, “they’re essentially self-medicated—the pressure’s off the company to provide the deepest motivational fulfillment.” Slap insists that this isn’t licensing chaos but insuring control. Paradoxically, “there is no more reliable way for the company to become the cause than by not always insisting on being the cause.” Allow people to live their values at work.

This isn’t a self-indulgent free-for-all. “Freedom to pursue your values come with responsibility to protect the company’s values.” It becomes an issue of trust between the organization and the individual. “Your job as a manager requires achieving results through others. Leadership is the single best method to do that. As long as your vision doesn’t violate the basic objectives and principles of your organization, those results will be hard for anyone to argue with.”

Your leadership begins by understanding your own values—what is important to you—so you can sell those values to others. Beyond envisioning a “Better Place” of your creation, the people you lead have to see it too. What does life look like for them in this Better Place? Help them to get what they want as they head toward the Better Place. Slap writes:

Every leadership message is an equation that also ends only one way:
= Live better.
If they believe it, they’ll do it. Of course, not everyone you lead will have the same values as you, but if you have communicated them well, “they’ll support yours if yours have positive impact for them.”

Leadership happens to you as soon as you understand your own values and understand how to enroll others in supporting them. Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

Posted by Michael McKinney at 11:47 PM
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Congratulations, You’ve Reached the Next Level

You’ve moved up to the next level. You’ve been promoted to the executive ranks. “You should be uncomfortable,” says Scott Eblin in The Next Level. “If you’re not, you are probably underestimating what’s ahead of you.” Statistically, many do. As high as 40% of new executives fail within the first eighteen months of being named to their positions.

New positions carry with them greater expectations even if those expectations are not clearly stated. You are left to navigate uncharted territory. The single most important thing to remember is that what got you there may not serve you well in your new position. Going to the next level says Eblin, is “about developing consciousness around what is and isn’t serving you as you take those steps. It’s about retaining what is working, staying open to picking up new skills and mind-sets, and having the courage to let go of the behaviors and beliefs that brought you this far when they no longer serve you on your journey.”

Eblin has developed an Executive Presence model that focuses on nine behaviors in three areas that a successful executive should develop on the one hand and drop on the other:

	Pick Up	Let Go Of
Personal Presence	Confidence in your presence	Doubt in how you contribute
	Regular renewal of your energy and perspective	Running flat out until you crash
	Custom-fit communications	One-size-fits-all communications
Team Presence	Team Reliance	Self-reliance
	Defining what to do	Telling how to do it
	Accountability for many results	Responsibility for a few results
Organizational Presence	Looking left, right, and diagonally as you lead	Primarily looking up and down as you lead
	An outside-in view of the entire organization	An inside-out view of your function
	A big-footprint view of your role	A small-footprint view of you role

Eblin covers each of these behaviors in detail with insights, interviews, coaching tips and research. But in an important foundational chapter, he talks about grounded confidence. That is, add value but know what you are talking about. “It is critical for your success that you not dwell on thoughts and self-assessments that cause you to doubt your capacity to contribute.

There is a certain amount of insecurity that comes with any new position, but “insecure people make lousy leaders.” Insecurity causes us to behave in a lot of counterproductive ways: indecisiveness, micromanaging and control, taking undeserved credit and passing blame, lack of teachability.

Eblin says that developing strong relationships with your peers is essential to your success. “Your success in managing relationships will stem from the confidence you have in yourself and your ability to work well with others to make things happen.” This is an area where you need to move quickly.

Your new role brings with it an expectation of your involvement in a wider range of issues. This means projecting confidence in your judgment that “extends beyond functional or technical knowledge.” This means also, more listening and less talking. Being teachable. Getting feedback.

Of course, there is a lot of confidence to be gained by being prepared—being intentional. Eblin’s approach is to begin with the end in mind. You need to consistently ask yourself two questions: “What do I want to accomplish?” “How do I need to show up to accomplish that?”

Practicing new and unfamiliar behaviors can be uncomfortable and seem artificial, but executed repeatedly these behaviors will become ingrained into your character and make them your own. As Aristotle said, “We are what we repeatedly do. Excellence, then, is not an act but a habit.”

Feedback Tip: Ask your colleagues this question—What’s your best advice for anyone who is working on team reliance versus self-reliance (or whatever your working on)? Experience shows that it’s useful to ask the question in this format instead of asking, for example—What should I do to be better at team reliance? Asking the question in a less personal way makes it easier for your colleagues to be candid in their feedback.

The Next Level is an excellent coaching reference book that makes it an indispensable companion guide to any change in responsibility. Keep it handy and bookmark the Situations Solutions Guide that contains practical solutions to scores of situations that predictably occur in most executive careers.

Posted by Michael McKinney at 07:40 AM
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It’s All About You???

In another fine offering from Bob Sutton—Good Boss, Bad Boss—he makes this attention grabbing statement: “To be a great boss you’ve got to think and act as if it is all about you. Your success depends on being fixated on yourself.” What?

Ironically, great leaders know that it’s all about them because it isn’t. Great leaders focus on developing themselves so they can develop others. They know themselves first so they can understand others better. They check their own ego so they can build others. They take responsibility for their own actions before they consider looking at others. They have taken an inventory of their strengths and weaknesses so that they know where they need to check themselves and where they need to partner with others. They understand their own failings so that they are more understanding of others. They are appreciative of the room they have been given to grow and make certain they create this space for others.

It’s about self-awareness. A self-aware leader is in a better position to lead others with authenticity and benevolent concern. Self-aware leaders know how they are coming across to those they lead. Sutton writes, “If you are a boss, your success depends on staying in tune with how others think, feel, and react to you.”

Sutton offers two acid tests for bosses:

1. Do people want to work for you and would they do so again?
2. Do people feel like you are in tune with what it feels like to work for you?

It’s all about you because it is all about them.

Posted by Michael McKinney at 05:25 PM
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Ten Truths about Leadership

In the last 30 years James Kouzes and Barry Posner, authors of the highly regarded leadership classic The Leadership Challenge, have studied leaders all over the world. They understand leadership.

The question they get time and time again is “What’s new in leadership?” They answer that while the context of leadership as changed dramatically, “the content of leadership has not changed much at all. The fundamental behaviors, actions, and practices of leaders have remained essentially the same since we first began researching and writing about leadership over three decades ago. Much has changed, but there’s a whole lot more that’s stayed the same.” That is probably the fundamental truth of leadership development. With that understanding, we can develop leaders in all contexts and weed out fact from fiction.

Based on thirty years of research—more than one million responses to their leadership assessment—Kouzes and Posner have gathered together in The Truth about Leadership, the ten truths that have stood the test of time and they hold true both globally and cross-generationally. They devote a chapter to each of these ten concepts:

Truth #1   You Make a Difference. Before you lead you have to believe that you can have a positive impact on others. When you believe you can make a difference, you position yourself to hear the call to lead.

Truth #2   Credibility Is the Foundation of Leadership. If people don’t believe in you, they won’t willingly follow you. You must do what you say you are going to do. This means being so clear about your beliefs that you can live them every day.

Truth #3   Values Drive Commitment. You need to know what you believe in because you can only fully commit to the organization or cause when there is a good fit between what you value and the organization values. This is true too, for the people you lead.

Truth #4   Focusing on the Future Sets Leaders Apart. You have to be forward looking; it’s the quality that most differentiates leaders from individual contributors. You need to spend time reflecting on the future. Big dreams that resonate with others inspire and energize.

Truth #5   You Can’t Do It Alone. Leadership is a team sport, and you need to engage others in the cause. You need to enable others to be even better than they already are.

Truth #6   Trust Rules. To enlist others, you need trust. Build mutual trust; you must trust others too.

Truth #7   Challenge Is the Crucible of Greatness. Great achievements don’t happen when you keep things the same. Change invariably involves challenge, and challenge tests you. It introduces you to yourself. It brings you face-to-face with your level of commitment, your grittiness, and your values. It reveals your mindset about change.

Truth #8   You Either Lead by Example or You Don’t Lead at All. You have to go first as a leader. That’s what it takes to get others to follow your lead.

Truth #9   The Best Leaders Are the Best Learners. Learning is the master skill of leadership. Leaders are constant improvement fanatics.

Truth #10   Leadership Is an Affair of the Heart. Leaders love what they’re doing and those they lead. Leaders make others feel great themselves and are gracious in showing their appreciation.

These truths should form the basis of any leadership development program. Even more, they are the motivation behind the right kinds of behaviors that go into the formation of good and sustainable leadership.

There are no shortages of problems and opportunities…. Leadership is not about telling others they ought to solve these problems. It’s about seeing a problem and accepting personal responsibility for doing something about it. And it’s about holding yourself accountable for the actions that you take. The next time you see a problem and say “Why doesn’t someone do something about this?” take a look in the mirror and say instead, “I’ll be the someone to do something about it.”

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Posted by Michael McKinney at 08:09 AM
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Are You a Hundred Percent Leader?

Research done by Leadership IQ indicates that 77% of leaders believe their employees are not giving 100%. Employees don’t seem to argue the point. 72% of employees admit that they in fact aren’t giving 100%.

If you want your employees to give 100%, you need to be the kind of leader that creates Hundred Percenters—a 100% Leader. In Hundred Percenters, Mark Murphy, CEO of Leadership IQ, says that the “two most important differentiating factors in separating exceptional from average leaders are Challenge and Connection.” Challenge is the extent to which a leader pushes his or her people. Connection is the strength of the emotional connection they build with their people. You need to decide how much you want to challenge your people and how tight an emotional bond you want to build with them.

The age-old question plaguing leaders is whether it’s better to be loved or feared. What our research seems to suggest is that while fear doesn’t lead to superior results, it’s also true that if being loved means you don’t push people, that’s not so great either. The balance seems to be that leaders should be loved, but they should be loved for pushing people to give 100%, not for coddling or appeasing them.

The degree to which you challenge and connect with your people will determine the results you get. Based on their research, Murphy has divided leaders into four basic types: Appeaser, Avoider, Intimidator and 100% Leader. With the challenges leaders face, appeasing, avoiding or intimidating can seem like necessary approaches; the path of least resistance. But they don’t produce fully engaged and accountable people. In practice, the four types are described this way:



Working for the Appeaser. You’re given enjoyable assignments, you’re allowed to spend most of your time on work that plays to your strengths, your boss gives you lots of positive feedback, and your boss seems to care most about making sure you’re really happy.

Working for the Intimidator. You’re given seemingly impossible assignments; you don’t feel like you’ve got all the skills you need to complete those assignments; when your boss gives you feedback, it’s usually pretty harsh and critical; and your boss seems to care most about achieving his goals no matter who’s with him at the end.

Working for the Avoider. Your boss doesn’t really force too many assignments on you, you’re not really required to learn new skills, your boss lets you figure out for yourself how you’re doing, and your boss seems to care most about not getting in your way.

Working for the 100% Leader. You’re given really challenging assignments, you’re required to learn new skills even in areas you might not consider to be your natural strengths, your boss gives you lots of constructive and positive feedback, and your boss seems to care most about pushing you to maximize every ounce of your potential.

What kind of leader are you?

Posted by Michael McKinney at 11:34 PM
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Bootstrap Leadership: Creating a Blueprint for Your Leadership Development

Leadership is difficult but it is not complex. The most difficult part is you and me; getting ourselves to do what we know we need to be doing; interacting with people the way we know we should, but for all kinds of “good” and easily “justifiable” reasons don’t.

The hardest person you will ever lead is yourself. Changing your personal behaviors and consequently your leadership style is not easy. It requires reflection, a vision of what should be and a plan, but it is ultimately up to you to make the changes. Bootstrap Leadership by Steve Arneson is an effort to guide you into doing just that.

One of the most important capabilities of a leader is self-awareness. That is where this book rightfully begins by asking, “How are you showing up as a leader?”

Arneson believes you need to begin with a definition of what good leadership means to you. “If you don’t know how to define the very thing you’re trying to do, how can you be successful at it?” Unfortunately, many leaders don’t know how to adequately define their role. He says that once you have created your own definition of leadership, you need to “become an evangelist for leadership” and share it with others.

To start pulling yourself up by your own bootstraps and developing a customized leadership development plan, Arneson has provided a self-assessment of 50 statements that correspond to a chapter dealing with that particular need. After determining the areas you need to work on, he recommends that you tackle one each week.

Bootstrap Leadership provides a very doable plan for improving your leadership. By looking at each of the 50 ideas, you will see areas where you can improve your weaknesses and refine and leverage your strengths. It is also valuable in helping others to develop their leadership potential. Invest these 50 ideas in yourself and others.

Resist the temptation to say: “OK, I applied a few of the techniques this year, I’m good for awhile.” Keep stretching yourself.

The best leadership advice? Become a better listener. “If you do nothing else to develop yourself, work on becoming a better listener.” It’s one of the “most effective ways to improve your leadership brand."

Posted by Michael McKinney at 11:46 PM
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Multipliers: How the Best Leaders Make Everyone Smarter

MUCH OF WHAT constitutes good leadership can be summarized in two words: respect and selflessness.

How we relate to those two words will determine how we lead. Consider two assumptions that lie at the opposite ends of the spectrum:

• Really intelligent people are a rare breed and I am one of the few really smart people. People will never be able to figure things out without me. I need to have all the answers.

• Smart people are everywhere and will figure things out and get even smarter in the process. My job is to ask the right questions.

What you believe has a big impact on the performance, engagement, loyalty and the transparency you find with those you lead and interact with. In Multipliers: How the Best Leaders Make Everyone Smarter, authors Liz Wiseman and Greg McKeown refer to those with the mindset represented by the first assumption as Diminshers and those with the mindset represented by the second assumption as Multipliers. It explains why some leaders create intelligence around them, while others diminish it.

The value of Multipliers is that is shows what these assumptions about people look like in practice and how they are reflected in your behavior. How would you approach your job differently if you believed that people are smart and can figure it out? With a Multiplier mindset, people will surprise you. They will give more. You will learn more. What kind of solutions could we generate if you could access the underutilized brainpower in the world? How much more could you accomplish?

It’s not that Diminishers don’t get things done. They do. It’s just that the people around them feel drained, overworked and underutilized. Some leaders seem to drain the “intelligence and capability out of the people around them. Their focus on their own intelligence and their resolve to be the smartest person in the room [has] a diminishing effect on everyone else. For them to look smart, other people had to end up looking dumb.” In short, Diminishers are absorbed in their own intelligence, stifle others, and deplete the organization of crucial intelligence and capability.

Multipliers get more done by leveraging (using more) of the intelligence and capabilities of the people around them. They respect others. “Multipliers are leaders who look beyond their own genius and focus their energy on extracting and extending the genius of others.” These are not “feel good” leaders. “They are tough and exacting managers who see a lot of capacity in others and want to utilize that potential to the fullest.”

The authors have identified five key behaviors or disciplines that distinguish Multipliers from Diminishers. You are not either/or but are somewhere along a continuum. These are all learned behaviors and have everything to do with how you view people. We don’t have to be great in all disciplines to be a Multiplier, but we have to be at least neutral in those disciplines we struggle with.

DIMINISHER		MULTIPLIER
The Empire Builder	Hoards resources and underutilizes talent	The Talent Magnet	Attracts talented people & uses them at their highest point of contribution
The Tyrant	Creates a tense environment that suppresses people’s thinking and capability	The Liberator	Creates an intense environment that requires people’s best thinking and work
The Know-It-All	Gives directives that showcase how much they know	The Challenger	Defines an opportunity that causes people to stretch
The Decision Maker	Makes centralized, abrupt decisions that confuse the organization	The Debate Maker	Drives sound decisions through rigorous debate
The Micro Manager	Drives results through their personal involvement	The Investor	Gives other people the ownership for results and invests in their success

They have developed an assessment tool you can use to see where you are. Importantly, the first place to begin is with your assumptions about people. If you don’t have that straight the rest is just manipulation.

As with most behaviors, we do them because we feel we have to. They are self-perpetuating. We jump in where we shouldn’t and come to the rescue. Under our “help” (domination) people hold back thereby reaffirming our belief that they just couldn’t do it without us. And they can’t or rather won’t. Instead they quit while still working for us or move on.

We see this in ourselves, in others and in organizations of all types. Leaders are especially prone to run over people, because after all, they have the vision, the know-how and the desire to get it done. We have to slow down and remember that we are not there just to get the job done, but to develop others to get the job done. They can (and need to be able to) do it without us. It’s our job to show them how.

In many ways, as leaders, we can become accidental Diminishers. The skills that got us into a position of leadership, are not the same skills we need to lead. Leadership requires a shift in our thinking. Wiseman and McKeown write, “Most of the Diminishers had grown up praised for their personal intelligence and had moved up the management ranks on account of personal—and often intellectual—merit. When they become ‘the boss,’ they assumed it was their job to be the smartest and to manage a set of ‘subordinates.’"

Here are some thoughts—out of context—from the book that will get you thinking:

“Marguerite is so capable she could do virtually any aspect of girl’s camp herself.” But what is interesting about Marguerite isn’t that she could—it is that she doesn’t. Instead, she leads like a Multiplier, invoking brilliance and dedication in the other fifty-nine leaders who make this camp a reality.

One leader had a sign on her door: “Ignore me as needed to get your job done.” She told new staff members, “Yes, there will be a few times when I get agitated because I would have done it differently, but I’ll get over it. I’d rather you trust your judgment, keep moving, and get the job done.”

The path of least resistance for most smart, driven leaders is to become a Tyrant. Even Michael said, “it’s not like it isn’t tempting to be tyrannical when you can.”

Policies—established to create order—often unintentionally keep people from thinking. At best, these policies limit intellectual range of motion as they straitjacket the thinking of the followers. At worst these systems shut down thinking entirely.

“It is just easier to hold back and let Kate do the thinking.” [They resign: “Whatever!”]

It is a small victory to create space for others to contribute. But it is a huge victory to maintain that space and resist the temptation to jump back in and consume it yourself.

An unsafe environment yields only the safest ideas.

[Multipliers] ask questions so immense that people can’t answer them based on their current knowledge or where they currently stand. To answer these questions, the organization must learn.

His greatest value was not his intelligence, but how he invested his intelligence in others.

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Posted by Michael McKinney at 04:28 PM
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Serve to Lead: Make Your Life a Masterpiece of Service

Everyone can be great because everyone can serve. You don’t have to have a college degree to serve. You don’t have to make your subject and your verb agree to serve…. You only need a heart full of grace, a soul generated by love.

–Martin Luther King. Jr.

“Everyone can lead because everyone can serve,” says James Strock. “When service is the basis of leadership, everyone can be a leader.” What’s more, “We’re in a new era, with new rules, new ways to serve—and much greater accountability.”

In a new edition, Serve to Lead 2.0 puts the focus of leadership where it should be. Too often, people think of leadership as being about the leader. A leader who serves has greater influence. Service—not control—leads to trust and increased influence.

In an excellent chapter on management, Strock helps to place management and leadership in perspective and explains some of the nuances of tough love and accountability. “Management is encompassed within leadership.” As leaders, we must develop management skills.

“Ultimately, management is a key to extraordinary service. Individual performance has the limitations of an individual. You may be a virtuoso. Yet, if you are determined to express your individuality in a more expansive way, you must develop management skills and engage others in a larger enterprise.

To achieve ever deeper relationships with greater numbers of customers and other stakeholders, you must master management. Day in and day out, that means you must serve those with whom you work, enabling them to serve ever more effectively.

Filled with examples and quotes, Serve to Lead 2.0 is well thought out and one of the best books you’ll read on how to think about service and how to get your leadership to be one of service.

Strock urges us to make our life a masterpiece of service. It begins by asking the question—who am I serving—throughout our life, minute by minute, hour by hour, day by day. Importantly, it is not a question that we should apply to only one area of our life. It should be an approach we take in all areas of our life—our time, our money, our relationships, and thoughts.

As an ongoing practice, he suggests we continually ask ourselves four questions:

Who am I serving?
How can I best serve?
Am I making my unique contribution?
Am I getting better every day?

Service isn’t easy. It doesn’t always get noticed, but it is what leading is all about. If that is hard to swallow, you need to ask yourself, why do I want to lead?

How many people are trapped in their everyday habits: part numb, part frightened, part indifferent? To have a better life we must keep choosing how we’re living.

–Albert Einstein

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Posted by Michael McKinney at 01:42 PM
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The Little BIG Things

In many ways leadership is about taking an oath of excellence. To a leader, excellence matters. Excellence requires “re-imagining” (to borrow a Peters’ term) your world done excellent. Leaders see things differently and this difference can be taught. Teaching excellence—one behavior at a time—is what The Little Big Things by Tom Peters, is all about.

Some of what you will read in TLBT has been presented on the Tom Peters blog over the years. But for this book, the posts have been edited, revised, organized and conveniently packaged. It’s a compilation of 163 behaviors you can put into practice to achieve excellence in any endeavor. As such, it is not meant to be read straight through. Jump in anywhere it looks interesting. The process here is: read—consider—implement—repeat.

Tom, as we’ve said here before, is good at boiling things down to basics. You’ll find opportunities to pursue excellence in basic insights that produce big results.

Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.

—Henry Clay, American statesman (1777-1852)

Sometimes the little-big-things can seem too “soft” or beneath the demands of business. Tom explains: “Ideas like conscientiously showing appreciation are matchless signs of humanity—and the practice thereof, in my opinion, doubtless makes you a better person, a person behaving decently in a hurried and harried world….Acts of appreciation, to stick with my theme of the moment, are masterful, even peerless, ways of enthusing staff and partner and client alike, and, hence, greasing the way to rapid implementation of damn near anything. That is, ‘Soft is hard’ is wholly pragmatic—and more often than not, effectively implemented, makes the bottom line blossom!”

Excellence has to be challenged into existence. The Little Big Things does just that.

Posted by Michael McKinney at 08:00 AM
Permalink | Comments (0) | General Business , Leadership Development , Management , Personal Development

How to Decommoditize Your Leadership

All leaders want to make a difference; be transformational. And some do and some really don’t. We’ve all known leaders that are easily replaced. And (hopefully) we’ve known some that we can’t imagine doing without.

The difference begins with the bond we create by integrating who we are with what we do. Making a difference has a lot to do with how completely we integrate what we are (our character, values and attitudes) with what we do (our competencies).

All leaders have to set direction, give orders, and display competence. But if that’s all they’re doing, they’re replaceable. What sets one leader apart from another, what makes an order compelling rather than coercive, is the kind of spirit that accompanies their actions; a commanding what-can-I-get-from-them approach or a servant what-can-I-give-them value system. But either way, what makes us take notice is their authenticity—their uniqueness. Are they being themselves or worse still, trying to be something they’re not?

It is in the visible world that our “invisible” inner world is manifested. When we integrate our whole person, we create the potential for meaning in our work, trust with those we lead, and in turn, we build our uniqueness as a leader.

In Rework, they write about building uniqueness in a business: “If you’re successful, people will try to copy what you do. It’s just a fact of life. But there’s a great way to protect yourself from copycats: Make you part of your product or service. Inject what’s unique about the way you think into what you sell. Decommoditize your product. Make it something no one else can offer.” The same is true on an individual level. You are your product. When you put more of you into the equation, you make yourself unique—even indispensable. When you add in humility, you create meaning that people can get behind.

[In Seth Godin parlance:
Indispensable + Humility = a Linchpin you can live with]

Posted by Michael McKinney at 05:25 PM
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What Organizations Value in Leaders

Bloomberg BusinessWeek.com and Hay Group have released the results of their annual survey which ranks the best companies for leadership and examines how those companies develop leaders.

Last year the quality that the Top 20 companies valued most in their leaders was execution—the ability of leaders to achieve results through others. This year, the most valued quality is strategic thinking. "This year's emphasis on strategic thinking suggests that, like an individual recovering from a personal upheaval, businesses today are taking stock: reviewing their options, rethinking their strategies, considering new opportunities and innovations." It also suggests more long-term thinking.




"While the data suggest there is no one best way to grow leaders, the companies that do it best share certain key characteristics. The top 20 companies address leadership development on multiple fronts, from articulating how leadership behavior needs to change to meet the challenges of the future to managing their pools of successors for mission-critical roles. And, despite the chaotic, crisis-strewn atmosphere of the past year, they've continued to make leadership a top priority."



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Posted by Michael McKinney at 09:39 AM
Permalink | Comments (0) | Leadership Development , Weekend Supplement

What Kind of Leadership Will Work in 2010?

The Work Foundation, a British think-tank, released a reaffirming report on the principles of outstanding leadership. They concluded that outstanding leaders do three things:

1. They think and act systemically: they see things as a whole rather than compartmentalising. They connect the parts by a guiding sense of purpose.
2. They see people as the route to performance: they are deeply people and relationship centered rather than just people-oriented. They not only like and care about people, but have come to understand at a deep level that the capability and engagement of people is how they achieve exceptional performance.
3. They are self-confident without being arrogant: self-awareness is one of their fundamental attributes. They are highly motivated to achieve excellence and are focused on organisational outcomes, vision and purpose. But they understand they cannot create performance themselves. Rather, they are conduits to performance through their influence on others. The key tool they have to do this is not systems and processes, but themselves and the ways they interact with and impact on those around them. This sense of self is not ego-driven. It is to serve a goal, creating a combination of humility and self-confidence. This is why they watch themselves carefully and act consistently to achieve excellence through their interactions and through their embodiment of the leadership role.

While these studies are helpful in defining what leaders need to aspire to, what is not so easy is converting these values into daily practice. In another fine article in the Financial Times by Stefan Stern, he offers the conclusions of a study by Rob Goffee and Gareth Jones. In Leaders Must Live Up to Their Promises, he writes, “Mr Goffee and Mr Jones concluded – after speaking to followers, i.e. lower-ranking employees rather than leaders – that the best leaders brought four things to their organisations: a sense of community, a sense that the work is significant, a sense of excitement (or fun), and authenticity (meaning that the personality and behaviour of the leader is consistent and credible).

“Not too many leaders can place a tick by all four of these requirements. Cynical or disillusioned leaders will just add that list to the pile of other leadership theories, which have urged them to become “servant leaders”, “coaches”, “player managers”, and so on. Meanwhile, the disillusionment and dissatisfaction of those who are led grows. And we do not seem much nearer to establishing a clearer idea of what sort of leadership will work in the cynical and confused world of 2010.”

He adds this closing anecdote:

During the British general election of 1959, the journalist Geoffrey Goodman spent the campaign following the deputy leader of the Labour party, Aneurin Bevan, around the country. He made a record of Bevan’s many memorable speeches. One quotation in particular stands out. Contemplating the world’s increasingly interlinked problems, and the leadership that was on offer to deal with them, Bevan summed up what he saw in these terms: “Smaller and smaller men, strutting across narrower and narrower stages.”

Timidity and smallness in our leaders is nothing new. It has to be exposed and challenged, generation after generation. Even while we secretly hope for powerful new leaders to emerge.

In another highlight from the Work Foundation study, they made this observation about the process of becoming an outstanding leader:

Becoming an outstanding leader is likely to depend a great deal on maturity, self-awareness and self-development within the job. Some of the outstanding leaders featured in the research did not originally have a people-focused approach, but realised the impact they were having on people and therefore adjusted their style accordingly. They arrived at this point through experience, maturity and reflection. They had a very sophisticated understanding of cause and effect and how their actions can dramatically affect outcomes.

I would suggest that “maturity, self-awareness and self-development” will help us to adjust our leadership to the context we now find ourselves working within.

Posted by Michael McKinney at 09:09 AM
Permalink | Comments (0) | General Business , Leadership Development

Lift: How to Be a Positive Force in Any Situation

TO OVERCOME the force of gravity—that which pulls us down—we have to generate an opposing force greater than gravity. That force is lift. Any opposition to lift is called drag.

In the same way that we use the laws of physical science to lift a plane off the ground, we can use social science to lift “ourselves and others up to greater heights of achievement, integrity, learning, and love,” thereby becoming a positive force in any situation. It’s the pressures of daily living that drag us down. Instead of experiencing lift we fall back into our comfort zones, become reactive, self-centered and fatalistic.

To intentionally experience lift and to be a positive influence for others, we have to make a conscious choice.

In Lift: Becoming a Positive Force in Any Situation, authors Ryan and Robert Quinn present this fitting metaphor, to explain how we can intentionally experience lift, to rise above the constraints of everyday life and lift the people around us. “All of us have a choice: we can choose to be the kind of people who drag others down or to be the kind of people who lift…. We are relational beings. Who we are at any time depends on who the people around us are, and who they are depends on who we are.” That last sentence can’t be overemphasized. It carries with it a great deal of responsibility, especially for us as leaders.

The authors describe lift as “a psychological state in which a person is purpose-centered, internally directed, other-focused, and externally open.” What exactly are these four characteristics of lift? In a very relatable and revealing example—the parenting of a young son, Mason—the authors show how this plays out in real life. I can’t reproduce the example here, but I think from the inferences you will get the idea the authors are trying to convey. The following is paraphrased from their work:

Purpose-centered is the opposite of being comfort-centered. The desire to stay comfortable is a characteristic of a normal psychological state. My son Mason’s behaviors were comfortable for me. In my desire for comfort, what had not occurred to me was the possibility that perhaps Mason was behaving differently because of the changes that had happened recently in his life. We need to ask, “Are the results I am trying to create about me and what I am comfortable with or are they about what is best for the other person?”

Internally directed is when people experience the dignity and integrity that comes with exercising the self-control necessary to live up to the values that they expect of others. External direction, on the other hand, is a characteristic of a normal psychological state.

If Mason was building with his Legos or playing a game when I asked him to do something, I expected him to put those things aside and do it. Yet, if I was involved in an activity and Mason interrupted me, I would expect him to wait until I was done with my activity before I did what he asked. I expected him to show respect to me, but I was not doing the same for him...When people are externally directed, they let circumstances (such as the need to get Mason to clean up or go to bed) drive their behavior instead of their values (such as respect for others’ time and activities).

Other-focused is to be open to other people’s feelings and needs. We then empathize with them and feel impulses to be compassionate. When we are self-focused, we are concerned only with our own needs, feelings, and wants. We see other people as objects that either helps us or impede us in our goals. In my case, Mason was an object that was preventing me from my goal of showing that I was a good father.

Externally open is openness to external cues. When we are open we learn, grow and adapt ourselves to the situation unfolding before us. When we are internally closed, we ignore and deny feedback. We ignore or deny feedback out of fear that the feedback says something about our worth as human beings. So as a result, we tend to get angry. Again with Mason, I was not showing him the respect that I wanted him to show me. As I opened myself to the possibility that I might be wrong, I also opened myself up to what Mason was feeling, and to what his needs might be and became other-focused.

Using scientific research to provide “insight into why lift is important, what the characteristics of lift are, and how our psychological states influence others,” they formulated four questions that capture the nuances required to intentionally move ourselves from a normal state into lift.

1. What results do I want to create? (When people answer this question they become less comfort-centered and more purpose-centered.)
2. What would my story be if I were living the values I expect of others? (When people answer this question they become less externally directed and more internally directed.)
3. How do others feel about this situation? (When people answer this question they become less self-focused and more other-focused.)
4. What are three (or four or five) strategies I could use to accomplish my purpose for this situation? (When people answer this question they become less internally closed and more externally open.)

This post is getting long, but I would like to share several more thoughts for you to contemplate:

When a new situation disrupts our previous expectations, though, it is more productive to change our expectations than to try to make the world conform to our old expectations.

A purpose-centered state involves more than having a goal. When people are purpose-centered, they envision and pursue extraordinary results that are not constrained by previous expectations or by the expectations they receive from others.

Self-regulation is the process of using one’s conscious mind to inhibit one’s automatic response to the situation and to replace it with a controlled response.

Since he was not focused on himself, he was not worried about people taking advantage of him.

The book is full of great examples and scientific evidence to back their perspective. The scientific evidence is really just icing on the cake. The relational principles at work here are sound, but they require much thought and self-examination. This is a book that needs to be read and re-read. Inertia is our biggest enemy. Inertia will keep us from benefiting from this book and becoming a positive force; the kind of leaders that provide lift in our own lives and those we influence.

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Posted by Michael McKinney at 11:10 PM
Permalink | Comments (0) | Communication , Leadership Development , Personal Development , Positive Leadership

Do the Leaders within Your Organization Have the Skills They Need To Be Successful In the Future?

Do the leaders within your organization have the skills they need to be successful in the future? This is the basic question that the Center for Creative Leadership asked 2,200 leaders from 15 organizations, in three countries between 2006 and 2008.

The findings from this research project identified the following seven leadership skills as most critical for success, now and in the future:

1. Leading people: directing and motivating people.
2. Strategic planning: translating vision into realistic business strategies, including long-term objectives.
3. Managing change: using effective strategies to facilitate organizational change.
4. Inspiring commitment: recognizing and rewarding employees’ achievements.
5. Resourcefulness: working effectively with top management.
6. Doing whatever it takes: persevering under adverse conditions.
7. Being a quick learner: quickly learning new technical or business knowledge.

You can find these skills adequately discussed in more depth by George Ambler and John Spence so I won’t take the time here. Clearly, these are skills that are vital and need to be addressed.

However, what I found interesting in the report was the following comment:

“These data show that many leaders’ strengths are not in areas that are most important for success. Organizations report greater bench strength in areas of

• building and mending relationships,
• compassion and sensitivity,
• cultural adaptability,
• respecting individual differences,
• composure,
• and self-awareness.

In organizations where this is the case, sufficient skill-level has been established in these areas and further large-scale efforts to boost these areas are unnecessary.” [Emphasis mine.]

The above listed five skills were categorized as over-investments or competencies that are strengths but not considered important. (Additionally, confronting people, putting people at ease, managing one’s career were considered to be competencies that are not strengths and not considered important.)

This finding struck me as rather odd for two reasons. First, these competencies are areas where we find people continually getting themselves into trouble and secondly, most of the nine competencies listed have a direct and even causal effect on the seven competencies that the participants found to be insufficient to meet future leadership requirements.

Respecting individual differences and lack of self-awareness are two popular weapons of self-destruction. The fact that we think we have these skills sufficiently mastered to render them unimportant suggests that we have blind spots that have not been fully explored.

Consultant Wally Bock rightly observed, “The ‘important’ list includes ‘leading people’ and ‘inspiring commitment.’ Those two are among the competencies that the respondents thought they were not good at. Maybe there wouldn’t be a gap on those competencies if they thought things like ‘building and maintaining relationships’ were important.” Absolutely correct.

If leadership is about anything, it is about relationships. All our hopes, dreams, goals, metrics, sales, market share and aspirations are going to be accomplished through people. The “important” skills are founded on the “unimportant” skills. Learning how the nine “unimportant” competencies impact and drive the seven “important” competencies will help to fill the leadership gap now and for decades to come.

Posted by Michael McKinney at 05:32 AM
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Emotional Intelligence: Self-Awareness

Without self-awareness leadership becomes just another exercise in ego gratification. Self-awareness allows for self-discipline and control of the ego. Without it the ego runs amok looking after itself and only incidentally in the service of others if the needs of both happen to align.

Self-awareness is the ability to see when an emotion or a perception is influencing your thinking and behavior and, if necessary, do something about it. Gaining control over the state of your mind will pay big dividends in terms of your leadership effectiveness. It is the blind spot of leadership. Being able to step back and see both the positive and negative aspects about yourself, to see how you affect others, and to see how you are behaving in real-time, is critical to your success as a leader.

Emotional Intelligence 2.0 offers some good strategies to develop your self-awareness as part of an overall EQ skill development program. Self-awareness is a bigger problem than one might think. The book reports that “only 36 percent of the people tested were able to accurately identify their emotions as they happen. This means that two thirds of us are typically controlled by our emotions and are not yet skilled at spotting them and using them to our benefit.”

A proper and healthy self-awareness facilitates an essential other-awareness that is vital to good leadership. You can not manage the behaviors of others without first getting a handle on your own.

Posted by Michael McKinney at 11:33 PM
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The Natural Authority that Comes From Being Authentic

A thoughtful framework from which to view leadership was revealed in an interview and presented in Leading for Success by Andrew and Nada Kakabadse and Linda Lee-Davies. Sr. Judith Zoebelein, a Franciscan Sister of the Eucharist, makes a clear statement about the dynamics of authentic leadership. It also underscores the fact that no one can or should be the “leader” all the time. She states:

I do believe that everybody has authority. Living in communities you really come to recognize the gifts and the leadership of each person in different areas. That person may not be the superior and in charge of the house, but if for example, I need someone to come out and help feed goats, I know exactly who I am going to ask, because that Sister has a giftedness with animals. She has the knowledge and intuitive sense about animals that perhaps I don’t have. We call this “authority,” an authority that is authoring life, opening up a new awareness in others. When I work with her, I gain a lot; understand through her something new which is not natively mine to understand.

It means that God gives each of us a certain capacity and giftedness, because of who we are, our genealogy, past experiences, and who our family is. It is up to us then to develop these talents. These become our set of gifts. As we develop those gifts more and more, people come to trust us in these areas. We are an “authority,” a kind of native authority.

So I do believe the older we get the more we trust that in ourselves and the less that you try to pretend we’re something else than we really are. Then our authority has a certain resonance and people see us as a leader because we are really who we are, we have what we have been given and we don’t try to act outside of our own essential gifts.

Posted by Michael McKinney at 11:03 PM
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What You Need to be Doing Now

Geoff Colvin, Fortune’s senior editor at large and author of The Upside of the Downturn, offers much to savor and chew on, but his list of five things this recession demands from a leader are essential.

One of those behaviors is Be Decisive. He writes, “Leaders in a crisis must not lose their rare opportunity to act. The difficulty is that just when decisions are most easily accepted, they’re hardest to make. All business decisions are made with incomplete information, and that’s especially true in the heat of a crisis. At the same time the stakes are higher than usual. Every instinct tells you to decide more slowly than usual, yet it’s vital that you decide more quickly.”

  Read more on the LeadeshipNow July Communiqué.

Posted by Michael McKinney at 01:42 PM
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MBA Arrogance and the Myth of Leadership

Philip Delves Broughton, author of Ahead of The Curve: Two Years at Harvard Business School, writes in the Financial Times about MBA Arrogance and the Myth of Leadership. Broughton observes:

What business schools can teach is organisational behaviour. They can teach compensation systems and recruitment processes. They can offer classes on cash and non-cash incentives, on training, promotion and the value of a corporate culture. They can offer frameworks for negotiations, strategy decisions and implementing change. But when they bundle this up and call it leadership, they risk leaving their students with the faulty impression that they are now qualified, if not obliged, to go into the world and lead. It breeds the arrogance for which MBAs are mocked.

He continues, “Great leaders tend to be those who can synthesise, simplify and persuade. They provide clarity so that those below them can do their best to achieve a common goal. But leadership should not be the brass ring at the climax of every business career.

It is the merit of Broughton to remind readers of the problems of surrounding leadership education. He is right. Business schools are best at teaching the competencies that business leaders need when performing their tasks. And at this point in time, they are probably rethinking what that means.

Teaching leadership – as in take these classes and read these books and you are a leader – is something else. Broughton correctly asserts that MBA students often walk out into the world thinking that they are uniquely equipped to lead the world. It’s an arrogance that is rarely appreciated in the real world and an approach that does not serve them well in the long-term.

Books and lectures do not make you a leader, but they can give you the tools to become a leader through the practice of leadership. They point you in the right direction. They fast-track your awareness. They are extremely valuable but they do not make you a leader. That label is earned, not taught.

Broughton states, “Not all MBAs can be leaders, nor need they be. Every business needs followers: people who are good at what they do, who are able to implement the plans laid out by leaders.”

Here is where discussions of leadership often derail. Broughton is confusing leadership with position. Position is the brass ring and there are a limited number of those to go around. Most people will to be left out. He’s right. We can’t all have position, but we can all be leaders. Likewise we are all – regardless of our position – followers. The idea that “I’m a leader, not a follower” is a foolish notion and belies the ignorance of what leadership really is by anyone who states it. Leadership is intentional influence. Basic to a proper understanding of leadership is the understanding that leadership is not position and does not make you a leader.

There was a time when management was just management, the science of providing organisational support for innovators and salespeople to win customers and revenue.

Managers tracked resources, physical, financial and human, and tried to improve efficiency. Occasionally they made an acquisition or pushed into new markets, and this was strategy.

But somewhere along the line management morphed into the sexier-sounding “leadership”. Managers were globe-trotting executives – catalysts for change. They had a business press eager to turn them into icons, to photograph them in their penthouses, preening over their empires as if they, rather than their shareholders, owned them.

Business schools were eagerly complicit in this super-sizing of management. They no longer educated mere MBAs. They were churning out “future leaders”.

Business does not need any more leadership courses – particularly not at the MBA level.

No, business schools need leadership courses. They just need better ones. They need courses with a proper emphasis about leadership. I appreciate his phrasing – “this super-sizing of management” – but management and leadership go together. They are often separated so that we can, by pulling them apart, see how they fit together. We need both and we need to be practicing both. One is not better than the other. A good leader manages. A good manager leads.

Posted by Michael McKinney at 10:50 AM
Permalink | Comments (0) | Education , Followership , Leadership Development , Management

Goldsmith's Gold: You Are Under the Microscope

Marshall Goldsmith makes an important point about how much a leader’s behavior matters to the people they are leading. Some parts of your job are exhilarating and some parts are very boring. Sometimes you are up for it and sometimes you are not. But like a Broadway actor, your professionalism demands that you put your personal issues behind you and give it your best. As the leader there is no “off” switch.

In his excellent Succession from Harvard’s Memo to the CEO series, he explains:

Let’s face it: your successor, like you, will spend hour after hour listening to potentially boring PowerPoint presentations—on topics that he has already been briefed on. He needs to realize that those presentations may be the summary of months of effort by employees at all levels in your organization. He needs to understand how much these employees care about their CEO’s reaction. He will need to actively listen—and communicate with caring, interest, and enthusiasm—no matter how tired he may feel on the inside. He needs to realize that everyone will not only be listening to his words—everyone will be watching his face. Signs of boredom or indifference that may be ignored if coming from peers can be demoralizing when coming from CEOs. Signs of recognition and support can validate employees and provide needed recognition and inspiration after a great effort.

Of Related Interest:
  Growth: Moving to the Next Level
  Goldsmith's Gold: "You asked for my opinion and now you're arguing with me?"
  Goldsmith's Gold: Feedforward
  Goldsmith's Gold: Stop Trying to Help People Who Don’t Want to Change

Posted by Michael McKinney at 07:22 AM
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The Accountable Leader

Brian Dive tells us in The Accountable Leader that many organizations have difficulty developing leaders and fostering effective leadership because they have never considered the context they must lead in. The organization must be structured, Dive contends, so that all leadership roles from top to bottom have well-defined decision rights. In other words, accountability needs to be structured into the very fiber of the organizational architecture at all levels. Accountability, organizational design and leadership are three inextricably linked factors.

An organization is in flow, or in a state of equilibrium, when the required number of management layers (vertical architecture) matches the effective reach (or span of control) over the relevant resources that the organization needs in order to achieve its purpose.

After briefly explaining the problem and the key concepts used in correcting it, he begins to present practical application of his ideas for creating accountability within an organization.

He addresses questions such as: How many layers of management are necessary? How do leadership requirements change at different levels? How can potential leaders be identified? How can they be developed? How should people be rewarded?

Beyond the useful correctives to organization architecture and accountability, Dive also makes an important distinction between Managerial leadership (operational in nature) and Strategic leadership (changing the organization) for leadership development. Each requires different abilities and approaches in decision-making style and accountability. “Operational accountability is ensuring that existing assets and resources continue to perform better. The resources are given. Problem-solving remains related to actual events, rather than the abstract.” With Strategic accountability “problem-solving moves into the abstract domain. Solutions have to be found that require mental modeling, as they do not yet physically exist.”

On leadership development, Dive writes that “many organizations still confuse values, skills and competencies” and “it is one of the main reasons why so many leadership development programs fail.” Here are several thoughts in this regard:

Although values and skills, especially technical skills, play an important role in who should work in an organization, they are not reliable guides for assessment of potential and who should be promoted.

Values are badges of belonging. They should end the message: “If you do not share our values, you cannot be a member of our family.” But you do not promote people for demonstrating the organizational values. The person at the front line should have as much integrity as the CEO, otherwise neither should be in the organization.

Skills influence performance. They should not be confused with the concept of potential to lead at the next level of accountability. Technical and professional skills increasingly give way to the importance of general skills. The best math teacher in a school is not necessarily the best candidate for the role of school principle.

But performance is about current leadership. Potential is about future leadership. This is a key distinction. The higher the progression into the upper reaches of an organization, the less relevant professional skills and performance become as predictors of future performance.

It is critical that the behaviors are linked to accountabilities. This is because different levels call for different qualities of decisions. It is important to identify the appropriate behaviors that align these. These aligned behaviors are called competencies in this context. They indicate who has potential to move to a higher level and perform successfully. This is the basis of true leadership development.

Posted by Michael McKinney at 09:01 AM
Permalink | Comments (0) | Leadership Development , Management , Teamwork

Preparing to Lead: Things You Should Be Thinking About Now

The Secrets of CEOs is a valuable tool for reference, inspiration and guidance. Authors Steve Tappin and Andrew Cave have assembled 150 interviews with chief executives and woven them into a lucid and absorbing guidebook on some of today’s big issues. Some of the chief executives they interviewed provided their perspective on what you need to keep in mind as you prepare to lead:

Adopt the Mindset of a CEO
Approach this from two levels: from the bottom up and from the top down. “From the bottom up, assume the mindset of a CEO in your core work activities: deliver first, but take a broader view on how to help the wider business be more successful. From the top down, learn to assess the business from the point of view of the CEO.”

Develop Winning Habits, but Know How to Lose
Most CEOs believe that their experience with serious failure or very difficult situations, were some of their most valuable experiences. Lord Browne put it, “Everything adds up to you: a book read, a business, traveling to somewhere that you fail. Experiences build character and you grow your intelligence, skill and judgment.” When CEO of Aurigo Management, Archie Norman hires people, he wants to know, “What has been that moment that you have stared into the cavern? What did you have to do where you had to confront really difficult people, people you just didn’t get along with or you didn’t like?”

Be a Student of Personal Development
Try to pick up a coach and a mentor pretty early on. Hone your strengths and work on your weakness where you can.

Have a Life
CEO Mitch Garber says, “It’s important to have not just strategic and business leadership experiences but a broad enough experience of life. For me life experience has included my marriage, bringing up my kids, setting up a shop at 14, being a lawyer, being a professional skier, and my interests in food and travel. It is diverse experiences which allow me to talk to and relate to employees at all levels.”

Learn to Celebrate Your Success
Take the time to celebrate successes; it will energize you to tackle the next goal.

Show Total Commitment but Ruthlessly Change Role if You’re Not Being Stretched
“A number of CEOs said that it was vital to absorb everything you can from every role before moving on; do not only excel in your job, but observe how the business you’re in works and what’s going on around you….Move on without regret only when you’ve sucked the experience dry.”

Be True to Yourself
Ben Verwaayen, former CEO of BT observes, “Authenticity is only possible with confidence because the temptation to be conformist is enormous.” The authors add, “In short, be yourself. When push comes to shove, you have to make all you big decisions with your heart; you can’t lead if you’re acting.”

Posted by Michael McKinney at 12:59 PM
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