"Punish Inaction"

I've become a major fan of Dev Patnaik's book Wired to Care: How Companies Prosper When They Create Widespread Empathy I'm looking forward to interviewing Dev tomorrow for an upcoming People and Projects Podcast episode.

Don't wait for the interview--get the book now and start reading.

While prepping for the interview I came across what I expect to be my favorite quote for this entire month, from a recent article Dev wrote for BusinessWeek.

The quote is credited to Stanford University engineering professor Jim Adams who said, "Good companies reward success, punish failure, and ignore inaction. Great companies reward success and failure and punish inaction."

This hits on a common theme in both my interview with Michael Roberto about his book Know What You Don't Know: How Great Leaders Prevent Problems Before They Happen and in my discussion with Ralph Heath, author of Celebrating Failure: The Power of Taking Risks, Making Mistakes and Thinking Big: we too often seek first to punish failure instead of learn from it.

Yet the even greater wisdom of the quote has to do with how we deal with inaction. You be the judge. How have you seen inaction most often handled?

Tolerated? Expected? Ignored? Seriously. How many times have you said, "I thought of that years ago!" as someone makes money off an idea you had in the shower but went down the drain because you didn't take action.

"Punish inaction."

Do you want to excel at delivering projects and leading teams? Take those strong words to heart today. And don't just consider the inaction of those on your teams and the stakeholders you work with.

You and I both need to look in the mirror to consider the inaction that has been holding us back.

Do you want to make big things happen this year? Reward success. Enthusiastically learn from mistakes. And develop a disdain for inaction.

P.S. Have you still not taken action on getting a copy of Dev's book? :)

Labels: accountability, Books I Love, executives, innovation, learning, managing stakeholders, mistakes, podcast, project management, teambuilding, teams

posted by Andy at 1:52 PM  

Do You Really Want to Lead?

I'm spending the entire week next week with a group of aspiring leaders. They have answered the call of their organization to step up to a leadership role. In addition to more pay, they will also receive many opportunities to make a real difference for their organization.

And most of them are clueless to the challenge ahead.

The truth is that being a leader can be difficult work. It's easy to sit back and criticize someone in a leadership role. I try to remember that when I'm tempted to complain about national political leaders. It's completely different when you are in the chair, at the table, and the decisions rest with you. Leadership is, indeed, not a popularity contest.

Do you really want to be a leader? It's a good question to ask as we start a new year.

The Wall Street Journal had a thought-provoking article on the topic recently. It's worth reading if you have intentions on increasing the scope of your responsibility.

Serving in a leadership role is a tremendously rewarding experience. And it is hard work. I look forward to both inspiring (and sobering) my aspiring leaders next week!

What's your take? Do you remember what expectations you went into your role with? Has it been more challenging than you thought? Send me an e-mail with your thoughts!

Labels: conflict, executives, leadership, managing up, uncertainty, work/life balance

posted by Andy at 6:11 PM  

"Develop Your Skills? Hey, You're Just Lucky to Have a Job!"

I recall speaking at a national sales meeting back in early 2002 (a difficult time for many companies who were still digging out from 9/11). I hung out for a while afterwards for a meet and greet and decided to stay for the next session, which was led by the VP of Sales. He started talking about the new commission structure, which was clearly not being embraced by the sales team. In frustration the VP eventually blurted out, "Hey, if you don't like this--go get a job somewhere else! You're lucky to have a job!"

That'll rally the troops!

During difficult times, it's easy to fall into the trap of neglecting our teams: dropping the priority of developing our people under the presumption of "they're lucky to have a job and won't go elsewhere." I'm not advocating we put up with whining over difficult changes that need to be made. Rather, I'm talking about managers who don't keep employee development a priority because they think "they don't have to" or "can't" during difficult economic times.

Stephanie Overby wrote a nice piece in a recent CIO Magazine issue entitled Forging Good Leaders in Bad Times. I particularly appreciated contributions by Dr. Karen Sobel-Lojeski: "Leaders are developing whether you want them to or not. The question is: Do we want to be aware of that and guide that in a conscious way?"

Toyota CIO Barbra Cooper added a point we emphasize in our leadership development keynotes and workshops: "I try to take advantage of everyday events—problems or personnel issues—and turn them into real-time learning opportunities." Leadership development training is happening all around us, every day, if we pay attention.

Add this article to your list to read this week. And contact us to learn how we can help you develop your teams. We can do so effectively without capsizing your budget! Even as you work to keep your business afloat during these stormy times, remember that everyone wins when you develop your people. When the ill winds pass (and they will), your organization well be better positioned than ever to take advantage of new opportunities.

Labels: appreciation, executives, leadership, teambuilding, teams

posted by Andy at 8:45 AM  

You Don't Have Time To Read This!

Doesn't it seem that way? There just doesn't seem to be the time to do the things you need to do.... Even for the really important stuff like investing in your own skills.

My executive coaching clients regularly express a frustration that could be summarized as, "I just don't have enough time."

"7 Signs of Poor Productivity" concisely shares some good pointers if you're feeling time challenged today.

We recently finished a major update to our keynote entitled Beyond Time Management: 5 Keys To Getting More Done with Less Stress. In this fast-paced, entertaining session I share 5 keys to help you and your organization get more done with less stress. Based on our work with leaders and organizations around the world, I share practical ideas that go beyond typical time management concepts. You will leave with specific, practical actions you can start using right away to help you and your teams get focused, take action, and deliver results.

Contact us today to add this keynote to an upcoming company or department meeting!

Labels: executives, keynotes, leadership, time management

posted by Andy at 8:22 AM  

How to Say "No" (Without Saying "No")

So, how do you say "No" when doing so feels like it could be, say, a career limiting move? Advice abounds, often over-simplifying the stakes by not taking into account the complexities of saying "No" to someone like a boss or by not giving specific enough strategies.

In a recent newsletter article I give some practical ways to say "No" without saying the letters N-O.

Here's your chance to join the conversation: How do you handle situations when everything inside of you wants to say "No", but there are other pressures to say Yes?

Add a comment to this blog entry to share your insights.

Labels: accountability, conflict, denial, executives, influence, leadership, managing up, project sponsors

posted by Andy at 12:03 PM  

Career Advice from the Top

Part of our leadership development approach is to give participants an opportunity to interact with top level executives. We have found enormous value in getting aspiring leaders face-to-face with people who are sitting in the chair and to learn from their successes and mistakes.

A recent CIO Magazine article shares some career lessons from top IT executives. Regardless of whether or not you are in IT, each of the brief entries provide insights that can be helpful to your career development.

Is it possible we get too comfortable? Or perhaps think we must have our entire career mapped out like a project plan? Is it a good career move to take the hit for a failed project? How important is it to actually be interested--even in love--with what you do? The article shares insights on these topics and more.

Interested in taking your career to the next level? Our Leadership Fast Track Program can be an important next step to prepare you! Click here for details.

Labels: accountability, executives, Information Technology, leadership, managing up, mistakes

posted by Andy at 7:54 AM  

What Shamu Can Teach You About Your Boss

One of the dirty little secrets of managing is that, over time, you'll do more managing up and out than down. But that's easier said than done. What are some important lessons learned about managing up?

I recommend Dan and Chip Heath's article in FastCompany entitled, "Your Boss is a Monkey". They take lessons from Amy Sutherland's book What Shamu Taught Me About Life, Love, and Marriage and apply them to managing "another irritable mammal: your boss."

A couple observations that aligns with how we coach leaders:

• Every interaction is training. We are constantly sending out signals to those we work with. I'm not talking about some mystical energy here. Rather, we are constantly reinforcing lessons to those around us. If we let Bob slip in 2 hours late each morning without any discussion, you've taught Bob and everyone else around him a lesson: getting to work on time isn't really that important. If we keep delivering miracles to make up for lack of process in the organization, we reinforce the belief that all that process stuff is a waste of time. What messages have you inadvertently been sending lately?




• Reinforce good behavior! This seems so obvious but we often miss opportunities to catch people doing things right! We can be black belt whiners, for sure. Reinforcing your positive expectations of people can lead to them living and performing up to your expectations. Call out the good when you see it.

I'd like to think that we humans are less susceptible to the type of manipulation that the authors are suggesting. Yet in practice I've seen it work over and over. I'm working with a coaching client right now that is learning to flip her boss a mango when he delegates instead of micro-manages. Over time, I'm optimistic there will be progress.

Keep in mind that the "monkey" article's advice to "ignore the bad behavior" has limitations. There's wisdom in not over-reacting. Counting to 10 (or 100) has saved many careers!

Yet "apparent indifference" does not always "smother the fire." In fact, for some bosses, it will pour fuel on the fire as it sends the signal that you don't care. Though the Heaths discount aligning styles and expectations as techniques, there is enormous leverage in understanding the art and science of such approaches. They are too critical to chalk up as "goody-two-shoe" training grovel.

Want to learn practical skills on how to manage up more effectively? Join our Leadership Fast Track Program starting in June! Click here for details!

Labels: accountability, conflict, executives, influence, leadership, learning, managing up, personality styles

posted by Andy at 10:34 AM  

Leadership Lessons from William A. Osborne

A recent Crain's Chicago Business "Talking Business" episode included an interview with the Chairman and CEO of Northern Trust, Bill Osborne. I've had the distinct pleasure of facilitating training & offsite meetings for the Northern, as well as some executive coaching. You can often learn a lot about a leader by what people in their organization say about him or her. Here are some things I consistently hear people say about Bill:

• "He's so personable."
• "He's very approachable."
• "He doesn't talk down to you."
• "He's very down-to-earth."
• "He's sharp. He knows the business."

Here are some notes from the brief video:

• You're not a leader if you're not respected. We continually need to be reminded that we're not a leader simply because of our title. In many of our leadership workshops (such as Influence & Accountability for Project Success), we discuss the difference between positional power (you follow me because of my position) and personal power (you follow me because of who I am). There are times when leaders need to exercise their positional power, but the most effective leaders for the long-term are those who have a well-developed arsenal of personal power. One of the keys to increasing your personal power is increasing the respect others have for you, and respect is something that is earned day-by-day, decision-by-decision, one interaction with a person at a time. Contact us to learn how we can help you better develop your influence.
  

• Leaders are visible and accessible. Bill spends half of his time visiting offices, meeting with employees. I don't remember meeting a partner (what the Northern calls their employees) who had been with the organization for more than a year that has not met Bill. We coach leaders to Manage By Wandering Around, which sounds a lot like Manage By Walking Around, with some subtle differences. Wandering implies less of an agenda, with the true agenda being available for interaction. The ivory tower syndrome hits too many leaders, often due to death by meeting. Certainly you are required to participate in more than you share of meetings, but you must carve out time to be on the floor, available to team members.

• Leaders listen to all levels. I appreciated Bill's comments about not simply listening to his direct reports. It's been observed there's an inverse relationship between someone's level in the organization and their ability to see reality! We can joke about that, but the truth is that reality is often obscured in the executive ranks because the food chain under them overly massages the information to the point that it bears only a shadow's resemblance to the original message.
  

• Leaders learn from others. Though Caterpillar and Northern Trust are quite different enterprises, Bill provides a good example of how serving on the Caterpillar board has benefited his business. Too many leaders have the mindset that they already have the answers, and stop actively working to learn from others. In discussions with friends and colleagues in other companies, ask them questions about the business. Try to understand the business models and operating principles. Intentionally watch for ideas you can apply to how you manage your areas of responsibility.

I strongly suggest you invest the time to learn from one of the great leaders in the banking industry, Bill Osborne.

Labels: accountability, executives, illusion, leadership, learning, listening, reality

posted by Andy at 4:22 PM  

Leadership Lessons from Howard Tullman

Crain's Chicago Business recently posted a short video from Howard Tullman that I recommend you take the time to watch. I appreciate the clarity in which he communicates the essence of what it means to lead. Though his lessons are tuned for entrepreneurs, they can easily apply to anyone who leads, whether a team, a department, or an entire company.

Key lessons to highlight include:

• Mistakes are inevitable. Admit, fix, and forget them. One of the great frustrations as an executive coach is to work with someone that tries to be so perfect that they won't make a mistake. Clearly that's impossible. We regularly work with our kids on this: when you make a mistake, admit it. Fix it. Then get past it. Learn from them, for sure, but you can't obsess over them or you will not lead.
• It's about winning, not being right. In our e-learning workshop "Beyond the Rock and the Hard Place: How to Deal with Conflict More Effectively", we talk about the difference between positions and interests. Too often people get wrapped up into their positions, having to be "right." I like how Tullman states "It's about winning, not being right."
• Tell a simple story: who are we, where are we going, and why. I find many aspiring leaders who are "how" people: they want to cut to the To-Do's and tasks right away, without first figuring out the "what". In our customized leadership workshops we coach leaders to first answer "Where?", "Why?" and "What?". Once leaders answer those questions, then you can get to the "How?", "Who?" and "When?". Click here for more information about how our customized leadership workshops can help your organization develop leaders.
• Keep raising the bar. Keep getting better. Celebrate successes but don't get complacent.
• Don't wait until it's perfect. Start with what you have.
• Look for people who want to build a career, not just a job. Presenteeism (employees who are at the worksite regularly, but for a variety of reasons, are not producing as they should) reportedly accounts for 80% of lost productivity. One of my biggest staffing fears is not those who leave, but those who have left but are still with us.
• Surround yourself with people who are different from you. It took me too many years to figure this one out. Now I cherish the principle, which helps me from driving over a cliff in business.
• Having to fire people comes with the job. It can be done respectfully, but if your desire is to be popular, it will get in your way.
• Part of a leader's job is to be an absorber of uncertainty and anxiety. Things can be ambiguous, but as a leader, we must continue telling the story, keeping people focused on the vision and direction. If we are freaking out when things get tough, it will simply spread the anxiety and be a distraction. In my book Navigating the Winds of Change: Staying on Course in Business & in Life I talk about the concept of keeping your eyes on the horizon when the wind and waves are raging. It's not only good advice for sailors: it works for leaders as well.

I commend Mr. Tullman's video for your viewing pleasure and personal development.

Labels: anxiety, Beyond the Rock and the Hard Place, conflict, crisis, executives, leadership, managing change, mistakes, recommended sites, strategy, teams, uncertainty

posted by Andy at 2:34 PM  

The Power of Choice

We recently had the opportunity to spend some time with my wife's 96 year old grandmother. Grandma Alice lives in a nursing home south of the Twin Cites in Minnesota. By nursing home standards, this place is a palace, with nice facilities and even nicer staff.

At meal times the residents are now given a menu, allowing them to choose between a couple different entrees. A cute elderly lady at Grandma's table made a wise observation at dinner: "The food seems to taste better when you have a choice."

Let's face it: nursing home food doesn't typically have the reputation of Wolfgang Puck! But, given a choice, somehow the food tastes better.

There are times when leaders need to send their teams down a path as exciting as meatloaf surprise. When you are about to inflict change on a person, a team, or even a boss, see if you can employ some nursing wisdom on choices.

Can you offer them a choice? Or can you show how there were some choices, and the one being selected is the best path, all things considered?

The wisdom of choices can be seen when managing up as well. I know an executive who coaches his teams to "Never say 'No.' Say, 'Yes, but....'". Personally I think that's a little cheesy. I prefer what another executive told me: "I don't say 'No.' I say 'Choose.'"

Her point is that instead of being the "No Person", she brings options. I suggest you also bring a recommendation. Bringing choices shows your boss that you have thought it through and are taking responsibility.

The result might be as exciting as macaroni hot dish. But bringing choices might make it all more palatable.

Labels: choices, executives, leadership, managing up

posted by Andy at 11:11 PM