Stand on solid ground!

There is tremendous pressure on all of us to 'perform'; that is, to live up to expectations...typically someone else's expectations. This reality seems to exist regardless of the role we play.  Whether it is one of leadership, manager, or employee.  Sales, accounting, shipping.  We push and push ourselves to exhaustion.  And then we push some more.

We have electronic calendars to remind us.  We have smart phones to tether us.  We have goals to motivate us.

Sadly, despite our best qualities and characteristics; despite our skills, education and training; despite the warnings that our bodies often display; very few of us have truly found balance in our lives. 

Why is it that we adjust our lifestyles only after the heart attack.  Why do we realize an incorrect emphasis on work after  the divorce papers are served.  Why do we acknowledge that our priorities were misplaced after  the severance package has been presented.

It is extremely difficult to get yourself out of the 'now'.  The snowball has a way of building itself as it tumbles downhill. But what will it take for you to step back from the precipice?  It needn't be a tragedy if you only take some time to establish some balance in your life today.

Believe me, I have chased the golden ring.  But I always believed that if I was not able to get the job done in a normal day's work (routinely), then one of two things was probably true.  The first was that I was not doing the work properly in which case I needed to  get better trained and prepared.  Or the second was that the job was too demanding, in which case I needed  a different job.  In either case, simply putting in more hours was not an option.  I was being paid to perform a function, not to sacrifice my life.

Where are you on the scale of lifestyle balance?  Are you headed for the tombstone that reads "...I wish I had spent more hours at the office...". 

As leaders, one of our primary responsibilities is to create and execute a sustainable and achievable strategic plan and vision for the company or for our business unit.  We dedicate an enormous amount of time and effort in the research and implementation of these goals. 

But how many of us have taken the time to do the same kind of prioritizing in our personal lives?  You would be amazed at how easily you can incorporate both work and personal demands, when you take the time to plan. 

Start by remembering that none of us, literally not a single one of us, is indispensable. If that thought seems foreign to you just imagine what would happen if you were hit by a bus.  Much to your surprise and chagrin, the world will not end if you are absent.  Others will adjust; life will go on.

Find the balance.  You may be surprised at how much better you perform at the office when you really do stop and smell the roses!

Intelligent change.

You have heard it said that '...a change is as good as a rest...'  And if things have truly become stale, then this adage holds true.

But change, simply for the sake of change, can have a disquieting impact on the workplace.  This is especially true when the change becomes too frequent. Let me explain.

Often leaders have strokes of genius that they are convinced will enhance the workplace performance.  They set about to implement these ideas without due process and in so doing they ignore the emotional investment that their staff have in the status quo.  Like it or not, routine appeals to most people and there is a sense of safety and comfort in always doing things the same way each day.  So much of life is unpredictable, thus the consistency that the workplace typically affords provides that stability that people seek. 

In times of crisis - such as those that we have experienced over the past several years - there is clearly a need for change.  Budgets are adjusted, often the workforce is reduced, and a general sense of uneasiness pervades the work environment.  As the leader, a critical responsibility is to create order from the chaos and to maintain that safe haven in which your staff are able to perform to their best.

If staff reductions will be necessary, then make them wisely but quickly.  And try to do them all at once.  This will provide several benefits to all:

1. It allows for the re-structuring and re-distribution of responsibilities to take place only one time.  This saves time and emotional distress as you move to the new normal.
2. As painful as it is for all concerned, those who remain can adjust with a certainty that they are safe from further re-structuring and therefore they make a deeper and more thankful commitment to the job.
3. Your external stakeholders - suppliers and clients - can adjust to the new structure with like confidence and commitment.  Too often we neglect to consider the impact to these partners because we view our changes to be internal only.
4. Finally it reinforces your credibility and that of the company.  It demonstrates that you have prudently evaluated your options and that you have done the right thing for the company and the right thing by the employees.  If you have not done your due diligence and require frequent changes, your credibility will have been sacrificed.  There is a reason that carpenters measure twice and cut once!

Understand that I am not against change.  It is the hallmark of progressive and innovative companies.  But ensure that you have properly anticipated the wide ranging impact that any change has and be prepared to be accountable for your decisions.
 

Choose this day...

For much of the past year I have focused on only one side of the leadership duality.  That focus has been on the skills that leaders must master over time to be ensure that they maximize the potential of their group.

Today I want to return to the real touchstone of inspirational leadership. It has nothing to do with skills; but it is the ground from which all the skills must take root.

I speak of character.  The word itself connotes something positive.  When we speak of someone as a `person of character`, it immediately brings to mind the qualities that we admire. Honesty, integrity, accountability, passion, patience, transparency, humility...and more.

Character is built as it is learned.  Most often it has been tested and tried over time before it becomes a core value of the individual.  But once there, it is almost impossible to move. 

A great teacher and coach, John Wooden, said "...reputation is what others think of you; character is what you really are..."

You know from personal experience, that you are much more likely to respect the person of character over the person of superior skills.  In my experience I have often not even noticed a lack of skill in a leader of character.  But I have most definitely noticed the lack of character in a skillful leader.

While both character and skill are found in the most successful inspirational leaders, if you must aspire to one or the other first, always choose character.  Character moves with you regardless of your vocation; regardless of your level of responsibility; regardless of anything, because it is who you are.  Skills may not be nearly as transferable and must be continually upgraded to keep current.

In today's vernacular we hear the terminology, 'emotional intelligence'. It speaks to the need of a leader to have empathy and to respond to another's emotional state in providing leadership.  But that comes up far short of our expectations...empathy being only one of the traits of a mature leader of character.

This is not rocket science.  Unfortunately we continue to have too many in positions of responsibility who choose the 'commander-in-chief' model as a cover for a lack of character. 

First take a look around...then take a look in the mirror.  Now choose the type of leader you will be.


 

Delegate, don't Abdicate

A key responsibility of any leader is to prepare for the 'next'.  That is, who on the team has the potential to be promoted into a leadership role, either as a direct replacement or somewhere else in the company.

While training and experience are important factors in this consideration, few options are better than delegating in preparing the individual for future responsibilities.  Being given the challenge to do something that normally falls in the job description of the boss affords opportunity on several fronts.

1. It very clearly signals satisfaction on the part of the manager with his/her team member.  This is an excellent motivator under any circumstances.
2. The team member gets introduced to more complex decision making situations while still not being fully accountable for the outcome.  This learning process also acquaints the person with the nature of the responsibilities at the next level.  This will be important when a promotion is being considered.
3. In some situations it allows the manager to off-load duties which are not critical but which need to be done.  In delegating though, the task must be one which is building into the individual, not simply offloading an unpleasant or unrewarding responsibility.

As the leader you must delegate, not abdicate, responsibilities.  You should ensure the following:

1. You must be perfectly clear about the expectations, including:

•  the time frame in which the task must be completed; 
• the scope of authority you are extending;
• the nature of the outcome, that is, are you looking for something to be done or only a recommendation;
• any mandatory processes that are applicable;

   2.  You must supervise without interfering.  The individual must understand that you are available to provide direction when required and that you have not simply abandoned them to succeed or fail.

 

    3.  Others must be aware of the scope of authority that has been granted to assure their full cooperation as it may be needed.

 

    4.  Finally, ensure that you provide feedback in the form of a proper verbal and/or written review of their work.  How did it measure up to expectations?  How were inter-personal skills developed?  How did the individual grow through the process?

Delegation is an important tool in employee development.  Too often, the leader is intimidated by the notion that someone else may acquire the skills necessary to replace them and thus he/she intentionally limits progress.  This is clearly illogical thinking as one will never get ahead unless and until there is a viable option to replace them.  Lead with confidence and fully equip all those with potential.  Every one gains as knowledge and capabilities are enhanced. 

Equal ≠ Fair

There is an old sports cliché that says that for a team to win on a consistent basis '...the best players must be the best players...'  The clear implication is that all people are not created equal with respect to skills and abilities and that some will, naturally, be superior to the majority.  Success depends on these best players exhibiting their skills on a regular basis, perhaps not every time, but most frequently.  This recurring performance affords the highest probability for the success of the team.

The same is true in business.  We are all created equal in the eyes of the law.  But no one is going to suggest that we are equal in terms of our native intelligence, personal ambition/drive, commitment etc.  In these areas we must concede that some are superior to the majority and therefore they are in a position to contribute disproportionally to the overall corporate success. 

Once you get over this reality, it now falls to the leader to create and maintain an environment which recognizes - and even supports - the duality while simultaneously dampening both entitlement and jealousy.  Talk about walking a tightrope!

Here are a few suggestions to help manage a difficult and potentially awkward situation.

1. Routinely acknowledge everyone's successful contribution.  While the levels of contribution will be different, it remains true that the total is still greater than the sum of the parts.  So celebrate individual successes equally.
2. Equal does not mean fair, and fair does not mean equal.  Who said that everyone must be treated equally?  The issue really is about fairness and as long as you can justify the difference, within the corporate environment, then opt for fairness not equality.
3. Be on guard at all times for issues of entitlement or jealousy.  These are natural human responses that can poison a work environment quickly.  For the person who starts to develop an 'entitlement disposition', seek to cultivate an attitude of thankfulness.  To the jealous response, remind the individual that the opportunity for personal success typically lies more in the person than the company and that a better effort and commensurate results will lead to better and commensurate recognition.  Put the challenge where is belongs!
4. Remember that, at the end of the day, your responsibility is to the company and not the individual.  Always to the right thing for the company...and the right thing by the individual. 
5. Finally, always be ready to give an account for your decisions.  They must be rooted in reality, not favouritism.  Furthermore, your decisions must always be done with a view to motivate, not punish.  If your position can be confidently defended then you must do what you see to be fair.

If you have any other suggestions to add to the above, I will try to share your input in a future blog.

Have a great 2015.  Feel free to contact me if you need any assistance regarding these issues.  And if you have a topic that you would like me to write on, please send your request to me directly at jbbrown@bell.net

 

A word, if you please...

If, in 2015, you are able to influence any of the following:

1. The interest rates in North America
2. Economic growth in Europe or Japan
3. The price of oil.
4. The Chinese economy
5. Vladimir Putin

Stop reading now; this blog is not intended for you!

However, if you are amongst the mere mortal leaders, carry on.

There is a wonderful expression that sounds best when spoken in French.

"...Plus ça change, plus c'est la même chose..."

 

The more things change, the more they stay the same.  For 2015,  this phrase is both appropriate and applicable.  By that I mean that the critical business principles that have created success in the past are the same ones that you will need to rely upon this year. 

As the list above reveals, the macro aspects of the world's economy are beyond our control. Therefore you must focus on those fundamentals that you can impact. 

Historically success has come to those who have excelled at these two principles.

1. You must establish and maintain an 'emotional' connection with each of your clients.  This does not mean hugs and kisses all around. Rather, your customers must feel valued.  And they must continue to believe that the product or service that you offer truly represents great value.  At the end of the day, people vote with their wallets but price is seldom the determining factor.  In fact, most of us willingly pay more every day simply because the person / company delivering that which we seek has treated us in a manner which has made us feel as though our purchase mattered to them...we felt valued.  We made a personal decision based upon any number of tangible and intangible factors.  But in the end, we exchanged that which was in our wallet for that which we desired.  We made an emotional, albeit practical, choice.  As the leader, you must diligently identify and sustain that emotional connection.  Those who do so most often are also the ones who will be successful.
2. You must execute your plan better and better each year.  The recommendation that you must '...say what you do; then do what you say...' has the unspoken assumption that you have identified your 'what' properly.  The implementation of your plan is obviously closely related to the first point above.  But to assume that others are not working to establish the same kinds of connections is clearly naïve and potentially fatal.  As the leader, there is never a time in which you can relax or coast on your past successes.  Some small measure of self satisfaction is fine, especially when you are acknowledging your team members' efforts. However, you have a DUTY of care to keep the team focused, alert, and engaged.  This is a daily responsibility; a contract that is renewed every time you report to work.

 
Leadership matters, regardless of the size of your company or your specific role within that environment.  During these times of such economic, political, and social uncertainty, it is best to hold fast to the principles that consistently deliver success.  Focus on that which you can influence (I hesitate to say control), and leave the macro issues to those who think that they know what to do. 

Take a snapshot of things as they are today and then revisit that image a few times during the year to ensure that you continue to progress towards your goal.  This should be much more than a simple financial analysis.  Make it a holistic picture that incorporates as many elements as you can.  Financial results are only a consequence of effectively responding to the intangible factors of leadership.

If any of this seems to be a mystery, seek assistance now, not mid-year or later.  Believe me, it will not cure itself.

 

 







Managing up.

Although the title of my blog is 'Leaders that Inspire', it comes as no surprise that virtually all leaders spend a great deal of their time managing rather than leading.  Typically we think of managing our direct reports.  But of equal importance is managing the individual to whom we report, that is, managing up.

Let's be quite clear that managing up does not mean manipulating your boss.  Rather, it is communicating in a fashion that elicits her/his support for the initiatives that you have as a leader.  This exercise is critical if you are going to maximize your potential.  Therefore I submit the following suggestions to get the most out of your efforts.

1. Develop a strong track record of success; one that is independent of issues that have required prior approval from your boss. Put more succinctly, '...walk the walk before you talk the talk...'  Meeting or exceeding budget; accurately forecasting results; completing specific assignments in a timely manner; all these successes demonstrate that your are competent, dependable, reliable and trustworthy.  Thus, when you are managing up, you can expect that there will already be an implied level of comfort with your recommendations that will be reflected in the approval of the request that you are putting forward.
2. Make it easy for your boss to make a favourable decision.  Be thorough, but concise, in laying out your request and the reasons behind it.  Anticipate questions and have the answers already embodied in your presentation.  The more that you can demonstrate that you have considered all the pro's and con's, the more the decision comes down to a simple 'yes' or 'no'.  A comprehensive presentation usually wins the day.
3. Know when to stop.  A great line from the movie 'Jerry Maguire' stated '...you had me at hello...'  Too often you talk yourself right out of an approval simply because you failed to listen; you were too intent on making your case.  Once the boss gives their approval, everything that you continue to offer is vainglorious.  Shut up and leave.  You got what you came for!
4. The best surprise is no surprise.  Provide your boss regular updates, even if they are not specifically requested.  This is even more important if you are not achieving the results that you proposed.  Failures happen but the last thing that a boss wants is to be blindsided so at the first evidence of problems, engage them in the  process.  Remember that they often have as much invested in the situation as you do so they are anxious to work towards your success or to prepare to catch you as you fall.
5. Under promise; over deliver.  Any time you are promoting a new initiative it is better to stretch but not to over-reach.  You want to be known as one whose word is reliable.  Over-reaching, but achieving only part of the time, produces too much drama.  Your boss in generally a lot more comfortable coping with success rather than explaining failures.  Your job is to make them look good so make your proposals achievable.

Think about the things that you wish your team would do in their communication with you and you can easily add to this list.  In the long run you make your job easier and you enhance your position in the eyes of decision makers.

Learn to Manage up . It becomes an important step in your career ladder.