All that glitters...

It comes as no surprise when I state that we are in a long term period of low growth.  Since the economic collapse in 2008, companies around the world have had to deal with an entirely different paradigm, something that is often referred to as the 'new normal'.  Whereas companies would routinely expect double digit growth, many are now content with maintaining their status while providing stable and secure employment opportunities for their valued staff members.

This is not to suggest that there have not been those who have grown and prospered despite the turmoil of the day.  Clearly many have, as the digital age brings us many new options.  But for those who have been in business for more than the past 5-7 years in 'traditional' bricks and mortar enterprises, growth and profitability have certainly been a challenge.  In most instances the pie has not grown even in inflationary terms.  The pressure is on all leaders in these companies to find the engine for sustainability.  And here is the real issue...what is gold and what is simply glitter?

As the leader you have no greater responsibility than to ensure the long term viability of the company.  That may seem to most to be self evident.  But in the rush to improve short term earnings or growth, it is disconcerting to know how many fail this test. They have been unable to distinguish  the gold from the glitter.  In their rush to find the new 'thing' they fail to exercise due diligence and in so doing they put the whole enterprise at risk.

If sustainability is an issue, first look internally.  Have you optimized your processes?  Have you addressed productivity issues?  Are your cost centres well controlled?  Can you improve margins without impacting sales?  More often than not, you will be able to find aspects of your current operations that do not meet 'best in class' standards.  Fixing that which is fixable will generate more profits and ultimately deliver better results for your clients.  Begin your search for growth at home before looking for afield.  The best leaders have learned that all that glitters is not gold.

(I will be off for the summer and returning in September with more 'bon mots' on Inspirational Leadership.  Enjoy your holidays!)

 

La Vie de Joie!

During a graduation celebration at university some time ago (don't go there), I debated with a philosophy professor.  I contended that you could probably get someone to do almost any job that was legal, ethical and moral.  There were only two conditions.  The first is that the compensation must be enough.  And the second was that there was a time limit to the position.  I proposed that I could hold my nose at something I did not like as long as these criteria were met.  Looking back, I think that there were some early roles that may have fit this description.

My assumption was that the amount of money would overcome any kind of distaste that I held regarding the position.  Further, this money would buy me the happiness outside of the work environment that I forfeited while working.

In principle I think that this is true.  In reality it is the clearest sign of immaturity and naivety that I can imagine.  The lack of joy that exists in this type of work situation will suck the life out of you regardless of the justification that you propose and no amount of money is going to buy back that deficit.

What has this to do with leadership? 

In my economy, joy is one of the foundational characteristics that a leader must bring to the position each and every day.  If you cannot find joy in what you are doing, how are you going to effectively transfer that emotion to those whom you lead?

As a leader, your staff often look to you for inspiration. You won't be able to fake it with those who work with you on a daily basis.  What this means then is that to achieve your full potential as a leader you must work in a role to which you can bring your passion and express your joy.  To do otherwise is to deny your team the leadership that they need and to deny yourself the opportunity to excel.

Life is far too short to simply exist in a situation in which you cannot function with joy.  If it once existed and now does not, figure out why and get it fixed.  If it has always been absent, or the lost cannot be found, then re-evaluate your priorities and plan to get out of the losing proposition.  Everyone will benefit from your decision.

There is always life after...and it is never too late.!

That which binds us.

There is much in the news about the different expectations between 'generations'...  Baby boomer, Gen X, Gen Y, Gen Z, Millennial.  Most of the commentaries focus on the differences between these groups, and to be sure, some significant issues are worthy of consideration.  But it strikes me that there are many more things in common that ought to grab our attention.  We spend an inordinate amount of time focusing on the negative and far to little time exploring that which binds us together.  And in my economy I would rather built up the positive and work away at the side issues as time allows.

So then, from an employment perspective, what are the key things upon which all generations can agree, that make for a productive workplace?  I submit to you that the fundamentals are these:

1.  Opportunity: This encompasses various components.  For some it is the opportunity to demonstrate their abilities by being properly trained and equipped for the task at hand.  For others it is the opportunity for advancement.  And for others yet it is simply the opportunity to be employed. Regardless of how you want to define it, without opportunity there is little likelihood of engagement.  And the lack of engagement detracts from a productive environment. 
2. Respect: This must be regarded as a right of all employees regardless of position.  Respect, in this context, is not a privilege to be earned.  In this I am speaking about the right to be free of harassment of any kind; free of discrimination; free of intimidation and fear.  The workplace must be, for all, a place of safety and freedom to excel.
3. Recognition: Every person has the right to expect to be recognized for work well done.  Whether this is done at an annual review, an award ceremony or simply a 'shout out' that peers share, it is reasonable to have superior work acknowledged. Furthermore, each individual has the right to appropriate compensation for the task being performed.  There is no place for discrimination on any basis, period.
4. Effective Leadership: Any person in any position should expect to have effective management and leadership.  To this end, the company should be involved in a  continuous improvement strategy that relates to the professional development of all individuals in any supervisory, management and/or leadership function.  At the very least, the goals and objectives of the work unit must be communicated to the employee in a manner which inspires the individual to make a meaningful contribution.

I believe that every generation would agree with these principles.  In combination, they are fair, reasonable and appropriate.  When the workplace reflects these principles in action, it does not matter which generation we are considering because all subscribe to a common set of values.  I am not dismissing the obvious differences such as communication techniques, cultural experiences and sensitivities, ambitions etc.  But I would argue that the commonalities of expectations outweigh the differences amongst the groups and that our focus on these commonalities will contribute more to the productive workplace than anything else.

As the leader, how effective have you been in creating an environment that meets the diverse needs of several generations.  Too many have simply thrown their hands in the air and their heads in the sand because they thought that it was too much work to bring these groups together as a team. But that is the essence of leadership...learning how to motivate.

Build on that which binds as these are common human values.  Only then take time to whittle away on the differences for they will become less of an issue if you have tackled the former properly.

Show how much you care...

I started to write these blogs 3 years ago out of desire to share my understanding of the issues related to authentic leadership.  For the most part I have been able to avoid becoming too repetitive.  But this time I am being deliberately so as the topic is, in my mind, that important.

As a leader, do you have the courage to answer this question?

What is your shelf life; or put in other words, what is your 'best before' date?

You may recall from earlier posts that one of your primary responsibilities is to be the person with the most passion.  You are always the `glass half full` champion from whom the rest of the team draws its strength when things are difficult.  This role can be both physically and emotionally draining with the potential of sapping you of your joy.  And if that happens, your leadership effectiveness is at risk.

Let's face facts.  At some time or another we must all move along (or aside) and allow someone else to take the reigns.  Sometimes it is a matter of age; sometimes the changes in technology require a new approach; perhaps it is simply at matter of lack of passion.  Regardless of the catalyst, will you respect your position enough to relinquish it?

In a small business this decision can be extremely delicate because of potential succession issues within the family.  In larger firms, giving up the status and influence of your role may be a blow to the ego.  But if you truly are the leader that you feel you are, you will set aside the personal aspects and do the right thing for the company.

It is a tough call!  But if you are sensing that the company needs a change then you can be pretty certain that your staff have been sensing if for an even longer period of time.  We are generally the last to admit personal shortcomings.

Get input from your partner; seek the opinion of a trusted peer; or call in an outside professional who can be honest and dispassionate.  But don't let it linger.  Too much of what you have already built becomes at risk the longer you postpone the inevitable.

Take the burden off your shoulders and show how much you really do care.  Everyone, including you, will be better off in the long run.
 

It's all about 'we'!

We have been led to believe that leadership is all about the individual.  But the reality is that there is a big distinction between leadership and the leader.  In fact, leadership is less about the 'me' and almost always about the 'we'.  Let me explain.

Anyone can declare themselves to be the 'leader'.  But the act of declaration does not confirm anything.  Consider the assertions of Gen. Haig after the attempted assassination of President Ronald Reagan.  Haig was Secretary of State when he learned of the attempt and boldly declared '...I am in charge...'  The US constitution though had already addressed such a situation and Haig was well down the list of candidates.  His comments were noteworthy but meaningless.

Though less grandiose in the grand scheme of things, our declarations are likewise without merit if our status is self proposed.  In the absence of the affirmation of others, we lead no one and thus we are no more significant than a bell without a clapper.  Furthermore, without a common goal or objective, there is no where to lead.  Simply staying in place has equal merit to chasing our tails and indeed they are one and the same.

Leadership then is must be viewed as a threefold equation.  First, there must be one individual who is recognized as the leader.  As long as this individual is appointed in an appropriate and legitimate manner, their skills and qualities are not a topic of debate.  Their appointment confers both the appropriateness and legitimacy.  Secondly the individuals being led must acknowledge the legitimacy and they must willingly support the individual.  Their option, if they oppose the leader, is simple...quit.  And finally there must be a common goal which satisfies four criteria.  The goal must be legal, ethical, moral and achievable.

These three represent an authentic leadership model.  You can now see how leadership is very distinct from being a leader.  Leadership is all about the 'we'.  Being a leader is all about the 'me', that is, the qualities, characteristics and skills that one brings to the position.

Finally, why is it important to understand this distinction? 

Any approach that does not comply with this model is not, by definition, an authentic leadership model.  For example, if you speak of a military or other crisis response situation, it is not a leadership model but a command model. If the person in charge seeks no input or exhibits no empathy to the 'followers' then that person is a dictator, not a leader.  If compliance comes by virtue of threats or actual harm, that person is not a leader but a tyrant. 

What model defines your approach?  If you are more likely to be in the commander, dictator or tyrant classification, then there is little wonder why you are not reaching your goals on a consistent basis.  Take a long look in the mirror.  If all you think of is 'me' and not 'we' then you are falling short...far short...of your responsibilities and getting the type of outcome you have earned and deserve!

The paralysis of failure.

They are four short words;

 

'...if only I had...' 

Most often they are expressed with at least a tang of regret.  Sometimes the longing is to be able to undo that which was done.  Other times the desire is to have acted on that which had been left undone.  Regardless, done or undone, it is past tense.  You cannot change the past.  But how often are we paralyzed by it?

As a leader you are no different from the rest of humanity.  You make mistakes.  Things do not always work out as planned.   

Spoiler alert...you are fallible.

What differentiates the most effective leaders from their peer group is their response to failure. Does your regret sap your confidence, your joy and your passion?  Does fear of failure paralyze you from moving forward?  Do you dwell on the mistake?  Or do you learn from it and use it to motivate you to future success?

Your team chooses to follow you because of the character that you display, day in and day out.  They are all realistic enough to know that perfection does not exist, but strength of character does.  What will motivate them to continue to follow and support you lies not so much in your ability to be perfect, but rather in your ability to carry on. 

When the inevitable happens, acknowledge it, learn from it, and use it to your future advantage.  And do it immediately. The longer you wallow in the trough of failure, the longer it will take to reach those fields of success!

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!