S-A; for some a blessing; for others a curse.

Regular readers will know that I am biased towards character over competence when it comes to essential leadership qualities.   I speak frequently of accountability, integrity and passion as leading traits of those who inspire others to the accomplishment of mutual goals and objectives.

Fundamental to these leadership qualities is an often overlooked and poorly understood art.  And it is something which can be either a blessing or a curse.  I speak of self-awareness.

The best explanation of self-awareness that I could find expressed it this way.

Self-Awareness is having a clear perception of your personality, including strengths, weaknesses, thoughts, beliefs, motivation, and emotions. Self- Awareness allows you to understand other people, how they perceive you, your attitude and your responses to them in the moment.  

The reason that the best leaders rate highly on this trait is because they are confident enough to go through the self-examination process and admit weaknesses.  They are then willing to work on improving these areas.  As a result, they continue to improve their overall leadership quotient and they enter a phase of continuing improvement.  The more they are willing to change and improve, the better they become.  The better they become, the more confident that they are in looking deeper. Thus they are blessed by their efforts.

Poor leaders go through the process and then deny their weaknesses. These leaders typically respond in one of several ways.

Some simply bully.  Rather than accept a need to change, they forcefully impose themselves on others.  As is true with most bullies, they are masking weaknesses and vulnerabilities.

Some will get defensive.  Objective feedback that is critical of the leader provokes an agitated and angry response.  The walls go up rather than down.  It becomes a case of self-preservation at all costs.

Some will become controlling…or more controlling.  By focusing on the details and micro managing, it is easier to ignore the elephant in the room. 

Some become passive-aggressive.  These people abhor confrontation and so they will say or do whatever it takes to side step the issue.  They hope that by offering tacit agreement to an issue that it can be subsequently ignored and forgotten.

Others will become grandiose.  By embellishing the situation they feel that they can overwhelm the character trait(s) that needs attention.  They try to become bigger thus making the issue at hand smaller.  We know this as the ‘emperor’s clothes’ response.

Finally, they deny or make excuses.  By pointing fingers, playing the ‘blame game’ or trying to humiliate others, these people will do whatever they can so as to not face the truth.

Any of these responses demonstrate the curse of self-awareness.  If you are unwilling to address that which requires a remedy, the disease just continues to eat away.  There cannot be a cure until and unless there is treatment of the symptoms.

Do you have the courage to proactively practice and positively respond to the issues that self-awareness will expose? No one knows you better than yourself.  You can be your most accurate critic and your best encourager.  But there are consequences.  

The best leaders welcome the challenge and endorse the process!

A blessing or a curse?  It really just boils down to your response.    

This little light of mine.

Case A

I received one of those emails from Nigeria announcing that I had won a lottery.  All I needed to do was to send $1000 in advance to cover the legal charges and then the millions would be deposited to my account. 

Like most other ‘winners’, this email went straight to the trash file.  I recognized the poorly disguised attempt at a cash grab.  In North America we call it fraud.  Elsewhere it may be considered business as usual or simply buyer beware.  If the perpetrators were found here, the full weight of the law would punish with both hefty fines and significant jail time.

Case B

I read about the issue at Wells Fargo Bank and the creation of thousands of fake accounts and credit cards.  Apparently there was a serious executive driven mandate to grow ‘sales’ and this led to the unauthorized creation of these accounts.  Management and executives knew about the practices but used the statistics to convince the stock market and other shareholders that the strategic plans that they had put in place were exceeding expectations.  As you might expect, the stock value responded well to these representations and those in positions of authority were richly rewarded.

When this issue came fully to light, over 5000 employees were dismissed for their roles in the fake account scandal.  Subsequently, the President of the retail branch and the corporate CEO have been forced out.  Sadly they have had to forfeit $19 million and $40 million respectively in bonuses earned on the basis of these fake accounts.  Both will still leave their positions with compensation packages that exceed $100 million so there will be no need for tag sales to support their retirement.

Help me understand the difference?  In Case A, the actions, while unscrupulous, are done in such an unsophisticated manner that the likelihood for any substantial success was relatively low.  Yet we would have no difficulty in prosecuting those behind the scam if we could manage to get them into our jurisdiction.

In Case B, the actions were systemic and clearly designed to deceive even sophisticated investors.  The ultimate beneficiaries were those already receiving outrageous compensation packages.  And yet, just as during the financial meltdown that precipitated the current economic malaise in which we find ourselves, the real criminals are being allowed to walk away free and unfettered; reputations may be tarnished but bank accounts are preserved.

The US election is demonstrating just how tired voters are of the political ‘establishment’ and the entitlement attitude that prevails in Washington.  It will be interesting to see how much longer it takes for the same level of disenchantment to take hold in the corporate world before these fraudulent ‘leaders’ are treated like the common criminals that they really are.  From my perspective it is long past time.

The Takeaway

Positions of authority come first and foremost with a higher degree of accountability.  I don’t discriminate this level of accountability on the basis of your scope of responsibility.  If you lead a team or a division or a company, you are still in a greater position of influence than those who report to you.  Your conduct is always the gold standard for them.  

Poor examples abound. Use your opportunity to shine.  We need more lights in this area that is too poorly lit by the entitled.

"...second fiddle..."

As I reviewed the recent Vice President’s Debate, I was struck by how much more accomplished, or at least palatable, these two candidates were when compared to their Presidential running mates.  Americans, and frankly most of the rest of the world, wish that there were better choices for President.  The debate provided some small comfort in knowing that the person in the second fiddle seat is probably better suited for the office than either of the primary candidates.

What about in your case?  How strong is your second fiddle?  Have you the confidence of leadership to actually groom someone who may be your equal?  Do you have the resolve to install a successor who could be even better than you?

The fact of the matter is that this is a difficult task but a necessary one.  The most effective leaders know and understand the consequences of poor succession planning and therefore face this issue head on.  The less effective ones prefer to build a legacy at which all will wonder in awe and only hope that the second seat will learn to grow into the position when the torch is passed.

The irony is this.  Those who build an organization that is passed on to a poor successor will not be remembered for what they built, but rather for the regression that occurred afterwards.  In contrast, the leader who valued the company over their ego will be remembered as the consummate builder because things continued to grow, despite their absence.

Regardless of the significance of the position of leadership you hold within your organization, you are the maestro, you are the conductor responsible for ensuring a smooth transition to the next…to your successor.  How well you do this speaks not only of your competencies as leader, but even more importantly, of your character.

"...lower for longer..."

Most pundits point to December 2007 as the start of the Great Recession.  Four years later, Christine Lagarde of the International Monetary Fund, suggested that we were likely in the midst of a lost decade of economic growth.

Another five years on from that comment, we stand here only a year away from the end of that lost decade.  What are the chances that things will return to ‘normal’ in that time? 

Oil prices have collapsed; zero or even negative interest rates are not propelling economies; China’s growth has slowed; Brexit and other like sentiments are gaining ground.  Seems to me that the ‘lower for longer’ mantra is spot on.  As Dorothy realized in the Wizard of Oz, ‘…we’re not in Kansas anymore Toto…’  A new normal is evolving but that process is nowhere near complete.

As the leader, what is your priority?  How can you make the biggest impact in motivating your staff to excel? 

From my perspective it boils down to one thing.  You must have passion for what you do.  I am not talking about a Pollyanna view of the world; for certain you must be realistic.  But within almost every business there lies opportunity for success. The opportunity may be modest but it exists.  Passion for that opportunity is needed to propel you and your team to success.

A great plan is helpful but without commitment to the goal, it is like an un-rung bell.  As the leader, others are looking to you for the inspiration that they lack.

Do you enter each day with the singular purpose of being the point of inspiration for others?  Do you lead with a purposeful passion for excellence?  Will you be the example and the standard by which others will judge themselves?

It is not a task for the weak of heart.  But that is why you are the leader, not the follower.  Whether you like it or not; whether you feel like it or not; whether you want to or not…none of this matters.  It is YOUR responsibility and others depend on you to come through.

Step forward with passion and lead.  And be prepared to be that focal point for some time.  I expect that we will remain in this ‘lower for longer’ framework for some time!

‘…plus ça change, plus c’est la même chose…’

Much has been written to try to define the differences between generations in the workforce.  Specifically, commentators look to make value distinctions.   Baby boomers want this; Gen X wants that; Millenials yet again something different.  The suggestion is that each successive generation is looking for something unique in their experience and thus the need for different leadership/management styles in order to maximize productivity and job satisfaction.

I beg to differ. 

As a Baby Boomer, I wanted to have essentially the same things I hear Millenials seeking.  Millenials want to be recognized for their work; they want their ideas to be thoughtfully considered; they want to make the world a better place for everyone.  As they look for employment, sense of purpose, professional development, mentoring and aligned values are all top of mind criteria.

Frankly, these are all Apple Pie aspirations.  Except for the most cynical amongst us, most people of any generation hold these views.  They are shared human desires.  Who does not want recognition for work well done…who does not want to have their ideas and input seriously considered…don`t we all instinctively want to leave the world better than the place we entered.

I submit that what have really changed are the attitudes and capabilities of those in positions of authority and responsibility.  While there is much yet that needs to be done in terms of professionalism, transparency, gender equality and integrity, the fact of the matter is that the needle has moved significantly over the past century.  Workplaces are now far more inclusive and responsive.  Managers and leaders are better educated, better trained and better supported than ever before.  This breeds self-confidence and thus the ability to consider others’ opinions without feeling attacked or threatened.

To be certain, communication techniques have changed and younger generations must be motivated in ways which are meaningful to them.  But really, hasn’t that always been the case.  The ‘next’ generation always feels that they have been blessed with insight and wisdom that is lacking in their superiors.

To them let me simply quote from that sage of yesteryear, Mark Twain.

“…When I was a boy of 14, my father was so ignorant I could hardly stand to have the old man around. But when I got to be 21, I was astonished at how much the old man had learned in seven years…”

Your leadership style and messaging techniques may be different - must be different - depending upon your audience.  But again, that has always been the case as no two individuals respond similarly regardless of their generation.  What is most important though is that you stay 'on message' because the team must be unified in their understanding of both the purpose and the process.  Make that your priority and generations become much less meaningful.

A noun or an adjective

Recently I had the misfortune of dealing with the customer service department of my telco, TV , cellular and internet provider.  My costs had gone up unexpectedly and my inquiries led to the fact that loyalty credits that I had been receiving had been canceled.  Customer service could only advise me what had happened, they could not reverse it and so I was transferred to the loyalty department.  My complaint was dealt with by an employee with 20 years experience who told me that I simply did not understand their need to make a profit.  He transferred me to customer retention. That is the group that grovels, apologizes and promises while throwing cash at the issue in an attempt to reconcile. By way of contrast, carpets are dropped off at our store every two weeks.  The delivery rep is pleasant, he arrives on time and he smiles as rolls up the dirty mats then spreads the new ones. He thanks us each time he is in. My telco provider bills me $3600 a year.  The mats cost under $500.  The telco looks at the customer as an adjective.  The mat company views me as a noun.  Do you see the difference? The telco is all about segmenting their service responsibilities.  We are treated as if we are something that is broken and needs repair.  Calls are directed to repair/support - home phone, internet, mobility, television, customer. So 'customer' is simply the adjective that describes the nature of service that needs to be addressed. The mat company recognizes that they exist to serve the customer.  Delivering clean mats is not 'customer service'.  Rather it is serving the customer.  We are of object of their affection. This is not just a matter of semantics.  It is all about how you view your client base.  How often have you heard the refrain '...this business would be a lot easier if we did not have all these customers to serve...' As the leader you must instill a sincere sense of urgency with regards to how to treat your customer base.  If your clients are adjectives you are providing customer disservice.  Your client's satisfaction must be the object of all you do and that priority must begin at the top of the house.  If you are disconnected from the client, regardless of how large your customer base is,  that is the message your employees will communicate.   When you treat your clients as adjectives, your employees with throw the company under the bus whenever any dissatisfaction is expressed.  And why not?  They are simply reflecting the values you have established.  When customers are the primary focus then fewer issues arise because you will have anticipated and prevented them from occurring. As in most aspects of leadership, it is a matter of choice.  Is your customer a priority, the object of your affection.  Or are they a nuisance that, like a squeaky wheel, needs to be serviced from time to time. .

Start in the Corners

As many companies approach their fiscal mid-year it is not uncommon to pause and evaluate how they are doing against their objectives.  They determine whether or not changes need to be made to the strategies that they implemented some months ago.  The companies that do this best are the ones that start in the corners.  Let me explain.

Some years ago I spoke with an executive consultant who had broad experience in the Far East.  He said that manufacturing in some countries was more difficult than others because of cultural practices. This is the example he described.

In country A, when it came time to clean the house the process started in the middle of the room.  Diligently, the dust and dirt was neatly swept into the corners where it was out of sight. 

In country B the process was in the reverse.  Cleaning started in the corners and the dirt was swept to the middle of the room.  From there the dust pan removed it outdoors.

To the unseen eye, both rooms were clean.  It was only when the windows or doors were opened and the wind blew in that the difference was noticeable…the consequences clear.

If your plans are not working out as anticipated, don’t look at the issues in the middle of the room.  More often than not, they are only symptoms of the problems. Instead, look behind the curtains and in the corners of your room to find the fundamental flaws in your plan.  Bring that which is unseen out and into the open for critical review. 

It may prove difficult, even embarrassing, to acknowledge that you did not start with a `clean` slate that was capable of supporting your ambitions.  But until you address these underlying issues, nothing that you try to do will have a reasonable chance of success.

Do you have the strength of character as the leader to admit your error and clean the room properly?  Or will you continue to push the dirt to the corners, out of sight, until revealed by the breeze which inevitably blows through.