Better Leaders: Build purpose and get out of the way

/in , , , /by

Your brand is a lagging indicator of the quality of your culture, and your culture is driven by the level of engagement in the organization. Positive and constructive leadership is the biggest driver of the habitat and the mindsets of the people in the organization that make that engagement possible. The goal is to draw those discretionary qualities from people in the organization – initiative, creativity, passion – that can’t be bought. You can dictate obedience, you can hope for loyalty, and you can even buy expertise. But you can’t buy those discretionary qualities of initiative, creativity, and passion that must come from all levels to create next-generation innovative value.

Since no longer loyalty, obedience, and even expertise constitute competitive advantage, your managers and leaders need to be focused on creating those environments and leading with those attributes that build creative, connected and engaged people. Only then will we find real deviation from the mediocre middle that will yield innovation – the kind of product and service innovation that creates sustainable value. Agreed?

In which case, the behaviors and influence that managers and leaders play in the organization have the ability to make a huge difference in eliciting those qualities of engagement that exist in everyone. Many companies understand this intuitively and have active policies to bring out the best in their people.

Dell Computers conducts training to help their people use social media and help them understand they are all brand ambassadors. Dell doesn’t leave the social branding to just one small department in the organization, everyone is expected to participate. Disney has famously focused on employee satisfaction, not customer satisfaction, with the recognition that happy employees create great customer experiences.

We have to thank Bob Sutton of Stanford University, for awareness of this fun study his colleague Deborah Gruenfeld conducted. Gruenfeld conducted a research study in which they brought together students in groups of three. One student was chosen the “boss” or arbiter, and the other two were asked to construct solutions to various issues on campus – making the campus more green, or improving transportation, or cafeteria services. The task itself was a red herring. What the researchers were most interested in was the role of power newly bestowed to one of the students.

During the session in which the “boss” is asked to evaluate the quality of the proposals from each of the two other students, the researchers bring in a plate of five cookies. After they each take a cookie, there’s two left. Every culture is aware of the social taboo against taking the last cookie so the cookie that’s in play here is the fourth. Consistently, the appointed “boss” was much more likely to take the fourth cookie, and to exhibit “disinhibited eating.” That is, chewing with their mouth open and leaving more crumbs.

It’s an amusing story but goes to the core of what Gruenfeld calls the Power Poisoning Effect. That is, those in a place of power tend to:
• Give greater value to their own ideas and initiatives
• Give lesser value to the ideas and initiatives of subordinates
• Think that the rules don’t apply to them
• Have greater difficulty controlling their own impulses

Sutton describes how David Kelley, CEO and founder of IDEO, the premiere design and innovation firm leads differently. Kelley frequently assembles and leads group meetings. As Sutton tells it, when the conversations are going poorly, Kelley will spend a significant amount of time at the front of the room guiding discussion and reinforcing ideas from everyone. And when the discussions are going well, he will move to the back of the room, and if you aren’t paying attention he might slip out the door. Because he understands not only that the best ideas come from the people I nthe organization but that also his presence can possibly stifle conversation.

The message for leaders is that when there is a lack or either will or skill, you are needed to step in to guide, facilitate and aid contributors. And when there is a high level of both will and skill, sometimes the best thing you can do is get out of the way.

Changing Face of 21st Century Leadership

/in , , /by

What do you respect, admire, and expect in the best leaders tomorrow vs. yesterday? Join the effort and take this quick 5 minute survey!

The world of business is changing. No surprise there. Harken back to the days of – what appear to be – singular inspiration like 2001 Apple releasing the iPod years after the first MP4 player, or the Swanson TV Dinner smash hit of 1954, or even the classic battles of 1975 BETA vs. VHS or the 2003 Gillette Mach 3 vs. Schick Quattro. In some cases it was borrowed brilliance and product innovation, in other cases sheer marketing upmanship. As the great Peter Drucker said, “Marketing and innovation produce results; all the rest are costs.”

The Leadership Challenge, first published by leadership greats Jim Kouzes and Barry Posner, in 1987, presents findings on leadership qualities which led, or contributed to, those singular breakthrough product events. The core findings of that study, initiated in 1983, revealed that from individual contributors to strategic executives, all agreed the top leadership characteristics are:

• Model the Way
1. Find Your Voice by Clarifying Your personal Values
2. Set the Example by Aligning Actions with Shares Values

• Inspire a Shared Vision
3. Envision the Future by Imagining Exciting and Ennobling Possibilities
4. Enlist Others in a Common Vision by Appealing to Shared Aspirations

• Challenge the Process
5. Search for Opportunities by Seeking Innovative Ways to Change, Grow, and Improve
6. Experiment and take Risks by Constantly generating Small Wins and Learning From Mistakes

• Enable Others to Act
7. Foster Collaboration by Promoting Cooperative Goals and Building Trust
8. Strengthen Others by Sharing Power and Discretion

• Encourage the Heart
9. Recognize Contributions by Showing Appreciation for Individual Excellence
10. Celebrate the Values and Victories by Creating a Spirit of Community

All based on the core findings that those surveyed in the 1980’s found the greatest leaders to be Honest, Forward-Looking, Competent, Inspiring, and Intelligent.

However, recent studies from Gallop, Bersin, and IBM reveal changing characterisitics which define the emerging leader including – depending who you read – creativity, relationship-building, global perspective, transparency, and democratic organizational structure, among others.

Kouzes and Posner’s Five Practices appear evergreen, yet perhaps there are emerging behaviors and beliefs, methods and mindsets, that jive with effective 21st Century Leadership practices. This is our inquiry. Join the conversation with our quick survey.

Do You Create Superheroes?

/in , , , /by

What creates a high performer? Is it how many degrees they have, how many IQ points they have? Or is it how they create, use and power up their network? Dan Goleman says just one cognitive ability distinguishes top performers from average; pattern recognition. And an important part of big picture pattern thinking is the ability to create and energize a network of people who provide the pieces of that pattern.

Rob Cross, from the University of Virginia, has been studying how people interact, and the networks we create in the workplace. And he’s convinced that the strength, reach, and energy in the networks we create are powerful predictors of professional success, and happiness too.

Try this. Don’t ask yourself, “Who do I talk to at work?” Instead ask yourself these four questions:

  • Who do I go to to get things done?
  • Who do I go to for information?
  • Who do I trust at work?
  • Who do I interact with who always leaves me feeling better and stronger, and more energized?

In many organizations, up to a third of one’s professional skills and capabilities remain unknown to others in the organization. Enter the importance and power of the “broker.” The Broker is an important capabilities connector in the Real Org Chart. The Broker creates the connectivity in information, expertise, decision-making, political dynamics, project awareness and more. It also turns out your SVPs are most likely to be the centers of information, trust, effectiveness and energy.

But one of the greatest predictors of your effectiveness, your happiness, and your success is your capacity to be an energizer, instead of a vampire. According to Rob Cross, statistically your ability to create energy in the workplace and with your colleagues is more than 10 times as powerful as other predictors, including function, title, department, expertise, knowledge… Think about that for a second, and then ask yourself, “When people leave an interaction with me, do they leave feeling more or less energized?”

Enthusiasm is the contagious excitement of seeing the possible, and effectively sharing that vision with others. When we get enthusiastic about something it can be infectious. Just remember the difference between enthusiasm and action. There’s nothing more de-energizing than walking away fired-up from a meeting, work diligently on the shared vision, then only to return and find the prophet hasn’t done anything.

Craft an enthusiastic vision that captures the values of people in the group, and paint real possibilities. Next lead by example and make your contribution to the vision. That’s leadership enthusiasm in action.

The Human Factor Turnaround

/in , , , /by

I was honored to interview Paul Hiltz last week in Cincinnati. Several years ago as the new CEO of Mercy Hospital, after a string of leaders before him had come and gone, one of the often side questions he would get was, “So how long do you intend to stay?” Paul never had any intention of leaving the hospital, even as it was losing almost 10% annually as a business. He started not only by providing a grand vision of excellence and profitability, but also by focusing on the people part.

Let me explain. You would expect the grand vision board meetings, and senior leadership meetings that happened. What you wouldn’t expect is that he spent much of his days not couped up behind closed doors, but out in the hospital learning the names of everyone who worked there, and what they cared about in their work environment. Paul first argued to the financial team that they should be investing in simple cosmetic and aesthetic improvements – paint, carpet, repairing or replacing damaged and old equipment. With these gestures of recognizing and knowing everyone in the hospital, and investing in the infrastructure and cosmetics, it gave everyone an uplifting sense of being a part of a rejuvinated place to work.

That was just one small part of the equation. Paul wasn’t done yet. The next thing he did was to hire healthcare financial advisors who conducted workshops to teach the caregivers and staff how the hospital financial model worked. People who had worked in healthcare for over a decade were surprised to find that some of the standard practices they had been engaging in to create value and positive revenue for the hospital, in fact had the inverse effect. Many of the ways in which they were working with patients had a negative financial effect, and they never knew until Paul brought in experts to help them understand how the business worked.

Throughout the last few years of Paul’s tenure, there has been very little of the headcount and project slash typically expected in turnaround efforts. True, Paul has helped to optimize some aspects of the hospital operations, but throughout the organization people will consistently say that what has been the most powerful and effective part of Paul’s efforts has been his ability to be present, persistent, genuine, honest, all despite immense financial pressures to perform.

In the face of adversity, think like Paul. Focus on the human aspect, because in the end it’s the people that make the difference.

Relentlessly inspire. And be inspired.

/in , , /by

make_happyWant to build a great marriage? Create positive teams that go the duration? Be a better boss, not a bosshole? Turns out there is statistical evidence that creating great results and great relationships, is correlated to the ratio of positive/negative interactions we have with the people around us. Above 3:1 and below 11:1 is trending positive, and right about 6:1 is the sweet spot for professional environments. More than 12:1 in the ratio of positive to negative comments and the praise starts to get a little unbelievable.

For personal relationships you want about 5:1 positive to negative interactions. Maybe because trust is higher in personal relationships. Maybe because we need less constant affirmation from loved ones. Maybe we take more chances in our work, and want greater affirmation that we’re on the right track.

Marcial Francisco Losada conducted studies in which teams of assistants, behind one-way mirrors, observed group discussions and categorized comments made as either positive, negative, or neutral. Later, he drew upon independent metrics of performance, and was able to rank the team’s performance in context of the tenor of the conversations they had. The researchers also measured whether questions were intended to elicit new information or advocate their own point of view. Interestingly, low-performing teams asked very few inquisitive questions, and instead exercised a position of “waiting to talk” instead of actively listening.

Interestingly, on the high-performing teams one person’s inquisitive line of questioning would lead to another’s positivity. That is, if someone in the group made a curious inquiry, another member would react positively toward that line of questioning. Curiosity creates positive interactions.

The take-away is straightforward: build positive interactions into your daily life and good things happen.

Believe You Can Change the World

/in , , /by

Michael Stallard first told me this true story.  U2 is an anomaly in the world of rock music, right?  The world is littered with rock bands who make it and break up, or don’t make it and break up – all caught in the throes of egos battles or conflicting opinions and ideas, or maybe just awash in money and lose the storyline of the band and it’s identity.  From the beginning U2 said once “music can change the world because it can change people.”  The strength of the band’s identity and commitment to each other has driven the success.  The success has not driven the success.

In 1974 Bono’s mother died unexpectedly of a brain hemorrhage, which left his father to hold together the family, and as Bono describes it, he felt alone during the experience.  Just a couple years later in 1978, his friend and drummer Larry Mullen lost his mother in a car accident, which left Larry devastated.  Lost in that pain, Bono was present to help his friend heal emotionally.  Again in 1990 his dear friend and band mate The Edge went through an emotionally difficult divorce with his wife, and again the band rallied around the core group to support and find solidarity and kinship.  During that same time the bassist, Adam Clayton was working through debilitating drug and alcohol addictions which left him unable to play a signature live concert from Sydney, Australia to be televised around the world. Yet again the band slowed down, and took a break to support one of their own.

In 1987 the band was playing a concert in Tempe, AZ to celebrate the Reverend Martin Luther King.  Their song, “Pride” is a tribute to MLK and the band had been receiving consistent death threats from someone who claimed they would be present in the audience, and if they played that song, there would be an attempt to assassinate Bono.  The FBI declared the threat credible and advised the band not to play, and certainly not to play that signature song.

As Bono recalls, as he entered the third verse, “Early morning, April 4.  A shot rings out in the Memphis sky…” he closed his eyes not knowing what would happen.  When he opened his eyes, Adam Clayton was standing directly in front of him.

In your life, in your work, you might not be in a rock band galvanized by hardship and triumph.  Yet consider the power of finding that storyline that binds – beyond finding that next quarter profit or hitting the upcoming deadline.  The message by analogy must be: focus on building each other first.  Grow everyone in your path.

The Walk is Part of the Gift

/in , /by

This true story was told to me by Jo Radner.  Years ago Mary was a young woman working in the Peace Corps in Africa.  She befriended Abena from a local village who had endured a string of hardships including the loss of her husband to tribal feuds and lost a child from malaria.  Mary spent a much of her energy between her work duties to nurture Abena to health and support her family with food, company, and hope.  Abena was a skilled weaver and later, with new-found energy, spent her off hours gathering trace pieces of cloth and thread and fabric to weave a beautiful small tapestry as a gift of thanks for Mary’s birthday.

When Mary’s birthday arrived, Abena filled her skin with water and set off on the five mile journey to deliver her gift. The sun was strong and hot winds blew in her face and parched her lips.  She finished her water only halfway on her walk and arrived exhausted.  Mary greeted her with cool towels for her feet and water to drink.  They spent the afternoon sharing stories of their families, their hopes and dreams.

As the evening light approached Abena rose to leave.  Mary filled her skin with fresh water from the well and called for a mule-cart to bring Abena back to her village.  Abena stopped her gently, “Please understand your generosity is not necessary.  Understand that my walk is part of the gift.”

Let all of our efforts of gratitude be in the walk.  Enjoy.

Peripheral vision

/in , , /by

The world is changing so rapidly these days that we are constantly confronted with both new dilemmas and new opportunities. And often when confronted with these new puzzles we rely on the same skills and tactics which got us to where we are today. But what if solving 21st century problems and building 21st century opportunities requires new thinking? Here’s a few problem solving ideas for when your team feels stymied

  • Restate the puzzle. In as many ways as you can, rephrase the problem using different words and perspectives. The best way to do this effectively is to take turns around the table and have different players try this exercise. You are certain to uncover new clues to the solution as well as isolate what really matters. To often we get hung up on aspects that don’t merit as much mindshare as we allow initially. By using different vantage points on a particular problem, you get closer to the essence of the issue and recognition of the real value you are trying to generate. Because again, any puzzle – a technical fix, a service issue, a product enhancement – is ultimately aimed at value generation
  • Approach from downwind. In other words, attack the problem so it doesn’t see you coming. Come at the puzzle from a direction it never suspects. Chances are you have confronted something similar in the past and you follow the well-trod neurons in your brain. This tactic can be expedient in a pinch but unlikely to to produce something novel. If the challenge is both prickly and you have the luxury of a bit of time, try a new approach
  • Call in the talent. Reach out to your network and don’t be afraid to ask for help. Your posse internally and outside your organization are pleased to be tapped and eager to reveal their ingenuity. You are likely to find a new elegant fix from a source you already know.

Or finally try this – instead of thinking outside the box, find the right box to think in.  That’s right, innovation by analogy.  Borrow brilliance.

Smile and the world smiles with you

/in , , /by

We know from science that nothing in the universe exists as an isolated or independent entity. – Margaret Wheatley

Didn’t your mother tell you to give a firm handshake, smile and look them in the eye when you meet someone? Gotta make a good impression right? That smile was supposed to convey your own confidence and likability. Turns out that smile didn’t just help people to like you, it also made them happy – made them smile. The inverse is true – as Shawn Achor describes, just watch in a crowded airport as one person approaches a boarding gate nervous, anxious, and expressing the human indicators of tapping toes, and checking their watch. Within minutes more than half the people around them will exhibit the same symptoms of nervous anxiety. Try this experiment with caution – only if you want to intentionally create negative tension! The mirror neurons in our brain are so powerful that it’s nearly impossible to not smile when smiled at, feel emotional anxiety when you see someone crying, and of course yawn when you see someone yawn – even when you’re not either tired or bored.

Our mirror neurons are so powerful as not only emotional and performance emulators that we can improve our batting swing, our dancing, our piano technique – all by simply observing someone else performing these skills with a high degree of excellence.

Just this morning at our Perspectives conference in Orlando, Shawn Achor gave a riveting (and pretty funny!) talk about positive psychology and the power of mirror neurons in our daily lives and interactions. At any given interaction in life we have the opportunity to choose to share joy, and little did we know the immense impact of that interaction. In a live, real time experiment, Shawn demonstrated that not only is happiness contagious – you knew that of course – but that we are nearly powerless to deny emotions presented before us. He asked us to pair up, then person #1 smiles at person #2 who attempts to remain expressionless. Impossible, or nearly so. Thus is the power of empathy and connection to one another.

Sort of ups the ante on showing up as a leader, doesn’t it? The old proverbs about model the way, or smile and the world smiles with you, take on new meaning because now we understand that whatever emotion or intention we are conveying, consciously or not, people are nearly powerless not to follow. Dear friends, use your new found powers for only good.

Don’t go it alone. Give Trust.

/in , , /by

“I don’t care how talented you are, if you cannot work as part of a team, you cannot reach ultimate success.  With a talented team that wants to work together, you can accomplish anything.  I have taken very talented smart people who did not play on a team and shown them the door.” – Joe Tucci, CEO EMC

The temptation is great to take over the process, assignment, or whatever task, and either lead or wholly do it yourself, knowing with self-confidence that if you do it, it’ll get done ‘right.’  Or at least the way you want it done. And maybe you will accomplish that specific task to your satisfaction. But at what expense? If you are responsible for working with multiple people and projects, your myopic diversion means you aren’t spending time and energy in what matters strategically, and then of course – what message does that send about trust?  Rosabeth Moss Kanter wrote an entire book about the intersection of confidence and trust, and in it, she examines what the winning teams have in common (trust and respect), and what short-lived winning teams have (Prima Donas or luck).

In my experience both as an entrepreneur and lead collaborator, if any project hits the rails it’s either because of my own lack of communication, or lack of support and follow-through, not because the people I trusted where incapable or unwilling.  Here’s what I suggest (and Julie Gebauer and Dan Lowman back it up with the numbers in their book.)

  • Show the entire picture. Imbue Purpose: No one ever cares for perceived make-work activities that they feel have no relevance or value in the major game plan.  Explain why the task matters in the whole story and people will feel part of something larger and important.
  • See it through: Check in regularly with a little “how can I help” attitude which conveys that you didn’t just check out and expect that a package will arrive on deadline day.  Yes, set clear deliverable expectations, but stay with it and convey the attitude that everyone is on board to support and reassure success.
  • Don’t take over:  When watching the project unfold, resist any urge to jump in with a “I’ll just do it myself” attitude.  That don’t fly.  This is a key part of the give-trust equation.
  • Roll up your sleeves: When checking in on progress, find points of inflection and challenge and offer solutions that you are willing to contribute to.  Then do it.  Play your part.  As Terri Kelly, CEO of W.L. Gore says “No one may commit another.”  Communicate that this is as much your deal as theirs.
  • Bring in the resources: This is an opportunity to reach deep into your own network – internal or external – to bring talent and expertise that can aid the solution.  But be careful not to over-engineer.  If you are at, say, a design point, then tap a graphic artist who can aid just enough to allow the team champion to leverage that talent and bring the project to completion.  Don’t make it about the sourcing in such a way as to hijack the project.  That sounds to anyone like, “Well, looks like you couldn’t do it.  I guess we’ll bring in a pro now.  Thanks for your efforts thus far.” Remember, you trusted them as the pro.  Treat them like a pro and give ownership to the project.

In Julie Gebauer and Dan Lowman’s book, Closing the Engagement Gap, they show an internal EMC study demonstrating 93% of EMC people enjoy working with their coworkers.  Since this is true at EMC and elsewhere, facilitate and enable, but dear friends, please don’t get all Prima donna about it.