Creating a Leadership Philosophy

Leadership PhilosophyWe often talk about leadership styles and leadership behaviors but don’t often talk about our leadership philosophy. However, it is a critical part of understanding ourselves as a leader.  It is this underlying philosophy that has broad impact on our actions as leaders.  Leadership philosophy is a concept I’ve learned from my colleague Michael Maccoby.

We all have a life philosophy.  Our life philosophy is a way of putting our values together to guide how we behave.  We knowingly or unknowingly live our lives in accordance with this philosophy.  A leadership philosophy integrates our organizational purpose with the practical values and moral reasoning which you believe are essential to achieving that purpose.  It also includes how we define and measure results. Effective leaders are very aware of their leadership philosophy.  They not only communicate their philosophy, they can be trusted to act in accordance with that philosophy.

Think about your leadership philosophy.  What is it and what impact does it have on you, your team and your organization.  Ask the following questions:

1. What is the purpose of our organization?
2. What is my purpose as a leader?
3. Which organizational values support that purpose?
4. How do my personal values align with these organizational values?
5. What ethical and moral reasoning do I expect from myself and my people?  Do we work simply to avoid punishment and gain rewards? Do we operate in terms of what is good for my organization and myself without regard for my impact on others?  Do we function in a way that benefits or does not harm all those who may be impacted by our actions?
6. How do we define results?  Is this consistent with my leadership philosophy?

Once you’ve crafted your philosophy, validate that it is meaningful to you. Read it several times over the next two weeks.  Does it resonate with you?  If someone asked you, would you stand behind its representation of you to others?

 

Do Your Company’s Values Make Sense

Core Values
On websites or internal company portals and communities, there is a tab or tile that says “Our Values”.  They are there for everyone to see when and if they choose to look at them.  We use them to inform prospective employees, our current team, and business partners about who we are and what we’re about. Yet, according to a recent PwC survey, 63% of CEO’s want to increase communication to stakeholders about values and purpose.
Before jumping into another communication plan full of town hall meetings, email blasts, etc. to get the word out about your organization’s values, I encourage leaders to take a step back and look at how else they are communicating or not communicating the values.

Do your values make sense?  Many of you will look and say, “Of course they do.”  However, if your actions and the way you run the business are saying one thing and the words are saying another, then the answer is no, they don’t. These questions can help you decide if your reality is meeting the aspirations of your values.

  • How well have they been integrated into your business strategy?  Can your stakeholders see how the values are playing out in your business strategy.  When someone looks at TOMS or Life Is Good’s business strategies, their is no doubt what their values are.
  • Do you look for them in who and how you hire?  It’s one thing to say that you have certain corporate values.  It’s another to overtly make them part of your hiring and onboarding process.
  • Can I see them in the way you manage talent?  Nothing kills the credibility of a value statement more quickly than saying, for example, that we value collaboration, innovative thinking, and the power of great ideas only to then promote and recognize the people who get results while completely disregarding your stated values.
  • Are they part of our decision making?  When tough decisions need to get made, are the values one of the key factors considered?
You see, it’s one thing to say what you value.  It’s another to make them come alive.

Tic, toc, tic, toc — Getting Beyond Time Wasters

Time Wasters

I don’t know about you but the first half of the year has flown by for me.  Time has a way of doing that, moving quickly.  So, it’s important that we use our time well. Here are three tips for making the best use of your time:

1) Weigh urgency and importance.  We all have things in life that need our immediate attention.  We also have things that are important for us to achieve the outcomes we desire.  They are not always the same thing.  If something is urgent and important, it usually gets our time. However, if it’s important and not urgent it is very easy to not give it the time it needs. Take a look at how you’re using your time.  Are the things taking up your time urgent? important? urgent and important? or urgent and unimportant.  If too many are in the last category, you probably feel frustrated.  Recalibrate and determine how to move those things off your plate and make more room for the important and not urgent.

2) Build mental breaks into your day.  If you don’t build in mental breaks, you become less effective. And more prone to get distracted by Facebook, fantasy football or your text alerts.  However, if you know you will be taking break to get your electronic fix, you can spend time truly focusing on what needs to be done rather telling yourself ‘I’ll only take a minute to check…’ Research shows it takes 25 minutes for us to completely refocus after an interruption. So that ‘minute’ becomes more like 30.

3) Create blocks of time for just you.  When you lead other people or work in a team, it’s easy to have your time become booked with meeting after meeting or for people to continually stop in because of your open door policy.  All of us have work that needs our undivided attention.  Build times into your calendar that are sacred so you can focus on that work.  Let your team members and other people who may need to know that at a certain time, you’re going to be in your office (or cubicle) with the door (or imaginary door) closed so that you can focus on work that needs your undivided attention.  Ask them to please not disturb you unless absolutely necessary.  Then close your door and get to work!
Cheers!
Edith

The Leadership Multiplier Effect

A third of all CEO’s surveyed by The Conference Board say the most pressing issue they have is attracting, developing and retaining the right talent. Two of the biggest factors in engagement and retention are trust in senior leadership and the relationship people have with their managers. With 75% of employees in a recent Gallup Organization survey reporting that they are unengaged or actively disengaged at work, leadership is not successfully addressing this issue.

Leadership excellence has a multiplier effect on organizations. Investing in developing leaders, increasing the leadership multiplier effect, is a short-term and long-term strategy that allows your organization to adapt and thrive in various economic circumstances by attracting, retaining and engaging your human capital.

What is the Leadership Multiplier Effect?

Resources spent on leadership development have a cascading effect throughout the organization. The effective leader creates exponential value for the organization through his or her influence on the strategy, people and processes in the organization. One leader’s effective decisions and actions has a ripple effect that can impact dozens or hundreds of employees, positively changing business performance for the entire department or business unit. Likewise, the impact of poor leadership decisions and actions can lead to the decreased ability to attract, develop and retain the right talent.

In addition, effective senior leaders model behaviors and skills for other leaders in the organization. They set the tone for the leadership practices that define the organization and its culture. They demonstrate the business skills that address business issues and create innovation. They define and operationalize high performance through their interactions with each other and the entire organization.

As others mature in their leadership roles, their effectiveness is increased for having been effectively developed and for the role-models presented by senior leadership. A cascade is created. With more effective leadership focused on the right things at all levels in the organization, factors impacting business performance improve. Groups led by effective leaders are more engaged resulting in higher productivity rates, increased willingness to give extra effort, and greater acceptance of change. In other words, effective leadership creates an environment that attracts and retains high quality talent.

Ensuring the effectiveness of your leaders is critical whether your business is expanding or contracting. When your business is expanding, bringing on new people, introducing new products, serving new customers, leaders need to integrate and assimilate the growth. They need to plan strategically for growth, effectively develop their teams, establish business practices and maintain the engagement people feel in those initial few months on the job.

When business is contracting, leaders need to manage the change brought on by staff reductions, reduced revenue streams and increased cost constraints. They need to maintain the remaining staff’s focus and morale. Need to maintain customer service levels, identify how to do more with less.

Optimizing the Leadership Multiplier Effect

For the leadership multiplier effect have its maximum impact, leaders must be developed effectively. Effective development includes:

1.  Identifying the core of effective leadership. What makes leaders effective? One way to start thinking about leadership effectiveness is to identify what results you want the leader to achieve and use this to identify behaviors that are effective in achieving those results.

2.   Communicating what is expected of a leader. This communication is not always in words. It’s important to understand that how you select, how you assign resources, what people are held accountable for and how you recognize and reward say a great deal about your expectations of leaders.

3.   Assessing your leaders against your model of effectiveness. If some are less effective than you need, identify a strategy for addressing it. It may be development, assignment changes, or an exit strategy. No matter what strategy seems most appropriate, it should start with a frank conversation with the leader.

4.   Identifying potential leaders within your organization and outside your organization. Do you have the bench strength you need? Also remember that leaders aren’t just those with formal titles but also those in roles that are pivotal to business success.

5.   Developing leadership effectively. Formal learning experiences, business-driven assignments and projects, coaching, mentoring and other leadership development experiences need to align with the business strategy and the expectations you’ve communicated about leadership within your organization. Utilize a suite of development activities that build leaders throughout their careers. Developing leaders is process not an event. You must take a planned approach to leadership development, not one that only addresses obvious flash points that may be ignoring underlying causes.

By taking advantage of the Leadership Multiplier Effect, you will optimize talent and create competitive advantage.

My Conversation with HPA Journal

There are two things I’d like to share with you this week.

First, last fall I had the opportunity to talk with Tim Autrey of HPA Journal about Getting Real.

We talked about how to create sustained motivation and engagement, why there is an “I” in team and why leadership can be so challenging in today’s environment. I share some ideas and tips that anyone can use and apply immediately.  I thought you might like to read the interview in the HPA Journal’s summer issue.

Second,  I know many organizations and companies are looking for speakers for meetings, events, conferences and I’m answering the call! If you or someone you know is looking for an engaging speaker, whether it be for an hour or a day, I’d welcome the opportunity to talk more about it.

For more information or to contact me, click here.

 

The Journey to Excellence

Tom PetersBack in 1982, Tom Peters went In Search of Excellence and profiled 40+ companies who were examples of excellence.  If we look back at that book some of the companies are gone now or are not what we would hold up as examples of excellence.  That’s because excellence is not an end state.  It’s an organizational state of being that’s characterized by continuous movement in pursuit of ever-higher achievement.  In a culture of excellence, you are never done or…you never quite arrive.

The drive for excellence — for continually improving on even our most outstanding achievement —  when paired with the compelling clarity I spoke about in my last newsletter sets the stage for achieving or even exceeding the goals defined in the strategy.  The question is how do you create a culture of excellence and performance?

Excellence is about self reflection:  Without knowing who and where you are in your journey, it is difficult to continually pursue ever higher levels of personal or organizational achievement.  What values are of core importance to me?  How do I add value? What values are core to the organization?  How do we add value for our customers? Am I clear where I am taking my organization?  Am I communicating a standard of excellence?

Excellence is about continual, personal growth: Without professional growth, our performance, and that of our organization, will not be characterized by excellence.  Leaders need to be a role model for their teams.  They should ask “how can I use my strengths more fully to achieve the results we need to be successful?” It’s equally important to ask yourself and others,  “what do I, as a leader, not know and need to learn?  What skill do I need to develop and how should I apply them?”

Excellence is about setting the expectation for excellence: In environments that achieve excellence, the standard for it is communicated broadly throughout the organization.  The communication isn’t just verbal.  It’s communicated in goals and objectives.  It’s communicated in everyday actions.  It’s communicated in the quality of anything that’s produced, from emails and meeting agendas to products and services. It’s communicated in processes that focus on continual improvement.

Excellence is about creating a culture that looks at behaviors and results: Cultures that only look at results can become toxic.  It can be too easy to turn a blind eye to unacceptable behavior because “hey, he/she gets results.”  Leaders need to be as concerned with how people achieve results as with the results they are achieving. How do we meet our customer’s expectations, meet our business goals and behave ethically and with excellence? What behavior do we hold up as the gold standard in the pursuit of results?  What behaviors are completely unacceptable?

Excellence is about tapping into each person’s drive for excellence: The neuroscience of excellence tells us that higher and higher performance comes from the need to direct our own lives, to create new things and to improve ourselves and our world.  In his book, Drive, Daniel Pink talks about tapping into the third drive — the drive produced from engagement in the task itself when the task allows us to experience autonomy, mastery and purpose. Too many of our organizations are using what Pink calls the second drive – the carrot and the stick – to try to create higher levels of achievement. What we know is that this only takes achievement to the level of what one needs to do to get a reward and to avoid a negative consequence.  It doesn’t lead us to excellence.

Excellence is about improving those around you and managing performance: As the saying goes, the tide lifts all boats.  In order to instill a culture of excellence, leaders need to manage performance and development proactively by praising excellence and having the difficult discussions that are needed to improve performance.  Too often we short circuit the ability to achieve excellence because we are unable to give the difficult feedback that allows others to build their capacity to contribute.  Unfortunately, many of our performance management practices also drive a trend towards mediocrity by relying too much on the carrot and stick.

As Tom Peters did almost 30 years ago, go in search of excellence in your organization.  Model it, practice it, celebrate it and watch the impact on performance

Compelling Clarity 2016

Compelling Clarity 2012Earlier in my career, I was interviewing with the SVP of HR, the chief people officer, for a senior role in a large organization. He was still fresh to the company, having been there about 6 months. I asked him where the firm was going and what made him get up in the morning and go to work. He looked at me and with a shrug said “Edith, its insurance,” like it was the craziest question in the world. How silly to expect that a senior leader, six months into his job would be able to articulate a compelling picture of the place he worked. He had a golden opportunity to communicate his vision of what this organization was about and where it was going and he came up with nothing.

There was no second interview.

This story is not meant to reflect badly on the insurance company. I know plenty of executives in insurance companies who would answer that question very differently.

This SVP obviously wasn’t able to communicate a vision. Over the past 18 months, many of our organizations have been lacking in “the vision thing.” We’ve been focused on a lot of things that were important but that people perceive as negative — cutting costs, losing sales and revenues, reducing headcount. But as the recovery starts, we need to think about where we want to go from here, because it won’t be where we were before 2008.

Whether you are hiring to rebuild your team, developing employees, or trying to retain or more fully engage your talent, the first step for taking performance to the next level and creating competitive advantage is to develop Compelling Clarity. Compelling Clarity is about creating a vision and expectations that are so clear it is difficult to say ‘where are we going?’ or ‘what should I be doing? ‘and so compelling no one needs to ask ‘why am I doing this?’ Instead, they say ‘I need to be a part of this.’

Ask yourself these questions:

      • Where does my organization (or division or group or…) need to go?
      • Why are we going in that direction?
      • What will we look like a year from now?
      • What top priorities will get us there? 
      • How will we know we’re successful?
      • Why do I want to be part of this? Why should someone else want to be part of this?

If your answer is “I don’t know” to any of these you’re going to be less able to attract or retain top talent as you move forward. You’ll be appealing to people who want a job but not attractive to people who want to make an impact. Without a sense of where they’re going you’re people can’t perform at the high levels you need.

Be ready to talk about your vision and gauge the reactions. After all, you don’t want to find yourself saying, with a shrug, “Edith, it’s…”

What Makes a Great Leader?

great leadersTwo different and interesting takes on leadership jumped out at me recently. They provide completely different views on effective leaderships.

In Praise of the SOB Leader: In this article, Marc Effron discusses research that looks at the impact of execution-related capabilities and people-related capabilities on performance. The execution-related capabilities — things like being persistent, organized, proactive, setting high standards and holding people accountable — have a positive impact. People-related skills like teamwork, listening, etc. do not. My question is, does focusing on the execution-related capabilities really mean that you have to be an SOB or can you display those capabilities in a way that honors the other person.

9 Surprising Traits of Truly Phenomenal Bosses: Inc.’s Jeff Haden shares 9 traits that your boss has that aren’t obvious because of what they do but because of what they don’t do. t’s these traits that he argues are what differentiates a truly terrific boss. The traits include things like forgiving and, more importantly, forgetting and allowing people to learn their own lessons.

Take a look at the articles. think you’ll find a couple of really good nuggets in both of them.

Four Ways Bosses Add Value

Effective LeadershipThere have been many times when I’ve witnessed an epiphany happen for bosses. It’s the moment they realize that having the answer is not the only way they add value. Too often, even experienced leaders believe that the most important part of their job is to have all the answers. Having the answer is only one way that bosses add value and, while it has short term benefit, over the long run these four actions can be even more valuable:

        • Listening: One of the ways people grow is to be given the opportunity to think through situations and issues and to have someone who will listen to their ideas and potential solutions. Strong working relationships are forged when there is opportunity to speak knowing the other person will listen.

        • Asking questions: Telling someone an answer gives them the benefit of your thinking and experience. Asking questions allows the individual to learn from your thinking and his own thinking. Effective questions are not those that are ‘gotcha’s’ or ones meant to show the other person how much you know. Effective questions help the individual think about problems and issues more broadly. They ask them to consider the ‘why?’ of a situation, the implications of taking a certain action, the perspective of others involved or the pros and cons of a certain course of action.

        • Recognizing and reinforcing: Recent research shows that the average ratio of positive to negative feedback by high performing team is almost 6:1. For low performing teams, its about a 1:1 ratio. In the same research, for better than average performers, positive feedback raised performance for 62% of them by as much as 24%. Since most of a boss’ team is made of up these better than average performers, the value added by recognizing and reinforcing performance has an exponential impact on results.

        • Visibility: There are two types of visibility. Boss’ add value when they give the people on their team visibility into what is going on in other parts and levels of the organization. Whether someone aspires to be ‘the boss’ one day or not, it’s important to know what others view as important, what’s valued, what’s not important or even career limiting. It’s also important to raise your team members’ visibility within the organization. You add value to their career and add value to your own by showcasing the great people you have hired and developed.

Next time you’re thinking that your main job is to give your team the answer, think about these other opportunities to add value. Are you adding as much value as you can?

What To Do When A Senior Leader Leaves

Executive ExodusI’ve been hearing from some of you about changes that are occurring in your company.  A few people have talked to me about senior leaders leaving their organizations — their manager or the executive who leads the division, department, or group.  Anytime someone leaves a work group it’s disruptive to the group but when a senior leader leaves, the organizational shock waves can really knock you back.

When a senior leader leaves and you are a leader in the organization, you are in a difficult position.  You are trying to navigate this change yourself and trying to provide guidance and support for others.

It’s common when a senior leader leaves, that the organization and you as an individual:

  • Feel like the rudder has come off the boat. As much as we talk about shared leadership, there are special expectations of leaders at the top.  They are the ones who establish a vision or direction and guide the organization in pursuit of that vision.  Without that, we feel we’re in a boat without a rudder.
  • Aren’t sure what to do.  People start to ask “is this still important?” “I was in the middle of this big project, will it continue?” “What about…?
  • Wait for the other shoe to drop. Now that X has left, how soon will it be until others leave?
  • Wonder what that person knows that they don’t. People will often question why the person left and because the reason isn’t often public information, people fill in the blank with negative reasons.

You’re thinking these things and you’re pretty sure you’re people are, too.  How do you lead now?

  • Reiterate that, unless a new person has been put in the role already and made a significant announcement, the direction has not changed. Clients and customers still need what they needed yesterday.  The products or services you provide haven’t changed.  You work in the same locations.
  • Use the opportunity to solve challenges collaboratively. If the person who left was your direct boss and you now find that you don’t have a sounding board, find a colleague you trust and can collaborate with around ideas and solutions to problems.
  • Take the bull by the horns. This may be that opportunity to shine you’ve been looking for.  When the world seems to be falling apart, if you are able to keep yourself and those around you together, you’ll be remembered.  Review what your team is doing.  Assess what the priorities are.  Maintain focus and direction.
  • Open up the dialogue. Talk and listen to the people on your team and the people around you.  Listen to the anxiety and concerns they’ll have, no matter how outlandish they seem.  Assure your people that, as of right now, you are still pursuing certain projects,  your customers still have needs, and that the business is still functioning as it was.  Let them know that the situation will probably be fluid and dynamic for the foreseeable future and commit to sharing what you can as soon as you can.
  • Talk to the new or interim leader as soon as you can. Introduce yourself and let him or her know that you want to provide whatever support you can during the transition.  Ask what he or she plans for the next 60 – 90 days.  Help this individual learn about your team. Position yourself to be viewed in a very positive way.  Do great work and help your team do great work.
  • Prepare for what may be next. It’s no secret that new senior leaders often change the membership of their new leadership teams.  If you reported directly to the previous incumbent, be prudent and prepare for the possibility that you may find yourself in different circumstances when the new leader is done putting his or her team in place.  Dust off your resume.  Make sure your network is working.  Think about what your next move could be if you needed to move on.