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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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This is the third of a series about what it is that characterizes a leader.
Me? A Leader?
While some leaders are appointed, formally designated and generally recognized, the vast majority are quiet, 'unsung' heroes who simply rise to any one of the myriad occasions we face every day.
Regardless, there are certain characteristics that leaders share. If you consider all the leaders that you know, whether they are current, past or future, real or fictional, well-intentioned or otherwise, and from different fields of endeavor, you'll find common traits.
These are not magical qualities, reserved for the select few, but rather common abilities which just seem to come together when needed. We continue our exploration of a number of these characteristics over the next few issues of Polaris Digest. This month we will consider:
Stability / Balance . . .
"Afore ye tak' any sort o' risk laddie, make sure ye have both feet firmly on the groond!" Sage advice from my sainted Scottish aunt, many years ago, which still serves me very well.
As a leader and in any situation, there are two fundamental pieces of information - I need to know where I'm attempting to go and, more importantly, I need to know where I'm starting from - where I am right now. Armed with this information I can generate my options and plan to make a difference. My feet are firmly on the ground.
Working with the definition of a leader as being one who focuses the desire for change in others and creates a new reality, we can see that the benefit and outcome of effective focusing is realizing the 'desired new reality'. Last month we considered the impact of passion or momentum - the drive to move forward - where the outcome would be 'contributions'.
In this issue, we'll take a close look at a third characteristic, that is stability / balance, the outcome of which could be described as 'commitment'. In fact we require equal attention to all three of these characteristics for leadership that works. Using an analogy, focus is equivalent to steering a vehicle while passion is the accelerator and stability / balance is the transmission or gearbox. All work together to take you safely to your intended destination.
There are three aspects of stability / balance which demand our attention. The first of these relates to holding a steady course while managing turbulent and erratic pressures as we proceed. We need a 'marker on the horizon' that will serve as a visible reference point. Periodically, we can raise our sights and confirm that we are still headed in the intended direction and making progress towards it.
The leader presents this marker as the 'meta' or overall objective, clearly visible and recognizable to all involved. In the longer-term, of course, the marker, being on the horizon is achieved only to be replaced with another distant reference point. Its sole purpose is to assist navigation - it isn't an objective in itself.
The second consideration is that of 'dynamic tension'. Balance is indeed dynamic, constantly shifting and adjusting rather than rigid and unyielding. Imagine trying to balance on a teeter-totter or see-saw as a child. You placed a foot either side of the central point and then shifted your weight continuously to achieve ongoing balance.
Leadership is no different. It requires continuous small adjustments to keep things on an even keel. The leader who attempts to hold things too firmly in place will soon lose stability and balance and thus the confidence of followers. This is like maintaining an optimal level of personal health, where we are always in a state of healing or repair due to the ravages of life. True health is sustaining the capacity to heal, not the absence of disease or injury.
Which brings us to the third aspect, that of 'progressive impetus'. There's been much concern over sustainable development in past years, but all this does is maintain the status quo. As leaders, we must be concerned with growth and ongoing improvement, sensitive to changes in circumstances and yet under our effective control.
As with riding a bicycle, it is easier to maintain balance if we're actually moving forward. The faster we go, within reason, the less we need to be concerned with consciously correcting for true balance. We may now concentrate our efforts on steering and impetus.
So it is with leadership. When the relationship between leader and followers is stable and balanced, individual commitment levels are high, and progress towards the new reality is made. This can be achieved by identifying that 'marker', 'dynamic balancing' and 'progressive impetus' Go for it!
So, ask yourself,
- "If this is to be my opportunity to lead, what's a point of reference for the group that we can maintain as we wrestle with the pressing demands of the moment?"
- "What could I do or say that would help others to feel sufficiently stable and in-balance so that they can concentrate on achieving success?"
- "How do I encourage others to adopt and sustain dynamic balance and resiliency so that they will 'drive through', overcoming obstacles, while I just 'steer'?"
We have focus, we have passion, and now we have stability / balance to bring us safely home. Tune in next month for discussions on another valuable characteristic!
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Timely Insights . . .
Innovators know that the importance of strategy decreases as uncertainty increases. The solution, according to Vijay Govindarajan and Chris Trimble in a recent article "Strategy, Execution and Innovation" is to strategize and then re-strategize again.
What this means is don't create, or have created, a brilliant strategy and then simply implement. The strategy, no matter how brilliant it might be, is speculative - never can it be perfect! So, an integral part of the implementation must be to redefine the strategy as it is being executed. This makes a great deal of sense, because in practice, we've all been there! www.fastcompany.com/resources/leadership/vgct/081604.html
Perhaps the greatest obstacle to successful change within any organization is the process used - or not used - to get there. John Kotter is an established leadership guru whose advice has been unfailingly sound. He says that a simple process will do the job, namely: create a sense of urgency > build a guiding team > get the vision right > communicate effectively > empower action > create short-term wins > refuse to give up. Of course, there are pitfalls at every step, but this approach is simple, well researched and well proven. Read his book - Heart of Change
All leader / managers must continuously polish interpersonal communication skills. Communication is truly the lifeblood of every organization. A significant barrier to communication effectiveness is the trustworthiness and credibility of those involved - or lack thereof! This is a subject on which few of us think deeply, so long as it's working. Take the time to do some constructive thinking before it becomes a problem, even a fatal flaw, in your career. There's inspiration and tangible help in "Communicating with Intent - say what you mean and mean what you say"
My sainted Scottish aunt, an unfailing source of great wisdom and my first and most influential mentor, once told me a 'truth' that has stood the test of time - and then some! "I will forget what you have told me; I will likely forget what you have done; however I will never forget how you have caused me to feel!" This is a fundamental precept that should guide every one of our important relationships.
Now you know precisely where to focus your efforts.
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Failure is not an Option . . .
I never cease to be inspired and instructed by Jim Collins, co-author of "Built to Last" and author of "Good to Great". I was delighted when I learned that he has written a new book "Leadership Lessons of a Rock Climber". In it he asserts that the mountain is the ultimate classroom, and this concept also resonates with me.
The first of several lessons he presents, in a highly readable form, relates to 'Fallure and Failure'. The story revolves around a climbing incident where, faced with a tactical error which seriously jeopardized his chances of a successful ascent, he elected to fail rather than to push himself against the odds, knowing that he'd possibly, even probably fall.
This is a telling moment that each one of us must face at some point(s) in our careers. We reach a stage where the deck is stacked against us and our chances of success are really impaired - perhaps irretrievably. Do we continue to struggle, to persist in the face of almost certain failure, or do we cut our losses and beat a 'tactical' retreat?
The answer, it seems to me, is entirely dependent on how we want to feel about ourselves subsequently. The question could be, "Will I be able to live with myself if I give up?" Maybe the odds are indeed overwhelming and I have every expectation that I'll eventually fail but, and it's a very large 'but', I can choose not to give up. I choose not to fail, but to continue until I fall! I push right up to, and even beyond my limits!
In all setbacks I can fail or fall, and in every situation there's at least one lesson I can learn. On the one hand I can learn how to adjust my actions so that I will increase the possibilities of success in the future; I can learn to think and feel differently about the situation and thereby enhance my prospects of future success; I can learn to rely on the help and guidance of others to increase my effectiveness. All these are positive options and, even though I wasn't successful, I've gained something.
On the other hand I can also 'reaffirm' that I'm fallible, that I make mistakes, that I sometimes do not stay the course or that I cash in my chips. But I already know these things about myself and because of this I gain relatively little from learning them over again.
If I should choose to learn from 'fallure' - that is pushing myself to or even beyond the actual point of failure - then I require - no, demand so much more from myself. The lessons I learn however, are so much more valuable!
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| Section 2 |
- Talk Back |
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You write . . .
A selection of frequently-asked questions.
Q: This "personal performance contract (PPC)" I'm trying to put together is something of a challenge. Twice a year my Boss and I have a Performance Review. Well, I guess I'm the one who has the Review - since he's the one checking on progress with my Goals and suggesting areas for improvement! How does the PPC differ from the document we use now?
A. Well, in some ways the documents are similar - and in others, dissimilar. Both are designed to keep you Focused - on 'contribution' and 'outcomes'. Both also monitor Progress. Where they differ is in their application. One focuses on 'what' you do / achieve, ie your contribution to the Organizational Objectives (outcomes); the other (the PPC) focuses on 'how' you, the individual, get the job done, ie, the talents, skills and strengths you bring to the table - and how you apply them - within yourself and through others - to achieve those desired outcomes. The results you achieve within your Organizational Performance Contract you leave behind - should you move on! The outcomes you achieve within your Personal Performance Contract you take with you, since they relate to your own, personal development. In other words, they relate to you being your 'personal best'.
Q. Can you please help me with a recent hire, someone we'd identified as 'a winner' based on our knowledge of his past performance in the US as Sales Manager of a highly effective Field Sales Team. His new role has him working on his own...which he does well. He's intelligent, focused and keen to move ahead - and quickly! He's an excellent worker, contributes immense value to our team and organisation and so he should go a long way. Problem is, he's prone to self-promotion and self-profiling....likely an acceptable talent where he came from -- but not much appreciated over here in Europe. What to do? I don't want to lose him, but things cannot go on as they are.
A. Sounds like you're dealing with a guy who is using the cultural norms of his former employer. One could write this off to simple arrogance - however, with a little more insight one might conclude that he's insecure - he doesn't fully know / trust the new norms and can't let go of what he has learned hs made him successful in the past.
With no direct-reports, he may be starved of spontaneous feedback. And periodic feedback from the more conservative European culture may also be insufficient to placate him. His response to this could well be to push even harder - thereby irritating his superiors in the process!
It sounds like he needs reassurance. More importantly, he needs re-orientation. You need to tell him what you've told me - in plain language. Also describe the ways in which the Company recognizes and rewards it's 'star players', help him to identify the North American parallels. Use comparative scenarios to demonstrate how NN would handle it differently from Lilly or other organizations, and show him how his performance is being assessed against NN standards right now. Avoid detailing the 'errors' in his current approach - he'll reject your evidence faster than you can present it - but rather focus on the 'credits' he has already earned but hasn't yet appreciated.
Over time, perhaps a few weeks, he'll shape his behavior to test the Company norms you've described to assure himself that they really work. If they do work - to his satisfaction - he'll reconfigure his 'personal scoreboard' and thus need much less reinforcement from you.
Q. I've been told by several people that one of my employees has an anger management problem. I have not witnessed it myself but have heard this employee can loose his cool and direct his anger at people. I've not approached the employee because no one has come to me directly to voice a concern -- it is always third party. I am concerned that this could get worse if I don't address it. I also think some of the staff may even enjoy provoking this employee. I realize the employee should always behave professionally and this line may have been crossed....but it is difficult to deal with because he is extremely loyal and hard working.
A. The fact that the individual concerned is loyal and hard-working should not be a reason for failing to deal with the issue. The behavior may well be a 'plea for help' and if so, a constructive intervention would be appreciated Third party reports are generally unreliable in terms of both substance and intention. Until there is an incident that you either observe or that impacts on you due to a complaint, you can do very little to confront it.
At this point, anger management is just an 'assumed' issue. It would be risky to confront the person involved on that front. However, within your supervisory role, what you can do is develop a Personal Action Plan with the person that focuses on his 'strengths' and individual growth. Enquire about the areas in which the person would like to achieve ongoing growth and improvement. See if the issue of anger management arises - in any form. If affirmative, suggest some options for dealing with it. If it is not mentioned, explore some related areas which would help to define the issue - assertiveness; meeting deadlines; resolving friction between others (conflict management), stress management, standards enforcement, quality assurance, safety concerns, etc.
Giving clear direction and offering needed support are often therapeutic techniques in themselves. If, however, the scenario is indeed one of manipulation, it will be dependent on a reaction/response from the individual. In this case, the manipulation will stop as soon as the reaction/response is no longer forthcoming.
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Commentary . . .
My Covenant with You
Think about contracts for a moment. They are serious matters, perhaps they're even intimidating to some. By definition, they are a binding agreement between two or more persons which is legally enforceable. The problem lies in the exceptions which fill law libraries and make attorneys very wealthy.
In a contract if one person defaults then the contract is broken and the other person(s) are likewise no longer bound by its intentions or provisions. This is far from comforting if used as a basis for a relationship, yet we use contracts for some of the most important relationships in our life.
Is there an alternative? I believe there is, the covenant. A covenant is similar yet different, being a binding agreement or undertaking relating to performance. That's it - no exceptions in this case, no escape holes or 'wiggle-room'. If I covenant with my life partner in a marriage, then there's nothing that can cause a retraction outside of me breaking the covenant. Nothing she might do or not do will allow me 'off the hook' of my commitment.
This seems to me to be so much more secure, especially if I make the commitment or covenant under an objective "higher power" to which I ascribe the right to make judgments.
It really doesn't matter whether the other person(s) might reciprocate; my covenant once made is no less binding.
It is in this light that I now make a covenant with you regarding the communication that we share. I ask you to accept this as a demonstration of my sincere dedication to your growth and development.
Communication - my Personal Code of Practice
1. I'll hold no thought that erodes your personal dignity
Your individuality and integrity have irreplaceable value for me, which I shall make every effort to sustain. Your contributions, being unique and special to my appreciation of this world, are worthy of preservation as you intend them.
2. I will acknowledge your right to perceive the world differently.
Our differences may cause me temporary discomfort yet they'll stimulate my learning, a broadening of my horizons and deepen my appreciation of substantial reality. Our differences will improve our relationship over time.
3. I will state my intentions at the beginning of each communication.
Openness and frankness are the hallmarks of trust and confidence. I will strive to eliminate any and all potential misunderstandings from the outset of our exchanges and, at all times, avoid deception and manipulation.
4. I will expose, at your request, each and every assumption that I hold.
My commitment to you is to present my beliefs and expectations wherever they impinge on our interactions. I'll be candid and forthright regardless of how I anticipate you might choose to respond.
5. I will seek out and verify any assumptions I believe you are holding.
Ambiguity and misinterpretations are unacceptable strategies in my efforts to fully understand and appreciate your intended meaning. I will always take the initiative to discover and explore the foundations of your assertions.
6. I will always presume your intentions to be positive and constructive.
My opening position is that your intentions are honorable and well intended. I'll construe your statements and actions in this light until such time as you clearly demonstrate or present incontrovertible proof to the contrary.
7. I'll use a test of clarity, such as summarizing, before I respond.
Accepting the ongoing ambiguities of language and our perceptual differences, I will test the interpretations I place on your statements to ensure that the message I am receiving is fundamentally the same that you intended.
8. I will identify and share the new insights I gain from our interaction.
The meaning of communication is in the response it elicits. This will be my certain guide to the effectiveness of what takes place between us, and I will strive to reveal fully the lessons and insights that will arise for me.
9. I will seek to understand your viewpoint before I allow any judgment.
I shall consider carefully the consequences of your position, particularly those which impact on my current position and beliefs, to ensure that we attain a realistic and mutual appreciation of any outcomes which might follow.
10. I will reveal my understanding / intended action before I move on.
Prior to moving forward based on your assertions or propositions, I agree to explain to your satisfaction the position I shall adopt and/or the action(s) I propose to take so that you are in no doubt regarding the consequences of your communication.
This is my solemn covenant, entered into of my own free will, which I shall strive to uphold - you need do nothing other than provide me with feedback on my performance. If this undertaking contributes to the effectiveness of our communications, and ultimately to our relationship, then I am well pleased. It has fulfilled its purpose.
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A Point of View . . .
This section is a Guest Column.
Those with different and interesting
viewpoints are invited to state a case on a related topic.
Articles are welcome – up to 250 words, please. Let’s hear from you!
Wallowing in the Career Pool
It sounds like a great invitation, right? Since this is supposed to be summer.
Seriously, I have to tell you that I have been pretty frustrated in the last two or more years. You see, I work in a large, well-known corporation in a specialist capacity. I'm still young and closer to the start of my career than to the end. My immediate boss is not much older than me. You get the picture?
My problem is that I think hell is going to freeze over before I get a chance to move up in my career. It doesn't matter how good I am at my job because there's not much room to grow in my department. I agree I can grow my expert knowledge, I can take on bigger projects and I can try to grow as a person, but unless someone dies I won't get promoted until I move to another company. This makes no real sense for me or the company because then I'd have to start over.
I don't think this is right. I believe we have to change the way we use people in business. One idea is to limit the time any person can be in a particular job to two or three years. This way people will be encouraged to try new things and there'll be opportunities to change over the ones who are just treading water. Also there'll be more chances to try younger, more energetic and enthusiastic persons and perhaps get some new thinking. After all, experience isn't everything.
There's not much chance that any large corporation would try this idea. They are not geared for change like this. A smaller, entrepreneurial company could try it though and then we'd be able to see if it would really work.
Obviously, I don't belong to the school of "If it ain't broke, don't fix it". I'd like to spread my wings and I know lots of others out there would like to as well. I believe we should try fresh thinking and new things otherwise our businesses will stagnate and then we'll all suffer!
Well, that's my opinion.
A. NonEmuss (my nom de plume!)
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| Section 3 |
- On the Horizon |
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Emerging Trends & Developments . . .
How do you rate?
The number-one reason people leave organizations is that they don't feel appreciated, notes the U.S. Department of Labor. At the same time, a Gallup poll reports that sixty-five percent of Americans received NO praise or recognition in the workplace in the last year.
A serious recognition gap exists in most organizations, and that gap seems acceptable to many. Yet Gallup's study of nearly 5 million employees reveals that increasing the recognition and praise in organizations can lead to lower turnover, higher customer loyalty and satisfaction scores, and increases in overall productivity.
To help you and your organization reap these valuable rewards, Gallup has created a Web site
loaded with tools designed to increase workplace recognition. http://www.bucket.com - the site, is available to the general public free of charge and has been launched in conjunction with the release of the book How Full Is Your Bucket?
Why not take a peek now?!
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Opportunities & Challenges . . .
Authentic Feedback
A common complaint regarding the behavior of leaders / managers today is that they are poor performers in the area of giving feedback to staff. The best among us have been known to fail from time to time. As for the worst . . . well, it's an open secret that people don't quit organizations; rather they leave their leader / managers.
It all stems, I believe, from the lost art of conversation. We are ill-equipped today to address others on sensitive and controversial topics. We vacillate between antagonistic confrontation and deliberate, embarrassing silence. We simply don't know how to handle the conversation which would identify and perhaps resolve the difficulties between us.
Every one of us would welcome more feedback, particularly if we know it to be authentic, that is well-intentioned not manipulative. It really isn't an issue whether or not we agree or accept it; we just want to know where we stand in our important relationships.
The following model for authentic conversations may be useful. It was developed from a model by Tom Heuerman, Ph.D., based on original ideas in Susan Scott's book "Fierce Conversations". It has been shared with many thousands of leaders who are sincere in their efforts for self improvement. Please accept it as a point-of-departure for developing your own personalized version - for we are all different - halleluiah!
There are four parts:
- an opening statement
- an interaction
- a resolution
- and follow up
Step 1 - write out an opening statement and rehearse it so you might deliver it in under one minute. It should:
- Identify the business reason for the conversation using hard facts and direct observations
- Identify the issue directly using "I" statements - that means you must 'own' them.
- Include a real example to illustrate the situation in question
- Describe how you feel about the situation or issue in context
- Shift from a past to a future focus showing impacts and consequences
- Include your contribution to any proposed resolution
- Affirm your sincere desire to find resolution
- Invite the other person(s) to respond.
Step 2 - Encourage the other person(s) interaction - opinions and feelings on the issue, by
- Inviting response followed by respectful silence
- Using probing, non-judgmental questions for clarification and confirmation
- Going beyond the surface responses to understand motivations and assumptions
- Confirming that your understanding is valid in the eyes of the others
- Persisting with the process even when the process is difficult or stressful
- Focusing on strengths and agreements not just deficiencies and disagreements
- Developing a mutually acceptable conclusion and/or resolution.
Step 3 - Bring the issue to resolution through the use of
- Encouragement and reaffirmation
- Review of points learned and accepted
- A summary of the agreement / resolution
- Checks that all vital issues have been included
- The action and monitoring plans for implementation
- Confirmation of intended contributions and commitments
- Detailed time tables and specific deadlines
- Statements of personal accountability
Step 4 - Be sure to follow up as intended, by
- Documenting all related agreements
- Initiating the monitoring process as described
- Noting the positive changes as they occur
- Identifying the shortfalls and remedial action
- Confirming the lessons learned as you proceed
- Reinforcing the gains and successes through spontaneous celebrations.
There it is - simple, not rocket science for sure but so often neglected. You're invited to improve the model as you see fit. You're encouraged to put it into practice on every occasion that merits it.
It isn't hard to look like a hero in this domain. Take the time and effort to stand 'head and shoulders' above the rest. It's easier than you think!
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A Case Study . . .
Lillian was becoming more and more frustrated by the array of blank, non-responsive faces around the meeting table. They'd been at it for over an hour and they'd discussed the issue every which way from Sunday, but still no decisions had been made.
"We all seem to agree that the situation is untenable," she summarized, "but I haven't heard one single idea, suggestion or commitment from any of you regarding what we should do about it. What's the problem here?"
They each looked back at her in silence. After a short and uncomfortable silence, Henry nervously cleared his throat and said, "We all agree that we can't live with this issue, and that we have to do something. I guess we're hoping you have some ideas you'd share with us"
"For heaven's sake," exploded Lillian, "don't any of you have an ideas of your own? It's your departments that are on the line here. Why is it always up to me to come up with the ideas? What am I paying you guys for?"
The pall deepened at her outrage. It was some time before Carol broke the silence.
"Look, Boss", she said carefully, "I don't want to speak for the others here, because they may not agree with me, but I don't really feel comfortable developing ideas in an area such as this where I have so little direct experience. I'm looking to you for guidance."
Henry immediately nodded his head and there was a quiet murmur of assent from the other two managers present.
Lillian looked at them all pensively. "OK, I recognize that it's my job to teach you guys the business and the special needs of our market. You're all specialists in your fields and can't be expected to know our complex industry as well as I do. However, I would have expected that you came to the management roles you're in with some basic skills in problem resolution and staff relationships. I mean, I'm not running a business school here, am I?"
"Well, I do have some knowledge," offered Henry, "but not as much as I'd like to feel comfortable in situations like this. We're all far too busy to enroll in an MBA program, and short courses have never done it for me. Are there any other options?"
"I think,' said Lillian reflectively, "that I'll call Andros and ask about their Polaris program. That might be just what you guys need to build competence and confidence in your foundation skills. Alright, let's leave it for the moment. I'll get back to you on it in a day or two. Meanwhile, here's what we're going to have to do about this current situation . . ."
Could this be your situation? If so, please contact us for more details.
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Reach Out!
Harness the power of a sparkling new thought every week. By subscribing to our "Reach Out" service you'll receive a short, high impact, motivating and often provocative quotation every Tuesday morning. It will lend focus to your week, stimulation for your thinking, insights into your whole life and perhaps even solace for your soul.
Best of all, it's free! Take a moment for yourself and make room for a little refreshment.
http://www.reachoutdirectory.com
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| Section 4 |
- Secure Site |
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Polaris members are invited to visit the Secure Site (members' area) to review the Modules on
Operating Strategically - Integrated Thinking
Influencing Others - Relating Styles, and
Focusing Principles - A Leadership Phiosophy.
Preparatory readings for Work Out 5 (September 2nd) will be posted by August 24th Please call your Coach for details.
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Be kind to yourself - and to someone else! |
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Stay well, live long and prosper.
David Huggins and Amanda Levy
Andros Consultants Limited
http://www.andros.org
Helping individuals and organizations be their best
http://www.ebooks4business.ca
Distinctive business books for the discerning mind
http://www.polarisprogram.com
Realizing tomorrow's potential - today!
Shameless Marketing Tip:
With close to thirty years of experience in identifying and resolving
professional and business issues, we've developed a wealth
of expertise that could benefit you. An exploratory consultation
carries no obligation. Let's talk! Contact us at info@andros.org
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