But in actuality, the group rarely conducts its work in unison, as a deliberative body or a source of command. Instead, its power comes from its members’ informal and social networks, their determination to make the most of those connections, and their ability to work well in subgroups formed to address specific issues.
Finally, take a look at the winners of the M-Prize on Leadership along with other out of the box approaches at the Mix.
If organizations are going to evolve from the hierarchical, command-and-control structure that has dominated over the past century to a new model where trust, transparency and meritocracy are guiding principles, they’re going to need to change the way they develop leaders.
Five years later we’re still abusing the L word and the E word is getting the same treatment.
The E word is entrepreneur, but you knew that.
When I was young kids sold lemonade or mowed lawns wanted to earn spending money; it didn’t mean we were destined to start companies.
The E word, like the L word, used to be a label applied by other people after the fact to describe someone who founded a business that grew large—think HP and Intel.
Also, the label is more modern, even when applied retrospectively; Ben Franklin and Henry Ford weren’t lauded as entrepreneurs in contemporaneous writings, but always are now.
Nor do I class self-use of the E word as obnoxious in the same way that self-use of the L word is—I once saw a resume where ‘leader’ was used in both the ‘Position Desired’ and experience descriptions, “supervisor and leader,” “director and leader” (seriously, that’s what was written)—but it is a bit pretentious to introduce yourself that way, especially at a startup networking event (heard that, too.)
We all know that overused words lose their meaning, so lets lighten up on the E word; it gets a heavy enough workout from the media.
Last Friday I cited HBS research that indicates that the best results are achieved when those in charge are both good managers and competent leaders and that the key factor is excellent communications.
Whether you think of yourself as a leader or a manager, communications is about more than talking clearly, it’s about providing all the background necessary for your people to understand why they are doing their jobs, as well as what jobs they are to do.
Think of it this way,
operational communications provide people information on how to do their jobs, while
management communications tell them what their jobs are and why they do them, giving form and purpose.
People need both.
Many of the problems that managers face daily stem from their own poor or inaccurate communications, often as a result of using jargon in an effort to sound sophisticated, knowledgeable and with it.
Jargon doesn’t work for several reasons.
You may not totally understand or be comfortable with the jargon;
your people may have their own individual understanding or be guided by their previous boss’ definitions that have nothing to do with your intended meaning. This happens often enough with words of one or two syllables, let alone multi-syllabic management-babble; or worse,
your people may shut down when they hear jargon.
You can create a relatively jargon-less environment by
keeping it firmly in mind that your goal is to provide your people with all the information needed to understand how to perform their work as correctly, completely, simply, and efficiently as possible; and
providing clear, concise, and complete communications at all times.
Follow these two steps religiously and the results will amaze you,
Productivity will skyrocket; which will
make your company more successful;
your employees happier; and
you a more effective manager with better reviews and an enviable reputation.
Today is National Boss day and, contrary to what some think, it was not conceived by Hallmark to sell more cards. It was actually registered Patricia Bays Haroski in 1958 in honor of her boss, who was also her father. So in honor of all bosses out there, from team leaders to CEOs, I offer up these quotes by and about bosses.
According to H. S. M. Burns, “A good manager is a man who isn’t worried about his own career but rather the careers of those who work for him.” There are plenty of managers that still meet that description, but they don’t make good media fodder.
Culture is proof that likes attract, which is why you find so many managers who fit Peter Drucker’s description in the same company. “So much of what we call management consists in making it difficult for people to work.”
Not to mention the truth of as spoken by General Joe Stillwell, “The higher a monkey climbs, the more you see of his behind.”
Sam Walton saw bosses in a different light, “There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.” What Walton didn’t see is that workers are also customers of their boss and they, too, can vote with their feet.
And Robert Frost offers up irreverent advice for those who want to become bosses, “By working faithfully eight hours a day, you may eventually get to be a boss and work twelve hours a day.”
After spending more than a decade as a recruiter I can attest to the truth of John Gotti’s comment, “If you think your boss is stupid, remember: you wouldn’t have a job if he was any smarter.”
Finally, for all those stuck in a Dilbert-like world there is Homer Simpson’s fantasy to fuel yours, “Kill my boss? Do I dare live out the American dream?”
There is a sizable difference between accepting positional leadership when a company is at the bottom and there is no place to go but up and taking over when its at its height—even more so when what was the growth engine and source of extraordinary profits disappears from the economic landscape.
It is one thing to maximize what you have, wringing out every last possible dollar, and investing in innovation for sustainable growth in the future.
It is one thing to create a culture where public shame and the likelihood of termination for missing your numbers rules and changing that to a culture that encourages appropriate risk-taking and never kills the messenger when the risk doesn’t pan out; a culture that understands not every innovation will be a home run, but encourages and applauds the effort anyway.
These are the differences between Jack Welch
But Welch had taken over when the company was in the bottom of an economic cycle. He took over GE in a recession, not the height of a bubble. Immelt got the job right after the end of the high-flying 1990s, an era which crowned CEOs with mythical, God-like crowns, and Welch was bestowed the biggest of them all.
and Jeff Immelt.
Immelt had known before the meltdown the company needed to ween off the leveraged risk from finance that was begun under Welch. … He admitted mistakes, as any good leader must do, and GE more quietly if not humbly went about its business in making the company a 21st century sustainable and reliable profit engine.
Don’t just study Branson; study those around him, such as Stephen Murphy, Virgin CEO since 2006.
Studying both allows you to see how Branson differs from so many of his counterparts.
According to Murphy, “He [Branson] is a listener. He will say ‘I hired you to listen to you. I am not hiring you to tell you what to do’.”
Branson is known as Doctor Yes while Murphy is nicknamed Mr. No; together they make Virgin far stronger than either could separately.
Murphy balances Branson’s “screw it, let’s do it” attitude, but recognizes Branson’s positive mindset, “When there are nine good reasons not to do something, Richard is always the person who focuses on the one reason to do it.”
Study Branson to learn the value of controlling your ego or, better yet, being confident enough to let your people shine, knowing that giving them the spotlight doesn’t reduce your own place in the sun.
Typically heroes are leaders; not because they hold a high level position or are well compensated, but because they take initiative, often to extremes.
But even “extreme initiative” pales to insignificance as a description of 63 year old Dr. Hawa Abdi, better known as Mama Hawa.
For 20 years Mama Hawa has run a hospital and in May faced down Somalia’s most fearsome militant Islamist group.
Hundreds of women from a sprawling refugee camp on her property to protest, adding to a flood of condemnation from Somalis abroad that forced the militants to back down.
Hundreds of women from the sprawling refugee camp on Dr. Abdi’s property dared to protest, adding to a flood of condemnation from Somalis abroad that forced the militants to back down. Dr. Abdi even insisted that the gunmen apologize — in writing — which they grudgingly agreed to do.
What unique combination of genes, MAP and circumstances produces a Mama Hawa? Why has she flourished, while others flamed out?
What can you learn from her regarding initiative, drive, determination, leadership, inspiration and communication?
Take the time to read her profile and analyze it for the multiple lessons it contains.
Then start applying them to your own life one by one.
“The most fundamental job of a leader is to recruit, mobilize, inspire, focus, direct, and regularly refuel the energy of those they lead.”
I do with one glaring exception—the words “leader” and “lead.”
That sentence is just as valid if you substitute ‘manager’ for ‘leader’ and ‘manage’ for ‘lead’.
The quote is from a Harvard Business Review post called The CEO Is the Chief Energy Officer and although it’s a cute play on ‘CEO’ the lessons it imparts apply to every manager at every level in every company—even if that manager is the only person in the company.
If you are in a position where you manage anyone and you skip any of the actions mentioned above then you are doing a major disservice to your people and yourself.
Even more so if you are your own manager, which, in the end, we all are.
This is a great time to institute change—not with great fanfare, but through sustainable actions.
So every day get out there and “recruit, mobilize, inspire, focus, direct, and regularly refuel the energy.”
Because initiative and leadership are synonymous, leadership needs to be pushed out of the corner office and spread throughout the organization; doing so will encourage growth, creativity and innovation.
If leadership is the fertilizer then culture is the water, without which nothing will grow, and people are the seeds from which ideas come.
By spreading leadership evenly through out your company garden and watering regularly, leaving no unfertilized or dry patches in which a seed will be stunted or die, you assure yourself a bountiful harvest that will be the envy of your competitors. (Two follow-up posts have more on this topic here and here.)
This isn’t a new idea, just a new way of phrasing it; Lao Tzu said it best 4000 years ago, “To lead the people walk behind them.”
The one thing that remains constant in all these discussions is that you always have a choice—this time it’s between leadership and leadershIt.
But then there are the introverted CEOs—calm, eremitic, and observant—who prefer flying below the radar. You’ve never heard of them because they don’t like the spotlight.
Ask any leader, CEO or not, about the power of stories and they will tell you that stories are critical to any effort at engagement. And how better to learn the fine art of storytelling than through improv, which is available to all?
Improvisation (or improv, as it’s commonly called) is becoming increasingly accepted as a method to teach business skills; in fact, many of the country’s top business schools are including lessons on improvisation and its use in the world of business…
After all that reading you would probably appreciate a good video and what better subject than watching these experts Talk about the biggest mistakes a leader makes? Bill George, Professor, Harvard Business School and former Chairman and Chief Executive Officer of Medtronic Evan Wittenberg, Head of Global Leadership Development, Google, Inc. Dr. Ellen Langer, Professor, Harvard University Andrew Pettigrew, Professor, Sïad Business School, University of Oxford Gianpiero Petriglieri, Affiliate Professor of Organizational Behavior, INSEAD Carl Sloane, Professor Emeritus, Harvard Business School Jonathan Doochin, Leadership Institute at Harvard College Scott Snook, Associate Professor, Harvard Business School and retired Colonel, US Army Corps of Engineers Daisy Wademan Dowling, Executive Director, Leadership Development at Morgan Stanley