Tuesday, May 22nd, 2012
Guilt is a positive force or at least it can be as long as it is the right kind.
First, some background.
When people mess up they have one of two reactions, guilt or shame.
What is important to understand is that they neither the same nor is one the flip side of the other.
Whereas someone who feels guilty feels bad about a specific mistake and wants to make amends, a person who’s ashamed of a mistake feels bad about himself or herself and shrinks away from the error.
In other words, guilt embraces and focuses on fixing whatever, whereas shame runs away and hides.
This is important to you because in both controlled experiments and real-world feedback the guilt prone tend to have more initiative, AKA leadership.
In all the groups tested, the people who were most likely to be judged by others as the group’s leaders tended to be the same ones who had scored highest in guilt proneness. Not only that, but guilt proneness predicted emerging leadership even more than did extraversion,
As a manager, no matter your level, it is important to remember that everybody makes mistakes, causes errors or just plain screws up.
When interviewing, learning about mistakes, errors and screw-ups along with reactions and subsequent actions is often more important than knowing what candidates did correctly or their greatest strengths.
Initiative is one of the most valuable components of MAP and it’s difficult to evaluate when interviewing; after all, candidates are unlikely to say they don’t have any.
And that is why smart mangers hire MAP, not skills.
Flickr image credit: Murray Barnes
Saturday, February 11th, 2012
Today is not about the difference (if any) or which is more important (you can’t have one without the other).
Which is more important in a CEO, age or experience? With the advent of the Facebook IPO that decades old question is hot again.
The debate typically pits the benefits of creativity and familiarity with emerging technologies against the need for disciplined decision making and experience dealing with hard times.
It’s funny how inaccurate most assumptions are, such as the supposed power of C-suite leadership teams. (Requires free registration.)
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.
Flickr image credit: pedroelcarvalho
Thursday, December 8th, 2011
In 2007 I wrote Stop abusing the L word!, and it is still one of my all-time favorite posts.
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.
Image credit: Warning Sign Generator
Monday, December 5th, 2011
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.
Be sure to check out this months Leadership Development Carnival; it’s been broken up to run over several days, so I can’t repost it here.
Flickr image credit: kevinspencer
Sunday, October 16th, 2011
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?”
Flickr image credit: ilovememphis
Monday, July 25th, 2011
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.
The differences are worth noting.
Flickr image credit: laurita13
Monday, March 28th, 2011
Study Richard Branson as an entrepreneur.
Study him as a leader.
Study him as a manager.
Study him as an example of how to live your life.
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.”
Branson is a master delegator, not just the responsibility, but the authority and once he delegates he lets go.
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.
Last year I wrote a very short post on following and Branson seems to fit.
So when you are deciding whom to follow, who’s vision to trust, skip the shiny baubles and silken words and look to see who keeps turning the spotlight on others.
Image credit: http://www.flickr.com/photos/gulltaggen/4564600916/
Monday, January 10th, 2011
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.
Image credit: http://www.flickr.com/photos/uggboy/4881735073/
Tuesday, January 4th, 2011
Do you agree with the following statement?
“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.”
You’ll be glad you did.
Flickr image credit: http://www.flickr.com/photos/zedbee/103147140/
Tuesday, October 26th, 2010
If you truly want a culture of innovation, then you also need to create a culture of leadership.
Last week I commented that if the ‘i’ in leadership is capitalized it changes leadership to leadershIt.
Whereas leadership can be a great motivator, leadershIt is a guaranteed demotivator.
Visions and other leadership functions done with an eye to self-aggrandizement aren’t likely to resonate whether done by positional leaders, leaders in the instance or those who aspire.
Last year I wrote
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.
Flickr image credit: http://www.flickr.com/photos/zedbee/103147140/
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