critical feedback Archives

Leading Your Equals…Leading Your Peers

March 14, 2011 by Todd Nielsen

In the last post I covered how members of a team can effectively contribute and show leadership among a team or group. In this post I want to share my experience and recommendation for leading your equals, or leading your peers. I don’t recall ever seeing anything on this topic and have had to learn this through some hard lessons. I chose the cartoon on the left because peer leadership can be awkward, and sometimes both the leader and those being led, feel a bit out of place.

My largest experience on this topic comes from an Operations oriented accountability group that I started in 2010, called the Operations Superstars. In this group we have 25+, C-level executives of different companies in the IT services industry. The purpose of the group is to create processes and procedures around delivering IT services and managing the operations of a company that delivers such services.

The group’s name is Operations Superstars with a motto of “Execute or Be Executed.” In the group everyone is expected to deliver and do their part. Organizing the group was a little different. I was not interested in getting 25 people on a phone call and hashing away at a process. So I divided the group into teams, with 4 to 6 members and called a team leader for each team.

This strategy has produced some amazing results. I assumed this would not be a problem with the highly motivated individuals that I had in the group, but I found that leading individuals of equal or greater experience than oneself, presents some different challenges. Some of those challenges include: pride, insecurity, delegation problems, inability to hold others accountable, inability to connect, lack of training and not practicing basic leadership basics. Let’s dive right into these.

1. Pride

I think I have struggled with this one the most; pride, while understandibly difficult to recognize, I think has presented the biggest hurdle. Get a bunch of highly motivated and charged individuals to attack a problem and you are bound to have people that think their way of doing things is the best and only way.

There are a couple ways that I attacked this. First off was to stay tied to our vision and purpose. When you can stay focused on the core objective, it closes off some of the paths for ideas that really are just project creep and that do not apply to what is being accomplished. It is easier to swallow that, one’s idea is a good one but just does not fit within the scope of a project, than that one’s idea is just a bad one. Secondly, foster positive conflict. Positive conflict is one of the greatest tools for overcoming a wide range of problems in a team. If everyone is on-board with this, the group as a whole will accept all ideas, but as a whole will choose the ones that will work best for the objective at hand. I have found that this helps curb pride the most because it takes away any wrong doing from the individual and puts it all on the team.

2. Insecurity

This one caught me by surprise. But when I finally caught it I realized it was a pretty big problem. Peers do not want to look stupid in front of their peers. The product of this is people do not freely give their opinion, the project suffers and team members get unevenly stacked with work. Having a clear project plan, fostering positive conflict and letting everyone know how important they are to the group as a whole, have helped to overcome this trait.

3. Delegation

It is easy giving a task to a direct report. You are their “boss.” Take a CEO out of their role and throw him/her into a group where they are now the follower can be a bit tough. And on that note, many of the team leaders in this situation feel a bit insecure to be giving tasks to someone that is as equal as, or greater of a success than you. One’s natural order of authority can be thrown off balance in this scenario. It has been important to remind everyone of our purpose and vision. A team leader must realize that there is a job to do and without everyone’s help in that job, the project will fail. A leader must “suck it up”, and be the leader to the team that their direct reports expect them to be at their own companies. A team leader can also find this easier if he/she strives to get to know each of the individuals of the team and their particular situations. Making that deeper connection can make it easier to give tasks out and to hold them accountable if they do not produce. No one wants to let someone down that they have a connection with.

4. Accountability

Accountability is probably the most miss-understood “buzz-word” of leadership. I personally like the definition from one of my favorite books, The Oz Principle, by Tom Smith, Roger Connors and Craig Hickman. They say accountability is: “A Personal choice to rise above one’s circumstances and demonstrate the ownership necessary for achieving desired results…” If a leader and everyone on a team can understands that, great things can be accomplished.

Accountability in a team means you do what you committed to doing. And everyone must hold everyone accountable for their commitments. It is understandable that stuff will happen and “things” will get thrown at you unrelated to the project that can cause much distress. If one is committed to doing something, then one should do everything they can to complete it or should give advance notice and ask for help. A leader needs to be confident enough to confront others that are not fulfilling their commitments. This might be better done publicly or privately depending on the circumstance. Also as the leader, you best be completing your assignments, if you want others to complete theirs.

5. Leadership

One of the perplexing things I have experienced in this group is when team leaders fail to use basic leadership skills when leading their peers. Skills such as respect, following project plans, properly planning, properly running a meeting, proper organization, communication and many other skills seem to degrade when one is leading their peers. I am not sure if this is related to insecurity or if the leader just wants to be “friends” with everyone, but as a leader, you must remember that you have a job to do and doing that job magnificently will gain you more respect among your peers than anything else. Your name will forever be tied to that project or that group, make sure that the team and future peers can look back and think “Wow, what a project, I wish I had, had the opportunity to serve on that team.”

Summary

I am sure there are a many other skills that could be employed in these situations, but I think that they can be summed up in these 5 categories, that really breakdown into many more. The skills of great leadership work in almost any situation. The Operations Accountability group has been one of the most fulfilling things I have done professionally and has produced some amazing results for the companies involved.

Please comment below if you have any additional thoughts. I would also like to put a call-out to all my current and some past peers in this group; they are all great people and run great organizations.

Matt Jurcich (President/CEO – Invisik Corporation)
David Davis (President/CEO – StarPoint IT Solutions)
Michele Miller (President/CEO – Enersystems, Inc.)
Greg Cordle (VP of Operations – Business Systems Solutions, Inc.)
Randy Hall (President/CEO – WorldLan Technology)
Bonnie Grace (VP of Operations & Finance – ThinkTech, Inc.)
Pam Viveros (President/CEO – ThinkTech, Inc.)
Darin Schoumaker (President/CEO – ManagedNet, Inc.)
Tim Foster (President/CEO – Network Management Services, Inc.)
Tim Shea (President/CEO – Alpha NetSolutions, Inc.)
Fred Reck (President/CEO- InnoTek, Inc.)
Mike Hopkins (President/CEO – Dev Source, Inc.)
Mike Fowler (President – Capstone IT, Inc.)
Lliam Holmes (CEO – MIS Solutions, Inc.)
Doug Hulme (President/CEO – Consolidated Business Systems, Inc.)
Patrick Murphy (Service Manager – eGuard Technology Services, Inc.)
Khaled Farhang (President/CEO – eGuard Technology Services, Inc.)
Mike Mercier (Service Manager – PC Miracles, Inc.)
Dan Izydorek (President/CEO- PC Miracles, Inc.)
Jeff Eisenhower (Service Manager – Connections for Business, Inc.)
David Bennett (President/CEO – Connections for Business, Inc.)
Ian Apruzzese (Service Manager – RKL & Associates)
Rodney LeBlanc (President/CEO – RKL & Associates)
Matt Carter (President/CEO – PC Medivac, Inc.)
Mark Marley (President/CEO – Network Computer Solutions, Inc.)
Beverly Kile (President/CEO – TCL Technologies, Inc.)
Stephen Swavley (President/CEO –Navigatum IT)
Mike Mellot (President/CEO – XperTechs)
Wendy Panor (Accounting/Operations Manager – Digital Architects, Inc.)
Jeannie Richardson (President/CEO – Digital Architects, Inc.)
Daniel Wang (President/CEO – Chicago Computer Club)
Butch Cowart (President/CEO – TechServ Online, Inc.)

Filed Under: Peer Leadership Tagged With: accountability, Conflict Leadership, critical feedback, Delegation, Execution, Insecurity, Leadership, Leading Your Equals, Management, Peer Leadership, Pride, Team Building, vision

Leading, When You Are Not The Leader

March 1, 2011 by Todd Nielsen

Some events have transpired recently that made me stop and ponder this topic of leading when one is not a leader. I am not referring to the process of becoming a leader or learning the skills to become a leader, although following these precepts will certainly help one to become a better leader. I am referring to the scenario of being a part of a team, group, or unit and not actually being the designated leader of that entity. I have come across this in the accountability groups I have run and have put a lot of thought into the successful groups and projects I have been a part of.

You could also call this teamwork, but I think that if everyone has leadership in mind, then they will be thinking of how best they can serve their fellow members in the group and the group as a whole

This topic gets especially sticky when the individual leading the group might not be as skilled or seasoned as some of those whom he/she is leading. Following are 5 principles that I have found to be critical to the success of a well-run and execution oriented team.

1. To Be A Good Leader, You Must Be A Good Follower.

I heard this phase many, many years ago. I am not sure who said it, but how true it is. I think about this quote, regularly. It is easy to get a big head being a leader. Then to get thrown into a situation when you are not the leader requires some humility and reflection on your years of experience. I find that when I have been thrown in these situations, I need to reflect on my experience and how I wish certain team members had behaved when I led them. And then try to be that follower that you wish others had been when you were in leadership. The same advice is true even if you have not been a leader. Think about the behaviors you would want people to exhibit if you were leading them, and emulate those behaviors.

2. Foster Creative Conflict

One of the worst things that a leader can experience from a group is silence. “Yes men” are the type of people that just agree with everything and will not voice their opinions, or just not say anything. In order for innovation to transpire, members in a unit need to ask questions, explore different ideas, and just speak-up. I tend to follow the notion that no idea is a bad idea. Ideas in a group that foster positive conflict; can be the seedlings to amazing ideas and progress. Even a poor idea can bring about great ideas from other members. In a sports team, every member of the team must perform in order for the team to succeed. This is not different in a business unit. One person that does not voice ideas or just agrees with everything is not a valuable unit member and generally causes more distress and work for others. By asking questions, giving feedback, and giving ideas, you will be respected as a valuable member and leader within the group.

3. Know When To Say When

One of the bi-products of positive conflict is the possibility for members to hold on tight to their own ideas and not let go, even when the rest of the group has rejected the idea. Just because you think you have the best idea in the world, if the rest of the unit does not agree, than it is your responsibility to convince others or let it go and move on. By doing this you will be respected as a contributing member and a leader within the group..

4. Fulfill Commitments

A unit, as the one I am describing, is only as good as the fulfilled commitments of the individual members. Good leaders know how to execute. If you want to separate yourself as a leader within a group, fulfill your commitments to the group and to yourself. Not fulfilling your commitments, does not just halt progress, but it can cause others distress and more work. Just because you do not do your job, does not mean the deadline will magically move farther away. It should be understood in certain groups that emergencies can happen and the group should be supportive, but proper communication and making sure that these occurrences are the exception and not the rule will bring respect from your team members and show others that you care about the team and the objectives.

5. Distinguish Appropriate Public and Private Communication

No leader, or for that matter, anyone, likes to be publicly humiliated. Questioning a leader publicly on their leadership tactics is just, well…rude. It is important to know when to contact the leader to privately discuss concerns and when to do that publicly. As a general rule, if the concern involves how the unit is run, contact the leader privately, if it involves the objective of the unit, do it publicly, so others can contribute. If in doubt do it privately. Discerning this will help avoid uncomfortable situations that demonstrate poor leadership. A good leader will be very grateful for constructive criticism. Good leaders also know how to give constructive criticism. Everyone in the team must take responsibility for the success of the team. So whether you have an idea to improve the “widget” or you feel the leader needs to run the meeting differently, the importance of the feedback is invaluable in all aspects. Giving feedback and receiving it gratefully, will help distinguish you as a leader and valuable contributor.

By following these principles of leadership, while being led, will help your group be successful and the experience more enjoyable for all the participants. I’d love to hear any other ideas you might have. Please leave a comment below.

Filed Under: Leadership in Teams Tagged With: accountability, Commitments, Communication, Conflict, Conflict Leadership, critical feedback, Execution, feedback, Group Leadership, Leadership, priorities, Team Building, Team Leadership

The Public Face of Leadership

February 3, 2011 by Todd Nielsen

In the last few months I have become keenly aware of the public face of leadership. What I mean by the “public face” is that which can be conceived as happening internally in an organization by that which is observed externally.

With the spread of social networks and camera phones; there is not a lot that can be kept secret. But what I have observed is that even if a leader manages to keep his/her verbal or written comments at bay, it is the external, non-verbal factors that I think are more difficult to manage.

Let me give a few examples of some things I have seen that could impact what your customers think of you or your company. These traits are not all bad in every situation and company; and there are definitely exceptions depending on the industry, business size, and various other factors. So you will have to be the judge if your external actions will affect the profitability and perception of your company.

A Leader that is the Main or Common Customer Face of an Organization
I believe that leaders often think that only they can handle the customers best and that doing so shows the customer how much they care. I am not suggesting that leaders shouldn’t ever interface with customers, but I think it can be a very fine line to walk, and the behavior needs to have a defined purpose and ROI. When I see a decent sized organization; one in which a leader is actively playing many roles in front of clients and the public, such: as sales, support, product innovation, marketing, etc…., it makes me wonder. Does the leader have trust issues? Does the leader have ego or power issues? Does the leader not empower their staff to perform the jobs they have been hired to do? Is the company understaffed? If they are understaffed, are they in financial trouble?

Exhausted and Late Night Communications
There is a fine line between dedication and hard work, and fear and “slave-driving“. I know this one can touch some buttons. I know as much as anyone that there are times when you have to bite the bullet and get a project done. I believe that hard-work is one of the most admirable qualities one can possess and something I thank my father for instilling in me.

What I am referring to is sustained exhaustion that you see, over and over and over and over again in both leaders and employees, the exhaustion that never seems to end. I have seen companies in which the employees are worked so hard that they never progress individually and they frankly never would have the time to move-up or move-on to bigger and better things.

Employees are our greatest asset, but when I see this I start asking questions. Do the leaders value their employees? Is there low morale in the company? Are they not treating their employees well? Do they not have the financial resources to properly compensate their staff? If employees and leaders are always exhausted, am I going to get inferior products or service?

A Leader that Cannot Take Critical Feedback
This one is self-explanatory. It makes me wonder if the leader has trust issues or self-image issues; both of which have many reciprocating effects on an organization. The idea of feedback stretches into aspects of accountability, execution and innovation. If a leader cannot take feedback with a thank you and sincerely appreciate it and the messenger, then there is a good chance that the staff cannot take it and that the organization will never reach its full potential. I don’t expect companies I work with to be perfect, but I like to get the sense that they are moving towards greater innovation and better products and services.

The Darker Side of Social Networking
I like it when leaders are not “business” all the time, meaning I enjoy learning the real person behind a leader and what motivates them, but I think one needs to be careful. Flaunting ones possessions can have negative connotations. Certain music and interests that people often share on social networks can also give underlying messages about one’s personality and therefore their leadership style in an organization. I won’t go into these “interests,” you can figure that one out.

A Leader’s Casual Appearance
This one does not apply to all industries or companies, but it is something I feel strongly about. I believe that if a leader’s appearance is casual to their clients, then maybe my business is considered casual to them also, and I wonder if the business is taken too seriously. Before everyone comments about how crazy I am; yes, I know that some cultures value the laid-back casual atmosphere and that in the right business and culture it is appropriate and good. But just because it works for Google and Zappos, does not mean it is right for every company and industry. I am also not referring to internal facing appearance, but customer/vendor/partner facing appearance. Appearance, such as: cloths, hair, grooming, tie selection, etc…, can also signify a lot about one’s personality and their potential leadership traits.

As leaders we have to be careful in how we are portrayed by others. Our actions and other external factors, can give negative perceptions about our company. and us as leaders. While every company, culture, and even position is different, we have to judiciously ask ourselves how certain actions can be perceived by those that can help us succeed.

Filed Under: Public Face of Leadership Tagged With: appearance, critical feedback, face, feedback, Leadership, meaning, perception of leadership, public, public face of leadership, social networks

Leading Your Equals…Leading Your Peers

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