How To RSVP And Embrace Your Role As A LEADER!

June 9, 2014 by

Leadership-invitation-rsvpWhether you want to admit it or not, you have the desire to lead.  I believe we all do.  The challenge is that some can’t even define leadership and even some of those that can, struggle to find the right tools in their toolbox to be the leaders they were created to be.

John Maxwell says that “leadership is influence, nothing more, nothing less.”  He is right, but my question is, “What kind of influence do you have?”  I have discovered that to embrace your role as a leader requires not only an understanding of what it means to be a leader, but how to take what you know and do something positive with it.  This takes a process.  Let’s explore how this “RSVP” process works.

CAST A CLEAR VISION

There are several questions that need to be asked when creating and casting a vision.  Unfortunately, many of them are often overlooked in the process.  Many times vision is identified by asking, “What do we want to achieve?” but there is much more to it.  Consider asking ALL of the following questions and see if you can add some clarity to your vision:

  • What do you want?
  • Why do you want it?
  • Where would you want to have it?
  • When do you want it?
  • How would your life be different if you had it? and my favorite …
  • Who would you become if you had it?

Have you overlooked any of these in creating your vision?  As a leader, you are responsible to cast a vision.  Simon Sinek said, “People don’t buy into what you do, they buy into why you do it.”  If you want others to follow you, they need to know both where they are going and why they are going there.

DEFINE YOUR TRUE PURPOSE

Sustained growth and achievement requires you to be clear on your purpose.  Your purpose, individually or corporately, is going to be fueled by your passion about what you are doing.  This passion comes from within and will provide the inspiration to succeed.  I have found that your purpose can be found at the convergence of three things:

  • What you are best at – your strengths.
  • What matters most to you – the things you love to do, and
  • What you want to do, who you want to do it with, and where you want to do it – your vision.

Identify these three things and your purpose will be found where all three are represented in the activity.

DEVELOP THE RIGHT STRATEGY

This is the area that I see the most mistakes made in executing a successful plan.  Quite often a strategy is developed that the individual or organization is not resourced to achieve.  There is a simple way to determine whether or not you have selected a strategy that will achieve your desired results.

Identify where you are currently investing your time and resources.  Picture it as if you were putting your life into these five buckets:

  • Family
  • Work
  • Community
  • Personal
  • Faith

Now look back at your strategy and see if you have the resources, possibly time or money, to execute the strategy you have identified.  Something else to consider on the road to success; is your strategy serving your purpose and vision?

ACHIEVE THE DESIRED RESULTS

I fully adhere to the idea that we need to start with the end in mind, however, without casting a clear vision, identifying your true purpose and creating the right strategy, you will struggle to attain your desired results.  Completing these first three steps will set you up for success.

Once you accomplish these, achieving your desired results will come down to identifying and executing a solid plan.  I suggest you use the SMART goal process.  In creating your plan, make it:

  • Specific
  • Measurable
  • Attainable
  • Realistic
  • Time Constrained

Doing these things will provide a pathway to influence those around you in a positive way.  To embrace your role as a leader will take work and remember the goal is not the goal, the goal is who you become in achieving that goal.

These principles are discussed in much greater detail in my book, Leadership By Invitation, which happens to be launching this week, but if there is one takeaway for you to gain from this post, let it be that you have within you the ability to be a leader and make a difference in the lives of those around you.  Your challenge is to embrace that role and show up!

Please share your thoughts in the comments section.

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Execution Explained – In a Tiny Nutshell

July 10, 2013 by

Execution-In-A-Nutshell-Todd-Nielsen“Everything is theoretically impossible, until it is done.” An American science-fiction author, Robert A. Heinlein, is responsible for capturing the essence of execution in these  eight simple words.

Execution is simply translating ideas into action. It is getting things done to achieve a goal, desire, or vision. People define success in business very differently; it might be by their profitability, their culture, their size, being “#1,” or a hundred other things. In the end, no success can be achieved if people can’t get things done.

Going from “A” to “B” in real life is never easy, or we would all be accomplished in our fields. So what are the specific steps of executing a purpose? Well for a business it can be complicated and far reaching, but if I had to throw a process that can take months into a nutshell it would consist of these basic actions:

Write Down What You Want To See Happen. Make it as plain and detailed as possible. Write it all down, then try to simplify and clarify the goals as much as possible.

Prioritize Your Goals. Which one is most critical? Which one will have the biggest impact? Start with that one—not the one that is easiest, or most familiar to you. Don’t assume you can do it all. It is better to focus on what you can achieve.

Evaluate And Examine It. Visualize this goal as a destination on a map, while you examine routes to get there. Which routes are possible, and by what means? Are the impossible routes really impossible? What if you were to create a route—be a trailblazer? Continuing this analogy, look at the landscape. What are the obstacles (the competition)? Where are your fallback routes? What or who do you need to reach your destination?

Research And Collaborate. Talk to people who know more than you do. Talk to people who think differently than you do. Get all the perspectives you can on your destination.

Make A Plan And A Timeline. Be specific. Write down everything, create your map. You can always modify the details later, but you cannot modify what you haven’t written down.

Break Down The Plan Into Small, Doable Actions. The biggest problem with execution is that most people look too far ahead when they need to be watching the road right in front of them. Break down everything; when things will get done, who will do them, how you will determine if you have achieved the small actions. A series of small steps can lead a long way toward your destination, if you have done all the preparation beforehand.

…and finally,

Don’t give up. Change of course if you have to, change vehicles when necessary; but if you’re ever going to get there… keep going.

Execution is what makes the world turn, and its what turns companies into huge successes. If you tell your spouse that you love them, but you don’t execute on those words and show your love, then its doomed. The same goes for business. You just gotta execute!

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Ingenious Invention Plus a Thoughtful Culture of Execution – Equate Success

July 8, 2013 by

Ideas-Execution-Leadership-Todd-NielsenThomas Edison, undoubtedly one of the most celebrated inventors of the 20th century, was the quintessential idea man. Over the course of his career he generated almost 1,100 patents including those of the light bulb, the phonograph, and the motion picture camera. Edison’s prolific career was not just a result of his ingenuity. Though his ideas were certainly the start of his success, it was the culture of execution that he created that propelled those dreams into realities that could be held in the public’s hands.

One of the most important roles that any leader or manager can possess is the ability to execute. After all, effective leaders not only populate their organizations with the best dreamers, but they also provide the structure necessary to transform those dreams into reality.

Before any action can even be planned, it is imperative that a company define their purpose (Mission) a healthy belief system (Values), and a vision and goals for the future. These are some of the beginning elements to creating a foundational structure that will support vibrant execution.

Once a solid foundation is laid, team members’ behaviors can be more effectively addressed. Every organization already has a culture in place, but some are more conducive to effective execution than others. It may be necessary to redefine certain cultural aspects for increased productivity. Keep in mind, however, that such behavioral changes may take up to three months to successfully take hold, are most effective when accompanied by sound frameworks and clear accountability, and become an integral component to the daily routine. While it is perfectly natural for these changes to bring about a bit of tension, they will eventually become just another aspect of the new norm of a more productive behavioral climate.

Such an efficacious environment will be best supported by a sound framework for execution. The leader’s most significant tasks include keeping the team’s eyes on the company’s goals and core ideology, proposed evolution, future brand, as well as the steps necessary to achieve the goals for the future. Such scaffolding will ensure that all key parties are working to realize the same priorities.

Building a highly productive climate is the most difficult charge for any organization’s leadership. Thoughtful planning, meaningful training, and continual reassessment will be necessary to build a true culture of execution. The greatest business paradigm occurs when great invention meets thoughtful execution. By creating such a productive atmosphere, you will ensure that your company’s efforts will reach the public, just like those of Thomas Edison.

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Building What Matters – The 5 Pillars of Influential Leadership

March 16, 2013 by

5-Pillars-of-Influential-Leadership-Barry-SmithWith over thirty years in the construction industry, I have had the opportunity to participate in multiple “leadership” training presentations and programs.  The one thing that bothers me to this day is that although the material was very good, there remains a problem that most of the attendees were not equipped to use the resources they were provided.

In the competitive market that exists today, I think most business owners and managers would agree that their people are both their biggest asset and at the same time, their biggest liability.  That being said, why is it that more money is invested in equipment, operations and facilities than in developing their people?

Being a student of leadership development for over thirty years, I have concluded that there is a progression that our great leaders have gone through.  This progression will maximize potential and result in a leader that will develop those beneath him to strengthen the overall structure of the organization.

I call this “The 5 Pillars of Influential Leadership.”  I will briefly describe each of the pillars below and suggest that although there is overlap in the progression, the maximum return on each pillar is connected to success in the previous pillars.

PILLAR 1 – AWARENESS

It is difficult to learn and retain information without first being aware of where we are.  This includes knowing where we currently are, knowing where we have been and more importantly, where we want to go.

“When we change the way we look at things; the things we look at change.” – Dr. Wayne Dyer

We are all striving to improve both our skill level and the situation we are currently in.  If you don’t know where you are, how do you know where to go?  Think of it as a road map.  You might know the destination but without a starting point you are unable to chart the course.  Only once you accept where you are, good and bad, can you determine the course needed for the desired outcome.

True awareness will allow you to accept what you currently lack and focus on the skills you currently possess.  To develop as a leader you must be able to honestly identify both of these in order to become who you were designed to be.

PILLAR 2 – ENVIRONMENT

Once you have gained a strong awareness of where you are and where you want to be, it becomes crucial to understand how the environment in which you are in will affect your steps forward.  The basic question becomes, “Is the environment that you are in conducive to growth?”

You basically have two choices.  Change yourself within your current environment in the hope that you can become an agent of change or find a new environment.  This decision will be based on a multitude of variables and will be different for every individual.  What will remain constant throughout is that the only control you really have is to change yourself.

“Whether you are a success or failure in life has little to do with circumstances; it has much to do with your choices.” – Nido Qubein

Honestly, I believe this is the most difficult pillar to conquer.  There are so many moving parts and variables beyond our control that it makes it difficult to make changes alone.  Regardless of your tenacity and perseverance, inevitably your environment will directly impact your overall success.

PILLAR 3 – GROWTH

Once you have an idea of your goals and how your environment will affect the outcome, you are ready to maximize your personal and professional growth.  Embracing the previous two pillars allows us to better take on the challenges ahead.

If you have ever been seriously hurt, you know that sometimes you need to get well before you get better.  We need to take care of the basics before we can tackle the more difficult tasks in growing towards our potential.  Reaching our potential is better, but if we do not have a good understanding of the required steps to get better, it becomes difficult to consistently grow.

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others. —Jack Welch

If you want to grow, you have to decide the path you will take.  Again, this is an example of the progression … is the environment you are in conducive to your growth?  Growth doesn’t happen in a day, it happens daily.  What you do today will determine who you will be tomorrow.

PILLAR 4 – COMMUNICATION

Now that you have a good idea where you are and where you want to be and are taking steps to get there, it is time to start sharing your knowledge and achievements with others.  After all, teamwork makes the dream work and when we reach the point of positively influencing those around us, we are impacting the world we live in on a much larger scale.

You won’t communicate effectively unless the people you are communicating with are receptive to that communication.  Making the conversation about the other person and valuing their input is critical to a successful relationship.  Meeting them on common ground and meeting them where they are at are two successful ways to communicate.

“The single biggest problem with communication is the illusion that it has taken place.” – George Bernard Shaw

To communicate successfully, what is being said is what needs to be heard.  Perception, assumption and presumption play into most of the conversations we have.  Be clear on what you are attempting to say and make sure that is what’s being heard.  Communication skills need to be atop any growth plan for without those skills, we will be unable to influence others or the outcome.

PILLAR 5 – LEADERSHIP

Once you have achieved the skills to be a good leader, and only then, can you become an influential leader.  Influential leaders make changes and positively impact those around them.

It doesn’t matter if you are speaking of business or your personal life, leadership will prove out to be the key to your success.  Every leader has a certain amount of success with these pillars but those that understand how the progression works will ultimately become influential leaders.

“A leader is one who knows the way, goes the way, and shows the way.” –  John Maxwell Tweet this!

At the end of the day, influential leaders are focused on building what matters.  What matters is the people they are leading.  Without a strong core of people, the structure will eventually fail.

So I ask you to consider this question, “What are you really building?”

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Culture trumps Strategy in Business Success

March 11, 2013 by

Strategy-in-Business-Success-Heidi-Alexandra-PollardEvery business has a culture – some are inspiring and healthy, others are crippling and toxic. The level of an organization efficiency and wellness is a direct reflection of its culture.

Traditional corporate cultures are no longer adequate to succeed in the new world of business. Cultures that originated in the era of the industrial revolution are now obsolete precisely because they discourage learning, change and innovation.

A huge demand exists for a new type of culture in our organizations today in order to become productive, profitable and sustainable well into the future.

Why culture is critical

Workplace wellness isn’t just a factor of the employees fitness or BMI ratings, it is particularly characterized by how motivated, inspired and engaged the workforce are to do great work. Key indicators of healthy workplaces are the presence of creativity and innovation and an energy of possibility – which all result in a positive, sustainable culture.

Unhealthy cultures tend to devalue creativity, stifle innovation and leave their workers feeling miserable and frustrated, stuck in the rut of the daily grind and stressed by the demands of productivity they no longer have the energy to face. Managers tend to create these cultures by discouraging new ideas, frowning on change and stymieing enthusiasm. The result, major disengagement that sucks the life out of the organization and its people.

The best culture is a UQ culture       

While understanding and managing culture is fundamental to success, for many organizations, the idea of going down the road of a ‘cultural change’ initiative is too daunting. It needn’t be. It is possible to convert low-engagement teams and cultures into engaged, high-performance UQ Cultures with some intent and a slight shift focus.

In UQ (Uniqueness Quotient) Cultures there is a subtle shift to WHO people are rather than WHAT they do. That is, WHO they are is more important than WHAT they do. A strong UQ culture shapes how employees perform and gives them a strong sense of purpose.

What is a UQ culture?  It’s one that is powered by an inner force, it’s who they are and why they do what they do, it’s one that has a unique, competitive edge. In today’s crowded marketplace organizations need to be able to stand out as Unique and different from their competition with a unique brand. A strong UQ culture is the key to setting a business apart from its competition and ultimately attracting and retaining high quality employees to grow with the organization.

With companies large and small competing for the same global talent pool, a UQ Culture will set them apart and deliver tangible, measurable benefits to any business.

Micro-managers Kill Culture

Micro-managers or Container Managers are those managers who find it hard to let go of the reins, to trust the team and get out of the way. In some ways, this is counter-intuitive and atypical of traditional role models and therefore understandable, however in high performing UQ Cultures there is always more macro managing than there is micro-management.

Container Managers are typically good at doing what has to be done. They are good at dealing with facts and not letting their emotions or other people’s emotions get in the way of making a decision. They are great at developing procedures, implementing plans, and no-one can do the job as good as they can. However, their tendency to hold onto decision-making and undertake jobs that could be delegated is not conducive to the creation of a UQ culture full of motivated, inspired, and engaged staff.

Container managers are typically responsible for the bottleneck in organizations, where innovation is stymied and ideas are shelved. They may be producing revenue and results however they rarely create a leadership pipeline, are reliant on the command and control approach and can ill-afford time off as their teams become co-dependent. This approach may have worked in 1965 but it will not allow a company to survive in 2020.

The New Leadership Alternative

One way for organizations to begin to shape and construct a more positive and productive UQ culture is to start with its managers and leaders – importantly with those in linchpin positions – in middle management.

In their book Multipliers: How the Best Leaders Make Everyone Smarter, Liz Wiseman and Greg McKeown discuss how great leaders extract at least two times more capability from their people than poor leaders.

A UQ culture is one that does just that by turning managers into Expander Leaders who live by the motto that you have to give power to empower.

Expander Leaders value inclusiveness and participation, they hand over the decision-making process, and let their employees govern themselves. Expander Leaders deal with the facts, but also consider how it impacts people. They listen to their employees, realize their strengths, tap into their potential, and include them in the growth of business.

Expander leaders create healthy relationships, a caring environment and an openness to trying new things which brings out best in their team. By appreciating others, engaging in purposeful conversations and helping their people to find work they love to do, they create driven, loyal employees who are engaged and energized, and want to make a valuable contribution to the organization and go the extra mile.

Essentially, it takes an attitude of figuring out how best to serve the teams, rather than asking the teams to best serve you. ~Heidi Alexandra Pollard Tweet this!

Expander leaders create UQ Cultures by:

  • Telling their people WHAT needs to be done and WHY but letting them figure out HOW
  • Not shooting them down for any crazy ideas, instead COACHING them to find ways to improve or refine their ideas
  • Treating their people as human BEINGS not DOINGS and getting to know their Uniqueness and what makes them tick
  • Not only TELLING them what to do all the time, instead ASKING them how they envision the future and how they would create a more successful, sustainable company.
  • Encouraging rebellion, creativity and risk-taking
  • Recognizing and rewarding achievement, progress and innovative behaviors

Do you consider yourself an Expander Leader? In what way have you contributed to your team? Share your thoughts below.

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5 Steps to Become a Pioneer That Makes Great Things Happen!

July 17, 2012 by

pioneerWhen we think about pioneers one can think about a lot of different people throughout history. More notably are the actual pioneers who crossed the plains and mountains of the western United States in the 1800’s in search of freedom and opportunity in the West. Their stories of perseverance are inspirational and help us to put our own struggles into perspective.

As I think about a “pioneer,” I also think about others throughout history that have forged paths that greatly helped themselves and greatly affected others. This has been on my mind since I wrote a post for Peter Stelacci‘s Personal Branding Blogathon entitled, “Screw “Dents”… I’m Aiming for an Immense Gaping Hole!

In 1775 the founding fathers of the United States met for what was called, the Virginia Convention. In that convention tempers flared, fears were manifest, and the inspiring speech of Patrick Henry in which he declared, “give me liberty or give me death,” inspired a young country to change course and fight for freedom and separation from Tyranny. During the next 100 years the U.S. would experience wars and conflict that would tear families apart, stain fields red with blood, and would rattle the foundations and heart strings upon which the great nation as we know it would eventually emerge. Those early founders pioneered a cause that cost many of them their own lives, but their actions formed the basis to what is known as the greatest country of freedom and opportunity.

Another person, a boy, who at the age of 15 came home from school one day to find that his mother had committed suicide, through the years he battled with demons that would tear him apart. But he knew, despite his heartache, that there had to be a way out. He ultimately became one of the pioneers to uncover the mysteries of a disease that affects 120 million people worldwide and causes over 850,000 deaths a year.  That disease is known as depression. This man Richard O-Conner and others, has helped to pioneer cures and preventions that have saved and improved millions of lives.

In recent years, a couple I know had a baby that carried a disease that honestly just defies reason …for me at least. Unable to properly hold and cuddle their child for fear that his skin would tear off and he would die. Struggling financially, emotionally, mentally, to keep their family cared for they fought on; they sacrificed much and saw other children die going through the same treatment. They pioneered their way through struggles that I can only imagine tore to their very core. But they kept faith that they could save their son and were instrumental in helping to pioneering what appears to be a cure or at least the beginnings of a cure for this horrible disease. And they can now hold their child.

All of these individuals are pioneers, just like each and every one of us can be a pioneer. We each have struggles and aspirations that can cause us great pain and heartache. I believe that, the moment where we decide to take that first step, and begin the journey to cross that great plain of uncertainty before us; is the moment we all become pioneers.

“The moment we decide to begin the journey to cross a great plain of uncertainty is the moment we all become pioneers” Click to Tweet This!

As I thought about these pioneers that I mentioned, I wondered to myself, what defines one as a pioneer? I wondered if there was a model or process that could be extracted from the lives of these pioneers, to help us in our own struggles, but also to help us as leaders to create greater dents in this world.  I ended up discovering 5 traits that I believe are essential for our own pioneering success, and as I thought about great leaders, I found these traits also matched closely to how they operated.

  1. A Robust Vision In The Outcome – I think you have to believe so strongly that the outcome will be worth more than any sacrifice it takes to get there. Without that dream of a better outcome, I think it is difficult, if not impossible, to begin the journey, and endure the difficulties of the journey.
  2. The Inability To Turn Back From Where You Began -Early pioneers often left with the knowledge that they couldn’t turn back. In our own lives, it might be a moral, ethical, physical, or spiritual reason as to why we cannot turn back, but a pioneer begins their journey to a better future and metaphorically doesn’t look back. So must be our mindset, as we begin our own journeys.
  3. Knowledge That You Might Not Make It To The End, But You Are Willing To Do It Anyway. – In our own journeys, there will likely not be a physical concern of death, but when I think about the tough times where I embarked on something; perhaps it was overcoming a weakness, overcoming a difficult relationship, moving onto a new job, work struggles, going through the adoption process, beginning a new business venture, I can remember thinking to myself, “I don’t know if I can do this.” And there were a few tough times that I can recall thinking and praying, “I don’t know if I can survive this.” It wasn’t doubt in my ability, I actually felt that perhaps my heart would fail and my perseverance would die and I would end up in some vegetative state. I have later learned that it was times like that, when I was uncertain of the outcome, that great rewards were in store for me.
  4. Knowledge That Your Sacrifice Will Make The Life Of Someone Else Better – As I think about some of the pioneers I have mentioned throughout history, I think they all had this knowledge that their sacrifice would be beneficial to others. Our sacrifices and journeys may never be as physically daunting, but the emotional and mental challenges can be similarly daunting for us. Remembering that the sacrifices we make will make the lives others better, can give us hope and endurance to continue on.
  5. Faith That You Actually Can Succeed – The last but most important aspect is faith. Faith that you can succeed, faith that you have the abilities, faith that your vision will endure. If you have a negative attitude of your outcome, than the journey will we all the more difficult.

 

I think these 5 ideas can help us as we embark to become pioneers and do great things. What pioneer has inspired you throughout history; and what lessons have you learned from them? Please leave a comment below and join the conversation below.

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Got Leadership Challenges…Add Starvation, Dismal Odds of Success, & The Possibility of Death!

May 29, 2012 by

Shackleton LeadershipWriting this article makes me feel hugely and morbidly inadequate. This is a story of a leader that dealt with horrible odds of success, starvation, internal quarreling, physical and mental weakness of massive proportions, and the possibility of death for him and his team …every day for months and months. You may have guessed what this story is about, but I suspect, like I, that you had never really considered the leadership lessons from this amazing epic adventure. I have been involved in turn-around situations, but this is the ultimate turn-around. (If you are a skimmer, read the last paragraph).

The story is that of Sir Earnest Shackleton and his attempt at leading the first overland crossing of Antarctica. I have known and read about the expedition many times, but it wasn’t until recently that I truly came to respect and understand Shackleton’s profound leadership abilities and how closely the lessons of that expedition tie into modern day business situations.

This awareness came while reading the recently released second edition of Leading at The Edge: Leadership Lessons from the Extraordinary Saga of Shackleton’s Antarctic ExpeditionLeadership by Dennis N. T. Perkins.

I read a lot of great books, but this one really taught me and made me think about my life and leadership. In this remarkable book, Perkins explains ten strategies to being a world class leader. He brilliantly does this through the literary illustration of the story of the expedition, mixed with modern day examples of companies and leaders that exemplified these strategies, and wonderful summaries to bring it all together. It is so nice to read a book that is not just inspirational, but properly designed and formatted to instill in you the strategy that the author is explaining.

These ten strategies will give you an idea of what Shackleton and his team went through and the leadership lessons that can be gleaned from that experience.

1. Vision and Quick Victories:Never lose sight of the ultimate goal, and focus energy on short-term objectives.
2. Symbolism and Personal Example: Set a personal example with visible, memorable symbols and behaviors.
3. Optimism and Reality: Instill optimism and self-confidence, but stay grounded in reality.
4. Stamina: Take care of yourself: Maintain your stamina and let go of guilt.
5. The Team Message: Reinforce the team message constantly: “We are one—we live or die together.”
6. Core Team Values: Minimize status differences and insist on courtesy and mutual respect.
7. Conflict: Master conflict—deal with anger in small doses, engage dissidents, and avoid needless power struggles.
8. Lighten Up! Find something to celebrate and something to laugh about.
9. Risk: Be willing to take the Big Risk.
10. Tenacious Creativity: Never give up—there’s always another move.

Perkins goes in depth into each of these strategies and I feel I should mention that there was not a single chapter that did not leave me in awe and feeling like I had been taught some important truths. The story of Shackleton and his team is enormously inspiring. Sir Edmund Hillary once stated of Shackleton, “For scientific discovery give me Scott; for speed and efficiency of travel give me Amundsen; but when disaster strikes and all hope is gone, get down on your knees and pray for Shackleton.”

There is not enough space in this post to adequately go into depth into the lessons of the book, and I feel doing so would be a disservice to Perkins. But for those that know the quantity of books I read, let me sum up the value I place on this book by stating that it will sit in my bookshelf as one of the top ten books that I want my child to read when he is old enough. The lessons are not just about leadership, but about life, persistence, tenacity, overcoming trials, and extraordinary resilience. This is definitely high on my favorite leadership titles as well.

Pick-up your copy and please let me know what your thoughts are: Leading at The Edge: Leadership Lessons from the Extraordinary Saga of Shackleton’s Antarctic ExpeditionLeadership

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Are You Brainwashed or Drinking Too Much Kool-Aid? Leadership Starts With You!

May 3, 2012 by

Brainwashing & Kool-aid Over the years I have belonged to various associations and groups. I been also been in many peer groups, hired consultants and coaches, used multitudes of products and vendors, and even worked for some crummy employers. The years of this have recently caused me much pondering. I keep wondering why a person would stay with certain employers, or industry associations, even vendors …to their own detriment?

I know of talented professionals that work for horrible organizations, yet they never leave ..they just suffer. I know individuals that are going in debt because they believe a certain industry association will “save” them. I also know employees that work at companies that suck the life out of them, yet they never leave.

I had to wonder, was this some sort of brainwashing? Not intentional (I hope), but psychology does play a part in sales tactics. As I dug deep and thought about past meetings, events, companies I have been with, and conversations with peers, I discovered a few things that consistently reappeared in the behaviors of these organizations. I do not profess to be a psychology expert, but I consulted with some professionals in that area, that have confirmed my thoughts.

1. Labeling – Labeling is very powerful technique. It can be used for good and can be used as manipulation. For example I have heard associations collecting money from their subscribers say, “we don’t allow whiners here,” or “we don’t accept lazy people.” They may even say, “This is not a get rich quick scheme, you will have to do a lot of work.” All these statements seem innocent, and may actually be true, but what they actually can do is create a false reality. The reality is that if you continue with this association that you must not be a whiner, you must not be lazy, and you are super smart, since you are not being fooled into buying a get rich quick scheme.

In doing some research on labeling I ran across this site, pertaining to religion, yet still applicable, “Labeling attempts to dehumanize persons so that dismissing them or their opinions is much easier. Choosing not to address someone individually who has doubted the toxic faith, the [individual] places a blanket negative label on all who would disagree…” Whether in an industry association or with a mediocre employer, be careful and watch for labeling techniques that put down “non-believers” and dehumanize your decision making abilities. When describing outsiders as “bad”, they may be tricking you into thinking that you are a “good performer,” therefore one continues drinking the kool-aid and writing a monthly check to that association; or punching in for work at that mediocre employer.

2. Exclusivity – “You are the best of the best.” “You are the top professionals in your industry.” “You are the cream of the crop.” I have heard business owners at association events and association leaders say these words. At one event I was at, I heard this coming from a business owner who’s gross revenue was under $500,000. There were about 250 other business owners in the audience that, for the most part, had businesses under $1 million. I did not see any of the CEO’s I am familiar with, that have $10 million, $40 million, $60 million, and $100 million companies in the exact same industry. So how could this group be the cream of the crop? Well because they are the ones writing a check and who drank the kool-aid for this association. They are self-validating and rationalizing their behavior because they do not want to accept that they may really be among a bunch of low-achievers and are wasting their money. Be careful of exclusivity creating a false reality that cannot be substantiated.

3. False Hope – “Our new goal is to be a $10 million organization in 3 years and no matter what, we will achieve it.” “I guarantee that you will triple your income in XX or you can have your money back.” Replace the goals or the amounts, edit the wording, and I am sure you have heard this at more than one employer, association, or even vendor. Another form of this, is seeing massive testimonials of inflated growth numbers. I was at an event that had these testimonials and as I looked at the pictures and names, I laughed because the majority were not even in the association any more, because they did not find value, and I knew they were struggling or were still a small company. I do like testimonials, I am a firm believer that you need them, but they should be current and relevant. Many testimonials or pep-talking managers, will use fanciful words and big promises to raise false hope, that is if you just stick around and work real hard, you will be a part of something special …and you will make lots of money. While it is possible to make a lot of money, especially with focused hard work, the road from where you are to that destination is never as easy as you think.

4. Ticklers – A tickler is something that provides just barely enough value, whether real or imagined, to keep you clocking in for work at that mediocre organization, or paying big sums of money to that industry association or vendor. Often that value add, is just a small thing to make you feel like you are now getting the value.  The truth was that with a little research and self-evaluation, the value really is probably not worth that much.

Most people need to fill that need – to belong to something. They worry that they are going to miss out on something. Don’t be a company that has to go in debt to pay money to a association providing false hope, at the detriment of your own company or its employees. Don’t sacrifice your personal success because the “CEO” of a long-time failing company suddenly has a vision, yet no way to achieve that vision.

Life is too short to waste. If you want to be a leader: practice personal leadership, set and achieve high goals, associate with successful people, execute religiously …and get to work. Leadership starts with you! Your success starts with you …and there are not many short-cuts in life.

Filed Under: Personal Leadership Tagged With: , , , , , , , , , , , , ,

Four Strategies to Make Your Vision a Reality

April 24, 2012 by

Execution pathI wanted to share with you a guest post that I wrote for Jesse Lyn Stoner’s website. Jesse Lyn Stoner is the author of the book “Full Steam Ahead. Unleash the Power of Vision in Your Work and Your Life.” It is without a doubt the best book on creating vision in organizations. I was honored when she asked me to write a post that went into more detail regarding the tactics of my Ultimate Personal Success Plan. The article turned out great and I am happy that it has received a lot of attention, as well as conversation on the post and social media channels. I know you will find it valuable to achieving your goals. Please take a moment to share your thoughts on the article over at Jesse’s site.

Four Strategies to Make Your Vision a Reality

Filed Under: Leadership Vision Tagged With: , , , , , , , ,

Leadership …In An Unstable World!

March 26, 2012 by

Leadership In An Unstable WorldWhat makes an effective leader! Better still, what makes an effective leader at a time of rapid and continual change? Definitions abound and yet, in reality, they are largely inadequate in describing what is truly required in the face of the kind of change we currently experience globally … and, ultimately, locally.

This is because our experience of that change is personal, it is individual and it impacts our feelings, emotions, thoughts and behaviours on a constant basis! I experience this every day, as will you, and my reflections on how I’ve approached this over time, including in a recent role as a leader within a voluntary and community organization in England, lead me to conclude that the best leadership approach is one that mirrors my emotional intelligence, enables me to exercise my influence … and demonstrates my authenticity!

Leadership is a state of being. It is the human factor that people – peers, staff and colleagues in your organization and outside of it – will respond to most positively, especially when times are both challenging and stressful! So, reflecting on this, how do I continue to deliver effective leadership at such times?

I Connect Leadership and Vision

I ensure that I constantly relate our work back to our organization’s vision and the values that underpins this. If opportunities don’t align with the vision, I don’t go for them. I don’t want ‘mission drift’ and our organization to end up chasing money rather than providing projects and activity that truly add real value for our customers.

I Am Visible, Approachable and Adaptive

I walk the job – I have always believed in this mantra and still do it. I have an ‘open door’ policy that means when it is closed I am not available … but otherwise come on in! I encourage challenge and comment, listen actively and then take decisive action. I believe in the exercise of influence rather than power and ‘Bridging’ and ‘Attracting’ [Thanks to Cynthia @savvyinfluencer] are my main styles! I will involve others, manage feelings, seek to collaborate, build trust, and help people to focus people on vision and mutual goals.

I Promote Our Organization’s Image and Reputation

I manage the image and reputation of our organization by ensuring that we are clear about who our customers are and what their needs/wants/interests are; that we are certain that our offer meets those needs and, where possible, wants and interests; and, that our approach as an organisation delivers our offer in the most economic, effective and efficient way.

I Demonstrate the Impact of Our Work

I believe in delivering evidence-based interventions for our customers. This is what defines real impact for them and so I demand effective needs analysis. This has to be regularly reviewed and should underpin any offer that we make as an organization. I am also a devotee of effective performance management – not counting numbers for numbers sake, but in gaining a proper perspective on what works and what doesn’t … and fine tuning outcomes and impact as a consequence.

I Invest In My People

It has always seemed ironic that, the very time organizations most need to and should invest in their staff, is usually when workforce development slows or investment is curtailed. This strikes me as a false economy – the financial climate is a cyclical thing and the demand for goods and services will return – often in new and different ways. So, how well geared do you need to be to meet those opportunities that will eventually appear?

I Constantly Scan Both Internal and External Environments

I am alert and sensitive to what is happening both within and without my organization. Externally, new policies, approaches, ideas and techniques abound and the ways in which they will or might impact on our organization needs to be assessed, judged and responded to. Internally, I ‘touch and feel’ the organisation, through regular staff and customer contact, summary reporting, ‘walking the job’, and digesting quantities of information in a variety of formats. I regulate how much detail I work with though, as I see my role as ‘big picture’, vision, mission and direction of travel … and not micro-management!

I Keep Learning

I believe that organisational life, like our own individual lives, is a journey, during which we are and should remain lifelong learners. I am a profound believer in the notion of Learning Power and am an accredited practitioner in the Inventory tool that helps people understand their Learning Power … and how this might be improved. I apply this thinking wherever I can … however we also each bear a real responsibility too for our own learning and its application in the everyday.

In reflecting on my learning, I regularly ask myself these three great leadership questions:

  1. What am I doing to make people feel like they belong?
  2. What am I doing to help people realise they matter?
  3. How am I helping people work together?

If I can answer these successfully on any given day, then I believe I am leading effectively. How are you doing with your reflections?

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Filed Under: International Leadership Blogathon Tagged With: , , , , , , , ,
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