Let them fly

“... they sent me away to teach me how to be sensible, logical, responsible, practical...and they showed me a world where I could be dependable, clinical, intellectual, cynical…” These lyrics from the 1979 Supertramp Breakfast in America album (yes, back when an album was vinyl) stuck me while running the other day. The Logical Song was a hit single that questioned the idea we gain from the structure we learn in school and society. While we all certainly benefit, from this conformity and knowledge, there is something to be said for thought leaders.

Someone told me once that true leaders are lonely. They tend to be thought leaders and ahead of the pack. Is it possible that all the conformity the workplace requires actually causes the leader’s within us to cave to the organizational norms? We have all seen the fantastic things people can accomplish when management gives them license and let them fly. Often, our toughest job is getting out of the way.

What was the most impressive accomplishment you have seen achieved by empowering your team?

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Your flight is canceled

The wind and rain was so hard that it woke me a couple times during the night. It did not get any better in the morning as I caught up on email and prepared to leave. I checked the flight status on the airline website prior to checking in and driving to White Plains airport. What a surprise, the incoming airplane was diverted to JFK airport and our flight would be delayed “40 minutes.” Sure!

Then the all too common winter announcement, “flight 579 to West Palm Beach has been canceled.” For those of us that are people watchers, it is Super Bowl time. As if one could not have guessed it would happen, people got all spun up and pointed their aggression at each other and particularly the airline ticket personnel. As if they had something to do with the weather in New York state in the winter. As I remained in my normal state of “travel calmness,” the worst of people emerged. Does anyone really believe they get better service when they treat the service employee badly? If you were the airline personnel behind the counter, would you prefer to help the friendly customer in distress or the one yelling at you?

As leaders, we all have a choice of how we react to circumstances beyond our control. Do you let the situation control you or do you control your reaction in situations like this?


PS – Guess what – the same people were arguing with the luggage team upon arrival.

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“I’m alright if you’re alright”

The Felice Brothers are a folksy group of musicians that I learned about at the Austin City Limits Music and Arts Festival in October. Their song, “Take This Bread,” had a different spin that many of us in leadership could learn from.

In today’s diverse work world, we cannot assume that others want to be treated the same way that we do. It is important to take the time to understand the individual and to tailor your approach based on the priorities and desires of that person. I still remember the time we were thanking a college professor for his help during the summer. We thought he would like a company jacket. Come to find out, at his university, the professors all displayed the plagues and certificates they “earned” from their achievements. We quickly adjusted and the recognition went smoothly. It was important to realize that the better off he was, the better we were too.

When have you adjusted your plans to successfully meet an individual’s desires?

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“Don’t take the bait”

Joe was a talented guy on international assignment leading a factory start-up. He had years of experience and worked as hard as anyone I know. Betty was the actual leader responsible for the project overall. The project was behind schedule and the pressure was on. On a number of occasions, Betty became very frustrated with the implementation team and fired off finger pointing emails. On one occasion, Joe was the target of a particularly pointed email and many senior leaders were copied. As you might imagine, Joe was upset and about to flame out on email. The most senior leader on copy, forwarded the email back Joe and said four words, “Don’t take the bait.”

When Joe looks back on that sequence, he told me that those were the four most empowering words ever said to him. He knew from the statement that senior leadership knew he was doing the right things. He shared with me that this confirmation from management gave him license to make timely decisions, take risks and achieve objectives. This story made me think about the small comments leaders make on an hourly basis that either empower our people or create dissatisfaction. It is unlikely this senior leader even knows he had such an impact.

What little things do you say to empower your people on intense assignments?

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"Where's the Gift?"

It’s January. Plus or minus a few weeks and many people will sit with their boss and have a performance review discussion. Hopefully this was preceded by many candid conversations and career exploratory talks. While we will all be focused on the numbers or ratings, I’d encourage you to look for the real gift in the discussion – those 1 or 2 things you can do differently or better to really excel your performance. Nigel J.A. Bristow (“Where's the Gift? How to achieve phenomenal success by discovering the gift in all feedback”) shares that we often are not looking for the gift, sometimes do not like the way it is wrapped or we find it hard to identify in the packaging.

The two worst types of feedback are “you’re doing great, keep doing what you’re doing” or “you need to step it up” but without anything specific to improve. We need to want candid feedback. If your boss does not automatically provide it, ask for your “gift”. Just as important and as uncomfortable as it may seem, we need to make sure we make bosses feel the feedback is desired and we are going to do something with it.

How do you make sure you get real performance feedback?

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“Where’s the Gift?”

It’s January. Plus or minus a few weeks and many people will sit with their boss and have a performance review discussion. Hopefully this was preceded by many candid conversations and career exploratory talks. While we will all be focused on the numbers or ratings, I’d encourage you to look for the real gift in the discussion – those 1 or 2 things you can do differently or better to really excel your performance. Nigel J.A. Bristow (“Where's the Gift? How to achieve phenomenal success by discovering the gift in all feedback”) shares that we often are not looking for the gift, sometimes do not like the way it is wrapped or we find it hard to identify in the packaging.

The two worst types of feedback are “you’re doing great, keep doing what you’re doing” or “you need to step it up” but without anything specific to improve. We need to want candid feedback. If your boss does not automatically provide it, ask for your “gift”. Just as important and as uncomfortable as it may seem, we need to make sure we make bosses feel the feedback is desired and we are going to do something with it.

How do you make sure you get real performance feedback?

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Enjoying the DMV?

I put it off for as long as possible. It is something we all dread. I asked for and got plenty of advice on strategy to make the process as aimless as can be. Get there early. Go mid-week. Bring reading material. Don’t forget any documents. Be flexible.

People like to complain about the DMV. After putting it off for months, I had to get my new CT driver’s license and register the vehicles. It was not nearly as bad as I thought. The reason was simple. Anytime you approach a situation with an open mind and maintain a good attitude, things go fine. The workers generally knew their job. They probably treat customers in direct relation to how they are treated. People in the lines were friendly and were having a shared experience. For those that know me, you can be assured I was interviewing and recruiting talent during the waiting time.

Have you successfully approached a dreaded situation with a good attitude and found a good result?

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You’re never above it

An unexpected package arrived in the mail. I recognized the return address, but was not expecting anything. With my typical curiosity, I tore open the padded envelope to find a nice note attached to Tom Lydon’s new book, “The ETF Trend Following Playbook.”

Tom is a good friend, hoops buddy and well-known expert in the financial planning world. Earlier in the year, Tom asked me if I would review his manuscript and give him comments and insights. I was glad to help and certainly did not expect to be thanked in any meaningful way. So, was I surprised to find a full paragraph in the acknowledgements thanking me for my time and expertise.

This made me think about the power of a “thank you” and the fact that it can be delivered in any direction. Convention has told us that bosses thank team members. This is a very limiting view. Teammates should equally thank peers and superiors. The act of remembering to take the time to thank someone when they least expect it has powerful impact.

When have you thanked the unexpected with amazing results?

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Say “Thanks”

Thank you for all your contributions to LiaV in 2009. You have made it the success it has become. While others are focused on shopping and rushing around, I encourage you to slow down for a moment and say thanks to all those that allow you to do and be what you are.

John

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Do you learn from watching?

Ask any professional educator and they will talk about how people learn differently. There are those that read and understand. Then, some just put on the skis and do it. Last, there are those of us who watch someone else doing something and they get it.

Since so much of what is on the internet about leadership is based on our ability to learn from the written word, I decided to start a search of the websites that specialize in compiling significant videos of thought leaders. Following are three examples:

• TED – Technology, Education and Design - Riveting talks by remarkable people, free to the world.
• MIT World Distributed Intelligence - MIT World is a free and open site that provides on demand video of significant public events at MIT. MIT World's video index contains more than 600 videos.
• The Leap - Hosted by David Belasco of USC Marshall School of Business to provide “Inspiration, empowerment and a kick in the ass.”
• eCorner – Stanford University’s Entrepreneurship Corner - Entrepreneurial thought leaders lecture series that take place every Wednesday during the academic year.
• Manager Tools - a weekly podcast talking about new tools and easy techniques you can use to help achieve your management and career objectives.
• YouTube EDU/Leadership - dedicated exclusively to videos from the more than 100 schools--ranging from Grand Rapids Community College to Harvard Business School
• iTunesU/Business/Management - More than 170 schools offer content free to the public on Apple's iTunes U, which originated in 2004 as a way for colleges to distribute content privately to their own students. (downside - requires you register for iTunes)
• Academic Earth/Entrepreneurship - Thousands of video lectures from the world's top scholars.

Please comment on this posting and add the URL links for the sites you believe add to this library.

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SMART

Many organizations get confused this time of year. A management ritual in December is to summarize the accomplishments of the team and start preparing annual performance reviews. We all want to be fair and reasonable. Some managers find it challenging to inform teammates they are anything other than fully competent. At same time, if the objectives are underclear or easy enough, anyone deserves a high rating.

I, on the other hand, have always felt December to be the most important month of the year because it sets the tone for the rest of the year. The team should dedicate quality time setting robust goals, definitions and metrics to be used the next twelve months. The S.M.A.R.T. criteria are well documented and have stood the test of time. (SMART = Specific, Measureable, Achievable, Relevant, Time phased). When leadership spends time creating buy-in and understanding, the next 12 months go much more smoothly. It also allows the team to perform self performance reviews. The facts and data will speak for themselves.

Does your leadership take the time to mutually develop robust goals with you annually? Do each meet the SMART criteria?

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You own nothing here

At the conclusion of a meeting the other day, I recommended to my team that they should use my office as a conference room when I’m on travel. With the amount of international travel I do, the office was being wasted. It is a valuable resource and should be utilized as such.

The team looked at me like I was from another planet. I shared with them that I do not own the office, the company does. It happens to be assigned to me and it should be used like any other company asset. While the concept was foreign to the team, they appreciated the gesture. It has been a few weeks and I doubt anyone has taken my offer yet. This whole situation caused me to wonder what it is that makes executive leaders categorize “things” as entitlements and something of their own. I think the team believes it is a sign of respect to give their leadership space, but this should not be at the expense of productivity.

What do you believe causes this entitlement mentality? Can a single leader change it?

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Personal Leadership

Guest blog post by Paul Mallory .

A few thoughts of my own on personal leadership from my Soul Work blog...

We hear all the time that we are living through a period of furious pace of change. One take on this can be seen in the (technology-centric) 'shift happens' video. (See http://uk.youtube.com/watch?v=ljbI-363A2Q)

Clearly, we can't stop change happening, nor slow it's pace...
Change is not a bad thing. It is inevitable, and it is fast.
Some things change and some things don't...

For me, personal leadership is about knowing who you are and what you are for, having a beacon to guide you through the storm of change. Many people today are clear what they are against... many people today find purpose and fulfillment from being against something, whether it be wind farms, nuclear energy or the prospect of an eco-town being built near their home. Another perspective is to decide what you are for in this world.

The good news is, we needn't be like a cork bobbing on the tide of popular opinion and ever-changing (not always for the better) societal values. Indeed, there is little virtue in just 'going along with the others'. As philosopher Edmund Burke is reputed to have said: "All that is necessary for the triumph of evil is that good men do nothing".

We have the option to decide who we are, who we will be, what we are for, what difference we will make in this world. This is effortful work, requiring much contemplation and deep personal honesty (it comes from within). However, deciding our purpose and reason for being is the first step to discovering a level of passion and inspiration within ourselves that can lead to an extraordinary quality of life.

And, guess what, change begins with ourselves, as Gandhi memorably remarked: "Be the change you want to see in the world".

How much more fulfilling such a life is than living the life of a grazing cow...

Personal opinion! Paul


Paul Mallory is the host of the “Soul Work Blog” - http://soulworkblog.blogspot.com/

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What’s normal to you?

The Parlor Mob is not the typical band you would take your seven-year-old daughter to see. They play some serious alternative tunes and bring in the twenty-something crowd. I learned of them at the Austin City Limits this past October. While listening, I noticed this kid also enjoying the event.

But, what if you did grow up as a child experiencing major international music shows? You would learn many kinds of music, meet all types of people and view unusual forms of art. Your perspective on crowds, volume, self-expression and tolerance would be different than the typical kid.

The reason this question even occurred to me after seeing this kids enjoying the concert was it clearly demonstrated the differences among people. As leaders, we need to be very careful not to stereotype people into categories that might not fit. The more interest you take in the people you lead, the more likely you will learn something they can contribute that nobody else can. Ask questions and actually listen to the answers. It will pay off in the end.

Have you ever had a boss take an interest and have it result in a better assignment? Have you ever learned a detail about one of your teammates that allowed you to better use their unique skills?

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From the General

I have had the opportunity to work for and with a number of retired military generals who transitioned into industry during my career. Some have made the move relatively seamlessly and others it took a little more effort. Whenever I’ve had the opportunity, in a casual setting, I like to ask them, “What are the major differences you notice between leading major military operations and leading as a business executive?” As you might guess, the responses range from very insightful to rather bizarre.

The other evening, I had my first opportunity to ask the same question to a retired general from outside the United States. His answers were so insightful and honest I thought we all could learn from them. He said there were four main differences: 1) Decisions in the military tend to be more black and white:;2) The overall goal or mission is clearer to everyone in the military; 3) Teamwork is more natural and built into the military process; and 4) There is no runner up in a military operation! He shared that his role in business is to help instill these things within the business environment and gave some examples.

What do you think of these insights? Is there something we can all take from them?

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Thanksgiving in NYC

NYC, Mumbai, Hyderabad, Bangalore, Mumbai, New Delhi, Shanghai, Jingdezhen, Beijing, Jingdezhen, Shanghai, Chicago, NYC.

Travel, business and building operations are great fun, but Thanksgiving weekend in NYC after all that is fantastic. Today’s is a lesson of remembering to have fun and recharge with friends and family.

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Locked out

So where the heck has John been? LiaV has not had a new post in days.

Greetings from Jingdezhen, China this evening (the porcelain capital). After days of being blocked from my own blog, I figured out a way of getting in. Sure many of the things you read about are true, many others are not. The team I’m with has been working many hours, hand-in-hand, with our business partners in the factory to achieve a major milestone. I’ve been providing “top cover” with senior leadership.

I’ve also met some locals. I tried my hand at an outdoor ping pong park for pick-up games and got my butt kicked by an old lady (she were good). I visited a student art exhibit and had tea with an English professor. Like many places, the people and the people in charge do not always share the exact same opinion. The same is true in the USA. We should not generalize or stereotype.

When you travel, do you take the time to meet locals and understand?

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“They have chocolate in the States”

After walking a new plant construction site in Hyderabad, India, we were hosted to share a traditional Indian lunch. The location was a nice hotel and the service was fantastic. There was a nice variety of desserts and I selected one. My traveling partner returned to his seat with a much more interesting and aggressive choice of desserts. He looked at my plate and said, “You can get chocolate in the States!” He was quite right and I caught myself following habit (yes, I got up and tried things I did not recognize).

The same can be true in how you lead and what solutions you apply to problems. Learning, wisdom and habits have many benefits, but if they cause a leader to avoid trying new techniques, styles and approaches, they become a hindrance. We all need to push ourselves out of our comfort zones and sometimes others do it for us. We just need to listen and hear them when they do.

When have you been reminded in a to stretch out of your comfort zone? How did you respond?

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Where is this “new place we are going?”

As leaders, every so often one of your team members asks you an honest question that makes you stop in your tracks and reconsider exactly what messages you are sending. Most of our LiaV community knows that I recently accepted a new executive assignment on the East Coast. It’s a great chance to use all I’ve learned in the last 30 years of aerospace manufacturing, supply chain and program management.

I arrived on the scene asking many questions, listening, meeting people and internalizing what I was hearing. These are all the things we talk about so often. After a fair amount of time, I came to conclusions of what was needed and started to point a vector in that direction. While we worked hard to find and deploy tools and processes, I also talked about the journey we are about to start. Progress was slow, but acceptable. That was until one of my long-time leaders, Tim, walked into my office very frustrated and said, “John, we understand that you are here to take us to some new place and we accept that, but can you just tell us what you expect from us?”

In a flash, it occurred to me that I was working hard within the organization on the detailed mechanics and with the leaders on the vision, but I was not as clear as I could be on what I expected differently on a day-to-day basis. It was an easy thing to correct by writing out some top-level expectations and having a team discussion. Thank goodness I took the time to build trust with Tim early so he knew he could share his frustration without risk.

Have you ever been “leading” so fast and hard that when you looked back, the team was not as close behind you as you thought? What did you do?

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Pioneers are lonely

Have you ever noticed that the first people to try something new are treated as outcasts? Think about it. This is particularly true as it pertains to teenagers, music and fashion. Think about the kids with the long hair, then the short hair, then the colored hair and the no hair. The first kids to wear grunge were considered bums. Nobody understood rap or gangsta to start and now it is some of the fastest selling music.

The same thing is true in business. Those who believed the internet would change the world were thought to be wasting their time. The first leaders that believed people could work from home were considered crazy. How would we ever keep track of them? The forward-looking leaders that first understood the importance of executing flawless complex supply chains were exiled. Now we all know the supplier chain management is a competitive discriminator. There are still many leaders that have not embraced the impact web 2.0 can have. Many of us already use it as the norm.

If you accept that these pioneers are lonely front liners, then that is exactly where we should always be looking for talent. Leaders need to look for what is new and where trends are headed.

How do you stay current and find fresh ideas, talent and trends?

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