The seating of leaders

I attended two year-end senior leadership events in the last couple weeks and something became very obvious. People notice where leaders sit.

The first was a senior leadership objectives alignment meeting where the top leadership filled the front row of the venue. Each had a speaking role and this did make the transition between speakers smooth. The second was a large holiday celebration party where the senior leadership gathered together at a front and center table with their significant others. In both cases, the seating was “expected.” People shared two thoughts on the seating of leaders. Many traditionalists felt they wanted their leader at the front table to show the importance of the organization in which they work. The newer teammates would have liked to have seen their leaders sitting with their teams to learn about them as people rather than executives. From my perspective as a senior leader, it reminded me of all those years sitting at the kids table on Thanksgiving, only to become old enough to be “promoted” to the adult table to find the old table was a lot more fun!

Where would you like to see your leader sit at large company function? Where do you sit as a leader?

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Leaders have to set the standard

The University of Oregon football team has developed a new approach that moves very quickly and keeps its opponents off guard. They have not lost a game this season and will play in the national championship game.

This, unfortunately, has brought out some of the worst of its competition. On November 13th, Aaron Tipoti (#40) of the University of California at Berkeley was instructed by his coach to fake an injury an effort to slow down the Oregon team. It became obvious from the YouTube video watched by thousands that Berkeley Coach Jeff Tedford delivered the instructions for the ruse.

We continuously to hear and see poor sportsmanship in college and professional sports. We normally think of it as something linked to spoiled, overpaid, over-hyped athletes. This case the coach instructed the athlete to cross the ethics line. Then, to make matters worse, Aaron Tipoti did the unethical act. As leaders, the standards we set ripple throughout the team. Whether it is actually instructing unethical behavior or role modeling it, people do what we indicate is ok.

How do you ensure you leadership messages so up to standard that you would like thousands to view them on YouTube?

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A leader’s willingness

At the end of a recent trip to India, I relived a valuable leadership lesson originally learned when I was fourteen years old.

We were having dinner and one of the team complemented me on the wide variety of skills I have picked up over the years working international aerospace projects. My comment back to him was that “it is less what I can do than it is what I am willing to do.” Many people know how to do certain tasks, but far less people willing to do the travel, work the time zone differences, read the cultural books, work the relationships and learn the customs. Coach Ed Noel taught me this lesson when I started playing organized sports. He told me there would always be players better than me, but none of them should put in more effort. Doing the extra sprints, foul shots, defensive drills, dribbling exercises and taking those darn offensive fouls will pay off in the end. It was all about what effort you are willing to put out.

People see what their leaders are willing to do. It makes a statement to the whole organization and those around it. Some call it being a role model, but I’m talking about something more extreme. It is the attitude that nothing is beneath you or beyond your reach. It is effort and being willing to do whatever it takes.

How you demonstrate your willingness to your teams?

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Do U “CBM”

Greetings from India.

Remya was taking a lot of notes as her bosses practiced their tour explanations. She was plotting the flow and observing the gestures. Everything had to be perfect. The CEO’s of two of the largest companies in the world were going to visit and this was their opportunity to demonstrate their accomplishments.

After about 15 tries, one of the senior executives and I noticed that she was always the one with the correct answer to any of our questions. We looked at each other and decided to let her give us a tour and she how she did. She did amazingly. She had been studying and really nailed it. Later that evening, the other executive mentioned to me that Remya had a real “CBM” today. I asked what that was and he replied, a “Confidence Building Moment.” What a great concept.

As leaders, we have the ability to create CBMs whenever we want. We can make people feel bad about their mistakes or we can use them to build talent and confidence. We can let our people stretch into new assignments or hold them back. We can encourage our people to grow or we can smother them with administrative tasks.

What CBMs have you given your people this week?

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Death by Blackberry

Every once in a while, Leadership is a Verb makes a very simple observation and recommendation. Below is an email I sent to my team concerning safety:

“A car travels approximately the length of a football field in 5 seconds. The same amount of time as that to glance at an email on the Blackberry. Using a Blackberry while driving is against the law and VERY unsafe. It is not a sign of your robust virtual skills.

I believe some of you are doing it to be efficient, timely or just boredom. Please stop. Someone is going to get hurt.

Thank you for your support on this important safety topic.

John”

As a leader, how often do you coach your people in such simple and clear manner?

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“Unconscious Incompetence”

Over the last year, I’ve noticed a trend in how certain drivers react to runners. The final half mile of my regular run takes me by the A&P grocery store. I’ve noticed there are basically four types of drivers coming into and out-off the driveways. There are those that are completely oblivious (these folks are very dangerous), those that purposefully cut you out, those that see you and slow down and those that approach cautiously as if they always drive with care. So you ask, what does this have to do with leadership?

Last week, a Human Resources professional shared the “Stages of Professional Development” provided to him by Tulin Diveriteam Associates. It also appeared in an old blog post by Benjamin Ellis on Redcatco. The model describes the continuum of professional develop in term of “consciousness” and “competence.” The order triggered with me because it completely matched the skill and/or attitude of the drivers I’ve been encountering (1. Unconscious Incompetence, 2. Conscious Incompetence, 3. Conscious Competence, and 4. Unconscious Competence). I like it when my observations are later explained based on a model. This model seems particularly helpful because it points out the importance of providing people feedback.

What are your thoughts of this continuum? Do you have situations where it applies?



David P. Tulin – President & Founder, ©2010 Tulin DiversiTeam Associates, 215-870-0349, dtulin@diversiteam.com, http://diversiteam.com/

Redcatco – Social Technology for Business - Benjamin Ellis – April 12, 2007 - http://redcatco.com/blog/leadership/learning/you-live-you-learn-learn-to-learn-learn-to-live/

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Tribes

The Austin City Limits Music Festival brings together 100,000 of your closest friends to enjoy a wide variety of music, art and entertainment. In the midst of the mass of humanity enjoying music on five stages, there were an unusually large number of flags being flown. There were state, university, product and homemade flags. Observing closer, they were being used to help groups find their home base and the advertise something about the group.

People within a very large organization want to be in their local tribes. They need to be part of something they understand and with like minded people. Whether it is a large concert event or a large company, leaders need to create the "esprit de corps” of a smaller team. While this runs counter intuitive to the goals of some CEOs, it is something leaders at the working level must understand and achieve.

What do you do for your team to help them be a part of something smaller?

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Defend the crazy?

I was a superintendant of MD-11 Major Structures Production back in the days when that was not a very friendly place. The requirements of the position were extreme and it always seemed like people were thinking of reasons to cause us to fail. Long hours and seven day weeks wore on us all. Quality was to slow. Tooling never worked. Engineering designed the impossible. And, those Supplier Management guys lost the parts on purpose! Of course none of this was true, but unfortunately we believed it at the time.

One day my director came through and I was expecting the same butt kicking I normally got. This day was different. He asked me if I would be willing to take an assignment in Supplier Management to “straighten out those parts guys.” I was told earlier in my career to be careful what you complain about because someone will select you to fix it. Funny what happens in situations like these. The same people that thought they would be fired taught me the way I ran production caused many of the problems. I quickly learned there were good people all over trying to do the right things. I could not believe how quickly I could help the new team and improve performance. They were surprised this “crazy production guy” would actually defend them in public.

Have you experienced a change were you moved to a team you did not much respect only to find you had an incorrect perception of their capability and intend? What did you do?

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Another case for great talent

Yes, I’ve been on the road with limited on-line access for a while!

Things always seem to break when you need them most. You know, the car does not start the day you are running late to work for an important event or to the airport for a flight. What if you had a 100% effective back-up plan for all possible contingencies?

A week ago, I got a new executive boss. There was no doubt he would be very curious and inquire about everything. I, on the other hand, was headed out on an international supplier Program Management Review cycle through Poland, Czech and China. Following my return, we were headed out on a two week holiday road trip.

So how does one deal with such a combination crisis? Easy, develop and recruit people more talented than yourself. (Remember - A’s hire A’s and B’s hire C’s.) The team is handling the transition without a bump in the road. The team we grew is ready to lead without me and is performing amazingly. Each individual is more talented than I with great combined capability.

Would your organization be able to cover your four week absence? Would you trust them to break-in your new boss?

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Outdated

Last week was an exciting week in Hyderabad, India. It included the typical day old meetings, team building dinners, equipment and hardware reviews and lesson after lesson of culture.

But this visit had very special meaning. For the last year, the drive from the hotel to the facility has been an exciting 75 minutes of twists, turns, pumps, jumps, transitions, traffic, construction, obstructions and general discomfort. No more. A number of new roads opened and a smooth ride resulted.

So what does this have to do with old habits you might ask? A few of these newly opened roads also have new sidewalks that are level, clean, unobstructed and unused. Everyone was still walking in the streets. I asked why and generally the answer revolved around the idea that sidewalks are generally not the cleanest and level of places to walk. But this case was different. The sidewalks were clear and ready to be used. It made me think of what old leadership habits we all have that are no longer relevant. Things we do from habit whose basis is gone.

What do you do from habit that you should stop? Have you caught yourself lately doing some no longer relevant?

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12 year old priority

A few weeks ago we talked about the “major league mentoring” Gloria James provided her son. While this story got a lot of comment, less famous moms are providing great advice to leaders all the time.

Gerry was trying to make a very difficult career decision. It was a common question of balancing career and work with family and health. In reality, the answer to the question is so simple. Family and health need to be in line or your career and work performance will never be maximized. Unfortunately, it is often hard to see the obvious and we need someone to help.

In Gerry’s case there were young boys and a wife all in need of his assistance. Once Gerry came to what I’ll call the obvious decision, I asked him what helped him come to the right conclusion. He said he sought the coaching and advice of many people he trusted, but the thoughts from his mother weighed heavily. Gerry’s said his mom only asked him, “What do you think I would have done when you were 12 years old and needed my help?” From that point forward, Gerry focused on the critical issues and is back to his career in a much more balanced manner.

Do you have that person you can depend on for honest guidance? Do you take the trust others give you to provide guidance as seriously as you should?

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Banana nut attitude

This was a good Sunday morning. I woke up to warm banana nut muffins and hot coffee. The muffins were made healthy, except perhaps for those little chocolate chips.

A few hours later, I went for my Sunday “long run” preparing for the New Haven 20K race in a few months. The first three miles went fine. I was a little full from those great muffins, but ok. Around mile five the muffins were becoming my enemy. In mile five I was mad at myself for having eaten more than one, wondering why my wife had made them, concerned my race preparation was going poorly and hoping I would make it home in one piece. Mile six made me walk for a bit.

While I was walking with these negative thoughts it occurred to me that it was really nice outdoors, there were plenty of other people walking the path with me and I had a whole Sunday off in front of me. Within a moment, my attitude changed and all was good. As leaders, we owe it to our people to help them see the bigger picture. We are not hiding the truth, but putting the situation in perspective. Within a moment, I changed mine and enjoyed what I was doing. I’ll do fine in the race in a few weeks (thank goodness I don’t run for a living!).

Have you caught your self-attitude in the past and “decided” to be satisfied? Do you believe satisfaction is a decision away?

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Watch out Gen Y – Delaney is coming

I got to hang out with my niece during a recent trip to California. Knowing I like music and live performances, Delaney wanted to share her favorite song with me. She ran and got her mom’s iPhone from the purse, surfed the icons and music directory and played “Delaney talks to Statutes” by Jimmy Buffet. The song was classic Jimmy Buffet but that was not the special thing.

After playing the song with a big smile, I asked Delaney if she could spell her name. She then surfed the icons on the iPhone again, found the keyboard and typed “Delaney.” So what you might say, but Delaney is THREE YEARS OLD and not capable of holding a pencil steady enough to write clearly. As leaders, if you think GenY’s are a different breed, just wait until Delaney and her friends enter the workforce. This is going to be something really special.

Another way of thinking about this lesson involves your personal skill set. Are you doing everything within your power to stay current and relevant? Do you learn the lessons the kids are teaching?

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What would your museum say?

After the US Coast Guard flag ceremony while driving through the back roads of Connecticut looking for the two big casinos, we stumbled upon the “John Bishop Museum.” Build in 1810; it was far ahead of its time in terms of building techniques.

Think about this concept. What would be in a museum dedicated to you? What if someone secretly watched over everything you did, then collected the stories and artifacts and assembled them into the museum of your life for all to see? What would the museum say about you? What would your life stand for? Would the good supersede the not so good?

The idea of having your personal museum was originally brought to my attention by John Strelecky in his best seller “Big Five for Life.” The concept makes you think about your priorities.

Would you want to visit your own museum? Would others?

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Major league mentoring

Thursday morning started out pretty much as normal for Gloria. She woke, had breakfast and read the paper. Perhaps she watched the news or a morning TV show like millions of Americans. When her son called, it was not a surprise.

But this was not going to be a typical day. Her son was making an important career decision and she was about to be asked her opinion. Many of us in leadership are asked by junior colleagues our opinion about career decisions. Generally, we do our best to provide honest and credible advice. Gloria did the same. She coached her son to make the decision that would most make him happy. To take the path that best meets your needs. Gloria’s advice gave her son the freedom to make a very significant change.

Gloria James had no idea the reaction Lebron’s decision would create. Her advice was sound and the rest is history.

Have you ever been asked for career guidance and under estimated the result? How did you react?

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Lost and Found

I hope all our LiaV community that celebrate the July 4th Independence Day did so safely.

We certainly did and have a leadership lesson from it. The evening of the 4th was spent at Waveny Park in New Canaan for the fireworks display. It was your quintessential New England small town event. There were lots of families, food and blankets laid out in the park.

As we walked around, I noticed this child wondering aimlessly alone. The kid was probably about 2 years old and there was definitely no one watching her. This seemed a little odd to me so I pointed it out to my wife. Barbara went immediately into action, catching up with the child, attempting to talk to her and taking her by the hand to the nearest police officer. It was interesting how much different we each reacted in the same situation. I noticed something unusual and pointed it out. Barbara analyzed the situation, found it to be unacceptable and took action. It was an interesting leadership lesson. Observations are easy. Taking action is harder.

Have you ever observed a serious situation where someone else took action? What was it that held you back?

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“Leadership” double-speak

“Aren’t leaders supposed to coach and teach?”

I’ve been authoring posts about practical leadership concepts and observations for a many years. I aim to be entertaining enough to keep your interest and educational enough that you learn. Leaders must be teachers, coaches, people developers, visionaries, risk takers, role models and decision makers.

The last point here is critical for today’s thought. Leaders must be able to make the tough decisions. There is a sensitive balance in determining whether a team member needs coaching and development or more serious action taken. Generally this is a delicate skill learned over many years. I’ve learned over time that often when I get frustrated over something not being completed to an acceptable standard, it is a teaching opportunity. What if after many missed commitments and several coaching opportunities an individual actually goes on the offense and says, “Aren’t leaders supposed to coach and teach?” This would clearly be a misinterpretation of what LiaV is about.

The risk of stating your leadership theory in public is it can then be turned back on you. It is a risk I have been willing to take.

Have your coaching words ever been taken out of context and used back on you? How did you resolve the situation?

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Rules of the road

Cruising North on CT Route 7 on Saturday morning was a blast (except for a little rain). Terry, Joe and I were motorcycling to the Rhinebeck Grand National Super Meet at the Dutchess County Fairgrounds in Rhinebeck, NY. One of the benefits of a country road motorcycle ride is the time to think and reflect.

I did not solve any worldly problems, but it did occur to me that many of the rules of the road for motorcyclists are the same as those for work teammates and leaders. Here are a few of them:

- Arrive on time and ready to go.
- Know the laws and abide by them.
- Keep a safe distance between riders.
- Be prepared for the unexpected.
- Point out road hazards to those that follow you.
- Continuously monitor the situation and react accordingly.
- Be courteous and tolerant of other riders and traffic.
- Remain focused. Safety first.
- Never leave a rider behind.
- It’s all about having a good time.

If motorcycle rules of the road are so applicable to work teams, I would guess the same is true for many other team based events.

Where other than work do you gain guidance for good teamwork from?

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The big forgive

Many friends and colleagues have asked me the leadership lesson to be learned from the “imperfect game” thrown by Detroit Tigers pitcher Armando Galarraga. It was clear from the video replay that veteran umpire Jim Joyce blew the call at first base causing Galarraga to miss a chance at baseball greatness by throwing a perfect game (MSF – that would be 27 consecutive outs).

The problem was I could not find the lesson. Joyce immediately stepped up and took full responsibility for the error and apologized. The media made mania out of the “theft” to no avail. Baseball’s commissioner confirmed the umpire’s field decision would not be reversed. It all seemed cut and dry until a colleague from Bangalore emailed me the ESPN phone interview with Armando Galarraga. Baseball immortality was stolen from this guy and he completely forgave the umpire and said he could have made the same error given the high level of intensity at the moment.

I can only hope to act the with the same dignity when my chance at greatest is taken from me. His maturity and ability to forgive should be a lesson for all leaders.

Have you ever made a significant error and you boss forgive you? How did you feel?


http://sports.espn.go.com/mlb/columns/story?columnist=crasnick_jerry&id=5245331

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Who’s party is this anyway?

At dinner the other evening, a friend told us about the New Canaan, CT Memorial Day parade. We asked how big it was and she said, “Big.” Coming from Southern California, this could mean hours long.

We packed up our chairs, a small cooler and walked into town. We should have known being that New Canaan has 14,000 residents and Huntington Beach has 400,000 our definition of big was likely incorrect. The parade was about 45 minutes long and included veteran organizations, community volunteer services, youth groups (many with American Indian names) and fire trucks.

Walking back, I reflected on the fact that the Veterans were first and were the most recognized. They were the parade. The others were for fun. As a leader it made me think about how often we are invited to participate in events and the importance in preparing. I was at a high level meeting the other day and another leader introduced a new team member as “having a master’s degree from Syracuse or someplace.” That certainly minimized the accomplishment.

How to you ensure you are prepared and recognize the right accomplishments?

PS – Thank you to all our LiaV veterans.

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