No shortcuts to being a great leader

27 11 2007

There are no shortcuts to effective sustained leadership.

It is not easy to be a leader, or to maintain a position of leadership.

There is no book, movie, seminar or short course that will turn one into a leader.

We can learn about certain elements of leadership that we may or may not possess, and incorporate these ideas into our lives and behavior.

But leadership is not about what information we possess, our good intentions, or a business title and corner office.

It’s all about what we show to others.

It’s about what we do.

Day to day actions.

Sustained leadership success comes from; listening, attention to detail, implementing ideas, perseverance in the face of adversity, willingness to embrace innovation, training and mentoring others, planning and risk identification, and the most important factor of all, providing a living example to others.

A true leader provides a model to others.

Leaders will consistently provide examples of; honesty, integrity, ethics, dignity, passion, diligence, capacity to learn, and unwillingness to be defeated.

A true leader will also provide examples of how to lose, how to accept defeat and move on, because leaders are not always winners

Leadership is not a 9 to 5 job, it’s a way of life.

Related Links

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Get the mission statement off your website

24 11 2007

Do you read the corporate mission and vision statements on websites or in corporate promotional material?

I don’t.

In fact, I find them to be insincere, ambiguous and completely useless to the customer, and most of the time useless to the company itself.

So why do many corporate websites include them?

Does someone in the sales and marketing department believe that customers find this information important or believable?

Objectives, goals, mission and vision are important in an organization.  They define where we are going, and help in making decisions about how to get there.

You don’t need a mission or vision statement to be successful.You will need to make certain everyone in the company knows where they are going and are focused and motivated on getting there.

Customers will see the results.

You don’t have to tell them what you are trying to do.






The 3 Y’s – help for difficult decisions

29 06 2007

An organization’s management and leadership team is responsible for making timely decisions, supplying and applying resources when required, in order to efficiently reach known or perceived goals and objectives.

In order to make these decisions; research, information and analysis of the pertinent information is required.

Here is where management bogs down or leadership can make serious misjudgements.

  • Poor incomplete analysis or lack of the critical information required to assess the risks, obtain the required resources or understand the probable benefits.
  • Lack of understanding of the changes or resources that the decision will provoke.
  • Making the decision too early, or too late.

A quick and useful trick is to apply the “3 Y’s” to assist when faced with a difficult decision.

The “3 Y’s”

  • Why Me?
  • Why Now?
  • Why Not?

The First Why – Why Me?

  • Who is requesting that I make the decision? Why?
  • Is this in my area of responsibility? Why?
  • Is this my area of expertise, do I know what I’m doing? Why?
  • Do I have enough key information to make the decision? Why?
  • Can I obtain more information, in how much time and at what cost? Why?
  • Do I understand the analysis of the data and the conclusions? Why?

The Second Why – Why Now?

  • Does this need to be done or decided now? Why?
  • Is it in response to an emergency, part of “normal” operations or a change in strategy and objectives? Why?
  • Who depends upon this decision or is affected by it? Why?
  • Should the involved parties be informed of how the decision will affect them? Why?

The Third Why – Why Not?

  • What happens if I don’t make the decision? Why?
  • Are there other options, solutions, or alternatives? Why?
  • Do I think this is the best solution or decision available? Why?
  • Do I fully understand the short term and long term effects on resources, customers, work systems, goals and objectives that this decision will provoke? Why?
  • Who are the internal or external “experts”, what is their recommendation? Why?
  • How far am I putting the organization at risk with this decision? Why?
  • Are there metrics to measure or contingency plans in place in case this does not go as planned? Why?

By reacting and making difficult decisions without reflecting on the WHY we miss identifying the real problems and issues.

We miss solutions and strategies.

We miss opportunities to unify and support the organization.

We find ourselves responding to symptoms and not solving or responding to the core issues.

Related Links

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Broken promises

28 06 2007

“The best way to keep one’s word is not to give it.”  Napoleon Bonaparte

It’s too easy to make a promise.

We promise the customer that the product will work, solve their problem, and maybe change their lives.

We promise our coworkers that our part of the work will be delivered on time.

We promise our business partners and suppliers that we they can count on us.

We promise to follow up after the initial sales call, that we will always be there with customer service.

We promise that our priority is the customer and the customers satisfaction.

We promise to hit the sales goals and meet the budget.

All our promises are all full of good intentions, it’s what people want to hear, it’s what we want to deliver.

But, can we guarantee that we will deliver?

Never take a solemn oath.  People think you mean it.  Norman Douglas

The best way to ruin your reputation and lower your ability to lead and manage others is to promise something and not deliver.

We make a promise because it gives others confidence, it seems to make negotiations easier and it reflects our hope that all will go as planned.

“All promise outruns performance.”  Ralph Waldo Emerson

A common error of new managers and leaders is the perceived need to make promises to their organization and team.

Don’t promise it.

Promises are very powerful compromises, but extremely fragile and difficult to achieve.  Take care when offering them to others.  

In the place of promises, offer firm plans, describe actions and possible outcome, dedicate the time and resources required.

Do more than you say you will.

Perform, don’t promise.

“It is an immutable law in business that words are words, explanations are explanations, promises are promises but only performance is reality.”  Harold Geneen





New is a requirement

20 06 2007

We are creatures of habit.

We enjoy and feel comfortable with a routine.

We create routines in our personal and professional lives constantly.

We wake up around the same time, go to work at an appointed hour, drink coffee at a scheduled time.

We tend to focus and concentrate on our specific career area, and in doing so are excluding influences and relationships that matter.

New and different influences and relationships that can dramatically change the way we work, feel and create.

Even our free time is scheduled and programmed.

We read the same papers, watch the same programs, go out at the same time, and surround ourselves with the same people and experiences.

In order to maintain interest and excitement in our professional and personal lives we need to learn, experience or add something New.

Turn the microscopic view of our lives into a telescopic view and look for the New relationships and New elements of influence.

We can’t change, innovate, modify, evolve and grow if we don’t have access to New.

New ideas.

New learning.

New skills.

New methods.

New relationships.

New challenges.

New does not seep into us by accident, it requires active participation on our part.

We must seek it out, experiment, and take chances.

Find it, analyze it, embrace it or reject it.

New does not always make us happy, in fact it can create conflicts and anxiety which ultimately lead to better definition of what we want, or what we are doing.

We can find New in books, magazines, web logs, articles, especially if they are unrelated to our current business.

New can be found by taking a different route to work, shopping in a different area, eating different foods or in different spaces.

New can be found in any person whom we haven’t had a conversation with.

We have to make the conscious decision to break our routines and seek out New.

When was the last time you encountered something New?

When will be the next time?

What can we do today to find New?

When creating our weekly agenda, keeping in mind that we must dedicate time to actively seeking experiences and information that are outside of our comfort zones and areas of expertise.

Find something New today.

Start a list, when you find something New write it down.

Encourage the people around us to discover and share something New.

Watch how New begins to change your life and decisions, enthusiasm and attitude.

Related Links

5 ways to promote creative thinking and idea generation

Does your company like new ideas

Individuality and chaos in the workplace





Improve your leadership profile

19 06 2007

Ever wonder if your leadership style should be less interactive, less personal with your team?

Do you believe that the “cold emotionless leader” approach will bring better results to the organization?

Teresa Amabile in an interview entitled How Team Leaders Show Support-or Not in The Harvard Business School Working Knowledge newsletter, outlines her study published in 2004 in The Leadership Quarterly, and gives insight into leadership characteristics and styles as they impact group performance and creativity in organizations.

She identified 4 key behaviors that will improve the perception of team leader’s support by the team members (and by association improve group attitude and final results).

The groups perception of the leader’s support were positive when:

  • they received on-time feedback and prompt response to problems. On-time decision making
  • they were supported in their decisions on a personal AND professional basis by the leader and a sense of relationship was developed through exchange of personal information. Create personal relationships.
  • they were recognized individually and in public for their achievements. Praise and recognition.
  • they were included and asked for ideas and input about decision making. Inclusion and participation of all team members.

Sound familiar?

They are fundamental characteristics of any leader or manager.

The groups perception of the leader’s support were negative when the leader:

  • Did not manage the work efficiently. Lack of timely decision-making, disinterest, disorganization.
  • Unable to provide clear role definition and objectives. Lack of focus and objectives.
  • Unable to solve problems or avoid them. Lack of strategy and planning.

Becoming a good leader is not all about barking orders or the implementation of revolutionary, new and improved ideas about data management and numbers analysis .

It’s about listening, doing your job and making decisions that affect others on-time.

It’s about dedicating time and applying common sense to create and maintain human relationships.

Related Links

How Team Leaders Show Support-or Not

Leading your team to mediocrity

Are we killing team performance by over-communicating

Step by step beginners guide to project management

Leadership, do you want the job or just the title and benefits

What defines an exceptional leader





Leading your team to mediocrity

15 06 2007

“Too many chiefs and not enough indians ”

Slow Leadership has a post entitled Too Much Leadership that reminded me of a key concept required to effectively lead and manage people, and insure success in our organizations.

The willingness to pitch in and do the work along with the team.

There is no miracle formula to sustained success.

It’s about getting the work done.

It’s incredible important that we raise our hands to volunteer and roll up our sleeves, and not just point our fingers and give orders.

It creates a sense of camaraderie, provides an understanding of what are co-workers are dealing with, and shows a spirit of “doing what it takes” in order to make the business work.

The desire to “be the boss” somehow leads people to think that they are exempt from work, or entitled to give orders instead pitching in.

Being the leader involves identifying and eliminating the bottlenecks that affect your people in their work.

Supervision and coordination of work activities is part of that managerial responsibility.

Assuring that everyone gets their job done efficiently is what will make you a successful manager.

Best way to understand what that takes is to jump into the fray once in a while, listen, learn, work and think how to make it better or more efficient.

Do more and supervise less.

Start using your whole hand at work, and not just your index finger.

Related Links

Successful Managers should be breaking the rules

Slow Leadership:  Too Much Leadership

20 ways to guarantee failure as a manager