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

Leadership lesson – A Message to Garcia

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

What defines an exceptional leader

Improve your leadership profile





Is your company noble, moral, virtuous or ethical

15 03 2007

The terms noble, virtuous, ethical or moral seem out of date.

In fact they seem to be words right out of a fairy tale.   Words and  concepts that have faded away with the modern world and it’s complexity.

Perhaps it’s not cool to be labeled as virtuous, moral or ethical.

Is it because we live in a complicated world that has us making more decisions about the “gray areas”?

We don’t read about organizations being ethical or noble.   In fact we hear about unethical companies and employees much more often.

Business magazines doesn’t write front page articles about virtuous executives and CEO’s (I hope this is because it’s not popular and not because there aren’t any).

Are there any reasons to promote and reinforce these values in your organization?

Are there good reasons to avoid discussion of them?

Perhaps the fact that unethical behaviour is reported, and considered scandalous, is a clear signal that it is outside of “normal” business conditions and draws attention.

Let’s begin with definitions, that should clear up some of the confusion.

Moral – Conforming to a standard of what is right and wrong, correct, trustworthy.  How could anyone want to work with others who don’t know right from wrong and behave?

Ethical – Principles of conduct governing an individual or group, a set of moral values, a guiding philosophy, decent, respectable.   OK, this one sounds like it should be part of the package too.

Noble – Moral eminence and freedom from anything mean, petty or dubious in conduct and character.  In simple terms doing the “right thing” all the time, excellence.  If it looks bad, don’t do it…pretty good advice and words to live by.

Virtuous – Implies moral excellence in character.   Not only knows good from bad, and adheres to it, but is exemplary in their behaviour and practice of their beliefs, honest, good, without reproach.  I can’t find any customer, shareholder or employee who wouldn’t want their company to be virtuous.

Which of the terms can your company live without in their employees?

Are any of these characteristics that should be found and promoted in your management and leadership?

Which of these concepts and behaviours are important to you, your customers and your organization now and in the future?

Do you have a written policy in place to promote, identify, and create noble employees and a virtuous organization?

Do you point out and recognize when a person or organization has done something noble, virtuous or ethical?

Related Links

Corruption, bribes, mordidas and tips – Doing business in Mexico 

Where do you draw the line 

The future of our entry level workforce – gloomy





Don’t find a solution, find a way to make it better

12 03 2007

We make a large error in our business and personal lives if we believe that every problem or situation can be solved immediately or in the short term through our decisions and application of resources.

Theoretically it’s possible, but our focus on solution instead of optimizing and making changes to make it better can blindfold us toward evolutionary processes that in the long term provide better, stronger and long lasting solutions.

I’m suggesting that every situation should be initially evaluated based on two basic criteria; can it be solved now, or can it be improved now.

The situations that can be solved now or in the short term, should be. The organization should dedicate the time and resources toward the solution.

An example would be a delivery service that has 3 trucks and cannot cover the current delivery area on-time due to an increase in customers and package volume. A possible swift solution would be the purchase of another vehicle and hiring of a new driver.

A situation that cannot be solved now or ever should be approached by identifying areas where improvement should be made. The time and resources of the company should be focused upon the improvement.

An example would be government’s attempt to eliminate poverty or disease from a population. A perfect solution is not possible or practical, but by focusing on specific areas one can find great opportunities for success or enormous impact (vaccinations for children against polio).

When we look at every situation as a problem that needs to be solved right now we may be missing the best solutions and strategies required to resolve the situation over the long term. Ask yourself:

  • Can we solve the problem quickly and efficiently with simply modification of variables or a shift in technology? If the answer is yes, then set the process and resources in motion.
  • What if the problem is not able to be solved quickly or has no practical or economically viable solution? This is where the approach of resolving and modifying parts of the problem comes into play.

This evolutionary approach to problem solving is not often requested or expected in business (the quick fix is always applauded and sought after), but often the best long term strategy is optimization and gradual modification.

This evolutionary problem solving process will provide new opportunities for change and solutions to be developed in the future.The identification of areas, processes or resources that are the bottlenecks in your organization become areas of opportunity.

Modifying and improving these bottlenecks will automatically create new bottlenecks, in new areas. The focus on identifying and solving these “new” situations leads to a process of continual improvement and a better, stronger organization.

This is one of the fundamental ideas behind the Theory of Constraints (TOC).

Common sense tells us that in a complex world not all solutions are simple, quick or painless. The “quick fix” is a great idea, but not often found in everyday life.

Observation of science, technology, philosophy and business ideas and strategies show us that change occurs through the rare revolution (paradigm shifts and new discoveries) and through the more common evolution (gradual modifications leading to continual change.

What can be changed, fixed or modified today to make the organization, process, product or service incrementally better?

Related Links

Why don’t they?

Starting over

How to systematically analyze any situation for better decision making

AGI Institute – Theory of Constraints

Evolution (Disambiguation)





Using positive reinforcement to win customer loyalty

22 02 2007

We respond positively to positive feedback, recognition, and reinforcement of our behaviour and activities at work or home.

We get angry or lose interest in an activity, goal or organization if we don’t receive this “pat on the head” or “cheer-leading” on a continual basis.

Our customers also need reinforcement and recognition in order to maintain their motivation and good feelings toward your company or products.

What are you doing to make sure they get it?

Does the customer feel like you are just “going through the motions”?

Does it feel real?

Are you really showing that you care?

What sets you apart from your competitors AFTER the sale?

Related Links

27 Great Leadership and Management Ideas

The power of something extra

What defines an exceptional leader





Starting over

9 01 2007

Ever get involved in a project that requires modifications, and then those modifications led to more modifications and more and more?

Before you know it, the project has lost sight of it’s objectives, and the team is working on solving problems unrelated to the original goals.

I’m reminded of Rube Goldberg and his famous machines. We don’t intentionally try to complicate our work, but if we step back and look at the objectives, and the current processes and procedure in order to reach those objectives, we can often find distortions and diversions of comical proportions.

There are two simple actions that will eliminate and control our spiral into complexity and error.

  1. Step back and look at the problem, objectives and current procedures on a regular basis. What is working, what isn’t working, and why? What are you doing to modify or adjust the solution procedure or process instead of moving closer to a solution?
  2. When you discover that something is not working, and have analyzed why, don’t be afraid to START OVER. Throw out the current plan, and begin again.

We tend to avoid re-doing and restarting a project or activity because we want to salvage the time, money and effort that has been invested.

This inability to “do over” and start from scratch often prevents us from implementing better and more efficient solutions.

Our initial attempts to solve the problem have educated us about the requirements and environment. There is nothing wrong with starting over, in fact it may be the best and most efficient way to solve the problem.

Related Links

12 reasons why we ask for business help

Analyze and plan using 7 simple questions

How to systematically analyze any situation for better decision making

9 steps to better decisions

Rube Goldberg Website





Why do we fail

22 12 2006

No one likes to fail.

We can feel foolish, outmaneuvered, incompetent, insecure, unlucky, silly, angry, overwhelmed, frustrated and in some cases afraid to try again. after suffering a defeat.

Failure is an integral part of the learning process.

Failure is required in order to become successful.

Rare is the successful individual, product or organization that has not met adversity, failure, defeat and loss.

One of the keys to success is the ability to accept failure, learn from the experience and try again.

The fear of failure is so great in some organizations that it freezes innovation, thwarts change and stifles growth.

Organizations try to reduce or limit failure by passing on historically successful methods and accumulated knowledge to new members.

Many times this information is not useful and out of date because the elements, players and dynamics of today’s challenges are quite different from those of the past.

Use the following list to analyze your current projects (and possibly prevent or limit failure), or use the list after a setback or defeat to identify where you can improve.

Reasons for business failure can be broken into 4 main groups:

Planning

  • No plan
  • Incomplete plan
  • Wrong calculations
  • Poor or incomplete interpretation of data and research
  • Failure to take into account all factors
  • Lack of experience
  • Failure to evaluate competitor reactions correctly
  • Failure to anticipate consumer response
  • Significant difference between planned and actual costs
  • Poor cash flow calculations
  • Unrealistic goals and expected outcomes
  • Underestimate risks

Information

  • Didn’t collect all the pertinent information for planning
  • Product or service was not wanted or needed by customer
  • Lack of knowledge of market
  • Lack of knowledge of customers
  • Lack of experience in the industry
  • Lack of experience in manufacturing
  • Lack of experience in sales and marketing
  • Lack of experience in administration

Operations and Follow-through

  • Lazy, didn’t do the work required
  • Undisciplined
  • Unorganized
  • No control of suppliers
  • Did not stop in time and take corrective actions
  • Did not recognize warning signs
  • Ignored warning signs
  • Did not seek professional assistance
  • Lack of attention to logistics details
  • Failure to focus on customers needs, desires and wants
  • Poorly trained personnel
  • Lack of initial capital
  • Not enough capital to maintain operations for first years

Factors outside of our control

  • Important changes in technology
  • Environmental factors
  • International, Federal, State or local government laws, regulations and legislation
  • Aggressive competitor(s)
  • Act of God
  • Change in fashion and trends
  • Theft and fraud

Related Links

Leadership lesson – A Message to Garcia

How to systematically analyze any decision for better decision making

10 things you should never do on a Friday afternoon

9 steps to better decisions





How to determine who is your best customer

21 12 2006

How do you determine who is your best customer or best employee?

The usual method is by analyzing revenue or sales.  The customer who buys the most, or generates the most profit is the best customer.

We almost never pin the “best customer” award on the client who pushes us, complains and forces us to change, unless they meet the sales volume or profit test.  It is exactly the “uncomfortable” customer who may be providing the new ideas required in order for your organization to survive in the future.

The same criteria applies to your employees and staff.  Who is the “best employee”?  Is it the conformist, the one who never makes any waves, never creates conflict or challenges your ideas?   The disruptor, the individual who questions and challenges the status quo,  might be your organizations best friend.

There are three types of organizations; one that creates the future, one that adapts to changes in the future, and one that fails to survive.

Your “best” customers and employees should be helping you prepare for tomorrow, not just sustaining your operations today.

Related Links

The Easy Way

Does your company like new ideas 

Individuality and chaos in the workplace 

Successful managers should be breaking the rules





Are we killing team performance by over-communicating

30 11 2006

Are we killing team performance by over-communicating?

That is the premise of Kevan Hall in Drowning in Co-operation and followed up with additional comments in the Slow Leadership blog The Truth about Communication.

The idea that we must communicate and include everyone in the team in every part of the project, all the time, is a classic example of a good idea that has gotten out of control.

Teams perform well when each team member:

  • Has a specific job, not shared with others
  • Is proficient at what they do, no learning curve required
  • Has easy access to the resources, tools and information required in order to get the job done
  • Clearly understands the group objectives and expected outcome
  • Clearly understands how their input/output affects the other team members
  • Is individually responsible and accountable for their performance and on-time results
  • Is not smothered with controls and time wasting meetings
  • Shares relevant information and communicates with those team members who need that information in order to do their job correctly

Analyze how a relay race squad works together. Each member has a specific and unique function, each member runs their part of the race alone, they expect their co-worker to hand them the baton at the right time in the right place, they all share the same goal and final outcome.

There is no stopping for meetings and communication between members during the race, there are no meetings with the coach halfway around the track to see how they are doing.

The runners do not stop to explain why they are passing the baton to only one member of the team.

The coach selects the qualified members of the squad and interacts with the team members before (preparation and focus) and after the event (evaluation of results), not during the race.

The focus of each team member is on doing their job efficiently and professionally, in order to reach the shared objective in the shortest time possible.

As a leader your mission is to identify the people with the best skills required for each part of the project, empower them by giving access to the right tools and training, build enthusiasm for the project and the other team members contributions, clearly identify the goal and the expected performance for their part of the project and let them do their jobs.

Encouraging communication between team members and leadership is only important and desired when it is focused and shared with those who really need the information to get the job done.

 

Related Links

Leadership, want the job or just the title and benefits

Leadership – who do you want to lead

13 tactics guaranteed to kill any project

Step by Step beginner’s guide to project management

Slow Leadership: The Truth About Communication

Management Issues: Drowning in Co-operation





Motivation – heroic moments

26 10 2006

Determine which actions during the day, are your “heroic moments“.

Heroic moments might be viewed as simple required actions, obligations by others, but deep inside us, we understand that these actions require us to make a yes or no decision. We have to commit ourselves.

Heroic moments consist of an internal decision to do something for the greater good, to contribute to an idea or organization, to participate in a selfless act. The decision to start, follow-through and finish a project or activity that will benefit others.

It’s a moment when we say to ourselves “I will do this, no matter what”.

Heroic moments occur when we decide and commit to actions that that we know are required, expected or desired by others.

The most important heroic moments happens daily, when we make the decision to leave the comfort of our warm bed, wake our sleeping body and mind, and start the day.

A heroic moment occurs when you make the decision to face the angry customer, and resolve the problem.

A heroic moment occurs when you dig into the pile of paperwork on your desk.

A heroic moment occurs when we pick up the phone and start “cold- calling”.

A heroic moment occurs when we’re having a miserable day and keep smiling and don’t take it out on others.

A heroic moment occurs when we decide to motivate or lead others through inspiration and not fear.

A heroic moment occurs when we start an exercise program.

A heroic moment occurs when we decide not to involve ourselves in an personal argument or conflict.

A heroic moment occurs when we DO involve ourselves in an argument or conflict in order to solve a organization or family problem.

As employees, leaders, managers, parents, children, siblings, co-workers, or even as strangers, we are confronted with many opportunities to make “heroic” decisions.

We don’t do these things because we’ll be recognized. We don’t do them because someone will build a statue. They may not be monumental actions. It’s not the type of heroism that makes it on to the front page of the newspaper.

The only person who might know about it is you.

Finding and identifying the heroic moments in our lives is a simple way to motivate ourselves and feel good about our decisions and how we are interacting with the world around us.

(Thanks to Jesus Sotomayor for the phrase and idea)

Related Links

The power of something extra

What defines an exceptional leader





12 reasons why we ask for business help

23 10 2006

Here’s a list of common, and not so common, reasons we seek out business help and hire business consultants:

12 Reasons: Why we ask for business help

1. I know what’s wrong, but don’t know how to fix it.

2. I know what’s wrong but don’t have the resources to fix it, what should I do?

3. I know what’s wrong and I know how to fix it, but don’t want to fix it that way, show me another method that is easier, better or less costly.

4. I don’t know what’s wrong. Help me diagnose the organization or situation.

5. I think I know what is wrong and want a second opinion, validation and confirmation.

6. I don’t think anything is wrong, but just to make sure I want you to take a look.

7. I want you to tell me what is wrong so that I can tell you you’re wrong.

8. I want solutions, if they don’t work I want to blame it on you.

9. I want to achieve specific results and don’t have the expertise. I want to hire an expert in order to save time and reduce errors.

10. I have a problem and want to fix it. I don’t want to be wrong and prefer to use experts to guarantee success.

11. I want to be one of the first to learn and implement the “new and improved” business ideas, theories and practices.

12. I am looking for new ideas to break our routine and make it exciting again, make something new happen.

Related Links

10 Reasons why people hire business consultants

The clients I don’t want





Great International Business Trip Results

16 10 2006

In any international relationship communication and understanding are critical for success.

Problems created by; language, stereotypes, misinformation, lack of information, and cultural misunderstandings combine with normal business problems to create a complicated scenario for anyone involved in international relationships and global business.

Prepare your international meetings and business presentations using the following questions as a guide to organize your ideas and focus on actions that will produce positive results for everyone involved.

6 Questions – Create Great International Business Trip Results

  1. What does this organization know about me, my company and my country?
  2. What do they think they know about me?
  3. What can I tell them that they do not know?
  4. What do I know about my international partner, culture and country?
  5. What do I think I know about this business, culture and country?
  6. What can they tell me that I do not know?

1. What does this organization know about me and my company. When you walk in the room an opinion has already been formed about you, your organization, and your ability to perform in the future. These ideas are based upon facts, information and past experience.

  • What has been the history of our relationship in their country?
  • Who has been involved in our mutual business, and why?
  • What promises have been made and kept by both?
  • What promises have been made and not delivered upon?
  • What have the major problems and success been in the past?
  • Press and media, our organizations promotional material.

2. What do they think they know about me. Clarifying the unknowns or presumed realities in a relationship is crucial to success. These ideas may be very damaging and limit your ability to trust one another. What stereotypical behaviour can you avoid or prevent? What can you clarify or refute through information or actions?

  • Behaviour and reacts based upon past experience with your organization.
  • Rumour and innuendo, press and media reports.
  • Negotiation styles.
  • Business objectives.
  • Behaviour, goals and methods of doing business based upon country and cultural stereotypes.

3. What can I tell them that they do not know. Today’s business world requires trust, information and solutions. Reinforcing your need to work with your international partner, providing important information or solutions, and clarifying misunderstandings can only help the relationship.

  • Clarify or destroy cultural stereotypes.
  • Clarify business objectives and why they are important in order to reach these objectives.
  • Provide solutions and alternatives to existing situations and challenges.
  • Provide information of value for their business and strategy.
  • Clearly identify current or potential business problems.
  • Predict and have answers ready for their questions.

4. What do I know about my International partner, culture and country? What do I know is true and not innuendo or interpretation? The numbers, facts, information, agreements and past performance history of the business. Information about the country and the business culture.

5. What do I think I know about this business, culture and country? What preconceived ideas and stereotypes are you working with? What are you assuming and what has been proven?

6. What can they tell me that I do not know? What questions do you need to ask in order to verify information or create plans. What pieces of your information puzzle are missing? This is the time to get your questions answered, what are they?

Related Links

Cultural misunderstanding it can happen to you

Stereotypes and global business

Create great international business relationships

16 Essential questions – the international business traveller’s quiz

Lessons in international business





The power of something extra

5 10 2006

Here is a simple but powerful rule – always give people more that what they expect to get.” – Nelson Boswell

What defines an exceptional leader, a great manager, a super business, or remarkable experience? Something extra.

There are two words (one French and the other Spanish) that convey and represent the concept of something extra, lagniappe and pilon.

Lagniappe (hear it) is the word commonly used in Southern Louisiana and Mississippi. It’s defined by the American Heritage Dictionary as an extra or unexpected gift or benefit.

Pilon is the Spanish word used in the southern US and Mexico to describe a gratuity given by tradesmen to customers settling their accounts, it’s something extra, and not expected.

Incorporating something extra in our actions, results and as a business philosophy can be incredibly powerful.

Something extra:

  • forces creativity and innovation.
  • demands clear understanding what is expected of us by others.
  • focuses our attention of adding value, and not on cutting costs.
  • is positive.
  • is rewarded with good will and positive reactions.
  • will lead to continual improvement.
  • is fundamental to continued success.

Something extra is all about the little things and details.

Something extra is not just something “free”, it must arrive without anticipation, unexpectedly in order for it to be special and make an impact.

Something extra allows you to surprise the customer.

Something extra will make think about your results and expectations. It will make the difference between simple compliance and outstanding results.

Something extra will make you and your results different from all the others.

Embracing something extra and applying it on a daily basis, will make you great.

Giving something extra is not a difficult task. It’s all about applying small acts of innovation and creativity to your results, especially for routine and day-to-day tasks.

The power of something extra can change your life, your products, your processes and how others perceive you.

“If you want to be creative in your company, your career, your life, all it takes is one easy step… the extra one. When you encounter a familiar plan, you just ask one question: What ELSE could we do?” Dale Dauten

Related Links

Motivation – Heroic moments

What defines an exceptional leader





Customer driven or customer ignorant

5 10 2006

“When people talk about successful retailers and those that are not so successful, the customer determines at the end of the day who is successful and for what reason.” – Gerry Harvey

Talking about it or Doing it.

  • There are organizations that talk about serving the customer.
  • There are organizations that do what customers want.

Enemy or Friend

  • There are organizations that perceive and react to the customer as an adversary.
  • There are organizations that listen to, seek out and embrace the customer and the customers ideas.

Products or Solutions

  • There are organizations that create products and services because they can, and hope that the customer will find them.
  • There are organizations that innovate and create better products and solutions for the customer.

Now take the word “organizations” and replace it with “governments”.

“This may seem simple, but you need to give customers what they want, not what you think they want. And, if you do this, people will keep coming back.” – John Ilhan

Related Links

There are no new management and leadership ideas

 





Individuality and chaos in the workspace

4 10 2006

Is your workspace unique? Should it be?

Does your company project the image of sameness, order and uniformity by having cubicles and work-spaces coordinated and equal to one another? Why? Because it looks good, gives the impression of order, control and discipline?

Is this sameness and order a good thing for sparking employee creativity, innovation, happiness and positive results ?

Alexander Kjerulf offers up ideas about workspace, sameness and creativity and roadwitching at The Chief Happiness Officer.

If we want to have a creative, enthusiastic workforce why do we want them to work in ordinary, uninspired surroundings?

Does it just look better when the office layout is coordinated and everything has a mathematical formality about it? Is it a fashion statement or is it about control, and the desire to reduce chaos and “environmental noise”?

Is there a study that shows that working in neutral sameness and coordinated surroundings makes us more productive or efficient?

The industrial world used assembly lines and standardization to increase time efficiency and mass production. Are we applying the assembly line system to today’s information workers without questioning the efficiency and effect on innovation and happiness?

Alex writes “…..so many workplaces have lost their human touch to a desire for sameness, efficiency and professionalism. It’s a shame, because it makes people less efficient.”

The same goes for meetings. Why are they always in the same conference or meeting room? You know the drill, everyone files, in, sits in the chair they always sit in, and the meeting drones on. How much innovation, creativity and enthusiasm will people bring to the meeting if you change the location?

Distracting, perhaps. Maybe, just maybe, people will focus on the task at hand and not the structure, hierarchy and safety of a routine. Perhaps being outside what is “comfortable” is what is needed to provoke new ideas or new ways of analyzing the same situation.

Move a meeting to the cafeteria, to the sales floor, under a tree, to the park, to the library, to another unfamiliar location and see what happens.

Ted Dewan (Link): “One thing that might be fun is renegade meeting rooms. I once heard of a group that set a meeting table up in a parking spot (they were meeting to plan Roadwitch-like activities) and they found the experience envigorating and it helped their thinking as a result. It might be a bit distracting, but depending on the sort of meeting, it’s worth a try I suppose. I’d test it first before offering it as paid-for advice, of course.”

You choose:

Choice # 1 – Chaos – Energy – Random Opportunities – Innovation

Choice # 2 – Order and Control – Suppression of Energy – Routine – Lack of Innovation

Related Links

5 ways to stimulate creative thinking and idea generation

Weird ideas that work

Successful managers should be breaking the rules

With nothing, anything is possible





Analyze and Plan using 7 simple questions

3 10 2006

Who – What – When – Where – Why – How – How much

Project management, organizing a team, writing a business plan, creating strategies, planning meetings, running day to day operations, general analysis and problem solving can be facilitated and improved by using a simple application of 7 basic questions.

The application of the standard reporters’ questions of who, what, when, where, how and how much to a specific situation will help organize the process of analysis and planning.

In order for this system to work, all the questions and answers should be written down. You’ll be building a visual map while defining the objectives, tools, resources, bottlenecks, time limits and chronologies of the problem. It will become clear what the real goals are, what is required, what is missing, who should be involved and when the tasks should be accomplished.

Who – Who is or will be affected by the decision or process? Who are the participants? Who will be involved or affected in some way by the project?

What – What are the objectives and desired results? What is the problem or challenge? What are the options available? What tools are required?

When – When is this supposed to happen? Define the deadlines, time limits and chronologies.

Where – Where is it going to happen? The physical place or space should be defined and examined.

Why – Why are we doing this? Why are we doing it this way or by this procedure? Why is it occurring?

How – How are we going to do it? The mechanisms, requirements, and processes needed in order to achieve the goal.

How much – How much is it going to cost?

Example – You are asked to give a speech on the sales results in Mexico for the last quarter for the upcoming Board of Directors meeting on January 10.

Who – The audience is the Board of Directors. The sales department, marketing, logistics and finance departments have the numbers and explanations of the results. Who is responsible for the agenda, audiovisual set up, room reservations? Are any other members of the company required to attend the presentation? You are the project leader and responsible party for the presentation.

What – The presentation is directed at the Board of Directors, they want to hear about results, expectations and strategies of the sales in Mexico. What questions will they ask, what aspects of the business will be of interest or concern? What information is important?

When – The meeting is January 10. You’ll need all the pertinent sales information by what date? It has be polished into a concise presentation by what date?

Where – The meeting will be held where? How big is the room, what equipment will be required for the presentation.

Why – Why do they want to review this information, is there a problem, is it routine? Why me?

How – Will you give a visual media presentation along with documents? What graphics will you show? Will you be the only speaker? Will the presentation style be serious, upbeat, creative or different from other presentations?

How much – Do you have a budget for the presentation and required materials? Do you have to fly in the Mexican sales representative to be present at the meeting? Do you have to rent equipment, hire caterers or provide refreshments or coffee service?

Related Links

How to systematically analyze any situation for better decision making

9 steps to better decisions





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

2 10 2006

Everyone wants to be in charge. Being the leader seems to be a universal goal of most people working today.

Do you really want the job, or just the title and benefits?

A leadership position requires the use of many abilities and skills which most of us do not have, or do not have fully developed. It requires sacrifice and discipline. A leaders life is filled with decisions that are not black and white.

It’s all about people, motivating, directing, and evaluating, listening and learning with them.

A leader is often lonely, but never alone. Highly criticized and analyzed by their own team and by outsiders. Must be flexible and adaptable, and at the same time firm and unwilling to compromise.

Are you ready for the job?

Guide vs. Signpost. Do you enjoying pointing people in the right direction, telling them where to go? This is not leadership. A signpost points the way, offers no resources or plan and no strategies on how to get there.

Leading others is far different from pointing the way. Leaders take responsibility for everything that happens during the journey, they prepare strategic and contingency plans, provide resources, and keep their people motivated and on the right road.

Teaching vs. Criticism. Able to see the flaws in others, their work and their results? The ability to find flaws is important only if you use these opportunities to teach others how to prevent or improve their performance or results. Pointing out flaws and errors for any other reason is not part of the leadership function.

Coaching vs. supervision. Telling others exactly what to do, and how to do it, is part of a supervisory role, not a leadership position. Leaders are coaches, they convince others to create and embrace goals and objectives, and to use approved systems and methods in order to achieve them.

Fair compensation vs. jackpot rewards. Do you think leaders and managers make a lot of money for doing nothing? Leadership demands personal responsibility and acceptance of risk. No one gets into a leadership position without sacrifice of some sort. These qualities are paid for and compensated with higher salaries and often perks and privileges different from the other members of the organization. It is compensation well earned, and the entire organization should understand this. It should never be looked upon as a jackpot, or undeserved compensation. If the organization does not view it this way, it’s time to modify the compensation packages or get a leader in place that leads and earns the respect and support of the others organization members.

Related Links

Leadership – who do you want to lead

What defines an exceptional leader

Leadership by default





How to motivate yourself on Monday

2 10 2006

Here we go again, Monday morning, back to work. Need some ideas on how to get pumped up for the week ahead?

1. The survivor approach. Challenge yourself to attack the most difficult work problems first thing today. Admit that it has to be done and might be the most uncomfortable or unpleasant activity you will encounter during the week. Once this is out of the way you’ll be surprised how much easier the rest of the week will be.

2. Send out positive energy. Be cheerful, upbeat and responsive to customers and coworkers. Say hello to everyone, acknowledge their presence. If you encounter grumpy, sad or depressed individuals smile at them and move on. Leave everyone you meet with the impression that you’re happy, full of enthusiasm and motivated today. Sound completely out of character for you? Good.

3. Monday is list execution day. List makers should prepare their weekly to-do lists on Friday afternoon or Sunday evening. When you walk into the office on Monday the plan is waiting for you to dig in and execute it.

4. You are working for you. Remember that you are working in order to achieve your personal goals. The work is part of that process. You are not working for XYZ corporation, you truly are working for yourself. It’s your decision to stay or to leave the company, your future is in your hands. Try that attitude on and see what happens.

5. Make someone proud of you. Everyone has a person or persons in their lives that they love and respect. Who are these people in your life? What could you do today at work to make them proud of you? Do it.

6. Act like an invincible leader. Feeling miserable and trying to spread that misery, gloom, doom and depression to others is a pretty pathetic way to live. Do you like to be around people with this attitude? Why would others want to be around you if you are a walking “cloud of misery and darkness”? You are a victim if you agree to be one.

7. Give yourself prizes. Set some work goals and create rewards for their completion that can be enjoyed on the weekend.

8. Motivation through memories. On the way to work think about the times in your life when you were the most enthusiastic, excited, motivated and happy. Remember the way you felt, identify why you felt so good, relive those experiences.

9. Go to work with a specific mission and deadlines. Make specific commitments for goal completion to others.

10. Decide to take a vacation. Burned out, stressed out, unable to focus, unable to get excited? Take time off, disconnect from work (that means no email, no telephone calls). Recharge your batteries. Figure out when you are going, for how long, with who and where.

11. Let cosmic forces and your subconscious decide. Sit down in a quiet spot, turn off the cellular phone, lock the door and try to clear your mind. In a matter of minutes you will begin to be bombarded with ideas or things you should be doing, and their priorities. Open your eyes, and get started.

12.  Music.  You know the tunes that start your feet tapping or set your soul soaring.  Record them, put them in your I-pod, burn a disk for the car.

13.  Change.  Setting a routine is quite normal, and comforting, but not motivating.  Change something.  Maybe it’s breakfast, the way to work, your clothes…who knows.  Fiddle around with your patterns and routines.

14.  Altruism.  Do something for someone else, without seeking anything in return.  Random acts of kindness.

R elated Links

Showtime – how do you want to live your life

Motivation, what gets you out of bed

10 things you should do on a Friday afternoon





Leadership – who do you want to lead?

27 09 2006

One measure of leadership is the caliber of people who choose to follow you. ~Dennis A. Peer

The semi-mystical mix of qualities, attitudes and behaviours that make or define a leader will provide plenty of material for business writers for years to come. The focus is often on what makes the person a leader or what actions define a leader.

How about looking at the situation from another point of view.

What kind of followers or team do you want to lead?

Are you seeking a group that can be easily manipulated and accept your commands without questioning your authority?

Do you want to lead a team of highly independent people who might question the goals and direction of the group at any time?

Do your followers believe you are the smartest, toughest or most courageous in the group?

What kind of people, attitudes, beliefs, and behaviours would your “ideal” followers have, and why?

Determining the qualities of the group you desire to lead, can provide insights into your leadership style and goals. It will give some definition of what leadership qualities you expect to project to others, and what qualities or responses you expect to see reflected in your team, and their behaviours.

Not many of us will be leaders; and even those who are leaders must also be followers much of the time. This is the crucial role. Followers judge leaders. Only if the leaders pass that test do they have any impact. The potential followers, if their judgment is poor, have judged themselves. If the leader takes his or her followers to the goal, to great achievements, it is because the followers were capable of that kind of response.” –Garry Wills in Certain Trumpets: The Nature of Leadership

Related Links

What Defines an Exceptional Leader

Leadership by default

There are no new management and leadership ideas





Managers choice, rules or limits?

22 09 2006

I found myself in strong disagreement to this post on Lifehack.org, Reining in the Rule Breakers.

I understand the need for policies and rules to insure employee safety. This post might be appropriate for those situations. It also might be justified when attempting to standardize jobs and activities that require no creativity or individual decision making in order to function correctly. I sense the post was geared to managers dealing with these type of positions.

This approach toward strict adherence to the “rules”, just smacks of a 1930’s factory or grade school, and is the exact opposite of what I feel a workplace in 2006 requires to remain creative, enthusiastic and productive.

I do think it’s important to define limits. Very different from rules. Limits give maximum or minimum boundaries, but do not bind individuals into procedures and don’t stifle creativity.

It is important to define goals and objectives, basic coordinated procedures and time limits. Allow the team, organization or individual to find the best path to the goal. Before you scream chaos and anarchy, understand that standard operating procedures and existing policies will normally be the jumping off point for most of the organization. Any changes that occur to those procedures will often be evolutionary, not revolutionary.

Focus your energy and your people on objectives and not on blindly following the rules.

Related Links

Successful managers should be breaking the rules

What are the rules? Hopefully, none.

5 ways to promote creative thinking and idea generation

Is your boss a prison warden or party host?





Successful managers should be breaking the rules

14 09 2006

Hell, there are no rules here – we’re trying to accomplish something. Thomas A. Edison

I’ve found the most successful and exciting environments to work, study or play in are those with “no rules”. Environments that are open and flexible and not strictly controlled with things you can’t do. It’s exciting to be in these situations, inspiring, sometimes a bit scary, but always memorable.

Rosa Say has a brilliant read for all managers about how the use (or abuse) of rules often limits our creativity and enthusiasm. What are the Rules? Hopefully, none.

  • “No rules” requires clear objectives and goals.
  • “No rules” requires planning.
  • “No rules” requires discipline and commitment.
  • “No rules” demands responsibility for actions and outcomes.
  • “No rules” is about inventing process. Creating and forming the process required, or desired, in order to get the job done and reach the objective.
  • “No rules” is about allowing creativity and innovation into every decision that brings us closer to our objectives.
  • “No rules” is about questioning the status quo in order to explore new and different solutions and methods.
  • “No rules” is about accepting and integrating new ideas.
  • “No rules” is about tolerance and examination of new concepts.
  • “No rules” is about getting excited and energized by every life or work experience.

If you tell people where to go, but not how to get there, you’ll be amazed at the results. George S. Patton

It is good to obey all the rules when you’re young, so you’ll have the strength to break them when you’re old. Mark Twain

Related Links

What are the rules? Hopefully, none.

5 ways to promote creative thinking and idea generation

Is your boss a prison warden or party host?