That famous warning found in the subways of London finds another use. This time it's not a warning for pedestrians stepping off the platform onto a train, it's a measurement tool for leaders to examine where they place their emphasis. I developed this early in my post-military life as I began to look under the hood of several businesses. I also use it as a template in my "Investing in People"keynote address. Follow me.
Read MoreWe've all heard 'the elephant in the room' expression which means acknowledging an important and even controversial topic. These are real conversations which ought to be had between leader and led. Real conversations are ones which stick, ones which get to core issues, ones which, if done right, build trust. Of course, it is not always healthy to rush toward controversy but leaders can ask subtle questions, showing genuine concern to tease out core feelings, to speak from the heart. Here are some fictitious examples to best illustrate this.
According to Dictionary.com, to invest is “to use, give, or devote time, talent, etc., to achieve or gain something in return.” As you might invest time in a garden to take in its beauty or consume its vegetables, or as you might invest in real estate to create more income, you invest in people to gain something; that something is to make them better people. Notice I did not say increase productivity, efficiency or sales.
Read More"I'm not the greatest leader, I've just surrounded myself with great people," I heard several officers say after they were recognized for their leadership and accomplishments in the Army. No leader should lead alone. Who surrounds you?
Read MoreSensing (or feedback) sessions gather grass-roots feedback from sub-populations in your organization seeing problems through the lens of your people. Sensing sessions can help you steer your organization better and create better work environments for the people who serve in them. They also provide a good platform to explain things to organizational members. They are not a complaint department nor should they be a speaking platform for organizational leaders. They are a place for leaders to listen, understand and explain. They should be constructive sessions where problems are understood. Here are 4 of 10 tips on how to (and not to) conduct them. Sorry, not sorry, you'll have to contact me for the rest!
Read MoreCheck out John Adams' letter to his wife Abigail on the 3rd of July 1776. Congress had voted to declare independence from the monarchy of Britain on the 2nd of July but it was officially declared on the 4th. I share this every year as it inspires me.
Read MoreAs leaders we have that inner voice, our conscience or moral compass which guides us. At lease it should guide us. The key in leadership is knowing to listen to it and act upon it or determine if it is something less virtuous like our ego guiding us. I was in Walmart this weekend. By the way, have you ever found yourself in Walmart aimlessly looking for stuff to buy? "Dryer balls, yes! I need them!" That is why they make the shopping carts so big. I left the store and while loading my truck, I found an item the cashier did not ring up. It was one of those behind the door coat hangers which I hung on the side of the shopping cart. Neither of us recognized it as he was scanning my merchandise.
Read MoreWhen leaders speak, people listen. Moreover, they act upon the words of their boss. To illustrate, watch the discussion, debate and impact after the President of the United States gives a speech or makes a comment to a reporter. Lawmakers may even craft legislation using the President's words as policy. It's hard to escape. That is why leaders ought to intend what they intended or mean what they say. Words stick.
Read MoreI noticed a sign like this posted on the office of a client once. He wasn't a client for long. I coached him to take it down and he refused. I could tell he was frustrated by his people. He held them in contempt in my assessment. That is no way to lead.
Read More'Battlefield circ' we called it. It was the period when the commander would visit the troops and subordinate leaders. Its purpose was to allow the commander to see if his or her intent was being met, determine if subordinates and their teams needed any resources and get a true picture of what was happening. In circulation, commanders could see the true picture then return to their staffs to alter plans, adjust resources and share their grassroots perspective. It didn't only happen on a battlefield. It would happen at home-station while training for war and its intent remained the same. Does it apply to private business? You bet! Here's an example.
Read MoreCommunication lies at the core of good leadership. Leaders inspire, influence, and care for their people. They do this largely through what they say, how they direct others, and the questions they ask. Often though, questions have smooth rounded tips which decrease their effectiveness. Let's use the common question "What do you think?" This is an open-ended question, meaning it allows the respondent to apply their own answer (versus a closed-ended yes or no) which is good, yet it may not achieve the effect a leader is looking for. Answers like "I thought it went well," or "I thought it was good" are broad and not useful. Let's sharpen them.
Read MoreThe tension between loyalty to one's team and loyalty to the company and its leadership is real. Leaders sit in the middle having to explain things, defend the company and their team and attempt to please both sides. I don't have an easy button for this quandary but here is a vignette and some tips for you or your leaders to navigate this space.
Read More“You lack presence.” What does that mean, really? I evaluated potential leaders on their presence countless times in the Army. It was a critical factor in determining if I would place the lives of soldiers and care of their families under a certain person. In business one assumes responsibility for the livelihoods of their people and survival of the business. Presence matters. As leaders we want to select those we believe others will follow. Presence encompasses a lot and it is typically measured through the visible and verbal traits of a person. It is deeper than that though. Let me share what I look for in presence.
“What’s the value prop?”, I’ve heard often in business. It is a measurement I use almost daily in my business as I examine what value I may get from spending money on things like marketing, advertising, or consultants. How will my business grow, how will my revenue increase, how does this benefit the team after I invest this money? It’s a sound approach as the lifeblood of a business, aside from its people, is cashflow. But what about values? Shouldn’t they count? If the cost of a new initiative caused us to jettison our values, is it a worthy investment?
Read MoreStealing a line from Dr. Benjamin Franklin. Historians claim he uttered the following phrase in 1787 when walking out of Independence Hall after the Constitutional Convention. A lady is said to have shouted out, “Doctor, what have we got? A republic or a monarchy?” To which Franklin responded: “A republic, if you can keep it.”
Read MoreI’ve coached several people who struggle to communicate important issues to their boss. Many of them have a boss who is so busy they only get a curt acknowledgement or nothing at all as he or she manages an enormous workload. This is not helpful to leaders as they need approval and guidance to accomplish tasks for the good of the company. I’ve had many leaders just throw their hands up in frustration and accept defeat
Read MoreServing in the Army prior to 9/11 we practiced warfare on a somewhat structured battlefield. We drew boundary lines on a map and commanders (or CEOs) were given their specific area and additional forces to accomplish specified missions. Inside of those boundary lines and within the ‘org chart’ commanders enjoyed unity of command. All units and people fell inside the commander’s authority. Following 9/11 battlefields became very ambiguous and complex, the ‘org chart’ even more so. The Army for instance had to team up with other governmental agencies like the State Department and USAID to name only a few. We did not have authority over those agencies yet they were vital to our success. Therefore we had to seek and foster unity of effort.
Read MoreWith Memorial Day 2021 now in the books, many schools have ended (or will soon) their 2020-2021 year. But what does this mean for leaders? I’ve always used the approach, leading beyond the workplace. It’s an element of investing in people which I describe in my first book, It’s Personal, Not Personnel. Leading beyond the workplace does not mean directing the personal lives of our people. It means that leaders take an interest and ‘tune in’ to what is happening in the lives of their people and how it impacts them. That's good leadership. Most any person will tell you that family is the most important thing to them yet many leaders have never met their families or understand what they are going through.
Read MoreThought I would share a treasured poem as we think of the fallen today and their families.
Read MoreAn old Army buddy, Kenny (no that is not him) and I were talking leadership one day. Imagine that! He shared a story that really hit me. He was a first sergeant or VP of a mid-size company, a headquarters company, home to a larger organization’s (battalion) administrative staff, medics, maintenance, and other support teams. While participating in a large, graded field exercise, he was leading a convoy of multiple vehicles, people, and equipment to a tactical objective to support a larger organization’s mission. It was a complex mission by itself never mind the darkness and pounding rain which impeded movement. All of the sudden the convoy stopped. He attempted to radio the subordinate elements of the group but could not determine the problem.
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