U2, the world renowned rock band, performed in front of thousands of college students at New York's Fordham University and millions of viewers on Good Morning America on Friday morning, March 6, 2009.  Their performance was classic.  Their influence was profound.  And if you watched closely enough you may have realized that it took only a few moments and some very intentional actions to turn a screaming crowd of spectators into a quiet, focused mass of participants!

Bono, U2 lead singer, modeled for us seven basic leadership methods that can make a dramatic difference in how people participate or follow our lead.  He stepped to center stage, spoke just a few words as the music began and deliberately demonstrated what he expected from the audience.  The result was amazing. 

• He spoke:  "I hope you like our new direction."
• He lifted his hand high above his head and struck a confident pose.
• He began to move his hand from right to left, slowly and in time with the music.
• He told the crowd to follow his actions.
• When everyone was moving in unison, he changed his open hand into the sign of peace.
• Bono told the crowd to do the same.

They did!

And when the crowd was totally involved, the band delivered what everyone was expecting - a new song by Rock n Roll Superstars!  But they got more than what they expected; they were led into an experience that moved them from being simply individuals gathered in the quad at Fordham University into a community of like minded people hoping for the world to be a better place.

How did U2 get everyone together -- in rhythm with each other?  The seven basics of good leadership:

1. Clearly state your direction and intentions.
2. Confidently show others what you are expecting.
3. Then, invite them to join you.
4. Give them time to get in sync with the plan.
5. Once they have the idea, show them the next part.
6. Tell them how to do it with you.
7. Deliver on what you promised!

If you are in a leadership role and trying to move a group of people from a chaotic collection of individuals into a cohesive team of people who might actually be able to make a significant difference in your workplace, community or the world, put these seven basic skills into practice!  Take center stage, be a person of fewer words, model what you expect, give them time to come together and your influence will be "rock-star" profound as you lead them to amazing results.

Check out the video at YouTube

Looking forward to your thoughts and comments.  -  Steven Iwersen

That is not quite the image of leadership that we need.  And yet, it is what we should have probably expected.

"You must get good at one of two things: planting in the spring or begging in the fall" - Jim Rohn

There are many people who will one day discover that they are in the right place at the right time, but are not prepared to participate in a productive way.  Why does this happen?  Because they have failed to do the right things along the way.

I don't know any farmer that goes out to the field in the spring and plants corn seed when what he wants in the Fall is beans.  He could post signs around the field announcing that the crop he is growing is beans.  He could cultivate the field all summer long, saying: "This is going to be the best crop of beans."  He could wear green jeans and collect green bean casserole recipes all summer long. It would not matter.  When Autumn comes that farmer is going to have a problem - he will not be prepared to harvest corn!  He will end up begging people to help him with his "problem."

I believe this is the nature of today's current crisis in the arenas of economy, industry and politics.  We are not suffering from an economic downturn, but a leadership let down.

 David Gergen, CNN Senior Political Analyst wrote in a blog on Anderson Cooper 360:

[citing Harvard's Center for Public Leadership surveys]  The public has lost trust in our national leadership....In the fall of 2005, some 65% said we have a leadership crisis.  By 2006, the number had risen to 69%.  And last fall, no less that 77% declared there was a crisis of leadership.

He went on to say that "It is clear that we need to rebuild leadership in institutions and groups across the board.  And unless we do, America's greatness as a nation will be severely challenged."

The current winner of the Nobel economics prize, Paul Krugman, suggested that the conditions of the auto industry are the direct result of long term trends as well as the financial crisis.  His prognosis, according to Reuters, he doubts the U.S. auto sector would survive in the long run but that it was worth supporting it in the short term.  [See the report at Reuters].  Could it be that these leaders were busy planning for beans and got lost in the maize?

Leaders Viewpointe:

What does your "field of beans" look like?  What is it that you want to have in the future?  Is it a better financial package, stronger relationship with your family, or more confident team of employees?  Whatever your hopes are now, the results will only be in direct relation to what you plant today.

1)  What you do is what you get.

2)  What you focus on is what you feed upon.

3)  Are you planting or begging? 

The future belongs to those who prepare for it!  -  Steven Iwersen

 These are certainly uncertain times. 

Leaders around the world, in every business (large and small) know that the success of their organization depends on how they respond to the circumstances and keep focus on the things that are absolutely vital for sustainability as well as future growth.

I talk with business owners and executives every day.  Each one, without exception, has a crowded schedule full of seemingly important demands.  And yet, a small percentage of these leaders have a skill that sets them apart from the throng.  These are the women and men who have learned to discern the necessary issues from the tasks of "just good enough."  Spend only a few minutes with this select group and you will discover that they are extremely committed to doing what they do best.  But there is something more that makes these people true leaders -- their devotion to accomplishing what must be done!

Churchill suggests that doing our best is not good enough.  You can do your best at all the wrong things and fail miserably.  Do what is necessary and finish it well - that is success.

Learning to be devoted to the necessary is not an easy task.  It runs contrary to popular culture.  But those who dare to challenge the status quo, giving more than their best, those are the ones most admired.  The moment you choose to go beyond your comfort zone into the victory zone is that moment you make a leadership decision and give whole hearted effort to what must be done.

Look at your responsibilities today and ask yourself, "Is this absolutely necessary?"  You will discover a new freedom and a renewed efficiency when you focus on the most important.  Often the difference between doing our best and doing what is necessary is simply following through and doing what is right, at the right time, for the right reasons!

Leaders ViewPointe:

1)  By all means, I will do my best.

2)  I will qualify each task, appointment, or meeting by asking first, "Is this necessary?"  Then I will ask, "Is it my priority or responsibility?"

3)  I will do what is necessary first.  Even if it is difficult or unpopular.

4)  Leadership is the art of being intentional.

Be confident today.  Inspire confidence in others. 

Reading the thoughts and influence of Winston Churchill during times such as these could be very helpful for leaders who desire to keep a proper focus.  Check out these great Churchill links:

I am looking forward to hearing of your leadership victories. -  Steven Iwersen

You're right.  The words invest and spend.  Isn't it amazing how quickly we shift in our minds to a negative posture when we know that the choices we make may not be popular and somehow we have to help others embrace those choices?  We rapidly shift from investing in the emotional economy of good people, to the spending or expense of time that we feel is too precious to waste.  And here is the danger point:  those we lead can tell if we are investing in the process with them or if we're just giving lip service.  Creating the time to invest in your people by leading them through a process will generate strong returns of trust.  Spending that "trust fund" by leaving them out of the process will prove to be a costly mistake.  

There are 5 Key Steps to Leading Others Through a Tough Decision.

State The Obvious.  When dealing with difficult issues (i.e., budget, missed goals, any crisis, etc.) cut to the chase and tactfully define the problem.  A one sentence statement is all you need; not a whole report with footnotes.  Way too often leaders are busy trying to find the "soft" version of the problem and they run circles around the real issue creating more confusion, shifting blame, and insulting their team members intelligence.  Get to the point, then you can get to the possibilities!

Sort Out The Options.  Once you've put the obvious into a one sentence statement, you've moved yourself and your team beyond the greatest time wasters of denial, blame, and excuses!  With all that behind you, now you can begin to gather ideas of what to do next.  Look for options that are forward thinking.  No "if only" scenarios are allowed.  "What if" possibilities are the options you want on the table.  Ask your team members to contribute their insights.  Sort out the best by looking for things that invest in emotional economy as well as the economy of execution (how quickly can we begin to take action and see results).

Select The Optimum Good.  Choosing the best option is where genuine leaders step up and make the call.  We may be able to build a team concensus or we may have to make the choice alone.  One thing is consistent: we must always consider which option is the most beneficial.  Even if that means added risk, multiplied responsibility, and the subtraction of people who have divided desires or intentions.  We must look for what brings the optimum good for all involved.

Share The Objectionables.  Don't pretend that everything is perfect or that your decision is the golden bridge to success.  Admit that there are rough edges and sacrifices to be made. Open discussion of the things that are uncomfortable shows your team that you live in the real world and not in some leadership la-la land.  Remember that the best outcomes, come out of forthcoming conversation.

Show The Way To Desired Outcomes.  Simply put - roll up your sleeves, pick up your shovel, and start demonstrating what can be done!  When we Show The Way, people begin to find their way.

How do you know that a decision has moved into the "toughest" category?  When you realize that you're thinking to yourself, "I wish someone else had to deal with this."

The toughest decisions are the ones that involve the "people" factor.  Those are the judgement calls that lead to some form of outcome that is going to impact the people you lead or represent.  The choice you make could have extremely positive results for all involved; or it could lead to a hard reality that some will not find beneficial.  Either way, as a leader, you are the one who has to make the decision.

There are hundreds of people who would love to tell you, "If it were up to me, I would..."  And you know that it is easier said than done.  We all have an opinion about recent decisions that have graced the headlines: political running mates, financial bailouts, layoffs, and even store closings.  Starbucks for example has been through a series of dramatic decisions.  Most of which have been met with a mix of support and opposition!  Howard Schultz, CEO of Starbucks, has discovered what all leaders intuitively understand: inaction and indecision is not a healthy solution to unhealthy circumstances.  The leadership team of the world's largest coffeehouse chain chose to close over 600 stores.  Look at Schultz's comments to his employees, it reveals how tough it gets when the people factor is at stake:

Throughout the history of our company, we have always aspired to put our people first. This makes our decision to close stores more difficult, as it disrupts the lives of our partners, who have worked so hard to deliver superior service to our customers. At the same time, we recognize that we must make decisions that will strengthen the

U.S.

store portfolio and enable us to enter fiscal 2009 focused on enhancing operating efficiency, improving customer satisfaction and ensuring long-term shareholder value for our partners and customers. 

By far, this is the most angst-ridden decision we have made in my more than 25 years with Starbucks, but we realize that part of transforming a company is our ability to look forward, while pursuing innovation and reflecting, in many cases, with 20/20 hindsight, on the decisions that we made in the past, both good and bad. However, I strongly believe that our best days are ahead of us. 

We believe that building an enduring great company requires the thoughtfulness and, at times, the courage to make some very tough, difficult decisions.  This is one of those times. 

(See the whole memo by clicking here.) 

As you can see, leadership decisions are hard.  They require a tenderness of heart and a tenacity to choose a course of action.  It is even harder when others don't value or approve of your decision.  To make a choice that impacts thousands of employees livelihoods is unimaginable to many people.  But to do nothing could be catastrophic to the whole company.

Throughout my years as a leader, there have been multiple occassions that my decisions to

• confront an employee
• dismiss a volunteer
• fire a customer
• refuse to sustain the status quo
• and introducing new methods

have not been met with total enthusiasm.  But, I believe that sometimes the leader has to keep in mind that the greater good of the whole organization is more important than the contentment of a few.  Especially when those who disagree with your position are willingly to sacrifice the best for all involved in order to keep comfort zone or personal control intact.

The forces that perpetuate our need to make the tough decisions are sometimes extrernal (i.e. economy, competition, etc) and often internal (i.e. methodology, company history, personalities, etc).  Whatever the reasons, leaders take responsibility and choose a course of action.

Howard Schultze said in his book Pour Your Heart Into It,

No enterprise can be built, no dream achieved, without confronting challenges, surprises, disappointments along the way.  The more heartfelt our commitment, the more these setbacks will hurt, but the more we'll be capable of devising solutions that reflect our values.

Very true.

The next Leaders ViewPointe will feature some practical how-to's on decision making.  The 5 Key Steps To Leading Others Through A Tough Decision. 

Related Options on the Starbucks Dilemma:

Starbucks and Store Closings

Starbucks Closing Raises Questions

 A Wall Street Journal Story

At a recent outdoor concert, The Doobie Brothers and Chicago had to make a tough decision.  The first half of the concert was fantastic.  Great musicians, appreciative fans, outstanding venue and overcast skies.  As the Doobie Brothers finished their set, a spectacular light show in the form of lightning and thunder lit up the sky and then the rain poured!  A decision was made to delay the concert and see if that Midwest storm would keep moving on.  Thousands of people rushed for cover and waited for over 45 minutes; hoping that the concert would resume.

Somewhere backstage a group of people were weighing out the risks and the rewards, the sales and the safety, the commitment to continue or to call it off.  The rains turned to a light drizzle, the thunder grew distant and Chicago stepped out on to the stage and proved to be a first class professional team while the fans hovered in places where they couldn't even see the band perform.  The rain stopped and the faithful followers rushed the stage as the band played.  The "show must go on" decision seemed to be just right.   Then the real downpour began.  Umbrellas were useless.  And while we got soaked to our skin, I think I heard them singing: "Chasing the Wind" and "Another Rainy Day in New York City"!

As the storm grew more intense, a stage manager could be seen just off stage trying to get the band to rap it up.  But instead of leaving the stage, both bands returned, unfurled the American flag and performed together a memorable medley of their greatest hits!  They made a decision to finish what they started.

Some times you and I will be faced with the tough decision of finishing what we started!  There will be storms and conditions that are beyond our control (i.e. gas prices, economy, cut backs, etc).  Those things will seem to be dictating that we call it quits.  But, deep down inside there is a resounding drive that begs to push on until the final song!  We realize that even though we cannot control external influences, we can make adjustments and do what we do best - deliver quality results.

There are people in your life waiting for you to decide.  They are hoping that you'll find a way to keep things rolling.  They are riding out the storm, believing that it will be worth it in the end.  Leaders know that sometimes the very best thing is to take the stage again and remind everyone of the "greatest hits" - things accomplished in the past.  Often, the people we lead just need a reminder of the successes they have been a part of before in order to hang in there for a success in the future.

Leaders ViewPointe:

1)  When leaders finish what they start, they:

• Gain Respect and Credibility
• Demonstrate Commitment
• Find Out Who They Can Count On

2)  Leaders inspire others to the finish by building on shared success.

3)  Sometimes leaders just need to have the attitude suggested in the words of the Doobie Brothers song, Black Water:

"Old black water, keep on rolling; Mississippi moon won't you keep on shining on me...well if it rains, I don't care, don't make no difference to me..."

Come to think of it, when they sang that song at the concert that's when the rain started!  Hmmm.

America is in a constant state of change; always in the "becoming" stage.  That's part of the nature of freedom.  True liberty allows for new experience and growth, improvements and mistakes.  Freedom inspires new possibilities. It does not partner with a "wait and see" mentality; but encourages a "make it happen" attitude.  That environment counts on quality leadership.

We need leaders.  We need them in our homes, schools, businesses, communities, churches, military and government.  We need leaders who are not afraid to live and lead by the convictions of the heart.  We need leaders who are exemplary and not afraid to live by higher standards.  Without their influence we lack direction and purpose.

What makes a leader?

Followers.

Dwight Eisenhower put it this way:  "In order to be a leader a man must have followers.  And to have followers, a man must have their confidence."

Followers make a leader.  Think about that.  It doesn't matter how good you are at articulating your goals or inspiring others to join the cause; you don't become a leader because you've decided, but more accurately because others have decided in your favor.  Followers make a leader.

How?

Followers make a leader by the virtue of their trust.  That trust is earned by the quality of your life and the faithfulness of your word.

Eisenhower went on to say that "the supreme quality for a leader is unquestionably integrity.  Without it, no real success is possible..."

Now, are you ready for the truth about you?  You are a leader!  But you have not won that right or responsibility by the process of an election.  You are a leader because you have followers that trust you.  Yes, you have followers!

• The child who looks up into your eyes hoping for encouragement or a hug.
• The business associates and clients that have learned that you always keep your word.
• The friends who know that you'll be there in the tough times, as well as the good.
• Anyone who has confidence in you.

Leadership is not political; it is personal!  Take a personal interest in those who follow you and be the kind of person you would want to follow.

Leaders ViewPointe:

1)  Consider your influence.  Are you creating an environment where others have freedom to experience growth, explore improvements and learn from mistakes?

2) Ask yourself two questions: What am I doing that encourages trust and builds confidence?  What should I do differently today that will earn their trust?

3) Remember: Leadership is Personal!  It is to your credit to be more interested in the well being of those you lead, then to be consumed by an agenda that makes only you look good!

We are and will continue to hear many references about President Eisenhower during the current political campaigns. To Consider Eisenhower's Influence on the Political Scene Consider the following links:

Biography Info at http://www.history.army.mil/brochures/ike/ike.htm

His Presidential Farewell Address:  http://www.americanrhetoric.com/speeches/dwightdeisenhowerfarewell.html  This includes the full text, with audio and video links.  Click here for a direct link to the video.

Later that morning I stopped at another favorite location to see what might be different. Nothing!  They delivered the experience just like they always do - friendly and jovial, great coffee and a comfortable environment.  I asked the barista what he thought of the training.

"Well, I'm a college student," he replied, "and I had a class last night, so I didn't get in on it.  But I heard it went well."

I thought to myself, "He didn't need the training anyway.  He's very engaging and made my triple grande caramel machiatto perfectly."

A few minutes later I overhead the manager say to those who missed the training, "This is all you have to know about training session and in this order: 1) Quality first, 2) Friendliness, and 3) Speed of service.

Based on my experience that morning, I'm not sure that Quality First is the cure for the slowdown in sales for Starbucks.  I think that the answer is in the second standard -- Friendliness!  Customers pay for the "Experience" of enthusiasm, pleasant conversation, being known or at least being acknowledged.  Could it be that people aren't paying $4 or more for a "perfect cup of coffee"?  They pay instead for a few moments of feeling welcomed, a smile and the sense of community. 

Of course, the coffee should be great.  But great coffee served poorly won't be served very often.  Just as great service alone cannot cover for poor quality.  There must be equality in the experience of quality service and product.

Leaders ViewPointe:

1. Paying attention to our friendliness quotient is a high priority with our customers as well as those we lead.  How do they feel about their encounters with us?  Do they feel important or connected because of the way we treat them?
2. We must remember that we exist in an "experience" market.  What kind of experience are you providing through your leadership efforts?

How do you keep the balance of friendliness and quality in your work environment?  I'd love to hear about your best practices or how you're leading your team on this matter.   

The original Starbucks store in Pike Place Market (opened in 1971) has not changed much over the years.  The decor, coffee, staff and experience are much the same. However, the Starbucks Company has been going through some significant changes in the past few months.  Driven mostly be a drop in stock values, the Board of Directors chose to put Founder and past-CEO, Howard Schultz back in the top leadership position.  Howard is a leader with a passion; a passion for coffee, empowerment and community.  Watch during the next few months and you'll see the changes unfold right there in your favorite Starbucks!

The most obvious shift you will see is a renewed focus on the basics – the basics that made Starbucks a household name and changed the way we “experience” coffee.  It is no longer a tin can commodity it is a vital part of community.  What basics will Starbucks CEO expect the company to embrace?  Coffee expertise, consistency, employee empowerment and training, and the customer experience known as the “third place”.   Schultz sees these things as non-negotiable.  They are the essence of a relationship that he believes must be established with the employees, in order to enhance the relationship with the customer.  As  Becky Carrol stated in her blog, "Starbucks is putting its employees front and center in their effort to transform the customers experience."

We don't have to look far to understand what is driving this leader.  Howard Schultz wrote in his book Pour Your Heart Into It (1997) the following:

"There is no more precious commodity than the relationship of trust and confidence a company has with its employees."

"The head of a company can't, and shouldn't always be the cheerleader.  He has to be willing to let his people see the weaknesses and the pain, as long as they understand them in the context of the company's greater accomplishments.

When the chips are down, it's wrong to give a rah-rah Knute Rockne speech. People want guidance, not rhetoric.  They need to know what the plan of action is, and how it will be implemented.  They want to be given responsibility to help solve the problem and the authority to act on it."

These are great insights.  It is easy to say, harder to implement.  Vision is important for employees to understand, but it is equally vital that they be given an action plan and permission to pursue it.  Great leadership recognizes when to talk, and when to deliver!  Solutions are not always found in one more motivational talk, but in the opportunities of empowerment.  (In the Seattle Post-Intelligencer you can read Howard's memo to the employees for more insight into his commitment to them and his openness to their input.)

Are you ready for this?  Starbucks is getting ready to close the doors.  On February 26, 2008  over 7,100 stores around the nation will intentionally lock the doors at 5:30 p.m. and cease operations.  Don't panic, this is only for a few hours.  The purpose: to train and revisit the basics as well as ideas for improvement.  Will it result in a better cup of coffee?  Probably, but more importantly it will create a better sense of responsibility and ownership among the employees for the experience you and I have on a daily basis.

Melissa Allison, reporter for the Seattle Times wrote in the February 12, 2008 edition:

In an interview last month, Schultz said he was committed to "reinvent and reinvest in training the likes of which we have not done."

"I think our people are the reason we've been successful," he said.

"The equity of the brand is based on the experience they create, and we want to unleash that creativity and that passion.  They have it.  We just have to give them the tools and the resources for it to come out."

Leaders ViewPointe:

1. Change is inevitable.  Successful leaders create stability during times of change by helping everyone get focused on the essentials that make the company great.
2. The leader has a passion that is well-stated and well-worn through personal application.
3. Growth leaders in every industry know and build on the truth that trust and confidence in the relationships are the key to a healthy organization.
4. The greatest solutions and sustained growth comes from building opportunities through the right training.  (According to Joseph Michelli Starbucks consistently invests more in training, than it does in advertising.)
5. Great leaders communicate with clarity - not just vision but also plans.  They are also open to the insights of those they lead.

Howard, I raise my Pike Place Starbucks mug to your success!

Send me a note or comment about your thoughts on the above ViewPointe's by clicking on the Headline above.

None of us are content in life when we compromise.  But we do find contentment when we face the issues of life with resolve and commitment.  Success cannot be defined by the balance of a bank account, the make of car in the multi-vehicle garage, or even the stamps in a passport!  Success is measured best by the peace of mind and heart that comes from knowing that we have given our best to the commitments of friendship, love and integrity!

A commitment is a promise to be faithful to what is possible.

John Maxwell wrote, "No one ever made a big commitment without first making little commitments."

If you want to build contentment into your life -- a true sense of well being and joy, start to keep your commitments.  Make a few small promises.  Be faithful to your word.  Then build on your new found success!

Once you have begun to exercise your ability to be faithful, you will be able to say the following statement with sincere conviction:

"When I am committed, I can find the possible and even improve upon that -- becoming an achiever with an ideal."

Leaders ViewPointe:

1. Leaders are not content to settle for anything less then the best.
2. Those we lead should not have to settle for a "second best" effort from us.
3. We rise above "second best" when we make and keep our commitments.

And Now A Word From Our Sponsor:   "The highway of the upright avoids evil; he who guards his way guards his soul."  - Hebrew Proverb

Click on the title above and share your thoughts about how commitment has made all the difference in your leadership development.

A quick note from a road warrior.  It is very late in the evening and I'm waiting in Dallas at the airport for a very delayed flight home.  If all goes well, I should be home tommorrow.  I've just spent a week in Texas and New Mexico with some outstanding leaders.  They represented non-profit organizations, government, law enforcement, banking and finance, shipping, and many other industries.  I can tell you this -- commitment is not a lost art.  These individuals exemplified tremendous desire to go to a new level in their commitment to be the kind of leaders that people want to follow.  Even though I'm physically weary, my heart is energized by the passion of committed leaders.  Good luck in your journey!