Fast Focus on Your Success

Welcome to FAST FOCUS ON YOUR SUCCESS

info@battleyinc.com — Mon, 16 Apr 2007 13:35:00 GMT

Way back in the last millennium I produced and hosted a weekly radio program that focused on leadership and career effectiveness. And way before internet radio broadcasting became mainstream, my program - which I called Fast Focus on Success (tm) - was available online to a global audience. Its pioneering status was recognized by the Clinton White House Office of Science & Technology.

I am excited to revive the series in two versions. One version is the blog you're now reading. While I certainly can't claim front-mover status in the blogosphere, my goal is still to analyze trends, news, people, and burning issues that impact leaders and those aspiring to leadership positions. And...to emphasize the reader - YOU - I've updated the title to Fast Focus on Your Success.

It's a fast world, and seemingly getting faster all the time. We're all doing so much that it's tough to find time to reflect and learn from what we're doing and what we've done. This is a huge issue for the CEOs, executives, entrepreneurs, and technical professionals I work with.

So I will focus here on timely commentary and actionable insight that's linked to real-world challenges and opportunities.

There's sure to be cross-fertilization with my firm's complimentary e-newsletter - which will also go by the Fast Focus on Your Success designator. You can subscribe here. The same applies to articles I pen for a variety of business and management periodicals.

Do You Need a Vacation?

info@battleyinc.com — Wed, 09 Jul 2008 02:21:00 GMT

It's that time of year again...summer vacation season. This year everyone's stress levels are high, what with soaring energy and food costs, job layoff worries, and stomach-churning stock market volatility.

So am I in utter denial to be talking about vacations? Absolutely not. Many of my clients are putting in killer hours and working hard to keep their people on an even keel and focused on productive activity. In many cases, they have brutal travel schedules to boot.

Under such circumstances, taking a break is essential to peak performance. Here are some warning signs that you need a break. They include:

Brownouts. You are working longer but achieving less. You're also making more bad decisions.
Increased irritability. If your temper is shorter, or you have frequent mood changes, you are definitely a vacation candidate.
Disruptions in normal routine. Your eating and sleeping patterns have changed and become problematic.
Social isolation. You are becoming more withdrawn and are less enthusiastic about getting together with family and friends.

Often, you need to get away to realize just how much you needed to get away! It can take time for your own denial of personal needs to melt away.

Champion athletes know they need to schedule rest days into their regimen. Leaders, managers and business owners need to do the same.

Bill Gates - From Success to Significance

info@battleyinc.com — Fri, 27 Jun 2008 15:44:00 GMT

Today, Bill Gates quits his day job at Microsoft. But this brilliant and feisty entrepreneur can hardly be seen as someone on the cusp of retirement.

No, for a number of years now, Gates has been recreating himself as a leader and philanthropist on a much broader stage. Through his Bill & Melinda Gates Foundation, he is transforming his awesome financial success into global significance. His full-time focus now will involve tackling fundamental issues of children's health and education.

Bill Gates is to technology innovation what Tiger Woods is to golf: uniquely talented, driven, and a champion competitor.

This said, Gates' new life phase illustrates an opportunity - and a challenge - that accomplished adults in their 50s and 60s encounter. They have achieved their professional ambitions. Now what?, they ask.

The answer, I believe, involves a new adult developmental task, that of transforming professional "success" into personal "significance."

Giving back as a volunteer or mentor; teaching the next generation; involving yourself in community and social causes are some of the paths my clients have taken or are considering.

And you don't have to be Bill Gates to look ahead and plan for the time when you will not be at your day job.

How will you navigate the path from professional success to significance?

How do you create larger meaning and relevancy?

This is a question that all of us - not just billionaires - should ponder if we want to realize our full potential and accomplishment over the decades of our lives. Yes, you need to achieve success first. Success as you envision it for yourself.

The trick is to realize - as Bill Gates has - that success is a way-station, not the final destination.

Decades from now, I wonder how Bill Gates will be remembered. Consider the legacy of Andrew Carnegie , for example. During his lifetime Carnegie was a hard-nosed industrialist. Say his name now and most people think of him first as a patron of the arts and education. They mention legendary Carnegie Hall for the performing arts or Carnegie Mellon University.

Time will tell.

Use Sticky Acronyms for Winning Results

info@battleyinc.com — Tue, 17 Jun 2008 18:48:00 GMT

Highly effective leaders understand the power of "sticky" messages to motivate and guide their core constituencies. They also understand the power of repetition to reinforce their messages.

Sticky messages are engaging and simple to remember even in our attention-challenged world. And leaders need to be memorable, and create memorable connections, if they are to get winning results through others. They can't just be authority figures and bosses to get the best from people consistently over time.

Acronyms are a great way for leaders to use simplicity to capture hearts and minds.

Here are three acronyms that I regularly share with my executive clients. They can be used in any number of situations, from group meetings to formal presentations to one-on-one discussions.

The fact that these acronyms are already familiar words is a positive, since using them reinforces existing knowledge. This in turn makes the acronyms that much easier to recall and act upon!

Three Acronyms That Power Results

# 1. F-O-C-U-S
Follow - One - Course - Until - Successful
Sample Statement: "To achieve our targets for this year, we need to apply the FOCUS principle. That's F-O-C-U-S. It stands for: follow one course until successful.

# 2. F-A-S-T
Focused - Actionable - Strategic - Timely
Sample Statement: "It's important that we spend our meeting time today on F-A-S-T activities. F-A-S-T activities are focused, actionable, strategic and timely."

#3. S-M-A-R-T
Specific - Measurable - Achievable - Relevant- Time-based
Sample Statement: "Be sure your department's performance goals for the coming quarter meet the S-M-A-R-T criteria. They need to be specific, measurable, achievable, relevant, and time-based.

These three acronyms use words that people readily identify with in their professional roles. So consider using F-O-C-U-S, F-A-S-T, and S-M-A-R-T in your communications. Or modify them to convey your own message and priorities. Or create your own acronym from scratch.

Your message needs to stick in people's minds - and resonate there - before it can inspire commitment and action.

What Does It Take to Be an Effective Manager?

info@battleyinc.com — Tue, 13 May 2008 18:19:00 GMT

What does it take to transition successfully from an individual contributor role in an organization to a management position?

I was recently asked this question during the Q & A part of a presentation I gave at a forum for chief information officers.

A successful progression, I replied, involves three development and skill acquisition phases:

Manage information
Manage projects
Manage people

I also pointed out that a big trap many supervisors fall into is to assume that someone who is great at managing information and project flow will be equally effective as a manager of people. (A murmur of agreement went around the room at this point.)

The first two phases - managing information and managing projects - are necessary but not sufficient.

Rather, giving a potential manager opportunities to work with others on team projects and committees are important skill acquisition experiences.

Solid interpersonal competencies, such as how to influence, negotiate, and deal with conflict, are tools that every newbie manager - no matter the business or discipline - needs in his or her toolbox.

Smart leadership helps their high potentials acquire and enhance these interpersonal competencies. And if these competencies are subpar, they don't put them into people supervision roles for which they are not qualified ...and may not even be interested in doing.

Specifically Speaking

info@battleyinc.com — Mon, 31 Mar 2008 17:44:00 GMT

As a leader or manager, your role is to get results through others.

When you want winning results, specifics trump generalities every time. Clear direction, expressed as clear metrics, identify what success looks like. Your people's focus and effort can then stay on course.

Common business metrics include:

Productivity
Profitability
Cycle time
Market share
Retention and promotion rates
Absenteeism
New client or sponsor acquisition

So why is it that so many executives and managers give direction and support with phrases like:

"Do your best."

"Success? I'll know it when I see it."

"I trust you to get the job done."

These statements sound familiar, don't they?

When it comes to setting performance expectations, generic comments leave much to be desired. If you rely on others having to read your mind or your body language, you're setting them, yourself, and your enterprise up for disappointing results.

Consider that vague instructions or metrics create performance risk in that they may be open to multiple interpretations. This can make it difficult for an individual or a team to work effectively and efficiently. For example, team members can spend time unproductively debating what constitutes a project's success. Or a technical professional or researcher can conduct lengthy analyses that prove to be irrelevant and costly.

Why do leaders and managers default to using generalities and catch-all phrases? In my experience, here are common reasons for the behavior:

They incorrectly assume that blanket comments show their confidence in others
They don't want to be seen as micro-managers
They haven't thought through for themselves what actually constitutes success or how to measure it
They believe that the stress caused by ambiguity will make people work harder
They think that too much specificity can actually limit people's productivity to stated levels and outputs.

My article The Power of Specificity discusses this topic further, and includes five specific pointers for managers to adopt. You can read the article online here.

Sleep Your Way to Success, Really

info@battleyinc.com — Wed, 19 Mar 2008 17:15:00 GMT

Jamie Dimon, the hard-charging CEO of JP Morgan Chase, commented about the rapid Bear Stearns merger, “There are two types of not getting sleep. There is not getting sleep because there is a lot of work. The other is because you can’t sleep. I had a little of both.”

Sure, situational events and stressors can keep you from getting a good night's sleep. But research shows quite clearly that adults need an average of seven to eight hours of sleep per night to perform optimally.

Decision quality, mood, stress resilience, creativity and learning are all dependent on a good night's sleep.

Yes, you really can sleep your way to success.

Three Proven Tips for Getting Great Sleep

1. Buy a new mattress. The mattress is the most used piece of furniture in the home. The average person spends one-third of his or her life in bed. Yet many people replace their cars more often than their beds.

2. Keep technology at bay. Banish your Blackberry, iPhone, and computer from your sleeping area. These are distractions and temptations that compete with sleep. They have to go.

3. Avoid bright lighting at night. Research shows that bright lights interfere with the body’s natural biorhythms and sleep clock. So dim those room lights.

Consider this additional high-value benefit: “It is better to sleep on things beforehand than lie awake about them afterwards.” (Gracian, 16th century philosopher)

Sleep well, sleep enough!

2008 Executive Coaching Trends

info@battleyinc.com — Fri, 07 Mar 2008 17:33:00 GMT

As someone who writes and speaks extensively on executive coaching, I read the 2008 Executive Coaching Survey with interest.

This third annual survey, conducted by Sherpa Coaching, offers a snapshot of the coaching industry via 1200+ respondents, mostly executive coaches and HR professionals in the USA and international community.

Key Coaching Trends

· Coaching is a leadership development/effectiveness tool rather than as a fix-it or remedial service

· In-person coaching is viewed as the most effective service delivery method

· Most executive coaching is employer-funded rather than private-pay

· Structured, regularly scheduled sessions are preferred

· Initial programs are focusing on a limited scope with targeted objectives

The survey can be downloaded here free of charge.

Three Major Challenges for Leaders in 2008

info@battleyinc.com — Mon, 03 Mar 2008 14:06:00 GMT

If Warren Buffett says we're in a recession, that's good enough for me.

Turbulence and uncertainty unleash many forces... in the marketplace and in people.

I see leaders faced with three major challenges this year:

First, leaders need to get their stakeholders - investors, employees, sponsors, and consumers - to maintain or extend their level of commitment.

Second, they need to promote resilience and agility within their organizations so that performance stays as high as possible during this downturn.

Third, they need to make smart decisions about operational efficiency.

Strong change management skills and strategic discipline will be critical to management success this year.

My question to leaders and managers:3How are you preparing yourself and your people for strong headwinds?

How to Pick the Right Executive Education Program

info@battleyinc.com — Thu, 28 Feb 2008 21:56:00 GMT

I am often asked for advice about choosing an off-site executive education program, such as those offered by Ivy League business schools and independent leadership institutes. Here are points to consider.

FIVE KEY DECISION CRITERIA

1. Identify your specific goal or purpose in attending. For example, do you want to acquire targeted new skills or capabilities? Be inspired by world-famous CEO speakers? Network with peers from other organizations and companies? Obtain a new certification?

2. Know your preferred learning style. Do you want lots of interaction with the presenters? Do you learn better with case studies or abstract concepts? Is a multi-session format, such as over two consecutive weekends, an option? Research shows that extended formats optimize information processing and adult learning over one-day programs.

3. Decide on academic or "in-the-trenches" faculty. The former are to be found primarily at university-based programs. The latter typically offer presentations and workshops through for-profit leadership and professional development firms.

4. Do your due diligence. Ask those you trust for specific recommendations. Contact prospective program coordinators directly with any questions about the goodness of fit between your goals and the program's learning objectives.

5. Calculate your expected Return on Time (ROT). Do the expected benefits, such as improved on-the-job performance or career potential, justify the investment of time? Consider all the costs associated with program attendance: tuition or registration fee, travel, lodging, and - importantly - lost work time.

Bottom Line: The right executive education program for you is the one that meets - or exceeds - the criteria above.

The Corporate Business Landscape: Not Much Has Changed

info@battleyinc.com — Thu, 31 Jan 2008 14:37:00 GMT

The Ethics Resource Center's 2007 National Business Ethics Survey has concluded that the enterprise-risk of corporate misbehavior is basically unchanged from the Enron, WorldCom, and Tyco scandals of six years ago.

Their survey of 2000 respondents revealed the following dismal findings:

More than half (56 percent) of employees surveyed had personally observed violations of company ethics standards, policy, or the law. Many saw multiple violations.

More than two of five employees (42 percent) who witnessed misconduct did not report it through any company channels.

More than half (54 percent) of employees who witnessed but did not report misconduct believed that reporting would not lead to corrective action.

More than a third (36 percent) of non-reporters feared retaliation.

Less than 40 percent of employees are aware of comprehensive ethics and compliance programs at their companies.

Only 3 percent of misconduct reports were made to company hotlines.

On a positive note, the rate of misconduct was cut by three-fourths since 2000 at companies with strong ethical cultures. Reporting of misconduct doubled over the same period at companies with comprehensive ethics programs.

Download the complete 2007 NBES survey (PDF) here.

Time For Your Annual Career Audit

info@battleyinc.com — Fri, 18 Jan 2008 23:20:00 GMT

Is your career on track? What does professional success look like for you this year? What's your next step or career phase?

I often ask clients these questions. Sometimes I get glib, generic answers. More often people tell me frankly, “I haven’t thought about this for a while.”

What about you?

Successful people are preoccupied with the future. . .their future!

Whether you’re holding court now from a corner office, aspiring to higher leadership, or looking to reinvent yourself in the next few years:

• Are you doing what you want, how you want?

The purpose of an annual career audit is to identify – or modify – your personal mission, career goals, progress against plan and next steps.

A career audit requires two things of you:

1. Time

2. The courage to be honest with yourself.

(Yes, it can be painful to admit that your job has swallowed your career. But recognition can be the first step to positive change.)

Many professionals find it helpful to conduct their audit in tandem with a mentor, coach or other trusted colleague. This can often improve the quality of the assessment and enhance personal accountability going forward.

Click here to access our complimentary Annual Career Audit Template online. This template provides detailed guidance, including examples and probe questions, to perform your own audit.

Remember Will Rogers’ words, “Even if you’re on the right track, you’ll get run over if you just sit there.”

What NOT To Do in 2008: Three Contrarian Commandments

info@battleyinc.com — Mon, 31 Dec 2007 15:15:00 GMT

I intend to start the New Year with a "What NOT To-Do List." I'm taking stock of professional activities that fall into low- or no-value added categories. And I am going to stop doing them, period.

For leaders and managers who really want to have an outstanding 2008,
pay special attention to these three "commandments." I have consistently found the proscribed behaviors to limit executive and organizational effectiveness.

Commandment 1. You will not put customers first.

Instead: Hire people who are a “whole person fit” for the job and your organization’s culture. Treat them as full partners. Build and nourish a culture of recognition and trust. Southwest Airlines Chairman Herb Kelleher sums these points well, “If the employees come first, then they're happy…. A motivated employee treats the customer well. The customer is happy so they keep coming back, which pleases the shareholders.”

Commandment 2. You will not stay in the cloister.

Instead: Break out of your cloister. Dedicate time on a regular basis to meet with new hires, front-line employees, and middle managers. Get out and lead by walking around and listening. Schedule a monthly breakfast or informal bag lunch. These activities are powerful ways to show you are paying attention. And you will be surprised at what you learn.

Commandment 3. You will not launch new projects without adequate resources.

Instead: Take a disciplined, realistic approach to launching new projects. If something substantial is added to a person or team’s portfolio, either add sufficient new resources or remove something of equivalent value and effort. Remember, when everything is important, nothing is important.

Heed these commandments to supercharge productivity, profitability, and innovation throughout the coming year.

When Were You At Your Best This Year?

info@battleyinc.com — Mon, 03 Dec 2007 19:06:00 GMT

End-of-year activities. Performance reviews, budget planning, sales and inventory settlements. It's the time for taking stock.

But here's a question that doesn't typically appear in standard performance appraisals or accounting activities:

When were you at your professional best in 2007?

I make a point of asking myself this question every year. It forces me to look beyond the usual performance and financial metrics - important as they are - to those situations and circumstances where professional proficiency intersected with personal satisfaction.

Looking back, I was at my best working with clients who truly love what they do. I liken authentic passion and commitment to excellence to high tide: all boats are raised. The presenting challenges can be tough, complex, and downright frustrating at times, but when everyone is truly focused on the best possible outcomes and solutions, I find the work to be very energizing and rewarding.

Take some time to ponder this question yourself.

When were you at your professional best?

This is not a superficial question. So take the time to reflect and answer it honestly.

Then ask yourself this question: How often was I able to be my best at work? Daily, occasionally, rarely?

Use your answer to inform your work activities, schedule and career planning for the New Year. I do.

When Leaders Act Without Input II: Stan O'Neal's Fall

info@battleyinc.com — Tue, 30 Oct 2007 01:00:00 GMT

Yes, Merrill Lynch's CEO Stan O'Neal presided over a huge third quarter write down of $8.4 billion. Small wonder that the Merrill board was mightily displeased, as were investors and analysts.

However, what appears to have tipped the scales against O'Neal - and sealed his fate - was his overture to Wachovia Bank about a possible merger without consulting his board first.

O'Neal's failure to seek the board's input and approval before acting on such a serious business issue is the latest cautionary tale about including key stakeholders in decisions up front.