Leader Business

Honoring our Vets

2009-11-11T06:00:00.000-08:00

In 1918, the "Great War" ended with an armistice at the 11th hour of the 11th day of November. A year later, United States President Woodrow Wilson commemorated the first anniversary of this event with the following proclamation:

"To us in America, the reflections of Armistice Day will be filled with solemn pride in the heroism of those who died in the country’s service and with gratitude for the victory, both because of the thing from which it has freed us and because of the opportunity it has given America to show her sympathy with peace and justice in the councils of the nations…"

In 1954, President Eisenhower signed legislation into law changing "Armistice Day" to what we now celebrate as "Veteran's Day." This National holiday serves as an annual remembrance of the sacrifices of our Nation's veterans and their contributions to our current peace and prosperity.

Today, despite the challenges of ongoing wars, and amid the sorrow and heartbreak that we share with the Soldiers and families at Fort Hood, Texas, we pause again to honor those who have served. We thank them for their willingness to put their country above self, to subordinate personal comfort to the cause of freedom, and to serve in the defense of those who often cannot defend themselves. We honor the brave men and women -- and their families -- who have given so much, who have written our history, who have enabled the success which we now enjoy. We honor and thank our Veterans.

I saw the sacrifice of another generation when I walked the battlefield on which my Father had fought in Viet Nam almost 40 years ago. Together with my brothers, we gained an appreciation for the difficulties of a foreign land, a hostile enemy, and a ridiculously challenging climate (hot + humid...UGH!). I saw the sacrifices of the "Greatest Generation" when I followed the trails of the Battle of the Bulge in Eastern France and Luxembourg. And we've all seen the sacrifices of today's generation on difficult battlefields in Iraq, and Afghanistan. The word that unites them all -- sacrifice -- is the source of our pride and admiration.

Today, our Veteran's still need our thanks. They deserve our fullest support for quality education and medical programs. They deserve our consideration for employment and contracting opportunities. And their families equally deserve our appreciation for their sacrifices in support of their loved ones!

Thanks to our Vets! Would you all join me in remembering the sacrifices of those who have worn the uniform and, in some cases, made the ultimate sacrifice in defense of liberty. Would you thank the vets you work with or who you pass on the street? Would you honor them for their service? That's the reason this day is special and why President Wilson said our reflections should be filled with solemn pride. And that is...Leader Business!

Image courtesy of www.history.army.mil.

Leadership Carnival

2009-11-10T06:00:00.000-08:00

Dan McCarthy (Great Leadership) has posted another collection of inspirational leadership advice and opinions. He was kind enough to include my discussion of leader development and "Building the Bench" in his most recent Leadership Development Carnival.

I have found this to be a veritable potpourri (oh yeah...I love that phrase!) of leadership topics and hope you will give it a look. Great stuff, all of which fits nicely in the "Leader Business" toolbox!

Rehabilitation

2009-11-08T10:05:00.000-08:00

Yep...that's me. Well, not exactly in a cast but I do have a brace on my leg following arthroscopic knee surgery on Friday. So now it's time for some recovery and rehabilitation. I need to spend a few days resting and then gradually start back on the road to full strength.

And since I can only watch so much football (I thought I'd never say that!), I need to have some other goals for this six days of sitting around with my leg elevated. Since some of them involve Leader Business, I thought I'd share them with you here:

-- I have started work on Leader Business -- the book! Our goal is to be done by late spring!

-- I'm trying to strengthen my network of connections through LinkedIn, Facebook, and Twitter. If we are not connected there, would you be my "virtual" friend?

-- I'd like to increase my subscriber base for this blog. For those who already subscribe, you have my sincere appreciation. Would you take a minute and tell me what you like and don't like about my writing? I have the time for some introspection! And could I ask you to share this blog with your friends and ask them to subscribe? I would love to extend the dialogue that we have on these pages to other like-minded leaders!

Thanks to all of you who give me your time when you read these posts. I do not take it for granted and try not to abuse this privelege. And if you have a few minutes and want to drop me a note, I will get right back to you. At least for the next few days of recovery, I've got nothing else to do! That's Leader Business!

Image courtesy of www.arthursclipart.org

Strategic Planning

2009-11-08T07:31:00.001-08:00

This week I spent a few days with my key leaders thinking through our strategic plan for this next fiscal year. This is a critical planning event that serves to ensure that our resources are aligned against our priorities, that we understand our mission, and that we affect the sorts of changes that are necessary to avoid complacency and irrelevance.

While I won't drag you through the details of the planning process (you can remind yourself of the key elements in the 5-part Mission Planning series, see Part I here), I do want to share with you how we set the conditions for our discussions. In the decision-making process it is the key first step in which we define the problem. This is the baseline against which strategic plans can be developed. If you haven't defined the problem, you are likely to come up with a pretty plan that won't see the light of day (and how many of us have been a part of those efforts?).

In the military planning process, Step 1 is to conduct Mission Analysis. This is the sort of detailed review that allows leaders to: See yourself; See the Enemy; See the Terrain. Now, before you think this is reserved for the military, think of it as a SWOT Analysis, with which most non-military leaders are comfortable: Analyze Strengths and Weaknesses (See Yourself), Understand your Opportunities (See the Terrain), and Know your Threats (See the Enemy) -- SWOT. This SWOT analysis is the type of review that must be completed before entering into detailed planning steps.

What I thought was worth sharing with you was the information we gathered as part of our SWOT or Mission Analysis. These are the elements that I felt contributed to the development of a plan that addressed our critical needs:

-- Internal workforce survey. What was working and where did we need improvement in issues like culture, values, counseling, and resource alignment? There is nothing like hearing these issues straight from your teammates.

-- Customer surveys. What do our customers think about our services and how we measure against critical issues like cost, schedule, and communication? Continued relevance demands that we have a finger on the pulse of our customers and their needs.

-- Recent After Action Reviews (AARs). We did not put our recently completed fiscal year "to bed" until we had completed a detailed examination of our successes and challenges. The former need sustainment while the latter demands our attention for key improvements that we know we must make.

-- We conducted a detailed analysis of the mission from our higher headquarters. Any plan we put together MUST address the specified and implied requirements from my boss. We reviewed their strategic plan to ensure that anything we might do is aligned with the vertical team.

-- We looked at our current plan. What actions were completed and where were we making progress...or not? Our strategic plan this year is likely to be continued progress toward our shared vision rather than a complete re-write so best to begin with an examination of how we are doing toward those goals.

-- We looked at data. What are revenue projections for the next few years? What are the implications for our workforce? Does any of it suggest a requirement for a different size or shape of the organization or different skills among our team? What are our demographics and does it suggest anything for the future composition of our team (retirement eligibility, grade and skill distribution, diversity, retention, etc.)?

-- We examined any future opportunities that we needed to consider or any threats that might cause problems for our team and its mission.

-- Finally, I gave my read of the terrain as the organizational leader. It was my assessment of those priority actions that needed to be included in our plan. It was my VOTE before break-out sessions that would build a detailed plan. I wanted to shape the future with some key points and emphasize their importance to my leaders.

None of this is transformational. But it certainly helped us put all of our cards on the table before we started shuffling them. Too often, plans are developed without a thorough understanding of the problem. Sure, we can come up with a plan but if it does not address customer needs, if it does not account for challenges within the workforce, and if it does not take advantage of future opportunities, it is likely to be a strategic plan that does like so many -- gathers dust on the shelf. No progress, no alignment, and no likelihood for the sort of impact that we expect from these efforts.

Have you held this sort of detailed, disciplined review session with your leaders lately? If you have, did you gather the necessary planning tools that would lead to realistic and relevant goals and objectives? If you have not, can I help you get started? Drop me a note and let's talk about your strategic planning process.

Our SWOT definitely set the conditions for a great planning session. This may not be a comprehensive list but it gives you an idea of the sorts of things that we needed to consider as part of our mission analysis. I think our leadership team believes that it helped produce a refreshed strategy that is what we need to improve our performance, align our resources, increase market share, and have a successful, relevant future. And that makes this critical first step of the planning process...Leader Business.

Image from www.corbisimages.com

Tolerating Fools

2009-11-01T05:55:00.000-08:00

I read recently where a leader whom I admire was said to not tolerate fools. This is a characteristic I aspire to, as well. I would like to think that I am a quick judge and realize very easily whether someone is up to the task, whether they know what they are talking about, and whether they have what it takes to get things done. If they don't, I won't waste my time. I want someone serious about their profession and willing to do whatever it takes to accomplish the mission and won't waste my time with someone who doesn't meet these criteria. Let's agree together that this is the case and that we generally all will not tolerate fools!

But I hope this doesn't mean we can't act like a fool every once in a while. Yes, this is me doing my best (or worst?) Hulk Hogan at the office on Friday. We have a traditional Halloween costume contest at work and this was my outfit for the day. And despite the fact that my team is spread out over dozens of small offices in three different states, we used technology to ensure that everyone could participate. I wanted to make it easy to not be the only fool for the day!

Nope, I don't mind being a fool. Even in government, I think it is still important to laugh, to joke, and to have fun. In fact, I'm not sure I would want to be a part of a team that doesn't. Would you? I don't think we would have much success recruiting new talent or retaining our best and brightest if we didn't allow for the sort of good times that come from a relaxed, casual, fun-loving atmosphere.

This doesn't mean we aren't professional. We still have a culture of discipline, protocol, and standards (I know...try saying "Yes, sir" to a wannabe Hulk Hogan without smirking!). But we try to have fun along the way, build relationships that enable trust, and create the environment where people will work hard -- not because they have to but because they want to.

We are totally focused on mission execution. We have over 800 great people and we have completed over $1B of work in each of the last two years. We have a well-earned reputation for excellence and quality. And as a rule, we don't tolerate fools. But along the way, we are going to have fun. We are going to let down our hair (I wish!) every once in a while and let off some steam. We are going to create the sort of work conditions in which people feel comfortable, where they like what they do and whom they do it with, and where creativity and innovation are let loose.

So, I lost the costume contest -- came in 3rd. But it was fun for me and fun for those who were able to laugh with me (or at me). But I am thinking that next year we will have some sort of cage match instead of just virtual voting. Now that will be fun. I think I could have crushed the little princess who won! Ha! Now I ask you...what fool did you play for Halloween? That's Leader Business!

Building the Bench

2009-10-25T16:31:00.001-07:00

Author Jim Collins (Built to Last, Good to Great) spoke of the importance of building the bench, ensuring that the depth of the team can sustain its performance over time. Teams that are truly built to last have depth at the top, in the middle, and at the bottom. This truly is a leadership imperative -- to ensure that members of any team have the skills and tools to enable success, now and in the future.

For my team, this means focusing on our new hires. Yes, I am in the enviable position, like many federal agencies, of bringing in new talent. This year, we have added nearly 40 recent college graduates to the team. What better time to build our depth than when we have so much work to do and so many exciting projects on which these new, very talented people, can learn their craft.

I have tried to stay very involved with this great crop of interns. I spoke to them recently about my expectations. I have been personally engaged in the recruitment and the placement of each of them in the organization. I have tried to meet with all of them, learn their story, understand their goals in joining our team. Finally, I took them on a "road trip" across the organization, showing them who we are, what we do, and what they could expect in a career with us. I wanted them to connect with our mission and with each other. (The picture above was of the group at one of our projects)

Mission accomplished! The trip was hugely successful. I told these young people many times that I wanted them to stay with us...for the rest of their lives! This trip will be a memory that they will reference for the rest of their careers as they advance from the bottom...to the middle...to the top of our organization! They left the trip tired, inspired, and...glad they were hired. And many of them just may stay...for the rest of their lives!

Now, I understand that many are not in the position to add to their team. But the requirement to build the bench, to invest in newcomers, to ensure the viability of the team and its mission, is important to every leader. What are you doing to add to the skills and tools of your new employees? How are you helping them want to stay with you? How are you ensuring that the newest members of the team feel connected and know that they are still being developed? How are you building your bench?

You see, when the economy picks up, people are going to start moving again. Unless you have taken measures to retain them now. Some call it "building the bench." I call it...Leader Business!

Rangers Lead The Way III

2009-10-18T06:20:00.000-07:00

I have been using these pages to remember the impacts of my "crucible" event, my training at the US Army Ranger School. (If you are not familiar with it, this video series is a pretty good summary.) Two months of no food and little sleep changed me in profound ways. Externally, I lost about 50 pounds and probably aged ten years. But internally, I left with a confidence that I could handle any challenge, with a belief that it is possible to create a team where "buddies" would do anything for each other to be successful, and with small unit leadership lessons that serve me to this day, now 20 years later.

One of the requirements of the training was to memorize the Ranger Creed. Now on the surface this was just more stress, adding another demand on an already overextended and fatigued body and mind. But it caused us to understand the culture of the Rangers and to become part of something that was bigger than ourselves. This "creed," or set of beliefs, has elements that go beyond the Rangers and have application to what leadership, teamwork, and mission-focus are really all about:

Recognizing that I volunteered as a Ranger, fully knowing the hazards of my chosen profession, I will always endeavor to uphold the prestige, honor, and high esprit de corps of the Rangers.
Acknowledging the fact that a Ranger is a more elite soldier who arrives at the cutting edge of battle by land, sea, or air, I accept the fact that as a Ranger my country expects me to move further, faster, and fight harder than any other soldier.
Never shall I fail my comrades. I will always keep myself mentally alert, physically strong, and morally straight and I will shoulder more than my share of the task whatever it may be, one hundred percent and then some.
Gallantly will I show the world that I am a specially selected and well trained soldier. My courtesy to superior officers, neatness of dress, and care of equipment shall set the example for others to follow.
Energetically will I meet the enemies of my country. I shall defeat them on the field of battle for I am better trained and will fight with all my might. Surrender is not a Ranger word. I will never leave a fallen comrade to fall into the hands of the enemy and under no circumstances will I ever embarrass my country.
Readily will I display the intestinal fortitude required to fight on to the Ranger objective and complete the mission, though I be the lone survivor.

They were just words, a burden for a Ranger candidate to memorize and recite on order. They were random thoughts bouncing around in a brain consumed with thoughts of food and home. NEVER fail your comrades. Complete the mission...NO MATTER WHAT...though we may be the lone survivor. Just words...until I started to believe it. And when I saw the power of a team and its leaders who had internalized these words, who lived them out in their personal and professional lives, I knew what it meant not only to be a Ranger, but to be a leader.

You can appreciate the power of a unit that embraces these principles. They are unstoppable. They believe in themselves and their teammates. They prepare themselves mentally and physically for every task. They are confident and professional. They will never fail.

I will admit that I have since forgotten the exact words to this creed. But I still embrace the concepts it embodies and the purpose behind forcing us to memorize it. The Ranger Creed really is the essence of leadership, at any level. Build a team of highly trained, inspired, confident professionals. Instill in them a culture of TEAM over self. Lead from the front and accomplish the mission, without excuses, without fail. These elements are not reserved for elite Special Forces. They should be what we seek in any team we lead or to which we belong. That makes it...Leader Business.

Rangers Lead The Way II

2009-10-14T06:00:00.000-07:00

Previously, I shared with you the impact that my attendance at US Army Ranger School made on my personal and professional development. Two months of no food and no sleep (check out this video series if you are interested in learning more) left me skinny, tired, and confident that I could handle anything!

One of the more important elements of the training was the assignment of a "Ranger Buddy." This was a peer who would become my shadow for the subsequent 61 days. We kept each other awake, helped with weak areas, and encouraged one another when times got difficult. If we went for water or to the latrine (the training broke down a LOT of barriers!), it was with my buddy.

I think this is still an important concept. No one can go through life -- or leadership -- alone. Everyone needs a Ranger Buddy to provide counsel, to be a listener, or to challenge us to push farther than we otherwise could do alone. Whether a spouse, boyfriend/girlfriend, or a colleague at work, we all need the encouragement and accountability that comes from a "Buddy."

So, what about you? Who is your Ranger Buddy? Who pushes you to accomplish more than you would on your own? Who do you feel comfortable enough with to be yourself, to let down your guard, to expose your weaknesses? Who holds you accountable? This is a difficult concept in a society that seems to interact less, where relationships are based on status, and where leaders are more comfortable seeking counsel in a book than in a real person! But I am convinced that we must connect with at least one person who cares less about status and appearance (two months in the field -- with very few showers -- tends to make status pretty meaningless) and more about helping one another be their best.

That's what Ranger Buddies do. And that's Leader Business.

Rangers Lead The Way

2009-10-12T08:19:00.000-07:00

Many years (and several knee surgeries) ago, I completed Army Ranger training and received the coveted "Ranger Tab." Two months in swamps, mountains, and sandy deserts without food and sleep helped me understand what it took to be able to serve among the military's elite troopers. I learned about survival in difficult conditions and the fundamentals of small unit leadership. We jumped out of perfectly good airplanes (with parachutes), rappelled off mountain cliffs, and made our way through impossible swamps. For two months of misery, I received a 20 cent piece of cloth that I could wear on my uniform -- forever!

Ranger School was a life-changing moment -- not for what I learned about Ranger tactics, but what I learned about...myself. I learned how far I could push myself, how to subordinate personal comfort to mission accomplishment, and the importance of being a good follower. I learned to rely on my fellow Ranger buddies and to similarly be an encouragement to them. I learned the importance of time management, communication, planning, and leadership in crisis. Yep, two months without food and sleep will bring out the best in a man! Ha!

Many leadership studies highlight the importance of an event such as Ranger training to strengthen the resolve of teams and the belief of leaders in themselves and each other. Short of managing actual crisis situations, this sort of training is invaluable for developing the sort of leaders that are capable of addressing difficult situations with a suite of already-tested skills and tools. Ranger training was the sort of "crucible" for me that still gives me confidence in my ability to handle any problem.

So, what are you doing to provide this sort of life-changing event for your "troopers?" Whether through training, leader development programs, or even the pursuit of high risk / high reward opportunities together, it is important to create these "crucibles" for your team. Teammates need to be able to reflect on previous successes ("If we could do that....we can do this") and leverage them against new challenges. The confidence that results is critical. The leadership and the belief in each other is priceless.

The motto of these elite troopers is "Rangers Lead The Way!" I certainly felt that way when I finished my training and put on the tab of the Ranger. (That...and I was really, really hungry!) It was a crucible moment for me. What about you and your troops? That's Leader Business.

If you are interested in more about Ranger School, check out this series of videos. Hooah!

Military Humor

2009-10-06T06:16:00.000-07:00

Here's a few of my favorite leadership "pearls of wisdom" with a military twist. Enjoy!

"If the enemy is in range, so are you." > Infantry Journal

"It is generally inadvisable to eject directly over the area you just bombed." > > U.S. Air Force Manual

"Whoever said the pen is mightier than the sword obviously never encountered automatic weapons." > > - General MacArthur

"You, you, and you ... Panic. > > The rest of you, come with me." > > - U.S. Marine Corps Gunnery Sgt.

"Tracers work both ways." > > - U.S. Army Ordnance

"Five second fuses only last three seconds." > > - Infantry Journal

"Any ship can be a minesweeper....Once."

"Never tell the Platoon Sergeant you have nothing to do." > > - Unknown Marine Recruit

Clean it, if it's Dirty. > > Oil it, if it Squeaks. > > But: Don't Mess with it, if it Works! > > USAF Electronic Technician

"If you see a bomb technician running, > > keep up with him." > > USAF - Ammo Troop

Hooah! That's Leader Business!

Celebrate Success!!

2009-10-04T06:45:00.000-07:00

Well, it is that time of year again. We finished up our fiscal year with a bang on September 30th, meeting or exceeding all of our milestones. It really is fun to be a part of team that sets the bar high and then does whatever it takes to get over it! We finished the year with total revenue around $1B and countless projects completed for a very satisfied customer base. Wow!

And as we have done in years past, we celebrated! We had a "New Year's Celebration" on October 1st. It was a great chance to review our accomplishments and to recognize some great people who had made success possible. This year, despite being spread over 3 states in dozens of project offices, I think we were able to leverage technology to connect most of the staff. We presented awards to a couple dozen people who worked hard to meet our end of year goals. We had cake and confetti and party favors and music. It was fun. And then I sent people home early. Yea!

The point is, we do need to take time to celebrate. We need to recognize our heroes. We have to reflect on our accomplishments and the great people who make success possible. It meant a lot to our staff and...it meant a lot to me!

Now, the year is not complete. We still need to complete our After Action Reviews (AARs) and document our lessons learned. We are planning on taking key leaders away for strategic discussions in a few weeks and this learning must be factored into our future plans. Regardless of how good we think we are, we can always improve!

So are you celebrating victories with your team? Do you let loose every once in a while to ensure that your teammates know how much you value what they do? Are you having fun? I hope so. That's Leader Business!

Please take some time to visit this month's Leadership Carnival, hosted by Mountain State University. They have gathered together a number of great posts on leadership and I was happy to see them include my discussion on "INTERNS" as part of their collection. Please check them out!

I.N.T.E.R.N.s

2009-09-27T07:42:00.000-07:00

Last week I spoke to a large group of interns we brought into our organization this year. We made a conscious effort to deepen our bench and build from the bottom with some quality people. I view them as the future of our organization. I have put a little microchip on each of them and plan on coming back in about 20 years and see them all running the place!

And what a great group they are -- positive (OK...maybe a little naive but let's not spoil it!), ambitious, and ready to learn. I feel like a college coach looking at this year's group of recruits. They are so talented, eager to make a difference, and ready to "take the hill!"

In any case, I wanted to lay out my expectations for this group. I used the acronym -- I.N.T.E.R.N. I know, I know...but it was all I could come up with on my way into work. Here was my charge to this great group:

I -- Innovate. Our organization is counting on the new ideas that they will undoubtedly inject. I want them to take risks, to be bold, to push us, to challenge the status quo. I want this group of interns to be creative, to find new solutions to old problems. We need more innovators.

N -- Never quit. Interns need to not let their lack of understanding be an excuse for not accomplishing the mission. We cannot accept failure. I want them to ask questions, to learn, to find a way. Too many employees let the clock determine their output. I want interns to find a way to make the output meet the mission. No matter what. Whatever it takes. They are young and hungry. I want to see them put that into action where it counts. Accomplish the mission young troopers!

T -- Talk among yourselves. We brought in a large group this year. I want them to share lessons learned, to bond early, and to build relationships for a lifetime. One of the group has already responded to my challenge and is setting up a network to connect both inside the office and while off-duty. I love it. The sooner they feel like they are members of a community, that they are not alone, that they can share challenges and frustrations with peers who might help them, the more confident I am that they will fight, not just for themselves, but for each other!

E -- Energy. They have it. A lot more than most of us. Interns need to bring that energy into the workplace. Have fun, make people laugh, make mistakes and figure things out. Listen, we've all been there. But if interns cannot bring energy into an organization, then no one can! Brighten up a room, ask stupid questions, and bring that energy.

N -- (K)nowledge. OK, this is the "Ranger" in me ("N" is for "Nowledge." Ha!). Interns should be on a quest for information. Much of this is self-study and learning from your peers. All of our interns have formal and informal mentors to help further their growth. Supervisors are always watching. In a professional organization like mine, I also want them to continue to pursue growth through things like graduate school, professional registration, and other credentials. Trust me -- it gets much harder when you start to develop roots. Get those things early and keep growing -- personally and professionally.

That's it, INTERNs! You have your marching orders! I am counting on you! Don't let me down!

For the rest of us, especially those of us who might wish for a "do-over," it is never too late to be young at heart. Those young people are counting on their leaders to take them over that hill! That's Leader Business!

Image courtesy of www.chicagonow.com.

Hail to the (New) Chief!

2009-09-20T06:57:00.000-07:00

Yesterday I was able to attend the pinning ceremony (sorry for the poor photo quality) for one of my employees as he achieved the rank of Chief Petty Officer in the Navy Reserve. Daniel is one heck of a journalist in my public affairs department and is an emerging leader in the ranks of the navy as well. (Truly he wears two hats -- for me in the ARMY Corps of Engineers and here in the NAVY reserves!)

What struck me as unique was the importance of this milestone. The Navy seemed to really mark the transition from led to leader in an important, meaningful way -- more so than we do in the Army. These ceremonies, in which selectees for this promotion pin on the new rank and receive the coveted hat of the "Chief," are worth noting and worth considering the implications for the rest of us.

A "Chief" in the Navy signifies leadership within the enlisted ranks. Sailors progress until they demonstrate in their performance, leadership potential, and technical expertise their readiness for the higher grade. This ceremony then signifies in a meaningful way that readiness and formally marks the transition into positions of greater responsibility and higher expectations.

Really the ceremony was just the public recognition. I learned that Daniel had been preparing for several months for the new rank. He had spent hours studying leadership, memorizing key texts, examining Navy history, understanding more about the role of the Chief and the responsibilities that come with wearing the "anchors" on his collar, mentoring under senior enlisted leaders, and in many other ways preparing for the transition. There was undoubtedly an investment in this new leader that would prepare him for these higher levels of responsibility. Daniel took it seriously and so did the Navy.

I was impressed with the importance of the event and wondered if I do enough to mark these sorts of transition in my own organization. I left thinking that I should do more to signify the importance of the selection of a new leader, that newly "minted" supervisors should do more than just get the bigger desk and maybe a little more in their paycheck. Becoming a leader should be as important and memorable of an event on my team as the Navy made it for Daniel.

I left thinking that I would not let another person become a leader in my organization without the sort of investment that I saw reflected at this ceremony. I need to make sure that my teammates have the necessary skills and tools, that they have a support group in place to help them understand their new roles and responsibilities, and that they are recognized in this important transition.

The Navy gets it. So do I. And that is...Leader Business.

Town Hall Lessons Learned

2009-09-13T16:05:00.001-07:00

This summer has provided all sorts of insights into the value of town halls. I have watched with interest to see how various members of Congress have handled themselves during these interactive discussions. I have even been to one on health care back in my hometown. No, I didn’t make any bold statements or create any ruckus (if I did it would not have been about health care but rather about my favorite topic -- the need for our leaders to learn some leadership fundamentals!).

As most of you know, politicians did not invent this forum. Like many of you, I have held a number of town halls, all-hands, and company meetings myself. In general, I find them to be great ways to enable the participation of others in the decision making process. I love the opportunity to give members of the team the chance to raise their issues – unfiltered – and provide their leaders with the sort of raw data that only the troops can provide. I also think it is valuable for team members to hear directly from their leaders and for those leaders to share -- unfiltered -- important information on key issues of the day.

My experiences in these town halls have been varied. Some have gone well while some have produced feedback that barely registered over the sound of the crickets in the room. Some have been live and in person while others have been virtual. At some I have done most of the talking while at others I have done very little. Here is a summary of some of my own lessons learned:

-- Timing is everything. If the purpose is to solicit input, don’t already have your mind made up. Let people know you are there to listen and that their opinions will help shape the final decision. And mean it!
-- Have some leading questions ready. Don’t ask, “What do you want to talk about?” Instead ask, “What do you think about….?” Be specific.
-- Get the word out early on what you want to discuss. Instead of “Town Hall at 10:00 in the break room” use “Town Hall at 10:00 in the break room to discuss new products and proposed office realignment.”
-- Start and end on time. Time is money!

-- Be comfortable holding these sessions virtually. As more of us work collaboratively, we need to be able to link the entire team together, even if geographically separated.
-- Alert your labor unions, if you have them. Many collective bargaining agreements require notification before meeting with union members.
-- Be prepared to immediately follow up. You will get all sorts of questions and opinions. Have a trusted agent write down issues and make sure you follow up. If your answers apply to the entire group, share them widely. Nothing will damage credibility like your failure to follow up and follow through.
-- Seek out two distinct voices in the audience – the strong (whose opinion will be heard) and the weak (whose opinion will not otherwise be heard). Do not let one group dominate the discussion.
-- Don’t try to accomplish too much in these forums. Pick one or two key topics. If you find your agenda is full, seek out other means to communicate your message and receive feedback.
-- Have more frequent town halls and continuously and consistently solicit input from your team. People will arrive frustrated if these sessions are their only opportunity to be heard.

These are just a few thoughts. I do think that forums like these are important participatory events for leaders at every level, in any organization. I think that when done regularly, people will become more comfortable in speaking out and more confident that they are truly being heard.

Like anything else the proof, as they say, is in the pudding. What really matters is that leaders act on what they hear. Town Halls cannot be “check the block” sessions after which leaders go ahead and do whatever they want. In other words, if you are sincere about listening, then be prepared to demonstrate that you have heard what people tell you. If not, these events are nothing more than a show. And that, my friends, is not healthy for anyone!

That’s Leader Business.

Photo shown is a town hall for Microsoft, courtesy of www.mahugh.com.

Astro_Tim

2009-09-08T06:38:00.000-07:00

Well...it happened. I could not stand on the sidelines any longer. When I learned that my West Point classmate and NASA Astronaut Tim Kopra (@Astro_Tim on Twitter) became the first to "Twitter" from the International Space Station, I knew I was missing out on something! Incredible! If we thought our world was getting smaller, what does this say about our universe?

So I have jumped in as well. For those who are interested, you can follow me (@LeaderBusiness on Twitter) or...let me know you are out there so I can follow you.

Twitter enables connections through little (140 character) updates that ask, "What are you doing?" By answering that question, I hope that I can provide input into the arena regarding my favorite topic -- leadership. And for those who are interested, I can provide some insight into what I do in leading my organization. I love my job and find it fascinating. I believe that the diversity of the work my organization does as well as the leadership challenges that come from an organization with the size (800+ employees) and scope ($1B+) of my team are worth telling people "what I am doing." If you are interested, come along and follow me.

Like you, I am doing my best to create and maintain connections in this increasingly interconnected world (universe!). Leadership is all about relationships, learning from others, communication, and providing inspiration to those who choose to follow you. I think that some of this is possible on Twitter. I was inspired to see my fellow West Pointer think that connecting with people from space was important. So...here I go...twittering away. Enjoy the "tweets." That's Leader Business.

You Gotta....Know When to Fold 'Em

2009-09-03T21:46:00.000-07:00

I still remember the meeting. We had debated an issue with energy and passion. There were a host of opinions about the topic. Everything was laid out. We evaluated various alternatives. I heard from all sides. We discussed the strengths and weaknesses of the proposed courses of action. Then it was time. I made my decision. Everyone was ready to go. Everyone…but one guy. He thought it important to “state for the record” that he opposed the decision. Oh man…did this ever bother me. We had transitioned from decision-making…to decision. And this guy was still fighting. And then I watched as he tried to reverse my decision, and then undercut it during execution. Wrong answer, dude!

There is a time and place for debate. During the decision-making process -- yes. While alternatives are being discussed -- yes. But once the decision is made -- nope. At that point, there are only two ways to proceed:

1. Embrace the decision as if it was your own. Execute with vigor and do all you can to see the decision work out for all. Execute…and accomplish the mission. Git ‘er done! Or…..

2. Leave the team.

Quite frankly, the third way, to undermine the decision, to work covertly (or even overtly) to tube the mission…is unacceptable. You cannot be a part of the team and work to help the team fail. No whispering, spreading rumors, cynicism, or back-channel deals that prevent mission success. Be a part of the solution, not a schemer to make the problem even worse. There can be only one leader. And if you are not it…then deal with it! If you can’t live with the decision, vote with your feet and leave the team. Otherwise, you’ve done your duty in expressing your opinion. Now do your duty and help the team be successful. As the old country song goes – “You’ve got to know when to fold ‘em….”

So here’s the skinny. Fight for your beliefs and opinions before the decision is made. Leaders – encourage debate and solicit alternatives from all sides before locking in on the way ahead. Give everyone a chance to speak and listen to all alternatives. But once the decision is made…everyone has got to be – ALL THE WAY IN (see the last post!). No team can be successful if team members are allowed to undermine, undercut, or otherwise move in directions counter to the mission. The team must be all the way in!

It is encouraging to see US policy making working this way. Rigorous debate on things like health care, war, and energy policies reflect this approach. The town hall meetings are a beautiful thing to observe…and we should have them as a matter of routine! But once the decisions are made…we have to be all the way in. We have to execute in a way that accomplishes the mission, not as mindless robots but as members of a team -- committed to see the team succeed. Adjustments can be made along the way (and of course debate will continue on those adjustments) but…we cannot have the dysfunction that comes from a house (or a nation) divided. We have to find a way to be all in, to work together to reach our objectives! (Note…I say this not as one suggesting one way or the other is right, but one who knows that we have not been united in our commitment to success for many years and hopes there is another way!)

This is a message to all of us. We are all part of teams, we all report to someone. Let’s lead by example in this approach. Let’s build teams that respect all opinions, that encourage debate, and that understand this concept of being all the way in. Once the decision is made, let's know...when to fold 'em. It is the only way a team can be successful. That makes it…Leader Business.

So what do you think? Am I right? We’ve all been in positions like this, whether as team leader or team member. Let me know where you stand on this.

Image courtesy of www.sidesalad.net.

All the Way In

2009-08-28T18:59:00.000-07:00

Not long ago, I was asked to implement a major organizational adjustment. The Army was changing and the team I led at the Army’s National Training Center needed to change along with it. It was time for a course correction and I was asked to make it happen.

Only problem was…I didn’t want to change. I was perfectly comfortable with the way things were. I was happy and my team was happy. The reasons may sound familiar:

-- This would be bad for morale for my team.
-- The skills which we had labored long and hard to develop would rapidly erode in the new organization.
-- We would not have the opportunities for growth and development in this mixed matrix sort of organization that we had in our current little stove-pipe.

So, I did what many of us do. I dragged my feet. I fought the change. I held on to the old way of doing business and did all I could to resist implementing the badly needed change to my team’s organizational structure. I held my ground.

But did you see anything missing from my reasoning above? How about the words…"customer" and…"mission?" That’s right…I had allowed myself to become focused inward and forgotten what we were all about. It wasn’t supposed to be what was good for me and my team but about our customer (in this case those we trained). Even worse, I had infected my team with a belief that we were more important than those we served, that the mission somehow revolved around us.

It was then that I learned that when it comes to major change, you must be “all the way in.” You cannot just dip your little pinky toe into the “change pool” and think that you are doing anyone any favors. This sort of go-slow approach only weakens the team and misses the mark regarding the bigger picture. Worse still, you can’t hide your attitude when resisting change. Your team will follow you – for better or for worse. You must be all the way in:

-- New hardware, software, or business processes? All the Way In!
-- Reshaping your organization? All the Way In!
-- Going after new customers or modifying your business model? All the Way In!
-- Some other change (and I hope you will share with me what that might be)? All the Way In!

(Now, lest you think that I am saying that leaders must be robots and never raise objections, stay tuned. We’ll cover that next!)

This may be hard for some of us to swallow. It certainly was for me. And I can assure you my team looked at me like I was crazy when I came into the office one morning singing a completely revolutionary new tune. But as their leader, it was the right thing to do. And from that moment, we were an improved team. More importantly, our customers, our mission, were instantly better for the shift as well.

And just like that…I was…all the way in. And that was good leadership. That made it…Leader Business.

No Excuse Leadership II

2009-08-23T05:18:00.000-07:00

Last week, we examined a mindset that refuses to make excuses for one's course in life, never makes excuses for shortcomings or setbacks (No Excuse Leadership). It is a lesson I learned early in my military career as a cadet at West Point. There I learned that a cadet has three responses: yes, sir; no, sir; and no excuse, sir. You don't blame the situation, you don't fault your predecessor, and you don't put the burden for your problems on your subordinates. You step up, own your performance and outcomes, and accept the consequences. You learn, grow, and move on. That's "No Excuse Leadership."

While difficult to put into practice (yes...excuses come far too easy to most of us), it is a leadership principle that has been proven true at every level. And while we see so many examples of leaders failing to accept responsibility for their failures, of people who let excuses control their lives, every once in a while, we see what right looks like.

While some of us were trying our best to embrace the implications of this philosophy, Captain Scotty Smiley, US Army, showed us all what it looks like. This officer embodies the concept of "No Excuse Leadership," an approach to living that he shares now daily with his young charges at the United States Military Academy at West Point. He talks about leadership -- and life -- to the young men and women who will soon follow him in service to their country. He teaches leadership, a subject he knows plenty about, a subject that he learned as a student at West Point and as a lieutenant leading men into battle in Iraq.

Captain Smiley, some would say, has already lived a full life. He was recognized by the Army as the 2007 "Soldier of the Year." He won an ESPY award in 2008 as Best Outdoor Athlete. He has skied in Vail, Colorado and climbed Mount Rainier. He completed an MBA at Duke University and now hangs out with NBA basketball players after meeting many of that sport's superstars competing for TEAM USA. Oh...and he has a beautiful wife and recently added a new baby to his family.

Captain Smiley lives a charmed life. Except for one detail. He lost his vision and was temporarily paralyzed in a roadside bomb attack in Mosul, Iraq in April 2005. He has had to learn to walk again and adjust to life without sight. He and his wife had agonized over whether to medically retire from the Army, to pursue a vocation perhaps more accommodating to his disability. Instead, Captain Smiley chose to Soldier On! (read more about his story here) He refused to let his course in life be an excuse for not achieving his dreams. Yes...this is what "No Excuse Leadership" looks like in real life!

Last week, Scott Smiley began his assignment as a professor of leadership at West Point. You can read more about his first day here. Humbling, isn't it? Maybe it is time to stop making excuses, to quit allowing minor setbacks to stop us from reaching our goals. Maybe it is time to stop complaining and become a "No Excuse Leader!" This mindset has taken a blind Army Ranger to new (albeit different) heights. And his new charges at the Military Academy are better for it. That's Leader Business!

4-Star Leadership

2009-08-20T17:03:00.000-07:00

Karl Moore over at The Globe and Mail interviews 4-star Army General Martin Dempsey, Commander of the Army's Training and Doctrine Command. General Dempsey leads the organization (TRADOC) responsible for training the Army's leaders and producing relevant policies and procedures for success in all the Army's missions. You can read the interview here.

In his discussion of the evolution of military leadership, I think there is much to learn on his approach to training military leaders to operate during complexity and chaos. The interview also gives the General's thoughts on leadership versus management, and how senior leaders need both. Finally, I appreciated his discussion on the need to replace control with trust, especially given the complexity of today's operating environment in places like Afghanistan.

I really appreciate this last point on trust. I think any more that decision cycles are too short for strict, hierarchical, bureaucratic command and control. Leaders must set the conditions, provide intent (the what and why...not the how), allocate resources and align them with priorities, and empower subordinates to figure out the rest. They must trust their teammates to make good decisions consistent with their training and values.

Many of us still struggle with this concept of empowerment and trust. But in this information-rich society and difficult economy, leaders have to let go. General Dempsey reminds us that our teammates, especially the younger ones, have an intense desire to understand, to contribute, to connect. This should cause us to be more open, to be more collaborative, and to listen. Then trust them to do the right thing.

Good stuff. That's Leader Business.

No Excuse Leadership

2009-08-20T09:22:00.000-07:00

You know what I hate? Excuses...can’t stand ‘em...won’t tolerate them. You know...stuff like this:

Why didn’t you get an answer? Well…I called and they didn’t call me back.
Why is this project behind schedule? We had a problem with our supplier, and then we had some weather delays, and….
Why didn’t you get me that report I asked for? I didn’t have time.
Where’s the data you promised me? Oh, I’m sorry. My computer wasn't cooperating.

I remember it differently and remember it like it was yesterday. My first leadership lesson as a new cadet at West Point:

“New Cadet Magness…you have three responses to any question: Yes sir, No sir, and No excuse sir. Do you understand?”
“Well…I think I do.”
“New Cadet…that is not one of your three responses! Get down and give me 20!”

Three responses….and one of them was “No Excuse.” Just cut to the chase. Don’t waste words trying to explain the unexplainable. Just admit your failure and move on. If you are responsible for doing something and did not, don't insult others by trying to weasel out of it or spreading the blame around to others.

How different would our world be if excuses weren't the norm? People would have to take responsibility for their own actions. Leaders would be forced to reconcile their shortcomings without blaming others. Politicians would have to stand and deliver or...be held accountable when they don't.

So let's all sign up for this approach -- Excuses: Don’t offer them; don’t tolerate them.

Did you accomplish your mission?
No ma’am.
Why not?
No excuse, ma’am. I knew what I was supposed to do and I did not get it done.
That’s right, no excuse. Now…git ‘er done.

Is this so hard? I really don’t think so. In fact, I have been a part of an organization (the US Army) in which this attitude is part of its DNA. There I have learned that 99.9% of excuses are not valid. You didn’t have time? Really? Did you eat? Sleep? Missed a deadline? Why didn’t you build in time for contingencies? Failed to accomplish the mission? Whose fault is that? That’s right…no excuse! This lesson goes right along with our last one (see I’m with Stupidly!). When you mess up…no excuses. When you “bone up” – own up.

Now, don't get me wrong. It is always important that we seek to understand why our teammates cannot complete their tasks. All too often it is something that we could have influenced and thus is as much our fault as theirs! Understanding issues associated with workload allocation, distribution of resources, time management, lack of clarity are critical. My point is people must begin by accepting responsibility for their own actions, not looking first for someone else to blame. Most excuses fall into this category!

So how does one learn to operate in an environment where only three responses are available? Well…they git ‘er done. Then there is no need for excuses! They build a culture that tolerates nothing less than success...and where individuals accept responsibility for their own shortcomings. Teams will spend more time and energy winning the game than...playing the blame game. Three responses are plenty in that sort of culture. And I have found it to be a lot easier than pushups! (Or at least that is my excuse).

No excuses! That’s Leader Business!

For more on this topic, see "No Excuse Leadership," by fellow West Pointer and Army Ranger Brace Barber and "Leading From the Front; No Excuse Leadership Tactics for Women" by former Marines Angie Morgan and Courtney Lynch.

Image courtesy of www.nutrexsolutions.com.

I'm With Stupidly

2009-08-16T12:57:00.000-07:00

Sometimes, even the most gifted orators put their foot in their mouth. Yes, sometimes even the most capable leaders step on it -- saying something or doing something they later regret. Has it happened to you? Have you messed up lately? How did you handle it?

All I can say is...I'm with you if you have! For those of us who talk a lot, sooner or later we will say something we wish we had not. Yep...I'm with stupidly! (For those of you who don't understand the use of this phrase, you might remember it a little differently on a t-shirt like this one).

Here are a few thoughts for those of us who speak or act without thinking:

-- Own it. It's okay to admit that you are wrong. And the sooner the better. Don't jump straight to damage control. Start by first stepping up and admit your shortcomings. Don't take the course of "apologizing to those who were offended," (i.e. blaming the victim). Instead, confess your errors: "To those whom I have offended, I apologize. I spoke before I thought, engaged my mouth before my brain. I'm sorry. Please forgive me." It's okay...no one is perfect. Be man or woman enough to admit your error.

-- Communicate it. Let people understand that you are mortal and make mistakes. Then share with them your plans to correct the issue and move forward. I have found that people generally appreciate when they see that their leaders are genuine...and that they are human. And people who are wronged are much less likely to hold a grudge, to embrace reconciliation, when they hear you say you are sorry.

-- Fix it. If damages are done, make the necessary repairs. Restore the relationship (yep...sharing a beer is a great way to sort out differences), fix the problem, regain the trust of those who are wronged. Every leader makes mistakes. Great leaders take immediate action to make amends.

-- Learn from it. Great leaders learn from failure. It is important that we make improvements with each and every screw up! It is especially key that we demonstrate our learning by not repeating our mistakes. Our apologies will quickly lose credibility if we continue to make the same errors.

So what about you? Have you offended someone lately? Have you made a public (or private) mistake that warrants a correction? If so...you're in good company! You too are "with stupidly!" (Maybe we should replace the old classic t-shirt with this new one). Stuff happens. How we deal with it will ultimately characterize our ability to lead.

That's Leader Business!

Leadership Carnival

2009-08-07T05:19:00.000-07:00

Friends,

Mary Jo Asmus, from Intentional Leadership, is hosting the August Leadership Development Carnival. She was gracious enough to include my series on the importance of cultivating synergy as we lead teams. Please check out the site and enjoy the "veritable potpourri" of leadership topics and ideas (wow...I have been waiting to use those two words on these pages!).

Can I use this slow Leader Business day to say thanks to those of you who follow this site? I do not take you for granted. I know that there are an amazing number of sources for leadership and inspiration competing for your time. I am honored that you have included me in them. Can I also ask you to share this site with your friends? Invite them to join in the dialogue about the "Business of Leaders." They are welcome here any time!

Have a great day. Make a difference -- today and always! That's Leader Business! Hooah!

The Pursuit

2009-08-02T07:57:00.000-07:00

Every once in a while, I am reminded that one of the "unalienable rights" endowed to us by the Creator is not the right to be happy but to PURSUE happiness. This was certainly the message of the wonderful movie, "The Pursuit of Happyness" about Chris Gardner's struggles to realize his dreams. No one will give us success. But we all have the right to compete, to have goals, to endeavor to be our best.

This really is what leadership is about: setting the conditions for others to realize their dreams, to become all that they envision, to enable all team members to PURSUE happiness. How do we do this? Many ways but...here's a start:

-- Maintain an environment that is free from bias and provides equal opportunity to all.

-- Ensure all members of the team have a developmental plan and that resources are provided to help achieve growth.

-- Provide a positive, supportive, energetic, fun work environment. Yep...I said it. It is okay to have fun, to pursue happiness at work!

-- Align resources against goals and objectives. Leaders must provide the skills and tools to enable others to pursue greatness.

-- Set the bar high. Be a dreamer yourself and give people something to shoot for -- a vision, a new level of greatness that they otherwise might not reach on their own. Don't let anyone on your team stop their PURSUIT.

-- Maintain a sense of balance -- in your personal and professional life. Understand that people pursuit happiness at home and at work. Provide opportunities for both.

-- Don't make excuses. We are responsible for our own pursuit. View obstacles as opportunities. Share this attitude with others. The pursuit IS contagious.

If you haven't seen this movie...get it. Be inspired. Then get back in the arena and start (or resume) your "PURSUIT!" Don't ever let someone tell you -- you can't do something. And don't be that someone to others. "You want something? Go get it. Period." That's the Pursuit. And that's...Leader Business.

Being Strategic

2009-07-28T04:00:00.000-07:00

Friends,

I read a lot of business and leadership books. I'll admit it...I'm addicted. I appreciate the varieties of perspectives out there "in the arena" about what I call the business of leaders. Unfortunately, I rarely commend many of them to my friends. Frankly, I find most of them to be only marginally useful, rarely based in reality, and downright dull.

I have an exception. Erika Andersen is a consultant, advisor to CEOs, and author/blogger. I first saw some of her thoughts on her blog, The Simplest Thing That Works. And now that I've read her book, Being Strategic, I know she has broken the mold on business books. This one's a keeper. Read my interview with Erika below. If you are intrigued about her approach to strategic leadership or want a superb book for yourself or some aspiring leader, order a copy. I guarantee you will not be disappointed! Here's my interview with Erika:

First of all Erika, I thought you did a terrific book with Being Strategic. You found a way to connect with real people and real leaders using a framework I can really appreciate. Great job! I know that the readers and followers of Leader Business will not regret picking up a copy of your book and learning from a great writer and strategic thinker. Here are a few questions.

1. Erika, you frame your book around a "Castle on the Hill" and the leadership of Llewellyn Fawr, Prince of North Wales. Why him and what can we learn from his leadership?

Llewellyn Fawr was an unusually strategic leader. At a time when other Welsh leaders were simply arguing over bits and pieces of land, worrying about their relatives and counting their cattle, Llewellyn envisioned a united North Wales. He was able to look clearly at what and who he was dealing with – his current reality of strong-minded and independent Welshmen, and what motivated them and didn’t, what they had and hoped for – and to see the possibility of bringing them together. Then he was able to craft strategies and execute tactics for making it happen. He died in his bed, still Prince of North Wales and in his mid-sixties…a good long life by medieval standards. It was an astonishing accomplishment, and unique in the history of Wales.

2. I love your definition of "Being Strategic." You're right. I could not come up with a better definition. Tell us about being strategic!

I think the most important thing I’ve learned over the years about being strategic is that it is primarily a learnable skill. I’ve noticed that people tend to talk about being strategic as though it’s an inborn – and unchangeable – thing, like having blue eyes, or being tall! But I’ve found that almost anyone can improve his or her ability to think and act strategically, if they understand and practice the mental models and the skills involved. That’s really the core reason I wrote the book; I wanted to share these skills with as many people as possible, in a format that would make them accessible, engaging, and reasonably easy to learn.

And why, you might ask, would I want people to be able to improve their ability to think and act strategically? Well, it goes back to Llewellyn – if you have professional and personal dreams, things you truly want to accomplish, I believe that being strategic will make it much more likely that you’ll achieve them.

3. The first step to Being Strategic is to "Define the Challenge." You write, "people often propose solutions to problems before they're clear on what the problem is." This is huge. So many times we jump right into problem solving and getting to what you call the tactics before we have framed the issue. What are key elements of this first step?

As I’ve noted in the book, the first step is to take the time to clarify what isn’t working – that is, what’s the problem or challenge you’re trying to address. I can’t tell you how many times I’ve worked with people who sail right past this step and get themselves into seemingly inextricable knots. For instance, let’s say there are two adolescent brothers who want to go to a concert. The first kid is convinced the only problem is that their parents won’t want them to go, though he hasn’t said that out loud. The second kid doesn’t think that will be a problem; he’s just worried about getting there (though he hasn’t really said that out loud, either); they’re not old enough to drive, and none of their friends are going.

So imagine the conversation: brother A just talks about how to sweet-talk their parents, while brother B focuses solely on ideas for arranging transportation. That’s going to be a frustrating conversation, where each person’s focus is going to seem weird and nonsensical to the other. I call it ‘dueling solutions,’ and a more complex but equally frustrating version of it happens in boardrooms all over the world every day!

But once you’ve clearly defined what the true problem is, then you’re ready to start solving it. In the brothers-going-to-the-concert situation, both things might actually be problematic. So their challenge might be “How can we get our parents to let us go, and find a safe way to get there?” And if solving the problems posed in their “How can we…” question would feel like success to both of them – then they’ve defined their challenge, and can now start to try to address it.

4. You talk about "clarifying what is" by "pulling back the camera." I love this concept and know you use this term throughout the book. I call it "seeing yourself." Why is this important for being strategic? And why do we need to do this before we start formulating strategies?

I love this concept too, and it works for almost everyone because most people watch TV or movies. We all know what happens when you don’t “pull back a camera”: when a camera is pulled in really close to a shot, you only see whatever it’s focused on. For example, there might be a really close-in shot of a piece of paper with the word “no” written on it. Because the camera’s in so close, you don’t really know what that’s about – it could be referring to anything. You can speculate all you want, but you don’t really have enough context to understand what you’re seeing.

Then let’s say you pan the camera back a little, and you see there’s another piece of paper next to it that says “yes,” and that both are taped to pieces of wood. Hmmm, that’s a little more context, but still not enough to really make sense of what you’re seeing. So you pull the camera back even more, and now you can see that both papers are taped to piles of 2x4s; those in the “no” pile are warped; those in the “yes” pile are all straight. Ah-ha! Now it makes sense!

In the same way, when you’re trying to look at your current state relative to your challenge, and you really want to see it clearly, it’s essential to “pull the camera back” far enough to allow you to understand the critical elements IN CONTEXT. For example, let’s say your challenge is “How can I build a productive motivated team of employees?” You might think that someone on your team is a poor employee because she’s not fulfilling a part of her job responsibility. But then, when you ‘pull the camera back,’ you find that her previous boss never held her accountable for doing it and she doesn’t actually know it’s supposed to be part of her job! And when you pull the camera back a bit more, maybe you find out that the old boss was actually pretty unclear with everyone about what their jobs were. That new view would certainly lead you to deal differently with the situation: your strategies and tactics would change significantly!

5. Talk about "envisioning the hoped for future" as I know this is truly key to being a visionary, strategic leader. Can anyone get there or is this something we either have from birth or...don't have?

I think everyone can envision the future if it’s important to them. We do it all the time: lovers talk about what it will be like to be married; kids think about what it will be like when they get that new bike for Christmas; junior employees imagine how life would be different if they got a promotion.

The approach I outline takes that basic human capability to envision a different future and helps you to exercise it, strengthen it, and learn to direct it consciously. And, by employing that capacity to envision within the context of the whole process I recommend, you can make it really work for you.
That is, by grounding your “envisioning” in an accurate sense of the current state, you can ensure your hoped-for future is a “reasonable aspiration.” And by then considering the obstacles to your vision, and creating the strategic and tactical path to get there, you’re making it practically achievable.

Not everybody can be world-class at this – there are only a handful of truly great Nadal-and-Federer-level tennis players, for example…but almost everyone can learn to play fairly well if they practice. And many people can get really good!

6. Strategy, then tactics. What's the difference and can you talk about the concept of "FIT" to help ensure both are appropriate?

Strategies are “core directional efforts.” They’re the big paths you’re going to walk down to get to your vision. When I’m working with groups, I often say, “a strategy isn’t ‘I’m going to do this particular thing,’ it’s ‘I’m going to move in this direction.’ Tactics are then the specific things you do to move in that direction.

For instance, when my own company, Proteus, did our last vision and strategy session, one of our strategies was “Establish and sustain ways of operating that support our growth.” That’s not a particular thing you can run right out and do; it’s a statement of intention, of direction. It was us saying that we were going to focus time, energy and resources on improving our systems and processes…a necessary strategy for many growing businesses that have outpaced their infrastructure! Some tactics under that strategy were to document our current client processes; to identify gaps and ‘pinch points’; to find a resource for helping us upgrade our technology, etc. Specific, measurable things we could do to implement the strategy.

And FIT is just a great, simple screen for choosing both strategies and tactics: it stands for “feasible, impactful and timely.” And you use it by asking yourself, when you’re thinking about whether or not a strategy or tactic is right for you:
- “Can we actually do this? Do we have the skills, resources, bandwidth?” (feasibility) “
- “Will this move us farthest toward our objective with the least amount of effort? That is, does this give us the biggest ‘bang for the buck’? (impact)
- “Do we need to do this first? And is there a window of opportunity – that is, if we don’t do this now, might we be unable to do it later? (timeliness)

7. Finally, I would ask if this approach to being strategic is for individuals or for groups? Is it the same approach for both?

It is for both, and the core skills and mindset are exactly the same. The differences are all in application. That’s why I wrote the book the way I did, with the first half focusing on clarifying and teaching the approach itself, and the second half layering on the skills and understanding necessary to use the approach with a group.

And we teach and use it with both: we’ve taught hundreds of folks to use this skill in their own careers and lives, and we’ve worked with dozens of companies and teams to support them in working through this process to envision and achieve the future they want for their organization or their department.

And I hope the book enables many, many more people to do the same! Thanks for these great and thought-provoking questions, Tom.

Thank you, Erika. Your book is great. I know that "Being Strategic" will help anyone on the way to their "castle." I trust that you are on your way to yours! Being strategic is a key component of the growth of every leader. That makes it...Leader Business.

Synergy - Part III

2009-07-27T06:31:00.000-07:00

T-shirts don't make a team. Neither do cheers, logos, posters, or the most talented individuals in a particular field. Ask the Los Angeles Lakers, the 2009 NBA Champions. After a long drought in which the best player in the game never could get back to the top, it took much more to create the conditions for success. It took SYNERGY!

Synergy as we have described it can be reduced to a simple math equation: 1+1+1>3. The whole is made greater than the sum of the parts. Leadership is the action verb (made greater) that enables this possibility.

For the Lakers (or any other team), greatness was not achieved until the sum of the parts was actually made greater. That took leadership -- from the coaching staff, from the front office, and most importantly, from the players on the court. And if you follow the sport as closely as you follow this blog (ha!), you know that the synergy that we saw in this year's Laker team (or last year's Celtics, or any other championship team in any profession) validated the formula for synergy that we have been talking about on this page:

Synergy =Common vision and goals +Big TEAM, little me +Interdependence +Accountability.

And while we described each component in the last post, here are a few final thoughts on this important leadership deliverable:

While jerseys do not a team make, leaders must be aware of the need to build a unique brand around their team of teams (they are, after all, the LAKERS!). Use cross-training and developmental assignments between organizations to foster a better understanding of new acquisitions or within subordinate units who otherwise might not have reason to interact. Build a new brand. Celebrate team accomplishments and organizational progress toward the common vision.

Synergy is only possible when everyone is involved and is forged by leaders who get 100% from every team member. Mergers and acquisitions almost universally come with baggage – suspicions and concerns generated by ignorance of the potential for the new team of teams. Barriers must be knocked down, stove pipes eliminated.

Leaders must model the behavior that values the contribution of every single team member. Identify excess capacity and determine how to make it available to those who are over tasked. Think of your organizational diversity as an opportunity. How might someone in human resources help with an engineering design? Who better than a salesperson could serve on a process design team? And how can a superstar like Kobe Bryant subordinate himself to the goals of the team while making those around him better?

Synergy is fueled by communication and cross-talk. Economies of scale, opportunities for cross-selling and cross-promotion, and a better use of shared resources will not generally identify themselves. Leaders must constantly “wire brush” the organization to bring these issues to the surface. Constant dialogue about best practices and lessons learned, coupled with teammates held accountable to one another, will drive growth across the board. The total can exceed the sum of the parts - many times over.

If 1+1+1=3 - that’s not synergy. That result was achievable in the organization’s formerly independent state. Of what value is a merger, acquisition, or organizational growth that shows no value added? Bigger is not better. Better is better.

The leader’s job is to create synergy, to add value. Make the new condition, the newly combined business unit, or the organizational team of teams better than its former, independent state. That kind of measurable growth does not occur by itself. That’s where you come in. That's what it took for the Lakers to win the championship this year. And that is why creating synergy is...Leader Business.