tag:blogger.com,1999:blog-28338621837298593102024-03-13T02:36:15.039-07:00Leader BusinessBattle tested leadership strategies and the business of leaders.Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.comBlogger267125tag:blogger.com,1999:blog-2833862183729859310.post-41226833574545921722018-04-16T16:21:00.000-07:002018-04-16T16:21:34.587-07:00Weaknesses and Leadership: 3 Ways to ask for Leadership Feedback<br />
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<span style="background: white; color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;">Here is an excellent</span><span style="color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;"> </span><a href="https://hbr.org/2018/02/most-leaders-know-their-strengths-but-are-oblivious-to-their-weaknesses"><span style="background: white; color: #1155cc; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;">article in HBR</span></a><span style="color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;"> <span style="background: white;">regarding “Knowing Your
Weaknesses” and the importance of feedback. </span></span><o:p></o:p></div>
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<span style="background: white; color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;">We work with many of our clients to complete a 360 assessment
to help identify blind spots, giving them feedback with the help of an
anonymous survey.<span style="mso-spacerun: yes;"> </span>But, we all know we
need to move beyond anonymity and be better when it comes to feedback.<span style="mso-spacerun: yes;"> </span>So here are a few considerations that align
with what we teach in our </span><a href="http://www.eagleadership.com/"><span style="background: white; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;">programs</span></a><span style="background: white; color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;">:</span><o:p></o:p></div>
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<b style="mso-bidi-font-weight: normal;"><span style="color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;">Ask for feedback on your
leadership philosophy</span></b><span style="color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;"><span style="mso-spacerun: yes;"> </span></span><o:p></o:p></div>
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<span style="color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;">We work with our clients to formally declare their
personal behavior standards via a written document called a “</span><a href="https://academyleadership.com/LeadershipPhilosophy/"><span style="font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;">Leadership Philosophy</span></a><span style="color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;">.”<span style="mso-spacerun: yes;"> </span>We then have them share this with their team
to provide transparency and eliminate the guesswork with regard to priorities,
expectations, and non-negotiables.<span style="mso-spacerun: yes;"> </span>This is
a great way to open the door for feedback.<span style="mso-spacerun: yes;">
</span>Have your direct reports review it regularly and ask for “2 Ups & 2
Downs,” i.e. 2 things you are doing well and 2 things that are not perfect, to
ensure you get something to address. Communicate that you have a sincere desire
to learn and improve, which means don’t get defensive when people do what you
ask them to do when they identify your “opportunities!”<span style="mso-spacerun: yes;"> </span>Often, the best time to get feedback on <i style="mso-bidi-font-style: normal;"><u>you</u></i> is after you’ve given <i style="mso-bidi-font-style: normal;"><u>them</u></i> feedback!<span style="mso-spacerun: yes;"> </span>Revisiting your leadership philosophy regularly
is a great way to ensure credibility and an easy technique to get feedback on
your behaviors.</span><o:p></o:p></div>
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<b style="mso-bidi-font-weight: normal;"><span style="color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;">Ask for feedback on your
organization’s Values (or other such known TEAM standards) </span></b><o:p></o:p></div>
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<span style="color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;">Are you modeling the right things for others?<span style="mso-spacerun: yes;"> </span>Are you living up to the behavioral standards
your organization has targeted for all team members? <span style="mso-spacerun: yes;"> </span>Most every organization has values and/or some
sort of corporate commitments for behavioral norms.<span style="mso-spacerun: yes;"> </span>Inviting input regularly on those standards
not only demonstrates your commitment to their importance but affords others
the opportunity to provide you with feedback on how you measure up to them.</span><o:p></o:p></div>
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<b style="mso-bidi-font-weight: normal;"><span style="color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;">Ask for feedback on specific areas
you are trying to improve</span></b><o:p></o:p></div>
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<span style="color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;">A great place to start?<span style="mso-spacerun: yes;">
</span>Consider your blind spots (things you don’t know about yourself but that
others may), or areas you know you need to improve. The more <i style="mso-bidi-font-style: normal;">specific</i> you can be in asking for
feedback, the more likely you’ll receive <i style="mso-bidi-font-style: normal;">actionable</i>
suggestions!<span style="mso-spacerun: yes;"> </span>If you’ve completed a 360
assessment, seek input regularly on those areas that weren’t perfect, while
demonstrating a genuine interest in making them better.</span><o:p></o:p></div>
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<span style="color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;"><span style="mso-spacerun: yes;"> </span></span><span style="color: #222222; font-family: "arial\,roboto\,sans-serif"; font-size: 9.5pt; mso-bidi-font-family: "arial\,roboto\,sans-serif"; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: "arial\,roboto\,sans-serif";"><o:p></o:p></span></div>
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<span style="color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;">Challenge yourself to seek out your weaknesses and then
ask for feedback. This (initially) uncomfortable process leads to growth, as
well as a better understanding of who you are as a leader. Over time, you’ll
get better, both at asking for input, and dealing with it when people give it
to you!</span><span style="color: #222222; font-family: "arial\,roboto\,sans-serif"; font-size: 9.5pt; mso-bidi-font-family: "arial\,roboto\,sans-serif"; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: "arial\,roboto\,sans-serif";"><o:p></o:p></span></div>
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<span style="color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;">If you have any questions about how we can help you get
better feedback, or maybe completing a 360 assessment to start to identify your
“opportunities,” let us know! <span style="mso-spacerun: yes;"> </span>We all
know this is something that all leaders should do well, making this…Leader
Business!</span><span style="color: #222222; font-family: "arial\,roboto\,sans-serif"; font-size: 9.5pt; mso-bidi-font-family: "arial\,roboto\,sans-serif"; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: "arial\,roboto\,sans-serif";"><o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;"><span style="mso-spacerun: yes;"> </span></span></b><span style="color: #222222; font-family: "arial\,roboto\,sans-serif"; font-size: 9.5pt; mso-bidi-font-family: "arial\,roboto\,sans-serif"; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: "arial\,roboto\,sans-serif";"><o:p></o:p></span></div>
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<span style="background: white; color: #222222; font-size: 9.5pt; mso-ascii-font-family: Arial; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: Arial; mso-hansi-font-family: Arial;">Lead the Way!</span><span style="color: #222222; font-family: "arial\,roboto\,sans-serif"; font-size: 9.5pt; mso-bidi-font-family: "arial\,roboto\,sans-serif"; mso-bidi-font-size: 10.0pt; mso-fareast-font-family: "arial\,roboto\,sans-serif";"><o:p></o:p></span></div>
<br />Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-43961983231667485342018-01-03T15:22:00.000-08:002018-01-09T08:41:06.721-08:00Motivating Millennials<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiYkLXbUv0YHJD7mj3zH-hcvTvOkOq1jxXW52ltVAizAayjZk2sCSJRXaQRf2t_8cAs_c7B3aIvAirofhK23nZxVkhGCT50unEW4J-ogp9h5zZo1K57zpphry2he2rirUyM66tnBaIm2_39/s1600/motivatingmillennials.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1052" data-original-width="1600" height="210" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiYkLXbUv0YHJD7mj3zH-hcvTvOkOq1jxXW52ltVAizAayjZk2sCSJRXaQRf2t_8cAs_c7B3aIvAirofhK23nZxVkhGCT50unEW4J-ogp9h5zZo1K57zpphry2he2rirUyM66tnBaIm2_39/s320/motivatingmillennials.jpg" width="320" /></a></div>
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Happy New Year to all! I hope you set some goals for yourself (personally and professionally) and are ready to get after it! I know I am!</div>
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I Just finished a good book on “<span style="text-decoration-line: underline;"><a dataquery="#txtMedia1i5k" href="https://www.amazon.com/Motivating-Millennials-Recognize-Recruit-Generation/dp/0692841458/ref=sr_1_1?ie=UTF8&qid=1514925793&sr=8-1&keywords=motivating+millennials"><span style="color: #0957a2;">Motivating Millennials</span></a></span>.” As we know, they are coming and…they are different! By 2030, this group will make up 75% of the workforce and will fill most of your Organization’s leadership roles. Unfortunately, 63% of this group believe their “leadership skills are not being fully developed” according to a 2016 Deloitte Millennial Survey. </div>
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What are you doing to develop this group? Here were some things in the book that resonated with me:</div>
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<li>As we know, this group needs regular feedback. As such, we can’t wait for the annual performance review to be the time we talk to them about what they did well…or not so well. More frequent coaching sessions, specificity on their performance, and honesty in our communication with them (“Millennials are really good at cutting through the crap….”).</li>
<li>Millennials may not always value the chain of command. “If…Millennials think (they) have a good idea and want to make sure it’s heard by those who can actually make it happen (no matter what their rank), (they) think it’s perfectly okay to share it.” What forums do you have to hear their ideas?</li>
<li>Millennials thrive on consistently being challenged and want to learn new skills. Keep looking for ways to expand their horizons and take on new projects.</li>
<li>Millennials truly value a sense of purpose. What are you doing to communicate the purpose of your organization and ensuring these people understand how their role connects? They can be immensely helpful in spreading the good news (think of them as brand ambassadors)…once they feel it personally. They value “Cause” over “Compensation” in many areas of their lives.</li>
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Lots of interesting topics here. Think about what you might do to address some of these issues as you look ahead to 2018. How are you integrating some of these concepts into your Strategic Plans? These people, many of them new to your team, are the future. How you “Lead” them, may be your personal legacy!</div>
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Let me know how we can help. We look at motivation of all employees, to include Millennials, as a key component of all of our leadership programs. If you see opportunities for growing your leaders, aligning your team, and helping your organization go from GOOD to GREAT, we are ready to help! You can see our full schedule for <span style="text-decoration-line: underline;"><a dataquery="#txtMedia1ecr" href="https://www.eagleleadership.com/upcoming-events"><span style="color: #213f95;">Open Enrollment</span></a></span> “Boot Camps” in SoCal on our website. Contact me directly if you want to look at an “in-house” program with your team!</div>
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Happy New Year and…Lead the Way!</div>
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Tom Magness</div>
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lbihank@msn.com</div>
Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-23738192428763613132017-01-15T17:19:00.000-08:002017-01-15T17:19:17.696-08:00Accountability and Ownership<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Calibri;">Leaders,</span></div>
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<span style="font-family: Calibri;"><br /></span></div>
<span style="font-family: Calibri;">I’ve been
thinking a lot about the topic of accountability in the new year. Accountability to do
what we say, to walk the talk. This really is what the “<a href="http://leaderbusiness.blogspot.com/2013/03/know-yourself.html" target="_blank">Leadership Philosophy</a>” does for the leader, especially when you ask for feedback from
those you lead. I’ve been encouraging those who have written and shared
their leadership philosophy to use it during performance evaluation
discussions. Once you’ve given feedback to those you rate, turn the
tables and ask them to do the same for you. And the standard you want to
be evaluated against – should be your leadership philosophy. Be
accountable to your own written standard.</span><br />
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<span style="font-family: Calibri;">What about your <a href="http://leaderbusiness.blogspot.com/search/label/goals" target="_blank">goals</a>? Do you have 100% commitment to
mission accomplishment? I heard about a Mobile App in which you load up
your goals and milestones and then put money toward those goals. Then,
you designate a charity or cause that you DESPISE! Every time you miss a
milestone, money is sent to that organization. Wow. What might that
do to hold you to your commitments and be accountable to do what you said?</span></div>
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<span style="font-family: Calibri;">Finally, I’d like to recommend a book to all of you.
I’m sure a few have already discovered it and can echo my comments. The
book is “<a href="https://www.amazon.com/Extreme-Ownership-U-S-Navy-SEALs/dp/1250067057/ref=sr_1_1?s=books&ie=UTF8&qid=1484529459&sr=1-1&keywords=extreme+ownership" target="_blank">Extreme Ownership</a>.” Now, I don’t easily give credit to books
written by Navy folk. This is most definitely an exception! It gets
to the heart of what it means to lead, to own every element of your team, <a href="http://leaderbusiness.blogspot.com/2009/08/no-excuse-leadership.html" target="_blank">no excuses</a>. Here are a few quotes I found to be especially impactful from
the book:</span></div>
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<span style="font-family: Calibri;"> </span><b><i><span style="font-family: Calibri;">- When subordinates are not doing what they should,
leaders that exercise Extreme Ownership cannot blame the subordinates.
They must first look in the mirror at themselves.</span></i></b></div>
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<b><i><span style="font-family: Calibri;">- Total responsibility for failure is a difficult
thing to accept, and taking ownership when things go wrong requires
extraordinary humility and courage.</span></i></b></div>
<br />
<div style="margin: 0px;">
<b><i><span style="font-family: Calibri;">- When leaders blame everyone else, you end up with a
unit that never felt they were to blame for anything. All they did was
make excuses and ultimately never made the adjustments necessary to fix
problems.</span></i></b></div>
<br />
<div style="margin: 0px;">
<b><i><span style="font-family: Calibri;">- When setting expectations, no matter what has been
said or written, if substandard performance is accepted and no one is held
accountable – if there are no consequences – that poor performance becomes the
new standard.</span></i></b></div>
<br />
<div style="margin: 0px;">
<b><i><span style="font-family: Calibri;">- When it comes to performance standards, it’s not
what you preach, it’s what you tolerate. If you allow the status quo to
persist, you can’t expect to improve performance, and you can’t expect to win.</span></i></b></div>
<br />
<div style="margin: 0px;">
<span style="font-family: Calibri;">I thought a great example of this was evident from the
Houston Texans football coach (Bill O’Brien – BO in the interview below) after
his team lost to the New England Patriots last night (14 Jan 2017). Here is an excerpt
from his press conference:</span></div>
<br />
<div style="margin: 0px;">
<b><i><span style="font-family: Calibri;">Q: You guys have been 9-7 three straight years.
Winning two AFC South titles, get to this point, and play the Patriots in a
close game. Is it clear to you even post-game that for you guys to take that
next step, the offense has got to take the next step?</span></i></b></div>
<br />
<div style="margin: 0px;">
<b><i><span style="font-family: Calibri;">BO: Yeah, and again, it starts with me. I don't point
fingers. I look in the mirror. I look right square in the mirror and I figure
out what I can do better. And I'm already thinking about that right now. You
can't have the offense where it's at in this league, and expect to win a
championship. And so we've got to figure it out, we've got to improve. I think
special teams needs to be more consistent. Obviously you can't give up kickoff
returns. Sometimes we look like a great special teams unit. Other times we look
like a bunch of, I've got to be careful here, but we look like…not very good.
And then offensively, we have to get better. It's pretty obvious. It's not
rocket science. It's pretty obvious. I thought our guys fought hard today, and
like I said, the Patriots are a great team and this was a tough game.</span></i></b></div>
<br />
<div style="margin: 0px;">
<b><i><span style="font-family: Calibri;">Q: Billy, you say it's on you…</span></i></b></div>
<br />
<div style="margin: 0px;">
<b><i><span style="font-family: Calibri;">BO: I'm the head coach.</span></i></b></div>
<br />
<div style="margin: 0px;">
<b><i><span style="font-family: Calibri;">Q: Is it on personnel too, delivering on the field?</span></i></b></div>
<br />
<div style="margin: 0px;">
<b><i><span style="font-family: Calibri;">BO: No, it's coaching. We've got to get better,
coaching better. We'll evaluate…I'm responsible for a lot of things around
here. I'm responsible for the product on the field, so I'm going to try and do
a better job. I'm going to work hard to do a better job.</span></i></b></div>
<br />
<div style="margin: 0px;">
<b><i><span style="font-family: Calibri;">Q: There's a fine line between coaching and on-field
execution.</span></i></b></div>
<br />
<div style="margin: 0px;">
<b><i><span style="font-family: Calibri;">BO: Again, I think it's all about making sure we are
putting them in the right position to make plays. Guys, obviously they need to
go out there and make plays. They're paid to do that. Again, I look at myself
right away. That's the way I was brought up, that's what I believe in. I think
we have a good football team. We are better than what we played tonight. I believe
in coaching. I think coaching in this league is a very, very, very large part
of success, as witnessed tonight on that sideline. So I think that we can do
better, and that starts with me.</span></i></b></div>
<br />
<div style="margin: 0px;">
<span style="font-family: Calibri;"> </span><span style="font-family: Calibri;">Great example of “Extreme Ownership” in action. It is
on us as leaders. We can’t blame our customers, the Board, the weather, the budget, our higher headquarters, our subordinates, or anyone
/ anything else. When we come up short, it starts with that person
looking us in the mirror. Every time!</span></div>
<br />
<div style="margin: 0px;">
<span style="font-family: Calibri;">Anyway, truly recommend the book. I promise some of
you will want to have all of your team read it. Set up a little study
group and have some discussions on what Ownership and Accountability mean
within your team!</span><span style="font-family: Calibri;"> </span></div>
<br />
<div style="margin: 0px;">
<span style="font-family: Calibri;">Take some time to think about what you are doing to hold
yourself, and others accountable. Do what you say. Walk the
Talk. Lead the Way! That's <a href="http://www.leaderbusiness.blogspot.com/" target="_blank">Leader Business</a>! </span></div>
<div style="margin: 0px;">
<br /></div>
<div style="margin: 0px;">
<b><i><span style="margin: 0px;">P.S. For those
interested, you can find the <a href="http://www.academyleadership.com/magness"><span style="color: #0563c1; font-family: Calibri;">full
list of upcoming Leadership “Boot Camps” for 2017 – here</span></a>! We have a number
of “Open Enrollment” 3-day programs throughout the year in Los Angeles, San
Diego, and the Inland Empire (San Bernardino). Let’s talk about giving
some of your team members the boost that comes from this kind of intense
leadership program! We teach accountability, goal setting, and the writing of a personal leadership philosophy in these high-impact programs.</span></i></b></div>
Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-44241470467895000982017-01-03T08:27:00.000-08:002017-01-03T08:27:07.908-08:00<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj-oBiuQSz7DdHMWCZAExe4EoLiiMaMXr6xkmiRAE5PCTd94Anl6hNZrij48l-WrzLVWD_EJuN8eHbMr78pGOrApSQSrmsPh7EG-vYD8PziVw1iyXmkVRNDD8ZC_h0U1wIJyPI5kUKOW3hO/s1600/Im-All-Fired-Up.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="290" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj-oBiuQSz7DdHMWCZAExe4EoLiiMaMXr6xkmiRAE5PCTd94Anl6hNZrij48l-WrzLVWD_EJuN8eHbMr78pGOrApSQSrmsPh7EG-vYD8PziVw1iyXmkVRNDD8ZC_h0U1wIJyPI5kUKOW3hO/s400/Im-All-Fired-Up.png" width="400" /></a></div>
<span style="font-family: Calibri;">Friends,</span><br />
<br />
<div style="margin: 0px;">
<span style="font-family: Calibri;">I don’t know about you, but I am FIRED UP for 2017!! I
have spent the last week or so doing goal setting and strategic thinking for
the year ahead. On the advice of one audio blog, I spent some time
listing everything I’d do if I could. No judgment, no fear. Just
make the list. Some are crazy and pretty much unlikely. But, the
exercise of just putting stuff on paper was highly impactful. Some…just
might make the cut as I continue to refine and make plans for the year ahead.</span></div>
<br />
<div style="margin: 0px;">
<span style="font-family: Calibri;">Whatever you do, be deliberate. Whether for yourself
or your organization, don’t just think about it. Put it in writing.
Make plans. Get everyone on the same page – focused, aligned, and
prioritized. As General Eisenhower once famously suggested: </span><i><span style="font-family: Calibri;">“Plans
are nothing. Planning is everything!”</span></i><span style="font-family: Calibri;"> </span></div>
<br />
<div style="margin: 0px;">
<span style="font-family: Calibri;">On the professional / organizational side, I ask you these
basic questions:</span><span style="font-family: Calibri;"> </span></div>
<br />
<div style="margin: 0px 0px 0px 48px; text-indent: -0.25in;">
<span style="margin: 0px;"><span style="margin: 0px;"><span style="font-family: Calibri;">1.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt "Times New Roman"; margin: 0px;"> </span></span></span><span style="font-family: Calibri;">Does
your team have a written, basic plan to guide your strategic direction for this
next year?</span></div>
<br />
<div style="margin: 0px 0px 0px 48px; text-indent: -0.25in;">
<span style="margin: 0px;"><span style="margin: 0px;"><span style="font-family: Calibri;">2.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt "Times New Roman"; margin: 0px;"> </span></span></span><span style="font-family: Calibri;">Do
you have a handful of basic goals that focus time/energy on the answers to this
basic question – Who are our </span><i><span style="font-family: Calibri;">primary customers</span></i><span style="font-family: Calibri;"> and </span><i><span style="font-family: Calibri;">what do they want</span></i><span style="font-family: Calibri;">
from us?</span></div>
<br />
<div style="margin: 0px 0px 0px 48px; text-indent: -0.25in;">
<span style="margin: 0px;"><span style="margin: 0px;"><span style="font-family: Calibri;">3.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt "Times New Roman"; margin: 0px;"> </span></span></span><span style="font-family: Calibri;">Do
you have a plan to review progress against those goals? Remember, what
the leader in-spects, the people will re-spect. What is the frequency of
these progress reviews and how will you hold people accountable?</span></div>
<br />
<div style="margin: 0px 0px 0px 48px; text-indent: -0.25in;">
<span style="margin: 0px;"><span style="margin: 0px;"><span style="font-family: Calibri;">4.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt "Times New Roman"; margin: 0px;"> </span></span></span><span style="font-family: Calibri;">How
are you communicating those goals to your internal and external stakeholders?</span></div>
<br />
<div style="margin: 0px 0px 0px 48px; text-indent: -0.25in;">
<span style="margin: 0px;"><span style="margin: 0px;"><span style="font-family: Calibri;">5.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt "Times New Roman"; margin: 0px;"> </span></span></span><span style="font-family: Calibri;">Does
your plan address these 5 common challenges that we find with most organizational goals (Own it if you can’t give unqualified ANSWERS!!!)</span><span style="font-family: Calibri;"> </span></div>
<br />
<div style="margin: 0px 0px 0px 96px; text-indent: -0.25in;">
<span style="margin: 0px;"><span style="margin: 0px;"><span style="font-family: Calibri;">a.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt "Times New Roman"; margin: 0px;"> </span></span></span><span style="font-family: Calibri;">Do your </span><b><span style="font-family: Calibri;">goals focus INWARD </span></b><span style="font-family: Calibri;">and on
yourself versus on your CUSTOMERS and those you serve?</span></div>
<br />
<div style="margin: 0px 0px 0px 96px; text-indent: -0.25in;">
<span style="margin: 0px;"><span style="margin: 0px;"><span style="font-family: Calibri;">b.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt "Times New Roman"; margin: 0px;"> </span></span></span><span style="font-family: Calibri;">Do your goals </span><b><span style="font-family: Calibri;">further reinforce stovepipe
behavior</span></b><span style="font-family: Calibri;"> (i.e. accomplishment of the goals – by design – causes people or
teams to focus on themselves and not corporate/team success)?</span></div>
<br />
<div style="margin: 0px 0px 0px 96px; text-indent: -0.25in;">
<span style="margin: 0px;"><span style="margin: 0px;"><span style="font-family: Calibri;">c.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt "Times New Roman"; margin: 0px;"> </span></span></span><span style="font-family: Calibri;">Do your goals </span><b><span style="font-family: Calibri;">fail to inspire</span></b><span style="font-family: Calibri;">? (For
example, are they written to challenge and stretch people or will they happen
on their own? Yawn!) Do you have AT LEAST one BHAG (Big, Hairy,
Audacious Goal) for the year ahead?</span></div>
<br />
<div style="margin: 0px 0px 0px 96px; text-indent: -0.25in;">
<span style="margin: 0px;"><span style="margin: 0px;"><span style="font-family: Calibri;">d.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt "Times New Roman"; margin: 0px;"> </span></span></span><span style="font-family: Calibri;">Do you </span><b><span style="font-family: Calibri;">confuse </span><i><span style="font-family: Calibri;">mission</span></i><span style="font-family: Calibri;"> for </span><i><span style="font-family: Calibri;">goals</span></i></b><span style="font-family: Calibri;">?
(Mission is what you are told to do, whereas true goals are determined by you
in areas where you will do what you do…better, cheaper, safer, faster, and in
specific ways that address the needs of your customers)</span></div>
<br />
<div style="margin: 0px 0px 0px 96px; text-indent: -0.25in;">
<span style="margin: 0px;"><span style="margin: 0px;"><span style="font-family: Calibri;">e.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt "Times New Roman"; margin: 0px;"> </span></span></span><span style="font-family: Calibri;">Are your goals </span><b><span style="font-family: Calibri;">just “To Do” lists</span></b><span style="font-family: Calibri;">?
(Do this by June 30</span><sup><span style="font-family: Calibri; font-size: x-small;">th</span></sup><span style="font-family: Calibri;">, i.e. written as on/off switches versus
written in ways that can be measured regularly and you can see the needle move;
most “To Do” list items are not truly goals but they are the “HOW” you will get
to your goals) Make sure you are not taking your eye off the ball and
focusing on the HOW versus the clearly defined WHAT!</span><span style="font-family: Calibri;"> </span></div>
<br />
<div style="margin: 0px;">
<span style="font-family: Calibri;">If your answer to any of these questions was, “Uh…,” then
let’s talk. This is a major point of emphasis for our team this
year. We want to help others develop fundamentally sound
strategic plans, with a governance structure and communication strategies to
gain consensus and alignment within the team and among key groups whose help is
needed to make the plan happen. Let’s do this!</span><span style="font-family: Calibri;"> </span></div>
<br />
<div style="margin: 0px;">
<span style="font-family: Calibri;">I hope each of you enjoyed your holidays and you are ready
to get after it in 2017! <a href="mailto:tmagness@academyleadership.com" target="_blank">Let me know</a> how I can help! Lead the Way! That's <a href="http://www.leaderbusiness.blogspot.com/" target="_blank">Leader Business</a>!</span></div>
<div style="margin: 0px;">
<span style="font-family: Calibri;"><br /></span></div>
<div style="margin: 0px;">
<span style="font-family: Calibri;"><span style="font-size: x-small;"><i><b>P.S. See our full schedule of "Open Enrollment" leadership "Boot Camps" in Southern California -- </b></i></span><a href="http://www.academyleadership.com/magness" target="_blank"><span style="font-size: x-small;"><i><b>here</b></i></span></a><span style="font-size: x-small;"><i><b>!</b></i></span></span></div>
<b></b><i></i><u></u><sub></sub><sup></sup><strike></strike>Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-81135882637118901082016-08-16T10:39:00.000-07:002016-08-16T20:49:30.032-07:00“How NOT to Micromanage”<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhjbDnup8EV99FL0aC-Akf9jto6cumEHeUyUTzUApg9YkHMhG3h82k-C1Ec85FSeEI2oIG_8eBmVFJMjVVvC3dk8m2rhFP5BQUHt88bVt9BpkLF_ogPqQqlnyzX1r6RZHH-m4DP6QCD5kLs/s1600/micromanagement.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhjbDnup8EV99FL0aC-Akf9jto6cumEHeUyUTzUApg9YkHMhG3h82k-C1Ec85FSeEI2oIG_8eBmVFJMjVVvC3dk8m2rhFP5BQUHt88bVt9BpkLF_ogPqQqlnyzX1r6RZHH-m4DP6QCD5kLs/s320/micromanagement.jpg" width="320" /></a></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I am regularly asked what can leaders do to stay on top of
work assignments, yet NOT be guilty of micromanagement. I offer a couple of
suggestions (please read and share with others!).<o:p></o:p></div>
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<br /></div>
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One, stop telling people HOW to do things! Get out of the
weeds. Instead, use intent. Spend time carefully crafting your intent
(essentially the what and why, also known as task & purpose) and share it
regularly with your team. Let them determine the HOW. Then, before they start
execution, have them share the HOW with you. This allows you to confirm they
will get to the desired destination (i.e. achieve your intent) while empowering
them to think for themselves and solve their own problems.<o:p></o:p></div>
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<br /></div>
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Let me offer a few things to help understand this concept.
One, <a href="https://hbr.org/2014/04/how-ge-applies-lean-startup-practices/" target="_blank">click here</a> to see the article on how GE ran circles around their
competitors in their high-end refrigerator line. Note especially the very clear use of intent in the 4th paragraph from the GE Appliances CEO. The rest is left to the
team to make it happen. They won’t disappoint! Secondly, here is a <a href="https://theascent.biz/what-is-commanders-intent-and-why-does-your-team-need-it-279d7bcd8af6#.rk4f6ny2i" target="_blank">blog on“intent”</a> with a great military example on the importance of the leader’s role
in providing intent for the team:<o:p></o:p></div>
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<br /></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">“Imagine your instructions are to storm a building, clear it of
hostiles, then go secure the roof to make sure that it’s all safe. You storm
the building and then head up to the roof. But, you have no cover. You’re fully
exposed to any of the baddies that may be lurking around. But you follow orders
and put your team in danger.<o:p></o:p></i></b></div>
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<br /></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Now imagine the same scenario, but add the intent of the commander. You
are told to set up on the roof so you can watch the north road to ensure that
no one comes in on it. Knowing this and then seeing the roof with zero cover,
you can make the decision to head down one floor to a room with the windows
facing north. From this room you can watch the road (achieve the intent of the
order) and keep your team out of obvious sight from everyone in the area.”<o:p></o:p></i></b></div>
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<br /></div>
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Some great examples on the importance of intent. Your team
must hear and understand your intent very clearly, allowing them to make their
own decisions and think for themselves, all based on their understanding of
what exactly you expect from them. Clearly defining Purpose, End State, and any
Key Tasks (the 3 elements of intent) will help give people enough clarity on
the outcome, while still being broad enough guidance to allow them to figure
things out on their own.<o:p></o:p></div>
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<br /></div>
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It is a simple concept but when you see the value, you can
understand why this is such a powerful tool:<o:p></o:p></div>
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<br /></div>
<div class="MsoNormal">
1.<span style="mso-spacerun: yes;"> </span>Buy-in /
Ownership. Let’s face it, when you provide the exact solution, you own it.<span style="mso-spacerun: yes;"> </span>People give the bare minimum. When it is
their solution, they won’t stop until it is successful. The pride and esteem
that comes from seeing one’s ideas become real are immeasurable. <o:p></o:p></div>
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2.<span style="mso-spacerun: yes;"> </span>Learning.
Rather than forcing the leader to do all the thinking, this approach engages
the full brain capacity of the entire team. As people figure things out on
their own, consistent with the leader’s intent, they learn, they grow, and they
prepare themselves for problem-solving at increasingly higher levels.<o:p></o:p></div>
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3.<span style="mso-spacerun: yes;"> </span>Initiative.
Know that when leaders offer up their solutions (i.e. they provide the HOW),
that IS the only solution that will ever come to the surface. If instead,
leaders offer intent and allow people to think on their own, the ideas never
stop flowing.<span style="mso-spacerun: yes;"> </span>Some may struggle (and
learn along the way). Others may very well revolutionize your business. As with
the GE example, organizations and leaders who incorporate this practice are
setting the market for others, leading the way with new ideas, products,
services, and initiatives that truly are game-changers.<o:p></o:p></div>
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4.<span style="mso-spacerun: yes;"> </span>Time. When
leaders dictate the HOW, they will find a long line outside their office every
time the conditions change. When leaders provide INTENT, and people determine
their own solutions, the line shortens and leaders can instead focus on what
they SHOULD be doing (higher level thinking, coaching and staff development,
etc.).<o:p></o:p></div>
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Win/win, right? This is how senior leaders communicate. They
provide intent, confirm understanding, then monitor execution, focusing on the
outcome – namely do people / teams achieve the intent?<o:p></o:p></div>
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If you are down in the weeds, try this approach. Use intent
and help unlock the full capability of your high performance team.<span style="mso-spacerun: yes;"> </span>Let your people think for themselves, solve
their own problems, meet your expectations. Provide clarity on intent and set
your people free. That’s…<a href="http://leaderbusiness.blogspot.com/" target="_blank">Leader Business</a>!<o:p></o:p></div>
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P.S.<span style="mso-spacerun: yes;"> </span>You should know
that helping leaders understand intent…and many other concepts…are covered in
our “Leadership Excellence Course” or leadership “Boot Camp.”<span style="mso-spacerun: yes;"> </span>Maybe it is time for you, or your team
members, to put a few tools like this in their leader tool box. I’d like to
help. You can see information on this intense 3-day program -- <a href="http://www.academyleadership.com/excellence/" target="_blank">HERE</a>. Beginning
with our upcoming program in LA (Downey, CA) at the end of the month, <b>for which
we have only a few remaining seats,</b> we have plenty of opportunities for leaders
to go to the next level.<span style="mso-spacerun: yes;"> </span>Here is our
schedule for the remainder of the year:<o:p></o:p></div>
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<b>Upcoming Leadership Excellence Course Schedule:</b><o:p></o:p></div>
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<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-1fcdc941c1384052818b60bb09f5e7a6.aspx" target="_blank">30 Aug – 1 Sep</a><span style="mso-spacerun: yes;"> </span>Los Angeles, CA<o:p></o:p></div>
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<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-e1d36547efd14f37928da285c5d9e99e.aspx" target="_blank">20-22 September</a><a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-e1d36547efd14f37928da285c5d9e99e.aspx" target="_blank"> </a> San Diego, CA<o:p></o:p></div>
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<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-dfe0340aebf44466a27150bde90427f5.aspx" target="_blank">18-20 October</a><span style="mso-spacerun: yes;"> </span>Inland Empire, CA<o:p></o:p></div>
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<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-32d358cc66334d88b25cebb6d2cfe28b.aspx" target="_blank">15-17 November</a><a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-32d358cc66334d88b25cebb6d2cfe28b.aspx" target="_blank"> </a> Orange County, CA<o:p></o:p></div>
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<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-c66fe25668f34d91a01ad63efb5cc106.aspx" target="_blank">13-15 December</a><span style="mso-spacerun: yes;"> </span>Los Angeles, CA<o:p></o:p></div>
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Let me know if you have candidates and we’ll find a way to
make it fit anyone’s budget and schedule! And, as a reminder, program graduates
will receive 36 PDUs / CPEs for completing this program (for CPAs and PMP
Project Managers, respectively).<span style="mso-spacerun: yes;"> </span>Lead
the Way!<o:p></o:p></div>
Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-52104561965350592242016-08-01T11:28:00.000-07:002016-08-01T18:04:16.262-07:00Tell Your Story<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhW3OzPaK9HnbUlic-roYd6N2MW9kMJPqK435PfN6oS6Kb3HujNxIYalb_clczls0gVTUhQt00ko9zjTAiWZD7e3BSOPhCfTiAiyu8ny_dg4xVUHMqsZ1Lz4Hn69JlHRovj0BZSHVNtWdL7/s1600/Tell+Your+Story+Final.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="223" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhW3OzPaK9HnbUlic-roYd6N2MW9kMJPqK435PfN6oS6Kb3HujNxIYalb_clczls0gVTUhQt00ko9zjTAiWZD7e3BSOPhCfTiAiyu8ny_dg4xVUHMqsZ1Lz4Hn69JlHRovj0BZSHVNtWdL7/s400/Tell+Your+Story+Final.jpg" width="400" /></a></div>
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Friends,<u></u><u></u></div>
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While on duty in Afghanistan a few years ago, I did my best to bring a video camera with me on every project visit. It was easy enough to have someone do the filming while I grabbed the local project engineer and asked a few questions about their efforts on the job. It was an opportunity to brag a little about the great people we had and the phenomenal jobs they were doing. Just as important, I wanted those who supported the efforts of those in the field, in my case the architects, contract specialists, and Human Resource professionals, to see the fruits of their labor. It was real progress and they needed to see it. <u></u><u></u></div>
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Here is a link to one of the videos if you are interested: <a data-saferedirecturl="https://www.google.com/url?hl=en&q=https://www.youtube.com/watch?v%3DkqlooMqqZlY&source=gmail&ust=1469934538556000&usg=AFQjCNHETG1SLUqas7MIjtmNGwbwCUybqw" href="https://www.youtube.com/watch?v=kqlooMqqZlY" style="color: #1155cc;" target="_blank">https://www.youtube.com/watch?<wbr></wbr>v=kqlooMqqZlY</a>. You don’t need to watch the whole thing to get the point! They are raw, with little editing, man-on-the-street interviews. One take…never more! Just turn on the camera and let it fly. You can see my guys added some additional background video stuff, easy enough to do these days. But, the interviews themselves were just ad hoc. <u></u><u></u></div>
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A great leader in Los Angeles County’s Public Works Department, Director Gail Farber, has been doing something very similar that you can see here: <a data-saferedirecturl="https://www.google.com/url?hl=en&q=https://www.youtube.com/watch?v%3D2ZppoGuv8ZI&source=gmail&ust=1469934538556000&usg=AFQjCNF5RWlnyHlLy_COEZ5qBpqpuNEBMg" href="https://www.youtube.com/watch?v=2ZppoGuv8ZI" style="color: #1155cc;" target="_blank">https://www.youtube.com/watch?<wbr></wbr>v=2ZppoGuv8ZI</a>. I’ve seen some great videos recently from another great Public Works Department leader, Director Jeff Rigney, in San Bernardino County. He just started doing his and has been getting awesome reviews from his “troops!” For reference, we discussed doing these during the “Communication” module of the leadership programs we did with each of those leadership teams over the last few years.<u></u><u></u></div>
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The point is, the technology is there for us to communicate – both internally and externally. For senior leaders, this is a great way for you to reach all the way to the individual employee, to talk directly to them about what your organization does, the important purpose it fills for those you serve, and to highlight some of the superstars on your team. And, for those who need external communication, why not put your messages on the public domain and let others see your many successes? It’s easy to do and, with a little practice, any one of you can be the next media star!<u></u><u></u></div>
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I was reading earlier today how important this communication is to our newest employees, those millennials. Remember, they have all grown up with an expectation for this sort of communication and the use of tools like YouTube, SnapChat, and Twitter. Meet them where they are and find new and innovative ways to connect people to purpose, you to them, team members to each other and to the customers you serve. <u></u><u></u></div>
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Every one of the leaders I know, whether public or private sector, has a great story to tell. You are doing awesome projects, serving your customers to great effect, and with amazing people doing heroic tasks every day! Get out there and tell it. Ahem…speak into the mike, please!<u></u><u></u></div>
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Lead the Way<span style="color: #1f497d;">! </span>That’s <a data-saferedirecturl="https://www.google.com/url?hl=en&q=http://www.leaderbusiness.blogspot.com/&source=gmail&ust=1469934538556000&usg=AFQjCNEvuO-vkq3vr26UfewLmdcRDrxoqQ" href="http://www.leaderbusiness.blogspot.com/" style="color: #1155cc;" target="_blank">Leader Business</a>.</div>
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<b><u>Upcoming Leadership Bootcamp Schedule:</u></b></div>
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<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-1fcdc941c1384052818b60bb09f5e7a6.aspx" style="font-size: 11pt;" target="_blank">30 August - 1 September | Los Angeles, CA</a></div>
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<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-e1d36547efd14f37928da285c5d9e99e.aspx" target="_blank">20 - 22 September | San Diego, CA</a></div>
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<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-dfe0340aebf44466a27150bde90427f5.aspx" target="_blank">18 -20 October | Inland Empire, CA</a></div>
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<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-32d358cc66334d88b25cebb6d2cfe28b.aspx" target="_blank">15 - 17 November | Orange County, CA</a></div>
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<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-c66fe25668f34d91a01ad63efb5cc106.aspx" target="_blank">13 - 15 December | Los Angeles, CA</a></div>
Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-39332722374476665192016-07-19T07:46:00.000-07:002016-07-19T07:46:50.217-07:00Commitment: How Far Are You Willing To Go?<div class="separator" style="clear: both; text-align: center;">
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<span style="background-color: white; widows: 1;"><span style="font-family: "arial" , "helvetica" , sans-serif;">Leaders,</span></span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="background-color: white; widows: 1;">Many of you know the story of </span><a data-saferedirecturl="https://www.google.com/url?hl=en&q=http://www.history.com/topics/exploration/hernan-cortes&source=gmail&ust=1468983838756000&usg=AFQjCNGe3COH6P51uo9oM8zbqMAhbZc5LQ" href="http://www.history.com/topics/exploration/hernan-cortes" style="background-color: white; widows: 1;" target="_blank">Spanish explorer Cortes</a><span style="background-color: white; widows: 1;">. It is believed that when he landed in Vera Cruz (Mexico) he ordered his men to burn the boats, indicating they had no return, no other options but to settle the new lands they encountered. No buts, no outs, no caveats. Cortes was all in for this new adventure. That is commitment. </span></span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;">In the final session of our multi-session Leadership Development Programs (LDP) with public sector organizations, as we have done with many of you reading this blog, our clients create a series of leadership commitment statements. The intent is to have some standard to hold yourself to, some baseline for corporate leadership behaviors. Like the <a data-saferedirecturl="https://www.google.com/url?hl=en&q=http://leaderbusiness.blogspot.com/2013/03/know-yourself.html&source=gmail&ust=1468983838756000&usg=AFQjCNFZSW4Abu9YX_0Lzmq88hei1hQiAQ" href="http://leaderbusiness.blogspot.com/2013/03/know-yourself.html" target="_blank">personal leadership philosophy</a> does at the individual level, these corporate commitment statements can truly establish an organizational baseline for leader behaviors. Many of our clients have done this with awesome results! <u></u><u></u></span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Where this document can really add value is when you ask the organization (staff) to hold leaders to this standard. Not only can this start an important conversation, it can truly be a foundation for accountability. Leaders can ask staff if they are holding up their respective end of the bargain. When they are not, that feedback can be shared much more readily (in other words, getting feedback on specific statements is much easier than asking for open feedback…which if we are honest, we know doesn’t happen often…if at all!). <u></u><u></u></span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Here is what the Director of the Department who created the commitment statements below shared with me recently (with permission):<u></u><u></u></span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><i>We spent a few months as the Management and Executive team developing this document after your program. It was an interesting process to develop – it assisted us in a big way to take our managers’ meetings in a different direction too. At one point the group got stuck on whether we needed feedback from the troops prior to finalizing. My thought was this document tells the troops how we are going to conduct ourselves as their leaders so what would we do if we received feedback that was contrary to what we believed. When we rolled it out at our Leadership Lunch one of the points we all drove home was if you aspire to be a leader in our organization you should start to live these commitments starting today.</i><u></u><u></u></span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Powerful stuff. What baseline have you established for leaders in your organization? How do you ask for and receive feedback to ensure leaders meet their own standard? How might you, as this particular Department did, establish some clear standard for those who aspire to be leaders on your team?<u></u><u></u></span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Great stuff and perhaps a good discussion at your initial senior leader meeting this week! Let me know if you’d like to know more about this process, and the programs that we lead to help bring these sorts of mature leadership conversations to the table!<u></u><u></u></span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Take a stand. Be accountable. Like Cortes, don’t give yourself, or your leaders, an out. Be all in, fully committed, in a way that leaves no room for interpretation. That is…<a data-saferedirecturl="https://www.google.com/url?hl=en&q=http://www.leaderbusiness.blogspot.com/&source=gmail&ust=1468983838756000&usg=AFQjCNGOVbLw7T5TP96dcxMLTMHtG7RFPA" href="http://www.leaderbusiness.blogspot.com/" target="_blank">Leader Business</a>!</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Tom Magness</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Upcoming Leadership Bootcamp Schedule:</b></span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b><a href="http://www.academyleadership.com/magness/">30 Aug - 1 Sept</a> - Los Angeles, CA</b></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><b>20-22 September - San Diego, CA</b></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><b>18-20 October - Inland Empire, CA</b></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><b>15-17 November - Orange County, CA</b></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><b><a href="http://www.academyleadership.com/magness/">13-15 December</a> - Los Angeles, CA</b></span><br />
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Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-44464486638687576752016-06-13T19:07:00.003-07:002016-06-13T19:07:39.408-07:00Break out the Books...and Sharpen the Pencils<div class="separator" style="clear: both; text-align: center;">
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<i><span style="font-family: inherit; font-size: large;">No matter how busy you may think you are, you must find time for reading, or surrender yourself to self-chosen ignorance. —Confucius</span></i></div>
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Leaders,</div>
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Can I ask you to take just a few minutes to read a short article that might very well change your life, if not your entire organization? Please don’t for a second let the military audience of the article convince you this is not relevant for your team. These are the words of one CEO (here of the U.S. Navy) to his employees. Read it (please!) and then come back to my challenge to each of you below! <a href="http://www.usni.org/magazines/proceedings/2016-06/now-hear-read-write-fight">http://www.usni.org/magazines/proceedings/2016-06/now-hear-read-write-fight</a></div>
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How much are you and your team investing in reading & writing? I know I have mentioned this personally to many of you via our leadership programs. I truly believe these 2 action verbs are absolute requirements to be a professional. </div>
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This was one of the first leadership lessons I learned at West Point. There I learned, not everyone can be part of a profession. There is usually a barrier to entrance, whether education requirements, experience, etc. I am a professional engineer, for example. To gain entry required a degree, studies in specific courses, passing the “Engineering Fundamentals” exam, apprenticeship as a young engineer, and then finally, passing the Professional Engineering (P.E.) exam. For those of you who went through similar “gates” to get to your status within your respective profession – congratulations. That is just the beginning!</div>
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Sustaining one’s membership in any profession is not guaranteed. One of the most important elements to do so is continuing education. I believe that continuing education requirement is both for technical skills and leadership. The profession continues to evolve, requiring members who do the same. And, as I hope the article convinced you, that membership demands two important actions – reading and writing! </div>
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So, I hope you will look at your investment in both of these areas. And not just for yourself, but for your organization. Admiral Richardson raises the bar for all of us in the article with 3 actions he has committed to do for his organization, and which I challenge all of you to consider: </div>
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1. Provide a list of books that have impacted your thinking and professional growth. Most of your leaders aspire to be like you when they grow up (it’s true!). Help them understand what has shaped your thoughts within the profession (again, both technically and as a leader).</div>
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2. Help make those books available to your troops. What better investment can you make in your future leaders?</div>
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3. Create a forum where your team can talk about what they are reading. Exciting, isn’t it? Talk to your IT guys. They’ll set up the framework. You can start some great discussions, one book at a time!</div>
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Finally, I always remind people of the second, and often more challenging, part -- writing. What do professionals read? Often, it is what other professionals have written. When was the last time you (or one of your team) contributed something meaningful for the profession? This is usually possible via trade association journals or magazines. But even if only published in your organization’s newsletter, think about what this does for the team. Create a forum where people can contribute lessons learned, collaborate on new ideas and initiatives. You all are doing cool stuff. Tell people about it! As the Admiral says, “As reading leads to broader thinking, writing leads to clearer thinking.” </div>
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Writing is hard. Writing without jargon, passive voice, circular arguments, and meaningless catch-phrases is even more of a challenge – especially for those of us in organizations whose writing is all of that (try reading some of your policy memos!). I say this with confidence, and from a place of love, because I have read your writings (well, most of you…via your leadership philosophies)! But, I have the solution, and it is simple. Write! The more you do it, the better you will get. Writing will help you connect the dots in your head, making sense out of chaos, and providing the clarity of thought that the Admiral suggests, and your organization needs. Take his advice though, and ask someone you respect to give you feedback before you throw yourself into the arena! I’m happy to help!</div>
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So, I’m challenging all of you, no matter where you are in your respective organization. Make a commitment to “Break out the books and sharpen the pens!” It will make you a better professional and, perhaps more important, could be the forcing function for your entire team to raise the bar. As I mentioned up front, it might very well change your life. It did for me! Heck, if the NAVY can do it…we all can! (I had to say it!)</div>
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Have a great week. As always, don’t hesitate to let me know how I can help in this or any other areas of your professional journey. Lead the Way! <a href="http://www.leaderbusiness.blogspot.com/">That's Leaders Business!</a></div>
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Tom Magness</div>
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P.S. Our next Leadership “Boot Camp” is scheduled for 30 August – 1 September (<a href="http://www.academyleadership.com/magness">www.academyleadership.com/magness</a>). Let me know if you have candidates. All of them will get a heavy dose of both reading and writing, plus much more!</div>
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Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-69125586729820585992016-02-14T15:55:00.002-08:002016-02-14T15:55:43.246-08:00Make Good Choices!<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: "calibri";">Have you given much thought to what guides your personal
decision making?<span style="mso-spacerun: yes;"> </span>Is it mostly “gut feel?”<span style="mso-spacerun: yes;"> </span>Do you consistently use “consensus” to get
buy-in?<span style="mso-spacerun: yes;"> </span>Is emotion perhaps too often
driving your decisions?<span style="mso-spacerun: yes;"> </span>My guess is
whatever you are doing is, for the most part, working for you.<span style="mso-spacerun: yes;"> </span>Otherwise, you would not be where you are
today.<span style="mso-spacerun: yes;"> </span>Nonetheless, I invite you to
reflect this week on how you might go to the next level in your decision making
with some basic principles from this blog posting in the "Let's Grow Leaders" blog:<span style="mso-spacerun: yes;"> </span></span><a href="http://letsgrowleaders.com/winning-well/5-secrets-to-effective-decision-making/?sthash.X8kgfYZa.mjjo"><span style="color: #0563c1; font-family: "calibri";">5
Secrets to Effective Decision Making</span></a><span style="font-family: "calibri";">.<span style="mso-spacerun: yes;">
</span>I summarize the high points with my own thoughts below:</span><br />
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<!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: "calibri";">1.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><!--[endif]--><span style="font-family: "calibri";"><b style="mso-bidi-font-weight: normal;">Be
crystal clear on your values</b>.<span style="mso-spacerun: yes;"> </span>This
is why your </span><a href="http://www.leaderbusiness.blogspot.com/2013/03/know-yourself.html"><span style="color: #0563c1; font-family: "calibri";">personal
leadership philosophy</span></a><span style="font-family: "calibri";"> is so important and why it is always the foundation
of all of our leadership programs.<span style="mso-spacerun: yes;"> </span>Know
what you believe and why, what you value, what are your priorities, etc. <span style="mso-spacerun: yes;"> </span>In fact, knowing these things is step #1.<span style="mso-spacerun: yes;"> </span>Writing them down and sharing them with
others is step #2.<span style="mso-spacerun: yes;"> </span>The all-important and
critical step #3 is asking people to hold you accountable for living that
philosophy.<span style="mso-spacerun: yes;"> </span>We believe this step will
help ensure you make good decisions and “walk the talk” as a leader!</span><br />
<span style="font-family: "calibri";"><o:p></o:p></span> </div>
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<!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: "calibri";">2.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><!--[endif]--><span style="font-family: "calibri";"><b style="mso-bidi-font-weight: normal;">Insist
that people on your team make decisions they should make.</b><span style="mso-spacerun: yes;"> </span>Delegate…and don’t take it back!<span style="mso-spacerun: yes;"> </span>Resist the temptation to solve problems you
could do with ease and let others learn through their own decision making
opportunities.<span style="mso-spacerun: yes;"> </span>Hold them accountable and
use those opportunities to help others learn from the outcome, whether good or bad.<span style="mso-spacerun: yes;"> </span>Don’t use setbacks to pull back decision
making authority.<span style="mso-spacerun: yes;"> </span>Use them to learn key
lessons, talk about risk and how to manage it, and set the conditions for
future decision making success.</span><br />
<span style="font-family: "calibri";"><o:p></o:p></span> </div>
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<!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: "calibri";">3.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><!--[endif]--><span style="font-family: "calibri";"><b style="mso-bidi-font-weight: normal;">Make
low-risk decisions quickly</b>.<span style="mso-spacerun: yes;"> </span>Even
better, see #2 above.<span style="mso-spacerun: yes;"> </span>Quite likely, many
of you don’t even need to be making some of the decisions you make.<span style="mso-spacerun: yes;"> </span>Don’t clog the system, and your limited time
and decision making capacity, with things that can either be decided and move
on…or decided by others.<span style="mso-spacerun: yes;"> </span>Whichever route
you go, make it quick!</span><br />
<span style="font-family: "calibri";"><o:p></o:p></span> </div>
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<!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: "calibri";">4.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><!--[endif]--><span style="font-family: "calibri";"><b style="mso-bidi-font-weight: normal;">Make
decisions once</b>.<span style="mso-spacerun: yes;"> </span>I love the way
Lencioni describes it in “<a href="http://www.amazon.com/Five-Dysfunctions-Team-Leadership-Fable/dp/0787960756/ref=sr_1_1?s=books&ie=UTF8&qid=1455494097&sr=1-1&keywords=5+dysfunctions+of+a+team">The 5 Dysfunctions of a Team</a>.”<span style="mso-spacerun: yes;"> </span>Invite healthy debate.<span style="mso-spacerun: yes;"> </span>Get everyone’s opinion on the table to shape
the best possible decision.<span style="mso-spacerun: yes;"> </span>Go around
the room and let people know to “speak now or forever hold your peace,” that
you are about to make a decision.<span style="mso-spacerun: yes;"> </span>Then…make
it.<span style="mso-spacerun: yes;"> </span>“Here is my decision….”<span style="mso-spacerun: yes;"> </span>Clarity and closure!<span style="mso-spacerun: yes;"> </span>Done…move on.<span style="mso-spacerun: yes;">
</span>Of course, if conditions change, that is always cause to look
again.<span style="mso-spacerun: yes;"> </span>But in most occasions, where the
conditions are the same, don’t reopen that door!</span><br />
<span style="font-family: "calibri";"><o:p></o:p></span> </div>
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<!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font-family: "calibri";">5.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><!--[endif]--><span style="font-family: "calibri";"><b style="mso-bidi-font-weight: normal;">Include
the right players</b>.<span style="mso-spacerun: yes;"> </span>Whenever
possible, get alternative and diverse opinions around the table.<span style="mso-spacerun: yes;"> </span>As in #4 above, encourage…no, <i style="mso-bidi-font-style: normal;">demand</i> healthy debate.<span style="mso-spacerun: yes;"> </span>Doing so not only ensures buy-in going
forward but…will generally lead to better decisions.<span style="mso-spacerun: yes;"> </span>Yes, there is a time and place for a “command
decision.”<span style="mso-spacerun: yes;"> </span>But, take it from the “Colonel,”
those are generally few and far between.<span style="mso-spacerun: yes;">
</span>Most of our decisions are ripe for discussion.<span style="mso-spacerun: yes;"> </span>Look for diversity around your decision
making table.<span style="mso-spacerun: yes;"> </span>Bring in your customers
and those who will be impacted by the decision to have a vote, where
appropriate.</span><br />
<span style="font-family: "calibri";"><o:p></o:p></span> </div>
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<span style="font-family: "calibri" , sans-serif; font-size: 11pt;">OK.<span style="mso-spacerun: yes;"> </span>Now,
these aren’t <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Secrets</i></b> anymore.<span style="mso-spacerun: yes;"> </span>Get out
there and, as our Moms used to tell us kids, “Make good choices!”<span style="mso-spacerun: yes;"> </span>Let me know if I can help with any pending
decisions (see #5 above) or with any of your leadership development needs! Lead the Way. That's <a href="http://www.leaderbusiness.blogspot.com/">Leader Business</a>!</span></div>
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Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-38767392734411045552016-01-31T19:27:00.001-08:002016-01-31T19:27:33.261-08:00The "8% Club"<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjXRGyd4xZppQsCFU3aTOS2KKYt5od61LijZDDoZtn5eLL60l-oP6vBh0R3yvNExv8_LoS7X3zCKBSe98q9u5EGtv4Xn7mprjLlbz3MUZ0jZj4RnF9WBQGWxW-fi_rxnHDuuovyKcX4Rvva/s1600/Execution+success.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjXRGyd4xZppQsCFU3aTOS2KKYt5od61LijZDDoZtn5eLL60l-oP6vBh0R3yvNExv8_LoS7X3zCKBSe98q9u5EGtv4Xn7mprjLlbz3MUZ0jZj4RnF9WBQGWxW-fi_rxnHDuuovyKcX4Rvva/s200/Execution+success.png" width="193" /></a></div>
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<span style="font-family: Calibri;">Leaders,<o:p></o:p></span></div>
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<span style="font-family: Calibri;">An interesting article here from HBR, “</span><a href="https://hbr.org/2015/12/only-8-of-leaders-are-good-at-both-strategy-and-execution"><span style="color: #0563c1; font-family: Calibri;">Only
8% of Leaders are Good at Strategy <i>and</i> Execution</span></a><span style="font-family: Calibri;">.” Their
survey, and subsequent research, identified 5 Acts that “help companies close
the strategy-to-execution gap.” As the article suggests, think of these 5
Acts as “a chance to create an engine of growth for you personally and for the
company (with my editorial comments for your consideration):”<o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><!--[endif]--><span style="font-family: Calibri;"><b>Commit to an Identity</b>. All of our
leadership programs begin with some effort to know yourself. As the adage
goes, the first person you must be able to lead…is YOU! We use a powerful
assessment tool (Energize2Lead) to help leaders understand their wiring.
Rather than change it…own it! We then work with leaders to write their
personal leadership philosophy. You are who you are. Be that person
– consistently. Ask your team to hold you accountable when your actions
do not match your words. Be yourself (if you’ve read my book, you’ll know
that is the first tenet of <i>my own</i> leadership philosophy!).<o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><!--[endif]--><span style="font-family: Calibri;"><b>Translate the Strategic into the Every Day</b>.
I like the perspective in the article that leaders need two kinds of
perspectives – nearsighted and farsighted. In “<a href="http://www.amazon.com/Leader-Business-Battle-Tested-Leadership-Organization-ebook/dp/B009KKVBZY/ref=sr_1_1?ie=UTF8&qid=1454296581&sr=8-1&keywords=leader+business+book+magness">Leader Business</a>,” I wrote
about a military leader’s eyes while driving down a highway in Iraq, on the
lookout for IEDs. Their vision goes from looking far out (How does the
road look ahead?) to right under the tires (Any telling signs of trouble along
the shoulders, movement of dirt, etc.?). Back & forth; near and
far. Yes, the higher up you go, the more time you spend with the far out
(strategic). But, you must be able to switch back to the tactical
regularly, “get your hands into the mud,” and make sure nothing blows up under
the tires. But, make sure it is not at the expense of growing others,
empowering them to do their jobs, and such that you only do the tactical and
not the strategic! Try driving and only look immediately in front of your
vehicle. You won’t make it far!<o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><!--[endif]--><span style="font-family: Calibri;"><b>Put your Culture to Work</b>. I
recently heard Jim Collins (Good to Great) describe culture as the sum of (1)
The People Decisions you Make (hiring, firing, promotions, etc.) and (2) The
Behavior of Leaders in Key Positions. What are you role modelling for
your organization to demonstrate your culture? As the article suggests,
you can’t do this from your office (or by email). You need to be seen and
heard. That <i>is</i> your culture!<o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><!--[endif]--><span style="font-family: Calibri;"><b>Cut Costs to Grow Stronger</b>. No
resource is more important to you and your team than your personal time and
attention. Allocating enough to both strategy <u>and</u> execution, every
day, will put you in what appears to be elite company. Just look at the
week ahead. My guess is you’ve got plenty of activities planned for
influencing execution (project reviews, metrics, meetings, etc.) What
about the bigger picture? Where will you influence the strategic thinking
of your organization? Be deliberate about both.<o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><!--[endif]--><span style="font-family: Calibri;"><b>Shape the Future</b>. This one is
huge. Leaders must seek ways to “build an extremely capable team, knowing
that ultimately the future will depend on developing the next generation of
leaders.” What are you doing to grow your leaders – this week?
Challenge them, push them, grow them. Look at what you have budgeted for
leadership development at all tiers of your organization. </span></div>
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<span style="font-family: Calibri;">It goes without saying that I am here to help with all of
these “Acts,” especially the last one. I want to help you and your
leaders be a part of that apparently very elite club – the 8%!! Let me
know how I can help! That's <a href="http://www.leaderbusiness.blogspot.com/">Leader Business</a>! <o:p></o:p></span></div>
Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-15648276760522233392015-12-06T21:30:00.000-08:002016-06-03T22:03:56.007-07:00Embrace Your "Work Family"<div class="separator" style="clear: both; text-align: center;">
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<img src="http://www.hrmorning.com/wp-content/uploads/ThinkstockPhotos-152309438.jpg" height="266" width="400" /></div>
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<span style="font-family: "calibri";">In our work with thousands of public sector leaders across
the U.S., I come across many who argue that work is for work, home
is for home…and never the two shall mix. And we wonder why we struggle
with such a low rate of employee engagement?<o:p></o:p></span></div>
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<span style="font-family: "calibri";">I work with a number of County-level leaders in San
Bernardino County and in fact, was just a few blocks away with another San Bernardino County client during the tragic shooting event last week. You can bet that there is no line there between the
two this week. They are embracing what it means to be a family – to cry,
embrace one another, and help make sense of the senseless – together.
Leaders there are truly being challenged as they start this week to determine
their priorities and lead through what will undoubtedly be a challenging next
few days.<o:p></o:p></span></div>
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<span style="font-family: "calibri";">And what they will no doubt find is that family is what
matters – at home and at work. <o:p></o:p></span></div>
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<o:p><span style="font-family: "calibri";"> </span></o:p><span style="font-family: "calibri";">To the San Bernardino County leaders,
you are in our prayers this week. Be strong and know that we have your
back! The next few weeks will be exhausting, no doubt. Keep up your
energy, look people in the eye, be strong, be real, and don’t hesitate to ask
when you need help!<o:p></o:p></span></div>
<span style="font-family: "calibri";"></span><br />
<span style="font-family: "calibri";">To all of you leading wherever you are, prepare your team for whatever storm lies ahead by
creating strong bonds of teamwork, family, love, pride, and joy. Seek out
ways this week to knock down barriers and create an organization that cares
about people, has leaders who walk the talk and is filled with employees who
all find a true sense of belongingness at work. Hug like it matters.
<o:p></o:p></span><br />
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<span style="font-family: "calibri";">It does. That's <a href="http://www.leaderbusiness.blogspot.com/">Leader Business</a>!</span></div>
Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-57192492939994819512015-11-29T19:43:00.001-08:002016-06-08T14:25:33.649-07:00Lead Change Through "Pain & Remedy"<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: "calibri";">A recent</span><span style="font-family: "calibri";"> article from HBR highlights the importance of leaders
providing context to facilitate change:<span style="mso-spacerun: yes;"> </span>“</span><a href="https://hbr.org/2015/11/to-lead-change-explain-the-context?cm_sp=Article-_-Links-_-Top%20of%20Page%20Recirculation"><span style="color: #0563c1; font-family: "calibri";">To
Lead Change, Explain the Context</span></a><span style="font-family: "calibri";">.”<o:p></o:p></span><br />
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<span style="font-family: "calibri";">In our leadership programs, we talk about “Pain vs. Remedy.”<span style="mso-spacerun: yes;"> </span>In other words, tell people the <b style="mso-bidi-font-weight: normal;"><u>why</u></b> <i style="mso-bidi-font-style: normal;">before</i> you talk about the change.<span style="mso-spacerun: yes;">
</span>What is the pain?<span style="mso-spacerun: yes;"> </span>Why do we need
to change?<span style="mso-spacerun: yes;"> </span>What if we don’t?<span style="mso-spacerun: yes;"> </span>What are the good things that we are missing
now, but that are possible in this new future?<span style="mso-spacerun: yes;">
</span>How does this fit in the big picture?<span style="mso-spacerun: yes;">
</span>Then, once you have their attention…go to the remedy.<span style="mso-spacerun: yes;"> </span>What is the new way?<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
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<span style="font-family: "calibri";">No one likes pain!<span style="mso-spacerun: yes;">
</span>Help them see it first before you introduce the solution!!<span style="mso-spacerun: yes;"> </span>Provide context so the change of direction
make sense!<o:p></o:p></span></div>
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<span style="font-family: "calibri";">Think about how you might highlight context this week for an
important area of change in your team.<span style="mso-spacerun: yes;">
</span>Talk about pain and remedy and see if you might “move the needle” a
little more with people who more readily embrace the changes you seek!<o:p></o:p></span></div>
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<span style="font-family: "calibri";">That's <a href="http://www.leaderbusiness.blogspot.com/">Leader Business</a>!</span></div>
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<b><i><span style="font-size: 10pt; mso-ascii-font-family: Calibri; mso-bidi-font-family: "Times New Roman"; mso-hansi-font-family: Calibri;"><span style="font-family: "calibri";">P.S.
Leadership “Boot Camp” for Public Sector Leaders, 16-18 Dec 2015 in Los Angeles
(San Pedro / Fort MacArthur). A few seats still remain, with registration
closing soon! </span><a href="http://www.academyleadership.com/excellence"><span style="color: #0563c1;"><span style="font-family: "calibri";">www.academyleadership.com/excellence</span></span></a><span style="font-family: "calibri";"> .
Talk to me asap if interested. Government pricing and cheap lodging on
the base are absolutely possible but…you must act pretty quickly!<span style="mso-spacerun: yes;"> </span>Registrations to date include leaders from
public sector organizations at the city, county, and federal level.<span style="mso-spacerun: yes;"> </span>Will be a very cool program!<o:p></o:p></span></span></i></b></div>
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Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-85645251477320277032015-11-22T18:08:00.000-08:002015-11-22T18:08:41.233-08:00Leaders Listen!<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgLqDh_O4uaEij-cTjWtYtYSmZA_9ykHC0gVc5YGVXxSghrjcSYdPrr85Bh8MmUn0h9QFTPHcZJv-rtB4i6hhyphenhyphenCSN_nkQmPgI01xnjJ-ek2wYTQzaXP1L8xlACFpo8rfX-4pOO2Wm9MB3yn/s1600/Leaders+Listen.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="188" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgLqDh_O4uaEij-cTjWtYtYSmZA_9ykHC0gVc5YGVXxSghrjcSYdPrr85Bh8MmUn0h9QFTPHcZJv-rtB4i6hhyphenhyphenCSN_nkQmPgI01xnjJ-ek2wYTQzaXP1L8xlACFpo8rfX-4pOO2Wm9MB3yn/s320/Leaders+Listen.jpg" width="320" /></a></div>
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<span style="font-family: Calibri;">Friends,</span><o:p><span style="font-family: Calibri;"> </span></o:p></div>
<br />
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<span style="font-family: Calibri;">Recently, I had the opportunity to work with a group of
leaders negotiating a series of physical obstacles. After each one, we
conducted a quick “<a href="http://www.leaderbusiness.blogspot.com/search/label/After%20Action%20Reviews">After Action Review</a>” and then rotated leadership roles so
that all participants had a chance to be the leader.<o:p></o:p></span></div>
<br />
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<span style="font-family: Calibri;">In one of the groups, the designated leader said, “Okay
team, here is what I think,” and then proceeded to explain his proposed
solution. Afterwards, he asked, “What do you all think?” The
response: Insert cricket noise! Not a single word and certainly not
anything to counter the “leader’s” suggested way ahead.<o:p></o:p></span></div>
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<span style="font-family: Calibri;">After rotating roles, a subsequent team lead <i><u>began</u></i>
with, “Okay team, what do you think?” That’s right, before she said
anything about her thoughts, she asked for input from the rest of her
team. The result: All sorts of great ideas, one of which ended up
being the way they ultimately decided to go.<o:p></o:p></span></div>
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<span style="font-family: Calibri;">How and when we ask others for input matters greatly.
Those who go first with their own ideas must know that proposal, 99 times out
of 100, will be the way. THE way. Asking others what they think,
without “poisoning the well” with our own solutions, truly makes a
difference. <a href="http://www.leaderbusiness.blogspot.com/search/label/leaders%20listen">Listen</a>, understand, probe with questions, debate.
Then…maybe…give your ideas!<o:p></o:p></span></div>
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<span style="font-family: Calibri;">That’s how you get over most obstacles – physical or
otherwise. Try talking less and listening more to be a great
<a href="http://www.leaderbusiness.blogspot.com/search/label/communication">communicator</a>…and leader! That...is <a href="http://www.leaderbusiness.blogspot.com/">Leader Business</a>!</span></div>
Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-62571101948605617702015-11-03T20:49:00.001-08:002016-06-07T08:25:00.841-07:00What Your Habits Say About You<div class="separator" style="clear: both; text-align: center;">
<span style="color: #1f497d; margin-left: 1em; margin-right: 1em;"><img src="http://www.bepositivebefit.com/wp-content/uploads/2015/04/habits-for-success.jpg" height="230" width="400" /></span></div>
<br />
<span style="color: white;"><span style="color: #1f497d;">Michael McKinney’s
“Leading Blog” has a great post from last month on “</span><span style="color: #1f497d;"><a href="http://www.leadershipnow.com/leadingblog/2015/10/20_habits_to_build_your_leader.html"><span style="color: #0563c1;">20 Habits to Build Your
Leadership On</span></a></span><span style="color: #1f497d;">.”</span><span lang="EN" style="color: #1f497d; mso-ansi-language: EN;"> McKinney says that, “Most of the
actions we take during the day are habits. So, we must be intentional about
what habits we develop and why.” His list of 20 habits fall into 3
categories: Who am I? (Be Humble) Where Do I Want to
Go? (Be Hungry) How Will I Get There? (Be Ready to Hustle). </span><o:p></o:p></span><br />
<span style="color: white;"><u1:p></u1:p>
</span><br />
<span style="color: white;"><span lang="EN" style="color: #1f497d; mso-ansi-language: EN;">It is the habits that result when we put the answers to those questions
into ACTION that define who we are or, as McKinney says, they “create the
playbook for your leadership journey.”</span><o:p></o:p></span><br />
<span style="color: white;"><u1:p></u1:p>
</span><br />
<span style="color: white;"><span lang="EN" style="color: #1f497d; mso-ansi-language: EN;">Mike Reuter in the “</span><span lang="EN" style="color: #1f497d; mso-ansi-language: EN;"><a href="http://threeminuteleadership.com/"><span style="color: #0563c1;">Three Minute Leadership</span></a></span><span lang="EN" style="color: #1f497d; mso-ansi-language: EN;">” blog
sums it up this way:</span><o:p></o:p></span><br />
<span style="color: white;"><u1:p></u1:p>
</span><br />
<span style="color: white;"><span style="color: #1f497d;">Aristotle
wrote: <i>“We are what we repeatedly do. Excellence, then, is not an act,
but a habit.”</i> Warren Buffet said: “<i>Chains of habit are too
light to be felt until they are too heavy to be broken.</i>” John
Dryden tell us: “<i>We first make our habits, then our habits make
us.” </i>And beautifully Frank Outlaw wrote:</span><o:p></o:p></span><br />
<span style="color: white;"><u1:p></u1:p>
</span><br />
<span style="color: white;"><i><span style="color: #1f497d;">Watch your
thoughts; they become words.<br />
Watch your words; they become actions.<br />
Watch your actions; they become habits.<br />
Watch your habits; they become character.<br />
Watch your character; it becomes your destiny.</span></i><o:p></o:p></span><br />
<span style="color: white;"><u1:p></u1:p>
</span><br />
<span style="color: white;"><span lang="EN" style="color: #1f497d; mso-ansi-language: EN;">In all of my leadership programs, we call
the written accounting of these habits, your “Personal Leadership Philosophy
(PLP).” Writing your PLP helps you understand your habits and why they
are important to you, putting your thoughts into words. Sharing it with
your team allows people to have insight into your character and hold you
accountable to “walk the talk,” making sure your actions / habits match your
words. It is a powerful exercise, to which I know many of you can
attest! </span><o:p></o:p></span><br />
<span style="color: white;"><u1:p></u1:p>
</span><br />
<span style="color: white;"><span lang="EN" style="color: #1f497d; mso-ansi-language: EN;">For those who have a written PLP, pull it out today and make sure you are
meeting the mark, that your habits are taking you where you want to go.
If you need a little course correction, let this be it. And if you don’t
have that written account of your “habits,” let’s work on this together.
Read the “20 Habits” article and put a few things in writing. I
am here to help!</span><o:p></o:p></span><br />
<span style="color: white;"><u1:p></u1:p>
</span><br />
<span lang="EN" style="color: white; mso-ansi-language: EN;">That's <a href="http://www.leaderbusiness.blogspot.com/"><span style="color: blue;">Leader Business</span></a>!</span>Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-19517117066623794392015-09-27T18:31:00.000-07:002016-06-08T14:29:05.187-07:00Avoid "GroupThink"<img src="http://innovategov.org/wp-content/uploads/2012/10/groupthink1.jpg" height="266" width="400" /><br />
<br />
<span style="color: #1f497d;"><span style="color: white; font-family: "calibri";">Leaders,<o:p></o:p></span></span><br />
<span style="color: white;"><br /></span>
<br />
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<span style="color: white;"><span style="font-family: "calibri";">A couple of thoughts on the
fiasco at Volkswagen. If you somehow missed it last week, here is a
<a href="http://www.bbc.com/news/business-34324772" target="_blank">summary</a></span><span style="font-family: "calibri";">.
Yes, the CEO has apologized and been fired. Massive fines, criminal
investigations, and a worldwide recall for diesel engine vehicles only hints at
the trouble ahead for the company. What a mess. <o:p></o:p></span></span></div>
<span style="color: white;"><br /></span>
<br />
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<span style="color: white;"><span style="color: #1f497d;"><span style="font-family: "calibri";">The issue to consider here
is…how does a leadership team allow this practice to take hold? Surely
people knew. This scandal was too complex, too massive to be hidden from
VW’s entire leadership team. They had to have known.</span></span><span style="color: #1f497d;"><o:p><span style="font-family: "calibri";"> </span></o:p></span></span></div>
<span style="color: white;"><br /></span>
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<span style="color: #1f497d;"><span style="color: white; font-family: "calibri";">“Groupthink,” in which teams
stop challenging decisions, stop asking questions, go along to get along,
despite what should be obvious signals is probably more common than we’d like.
When present, “Groupthink” causes teams to miss obvious signals, to accept
what is clearly inappropriate, or avoid conflict because of things like
charisma or charm. “Groupthink” is the cause of many inadequate decisions
and, as we will see in the days ahead with VW, can be the source of long term
pain, even death, of organizations.<o:p></o:p></span></span></div>
<span style="color: white;"><br /></span>
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<span style="color: #1f497d;"><span style="color: white; font-family: "calibri";">Think your team might be prone
to “Group think?” <a href="https://www.linkedin.com/pulse/volkswagen-story-groupthink-dr-marla-gottschalk?trk=prof-post" target="_blank">Here’s a short article</a> which addresses 4 great questions to ask your
leadership team at your “Monday meeting” this week:</span></span></div>
<span style="color: white;"><br /></span>
<br />
<ol>
<li><div class="MsoNormal" style="margin: 0in 0in 0pt;">
<span lang="EN" style="mso-ansi-language: EN; mso-fareast-font-family: "Times New Roman";"><span style="color: white; font-family: "calibri";">Do we have varied viewpoints and voices in our group/team?<o:p></o:p></span></span></div>
</li>
<li><div class="MsoNormal" style="margin: 0in 0in 0pt;">
<span lang="EN" style="mso-ansi-language: EN; mso-fareast-font-family: "Times New Roman";"><span style="color: white; font-family: "calibri";">Are we open to dissent — or do we tend to shut it down?<o:p></o:p></span></span></div>
</li>
<li><div class="MsoNormal" style="margin: 0in 0in 0pt;">
<span lang="EN" style="mso-ansi-language: EN; mso-fareast-font-family: "Times New Roman";"><span style="color: white; font-family: "calibri";">Are we insular? Do you we put up walls?<o:p></o:p></span></span></div>
</li>
<li><div class="MsoNormal" style="margin: 0in 0in 0pt;">
<span lang="EN" style="mso-ansi-language: EN; mso-fareast-font-family: "Times New Roman";"><span style="color: white; font-family: "calibri";">Have we shared our plan with members of the organization, that can offer another perspective?</span></span></div>
</li>
</ol>
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<span lang="EN" style="color: #1f497d; mso-ansi-language: EN;"><span style="color: white; font-family: "calibri";">Make
quality, values-based, decisions. Avoid “Groupthink.” Lead the Way!<o:p></o:p></span></span></div>
<span style="color: white;"><br /></span>
<span style="color: white;">That's <a href="http://www.leaderbusiness.blogspot.com/" target="_blank">Leader Business</a>!</span><br />
<span style="color: white;"><br /></span>
<br />
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</div>
<b><i><span style="font-size: 9pt;"><span style="color: white; font-family: "calibri";">Upcoming Leadership
Workshops<o:p></o:p></span></span></i></b><br />
<span style="color: white;"><br /></span>
<br />
<div class="MsoNormal" style="margin: 0in 0in 0pt;">
<b><i><span style="font-size: 9pt;"><span style="font-family: "calibri";">12-14
October
</span><a href="http://www.academyleadership.com/magness/"><span style="color: #0563c1; font-family: "calibri";">San Diego</span></a><span style="font-family: "calibri";"> (3
Seats Remaining)<o:p></o:p></span></span></i></b></div>
<span style="color: white;"><br /></span>
<br />
<div class="MsoNormal" style="margin: 0in 0in 0pt;">
<b><i><span style="font-size: 9pt;"><span style="font-family: "calibri";">15-17
December
</span><a href="http://www.academyleadership.com/magness/"><span style="color: #0563c1; font-family: "calibri";">Los Angeles (Public Sector
Only)</span></a><o:p></o:p></span></i></b></div>
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Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-43958766618865906592015-09-13T20:21:00.000-07:002015-09-13T20:22:08.499-07:00Have a "Growth Mindset!"<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="http://www.giveagradago.com/blog/wp-content/uploads/growth-pic.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://www.giveagradago.com/blog/wp-content/uploads/growth-pic.jpg" height="197" width="320" /></a></div>
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<span style="font-family: Calibri;"></span> </div>
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<span style="font-family: Calibri;">Friends,<o:p></o:p></span></div>
<br />
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<span style="font-family: Calibri;">Fantastic article on the importance of having a “growth
mindset” as a more important indicator of success than simple
intelligence. I believe it!!! What can you do to demonstrate this
“growth mindset” this week? What could you do to encourage it in others,
especially in times of failure or setback? Find opportunity in everything
you do! Read the article <span style="background-color: #f3f3f3;"><a href="https://www.linkedin.com/pulse/why-attitude-more-important-than-iq-dr-travis-bradberry?trk=hp-feed-article-title-share" target="_blank">here</a></span>.</span></div>
<br />
<br />
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<span style="font-family: Calibri;">Lead the Way!<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 0pt;">
<span style="font-family: Calibri;">Tom Magness<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 0pt;">
<o:p><span style="font-family: Calibri;"> </span></o:p></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 0pt;">
<b><i><span style="font-size: 9pt;"><span style="font-family: Calibri;">Upcoming Leadership
Workshops<o:p></o:p></span></span></i></b></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 0pt;">
<b><i><span style="font-size: 9pt;"><span style="font-family: Calibri;">12-14
October
</span><a href="http://www.academyleadership.com/magness/"><span style="color: #0563c1; font-family: Calibri;">San Diego</span></a><span style="font-family: Calibri;"> (3
Seats Remaining)<o:p></o:p></span></span></i></b></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 0pt;">
<b><i><span style="font-size: 9pt;"><span style="font-family: Calibri;">15-17
December
</span><a href="http://www.academyleadership.com/magness/"><span style="color: #0563c1; font-family: Calibri;">Los Angeles (Public Sector
Only)</span></a><o:p></o:p></span></i></b></div>
Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-53703346272105602942014-01-02T08:27:00.000-08:002014-01-02T08:28:04.873-08:00It Ain't the Money!<div class="separator" style="clear: both; text-align: center;">
<iframe allowfullscreen='allowfullscreen' webkitallowfullscreen='webkitallowfullscreen' mozallowfullscreen='mozallowfullscreen' width='320' height='266' src='https://www.youtube.com/embed/u6XAPnuFjJc?feature=player_embedded' frameborder='0'></iframe></div>
Dear Friends,<br />
<br />
I've been sharing the Dan Pink video above with my <a href="http://www.academyleadership.com/" target="_blank">Academy Leadership</a> clients. It dove-tails nicely with this <a href="http://www.mckinsey.com/insights/organization/motivating_people_getting_beyond_money?cid=other-eml-ttn-mip-mck-oth-1312" target="_blank">McKinsey article</a> on motivation.<br />
<br />
So, watch this short video and read the article. Then decide what you are going to do in 2014 to get the most from your team. Spoiler alert: It ain't the money!!!<br />
<br />
If you want to know more about what your people really want from you in 2014,<a href="http://www.forbes.com/sites/glennllopis/2013/12/27/7-things-you-should-expect-from-your-leaders-in-2014/" target="_blank"> here is a good start</a>!<br />
<br />
Happy 2014 to each and every one of you. I'm starting my year with a commitment to write more, to learn more, and to listen more. I hope to finish Book #2 this year. Correction...I WILL finish Book #2 this year!! Stay tuned.<br />
<br />
For those who might be interested (especially for those of you in Southern California -- or who want to escape to SoCal during the winter!), here is my winter/early spring Academy Leadership workshop schedule:<br />
<br />
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<b><i><span style="font-family: Calibri;">27-29 January Los Angeles<o:p></o:p></span></i></b></div>
<br />
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<b><i><span style="font-family: Calibri;">11-13 February San Diego<o:p></o:p></span></i></b></div>
<br />
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<b><i><span style="font-family: Calibri;">18-20 March Orange County<o:p></o:p></span></i></b></div>
<br />
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<b><i><span style="font-family: Calibri;">15-17 April Los Angeles</span></i></b></div>
<br />
If any of these dates fit your schedule, and you are looking to stretch a little, check it out. To learn more, <a href="http://www.academyleadership.com/excellence" target="_blank">here is the website</a>. <br />
<br />
God bless and have a great 2014!!<br />
<br />
Hooah!Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-41293598351875690052013-05-20T12:56:00.000-07:002013-05-20T12:56:29.102-07:00Engagement Matters<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<div style="margin-left: 1em; margin-right: 1em;">
<a href="http://www.youtube.com/watch?v=pZcEYVYMhV0&feature=youtu.be" target="_blank"><img height="215" src="http://www.academyleadership.com/images/ALCommercial.jpg" width="320" /></a></div>
<br />
<br />
Government Official Accused of Cover-Up....<br />
<br />
Agency Head Pleads Ignorance on Actions of Subordinates....<br />
<br />
$1.2M spent on Operators of Fully-Automated "Members Only" Capitol Elevator....<br />
<br />
Can we all agree that leadership in government agencies at all levels matters today more than ever? It is unquestionably a challenging environment -- shrinking budgets (at least at the state and local level), an increasingly disengaged workforce, and disparaging comments from all sides. But aren't these the conditions in which proven, effective leaders have to step up? Come on, people. We are better than this!!! Where are the LEADERS???<br />
<br />
Federal Times had an article last month that suggested that over half of federal workers in some offices were looking for an exit (see the article <a href="http://www.federaltimes.com/article/20130414/PERSONNEL02/304140006/At-many-offices-half-staff-think-leaving?odyssey=nav|head" target="_blank">here</a>). Now, before you applaud and wish them farewell, let's look at this another way. These people are, for the most part, just like the rest of us, just as capable, and just as well educated. I've worked with many of them and they are mostly solid professionals who want to do well, serve their communities, and take care of their people. Losing half of them and then having to hire and train replacements is not the solution. If you are hoping for greater efficiency -- <em>that</em> is not the answer!<br />
<br />
What we need in government are real, no kidding, leaders! Leaders who know the importance of the mission and do not quit until they've met it. Leaders who don't make excuses and who hold themselves and their people accountable. Leaders who don't think "Bigger is Better" but rather that "Better is Better." Leaders who measure their output not by the size of their budget or their department but rather by the satisfaction of their customers, their speed of delivery, and the value (output/cost) of their deliverables. Leaders who take care of their people, deal with conflict, manage priorities, coach for performance, and invest in the growth and development of their people. Is this too much to ask?<br />
<br />
The Federal Times article points to general dis-engagement among the workforce: <em>“When people are not engaged, they are looking for other jobs, and when they are looking for other jobs, they are not giving their discretionary energy to accomplish the organization’s goals and objectives.”</em> In other words, I'll put it this way...IT'S THE LEADERSHIP, STUPID!<br />
<br />
If dis-engagement is the problem, then leaders have a direct responsibility to address the problem. Fast Company, in "<a href="http://www.fastcompany.com/3009012/the-costs-of-ignoring-employee-engagement" target="_blank">The Costs of Ignoring Employee Engagement</a>," suggests that organizations (and I would argue both in the public <em>and</em> private sector) with high employee engagement reap the following performance outcomes:<br />
<br />
* 37% lower absenteeism<br />
* 25% lower turnover (in high-turnover organizations)<br />
* 65% lower turnover (in low-turnover organizations)<br />
* 28% less shrinkage<br />
* 48% fewer safety incidents<br />
* 41% fewer patient safety incidents<br />
* 41% fewer quality incidents (defects)<br />
* 10% higher customer metrics<br />
* 21% higher productivity<br />
* 22% higher profitability<br />
<br />
Now...I don't know about "28% less shrinkage." Sounds like something from a Seinfeld episode!! But these are all positive results from leaders who get out from behind their computers and directly engage their employees. These are organizations with character, led by leaders who set the tone for their organization. This is what we get from real, positive, purposeful leadership. The same article then goes on to suggest these 5 things that leaders can do to influence this:<br />
<br />
<strong><em>1. The organization is the most powerful influencer of employee engagement.</em></strong> In other words, the structure of management systems and processes heavily affect the level of a worker’s interest in his or her job.<br />
<br />
<strong><em>2. There is no single “right model” for a high-performance culture; the most effective approach depends on an organization’s strategic priorities.</em></strong> Leaders determine the appropriate approach and work tirelessly to ensure penetration to every level of the organization.<br />
<br />
<strong><em>3. Employees are eager to invest more of themselves to help the company succeed, but want to understand what’s in it for them.</em></strong> Leaders get the most from their people. Employees willingly align their best efforts to acheive the best for the team.<br />
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<strong><em>4. Senior leaders need to make the leap to a more inspirational and engaging style of leadership to help drive higher engagement.</em></strong> Don't lead through email. Get up, get out, and get going!<br />
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<strong><em>5. Companies need to understand their employees as well as they understand their customers to design a work environment and experience that will drive higher engagement and performance.</em></strong> Find out what it takes to motivate people, each of whom is different, and ENGAGE!!<br />
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So, if you are a leader and you read these areas, insert your name where you see, "Companies need to...." This is what we expect from our leaders, who recognize that effective organizations are the direct result of effective, engaged employees. There are no excuses for not doing this. Don't blame the budget cuts or point fingers at someone or something else. YOU, Mr. or Mrs. Government Leader, are responsible for your people and everything they do. <br />
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For the rest of us, let's demand better from our public sector leaders. Let's insist that public sector leaders go through rigoruous selection processes to determine if they are cut out for leadership and that there is an appropriate injection of leadership training throughout their professional journey. Let's ensure that before we appoint people to positions in which they must balance budgets, hire/fire, establish a culture of innovation and character, and take on increasingly challenging and complex issues, that they have the bona fides to do so. <br />
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In other words, let's demand the same thing from the public sector that we expect from those in the private sector. No more/no less. These things are fixable. Competent, well-trained leaders can identify priorities and effectively set goals. Capable leaders can communicate with their team and create a motivational climate. Effective leaders can engage their people and set the conditions for organizational success. I have seen pockets of excellence at the municipal, county, state, and federal level. So, there are no excuses. Don't make us go all "Donald Trump" on you. Step up and start leading.<br />
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If we don't, this problem will only get worse. Leadership truly matters. Now more than ever. And that...as the picture below suggests, is <a href="http://www.leaderbusiness.blogspot.com/" target="_blank">Leader Business</a>!!<br />
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<br />Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-79869586820818699612013-04-21T15:04:00.000-07:002013-04-21T15:04:26.588-07:00Collisions<div class="separator" style="clear: both; text-align: center;">
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<em>Innovation is often the result of random conversations -- collisions -- where ideas outside your industry are applied to your own. We want to acccelerate those collisions among people.</em> <strong>Tony Hsieh, CEO Zappos</strong><br />
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<span style="font-family: inherit;">I’ve been challenging the leaders with whom I am doing
executive coaching to think differently about how to generate new ideas and
creative solutions.<span style="mso-spacerun: yes;"> </span>Too often, we
default to traditional sources such as discussion with peers or attendance at
industry or trade group events.<span style="mso-spacerun: yes;"> </span>Not that
these are bad things but, if this is the only exposure to different ways of
thinking, don’t be surprised when we find ourselves limited to <i style="mso-bidi-font-style: normal;">traditional</i> solutions.<span style="mso-spacerun: yes;"> </span>We need to seek out collisions.<o:p></o:p></span><br />
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<span style="font-family: inherit;">Several years ago, my brother introduced me to Fast Company
magazine.<span style="mso-spacerun: yes;"> </span>With heavy components of
design, IT, and sustainability, it was not really connected to my own
profession (at the time military engineering).<span style="mso-spacerun: yes;">
</span>But, I am quite certain that I took some idea from every issue and have
been a loyal subscriber for almost 15 years now.<span style="mso-spacerun: yes;"> </span>I find the same thing in Inc. magazine, a
periodical devoted to entrepreneurs and creativity in business.<span style="mso-spacerun: yes;"> </span>I’ve got stacks of pages I have ripped out,
saving for some later use.<span style="mso-spacerun: yes;"> </span>I am quite
certain my military teams benefitted from these ideas, all from quite different
settings.<o:p></o:p></span></div>
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Whatever it might be, we need collisions.<span style="mso-spacerun: yes;"> </span>I have been to a few of my buddy Steve’s
monthly </span><a href="http://ripplecentral.com/" target="_blank"><span style="font-family: inherit;">Ripple</span></a><span style="font-family: inherit;"> sessions.<span style="mso-spacerun: yes;"> </span>These are
networking groups in Austin with amazing diversity, people with whom I would
otherwise never meet, yet ideas I would most certainly be a fool to miss.<span style="mso-spacerun: yes;"> </span>These events (Steve calls them Ripples)
generate collisions – with people, ideas, and concepts different than my
own.<span style="mso-spacerun: yes;"> </span>They may not be perfectly aligned
with what I do but they may be enough to move my thinking in a direction I
otherwise may never choose.<o:p></o:p></span><br />
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<span style="font-family: inherit;">The same can be said for the relationships we make and the friends
we collect.<span style="mso-spacerun: yes;"> </span>We need to be intentional
about seeking out people and ideas different from our own.<span style="mso-spacerun: yes;"> </span>The dialogue may not change our perspective
but it will most certainly help strengthen our arguments, identify weaknesses
in our positions, and cause us to examine our assumptions.<span style="mso-spacerun: yes;"> </span>Two of my dearest friends could not be
further from me politically.<span style="mso-spacerun: yes;"> </span>Yet, every
time I am with them, I am inspired by their passionate convictions and the
energy they have for what they do. <span style="mso-spacerun: yes;"> </span>They
both make me think and for those collisions, I am thankful.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
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Finally, leaders are responsible for creating collisions
within their organizations.<span style="mso-spacerun: yes;"> </span>From the
April 2013 Inc. magazine, “Teams produce many more ideas when team members are
encouraged to challenge one another in a debate setting, according to a 2004
study in The European Journal of Social Psychology.”<span style="mso-spacerun: yes;"> </span>Co-author of the study, Jack Goncalo, a
professor of organizational behavior at Cornell University, says that debate “makes
people diverge, so it reduces conformity.<span style="mso-spacerun: yes;">
</span>It also fosters competition.”<span style="mso-spacerun: yes;">
</span>Leaders seek opportunities for this sort of healthy debate in meetings
and when evaluating alternatives for solving problems.<span style="mso-spacerun: yes;"> </span>These collisions, not between people but among
competing <em>ideas</em>, are exactly what we need in our organizations to help break
the mold and broaden our thinking.<o:p></o:p></span><br />
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<span style="font-family: inherit;">As leaders, we cannot allow ourselves to be satisfied with
the status quo.<span style="mso-spacerun: yes;"> </span>We must keep growing,
keep developing.<span style="mso-spacerun: yes;"> </span>Sometimes, a good, solid collision is exactly what we need.</span></div>
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Let’s commit to collisions today.<span style="mso-spacerun: yes;"> </span>Subscribe to a magazine, pick up a book, or join
a group that is different than your norm.<span style="mso-spacerun: yes;">
</span>Generate some healthy debate in your meetings.<span style="mso-spacerun: yes;"> </span>Get outside of your comfort zone.<span style="mso-spacerun: yes;"> </span>Do yourself a favor though.<span style="mso-spacerun: yes;"> </span>Have a pen and paper handy.<span style="mso-spacerun: yes;"> </span>You never know when one of those collisions
might be a game-changer.<span style="mso-spacerun: yes;"> </span>That’s <em><a href="http://www.leaderbusiness.blogspot.com/" target="_blank">LeaderBusiness</a></em>.</span><span style="mso-spacerun: yes;"><span style="font-family: Calibri;"> </span></span><span style="font-family: Calibri;"></span>Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-62529364981731050362013-03-19T13:03:00.004-07:002013-03-19T13:03:57.185-07:00Know Yourself<div class="separator" style="clear: both; text-align: center;">
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<em>“If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.”</em> <strong>Sun Tzu</strong><br />
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Sun Tzu, the famous Chinese general, had it right. The first step toward victory is to know yourself. In battle, it means to know your strengths (and how to leverage them) and your weaknesses (and how to protect them). It means that before entering the arena, leaders <em>must</em> make an accounting for who they are and what they bring to the fight.</div>
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I believe this fundamental first step is absolutely the case in any leadership position. Leaders must know themselves before they can lead others. They must recognize how they are wired, how they respond under stress, and how they process information in order to be able to give and receive orders or to attempt to lead others. Leaders must first and foremost be comfortable in their own skin, with a high degree of self-awareness about strengths, weaknesses, and tendencies. Once they do, they can recognize how they process information and clearly articulate expectations to others.</div>
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In <a href="http://www.academyleadership.com/" target="_blank">Academy Leadership</a>, we offer 3-day leadership workshops (Boot Camps) in which we spend the first day focusing almost entirely on "knowing yourself." Two of the key components of this first day are the Energize2Lead<span style="font-size: xx-small;">TM</span> profile and the development of the "Personal Leadership Philosophy." They really are critical first steps on a leader's journey to know one's self.</div>
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<strong>Energize2Lead<span style="font-size: xx-small;">TM </span>(E2L).</strong> We are all wired differently. Surprised? Don't be! You are lucky if 1 out of every 4 people are wired like you. More than likely, it is not even that many. In all likelihood, the people around you have different motivations, likes/dislikes, and respond to pressure in ways that you do not. It is important for leaders to know this about themselves. For example, my E2L personality profile reveals that I am energized when I can think creatively, make plans, and operate as an entrepreneur. I'm not good at keeping records or following strict procedures. Don't tell me how to do something. Rather, tell me what needs to be done and why -- and I'll figure out the rest. </div>
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Some people work well in teams. Others are driven to execute. Some people thrive in a regulated environment while others enjoy freedom and independence. The point is, each of us has unique wiring that makes us who we are. When we operate "with the grain," we take on jobs and work in environments that take advantage of our strengths. Does this mean that a person like me cannot work in a regulated environment, or do detailed spreadsheets, or document processes? No...but I won't like it! I can get it done but will be exhausted when I finish.</div>
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When I take the effort to understand myself, I can gain a better understanding of those around me. I can recognize how and why people are different. At the same time, I can assemble teams in which people complement each other, where strengths and weaknesses can balance out. One of the things we do in our E2L workshops is produce a "team sheet" that shows the combination of the hard wirings of the members of a particular team. This yields tremendous insight on how the team is wired and/or who might need to take the lead on particular roles in order to get the mission done. I know, for example, that for any team I lead, I better have a detail-oriented deputy to keep me on track. Leaders who know themselves, know how to position themselves and their team for success.</div>
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<strong>Personal Leadership Philosophy.</strong> Leaders who know themselves, take the time to explain who they are, how they operate, and what they expect from those they lead. This is the beginning of transparency within an organization. It leads to consistency from leaders who have clearly articulated their standards to people who can know exactly where their leader stands, how they wish to be communicated with, and what they value. In simple math, transparency plus consistency yields mutual trust within any team. No team can be successful, in any arena, without a high degree of trust for their leader.</div>
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In Academy Leadership (as well as in the <a href="http://www.thayerleaderdevelopment.com/" target="_blank">Thayer Leader Development Group's</a> programs at West Point), we emphasize the importance of the personal leadership philosophy. We deliberately work with leaders to help them articulate their values, priorities, and idiosyncracies, putting their hard wiring on paper to share with others. While painful to do (especially for engineers like me!), it is key to knowing yourself. Written out, in about 500 words or so, it says to our teammates, "This is who I am and how I operate. Hold me accountable to this standard." Refreshing, isn't it? No surprises, no hidden agendas. You know exactly where you stand and what to expect from a leader who articulates his/her leadership philosophy and asks for feedback if they aren't living up to those standards. Barriers come down, doors open, and people trust each other. It happens when leaders know who they are -- and share it with those they lead.</div>
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So, what about you? Have you taken the time to really understand who you are, what you value, how you are energized, and how you deal with stress? Believe me, your teammates want to know this about you. They want to be led by a warrior who strives for the best from himself, as well as from others. </div>
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Sun Tzu said that a leader who knows the enemy and himself cannot be defeated. I think that when we fail to take this critical first step, we become our own worst enemy. We try to be something we are not. We try to hide our weaknesses or blind spots, rather than accounting for them with the support and interaction of others. Have no doubt, when the enemy is us, we can forget being successful in battle, let alone having people who will willingly join our team. </div>
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Your troops deserve better. Know yourself. Take some steps to be the best YOU that you can. That is the first step toward victory -- on any battlefield. That's <a href="http://www.leaderbusiness.blogspot.com/" target="_blank">Leader Business</a>.</div>
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<span style="font-size: x-small;"><em>P.S. If you want more information about "knowing yourself," drop me a note. I've got a big mirror that I would be happy to lend to you!</em></span></div>
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Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com2tag:blogger.com,1999:blog-2833862183729859310.post-86635575882062071832013-01-27T14:39:00.000-08:002013-01-27T14:39:36.988-08:00The "Buzz" About Leadership<img alt="" class="rg_hi uh_hi" data-height="194" data-width="259" height="299" id="rg_hi" src="https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcRsHt3PoxKF-jO0vMqHJ1r5vUN0fYxllaUilugL5BZjfA5goIvjUg" width="400" /><br />
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At a recent presentation I made in Orange County, a woman asked about the importance of charisma in leadership. She thought I had sort of an automatic advantage because of my height and size (6'4" and 240 lbs). To some extent, she's onto something. Research suggests that when it comes to communication, words only account for 7% of the conveyed message, while 38% is manner, tone, and voice, and the remaining 55% are the accompanying non-verbals, body language, etc. <br />
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So yes, we inspire and motivate people to action through the power of ideas, i.e. <em>what</em> we say, but apparently even more so with <em>how</em> we say it and <em>how</em> we connect with others. What can we take away from this? <br />
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1. If email is your preferred communication style, then be sure that much of the message can be / will be lost. Even if you use ALL CAPS for voice and tone, the lack of non-verbals makes it difficult to ensure that the message is received the way you intended. Face to face is always best.<br />
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2. If you have a strong message and are frustrated with why it doesn't seem to resonate with others, perhaps you need to work on the other 93%! Take a communication class or join a group like Toastmasters to improve <em>how</em> you say what you say.<br />
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3. Consistency matters. To me, charisma is not just smooth talk, but rather alignment between what you say, what you do, and how you say it. In other words, try saying a positive message, with strong tone and voice, but your hands in your pockets and head down, staring at your shoes. The message will still be lost. Charisma is gained by those who can leverage words, tone, and body language together. Charisma in leadership is leveraged by those whose actions align with their words, compelling people to action. You want a positive, inspirational message? Be positive and inspirational! You want people to be motivated to bold, aggressive action? Be motivated, bold, and aggressive! In other words, make sure people see your words...in action.<br />
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So now, an insider secret. Take a look at the little blue guy at the top of this article, inspiring and rallying his troops. He is leveraging a scientific formula that I read about this month. It seems that the University of Pennsylvania's Wharton School of Business found that there was something we (okay...mostly men) can do to appear more dominant, confident and masculine -- as well as appear 4 years older, 1 inch taller, and 13% stronger. All good things. What is it?<br />
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Yep. Just like the blue guy! A shaved head apparently communicates the non-verbal communication of confidence. You see, I'm really only 5'9" and 160 pounds. I just look bigger now that I have given up fighting my cursed genetics. Thanks Mom! Interestingly, the same study also found that men with shaved heads were thought to be considerably less attractive. I choose to ignore that part and attribute it to bad data. Haha!<br />
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Okay, so this particular technique may only help half our readership here! But for all of us, the importance of aligning <em>what</em> we say with <em>how</em> we say it and <em>how</em> we live it is absolutely vital. If we want those we lead to have confidence in us, we need to have confidence in ourselves. Speak with passion. Look people in the eye. Be strong. Apparently it is not the fancy words that inspire people to follow. It's conviction about purpose and communicating that from every pore! It's just that for some of us, like the bald blue man...those pores are a little less...encumbered!<br />
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Communication with purpose is one of the elements of the "<a href="http://www.academyleadership.com/excellence/" target="_blank">Leadership Excellence Course & Executive Coaching</a>" programs that I lead through <a href="http://www.academyleadership.com/" target="_blank">Academy Leadership</a>. These programs in Southern California are highly impactful, action-oriented, small-group sessions targeting leaders and project managers. PMPs receive 36 PDUs for completion.<br />
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Upcoming sessions in Southern California for 2013 include:<br />
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<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-96b3ee0037a44f2cae848d030ec5c5e5.aspx" target="_blank">12-14 March</a> San Diego<br />
<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-dc4a16a8f9af46da91a449c061b50028.aspx" target="_blank">2-4 April</a> Orange County (Irvine)<br />
<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-5903af02386c496381fe1eca5fcb23fc.aspx" target="_blank">7-9 May</a> Los Angeles<br />
<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-d968766ec554421dbe3f9f2d42bd4697.aspx" target="_blank">11-13 June</a> San Diego<br />
<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-ae0849f545164262851072d3c522e2fa.aspx" target="_blank">25-27 June</a> Orange County (Irvine)<br />
<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-fa4473d2a5964ecebabc4fb2c7967682.aspx" target="_blank">9-11 September</a> Los Angeles<br />
<a href="http://www.cvent.com/events/leadership-boot-camp-performance-coaching/event-summary-a0c3658e4eb24f6fa5ab3c628e2dadd1.aspx" target="_blank">7-9 October</a> San Diego<br />
<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-7ee4455bd48d40fe97d4dccf436adf0e.aspx" target="_blank">4-6 November</a> San Diego<br />
<a href="http://www.cvent.com/events/leadership-excellence-course-executive-coaching/event-summary-6f60e38058b54642ab10ff0fe36f2e6f.aspx" target="_blank">9-11 December</a> Orange County (Irvine)<br />
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To get a brochure for this program, <a href="http://www.academyleadership.com/whitepapers/Excellence.asp" target="_blank">go here</a>. <a href="mailto:tmagness@academyleadership.com" target="_blank">Contact me</a> for any questions, group rates, or discount codes! I'd love to see you in these programs.<br />
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I'll bring the clippers!<br />
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That's <a href="http://www.leaderbusiness.blogspot.com/" target="_blank">Leader Business</a>!Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-18555791438381776332013-01-23T03:00:00.000-08:002013-01-23T03:00:04.765-08:00Targeting the Millennials<img alt="" class="rg_hi uh_hi" data-height="180" data-width="281" height="255" id="rg_hi" src="https://encrypted-tbn2.gstatic.com/images?q=tbn:ANd9GcRy1hclGpHFbJ0xJ9Msj6le9W6S8Q5p66w9bkZQ96IxrY0T_xCo7Q" width="400" /><br />
I've been impressed by several leader development statistics lately regarding junior leaders. The first one I shared with you several weeks ago. Harvard Business Review (HBR.org) reported that while managers usually gained their first leadership position at age 30, it wasn't until age 42 that they received their first real leadership training. That is a pretty ugly 12 year gap! What goes on in those 12 years? Mostly learning on the job; a lot of experimentation; and numerous instances of lost talent because no one wants to work for a person who is experimenting with leadership. The cost of that 12 year gap is pretty high -- lower productivity, decreased efficiency, and higher attrition.<br />
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The second statistic I saw this week came from Inc Magazine (Inc.com), in which they referenced the 2012 HR BEAT asking what people most want from employers. The number one answer for "Millennials (less than age 32)?" Training. 40% of young respondents to this survey wanted an investment in their development. While other demographics wanted more money, promotions, or reduced/flexible hours, these young people wanted to be developed.<br />
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The last statistics come from <a href="http://home.bersin.com/" target="_blank">Bersin & Associates</a>, a leading Human Resources research and advisory services firm. Among their findings on leader development, I was struck by the following:<br />
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-- Companies that excel in leader development spend 60% more per person than less sophisticated companies, resulting in TWENTY TIMES greater employee retention.<br />
-- The average annual investment in high performers, those who really drive the success of the company, was $7,100.<br />
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So put all of this together. We have a common problem in the training and development of our young leaders. They are clearly the future. Yet, we abandon them until they get to middle-management. Then, I guess, we try to fix them. If they've bothered to even stay that long!<br />
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While the stereotypical view of millennials is often that they lack focus, are self-centered, and glued to social media, what they really want is to improve. We can't expect them to advance into the 12-year leadership gap and still stick around. They won't. They will go to the companies with the $7,100 annual investment in high performers (and 20X lower retention). They will go where they have opportunities to grow, develop, learn new skills, and demonstrate that their generation is ready to do great things.<br />
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So, take a look at your investment in those junior to mid-grade leaders and your young high performers. Is it time to lock them in and make them part of your succession planning? Might it be time to trade the small investment in leader development for the sort of results (higher retention, better performance) that quality companies see? Short-sited leaders worry about these costs as being too high. Mature leaders with long-term views recognize that they can't afford NOT to make these investments. That's <a href="http://www.leaderbusiness.blogspot.com/" target="_blank">Leader Business</a>.<br />
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<em>Here's how I can help. In 2013, I will be doing a number of intense, 3-day leadership workshops (Boot Camps) targeted toward junior and mid-grade leaders and high performers. These workshops will be held in Los Angeles, Irvine, San Diego, and Ontario. Contact me and let's discuss how "<a href="http://www.academyleadership.com/" target="_blank">Academy Leadership</a>" programs can help you close that 12-year gap and provide the sort of skills and tools that millennials, junior and mid-grade managers, and high performers desperately crave!</em> <em>Dates for upcoming workshops in Southern California can be found on the <a href="http://www.academyleadership.com/" target="_blank">Academy Leadership</a> website.</em>Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-39039876340759281082013-01-21T13:43:00.000-08:002013-01-21T13:43:22.793-08:00Leading in the Fog of War<img alt="" class="rg_hi uh_hi" data-height="194" data-width="259" height="299" id="rg_hi" src="https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcQKV5kNd8yrex4Hh2MmxXZgAY76uqoF8LvhLT7Q0UqaIJCjTGBb" width="400" /><br />
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Can you imagine anything more disconcerting than driving at 100 mph in a
thick fog – with the radio blaring, cell phone ringing, and the kids in the back
seat asking, “Are we there yet?” Yet, isn’t that what it is like operating in
business today? The fog is thick, the pace is rapid, and the distractions are
constant. Where can business leaders find solutions to be able to navigate
through this chaos and produce results in this
very <i>uncomfortable</i> environment?<br />
<br />
Perhaps our military leaders can offer some ideas. If there is anything that
today’s military leaders are comfortable with it is in being…uncomfortable. In
places like Afghanistan (and Iraq before it), spans of control are so broad,
geographic distances are so immense, and challenges so diverse that leaders
cannot possibly be everywhere or know everything that is happening. The fog of
war is an almost constant companion to our military heroes. VUCA – Volatility,
Uncertainty, Complexity, and Ambiguity – is the new normal. <br />
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Much of what we thought about organizational management is grounded in the
“Command & Control” world, a paradigm that just doesn’t fit in today’s VUCA
scenario. Places like Afghanistan are causing us to think differently about
some aspects of leadership. Decision cycles are too compressed to fit within
the top-down Military Decision Making Process (MDMP). Things that were accepted
norms like, “No more than 5-7 direct reports” are not necessarily true. Even
leadership teachings about things like planning, risk, or scope of
responsibility are being re-thought in light of what we are learning
downrange. <br />
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Places like Afghanistan and Iraq have been humbling to those leaders who were
fixated on the “good old days” and could not function in this uncomfortable
environment. Those who have succeeded have been those who recognize the things
that are changing and, more importantly, those that remain constant. It is the
latter that creates the beacon for those who may be lost in the fog, the solid
foundation for those for whom chaos is a constant companion. <br />
<br />
So, with battlefields as confusing as they are, with leadership as we thought
we knew it in evolution, how do leaders provide clarity of purpose and thought
and drive appropriate actions? What follows are some of the enduring
responsibilities for leaders, in any setting, to help make sense of the chaos
and to enable the success of those they lead. These are the bedrock elements
that give today’s leaders comfort, despite how uncomfortable the situation may
be. They give a leader presence, even though not physically present, and drive
the behaviors, decisions, and actions of the team – aligned in task and
purpose.<br />
<br />
-- <b>Values</b>. What is important to us and why? Leaders must ensure that
the organization’s values are clear and reinforced at every opportunity. More
than just a poster in the hallway, the values must truly motivate behavior and
help define black versus white in a world full of gray.<br />
<br />
-- <b>Vision</b>. Where are we going? What is our <i>shared</i> view of the
end state, purpose, and key tasks that will keep us on track? Vision inspires
people to want to do more, especially when times are tough, because they believe
in the purpose and have bought into the organizational direction.<br />
<br />
-- <b>Strategy</b>. How do all of our actions align to get us out of this
chaos and into calmer waters? Strategy adds specificity to the vision and
connects short-, intermediate-, and long-term goals and objectives. Strategy
looks not just at how to execute the mission but also how to improve the
organization (people, systems, processes, etc.) for sustainable success.<br />
<br />
-- <b>Intent</b>. Intent conveys to teammates guidance and direction,
without actually being there. It communicates the desires of the leader, such
that people can answer – for themselves – what would my boss want me to do if
he/she was here? The leader’s intent is the pathway through which people
exercise initiative and take action, without being told, because they
know <i>what</i> is required and <i>why</i>. The <i>how</i> is up to them.<br />
<br />
-- <b>Information</b>. What are the big picture and the context in which we
execute? Nothing enables execution and the exercise of judgment, consistent with
the leader’s intent, like being informed. Leaders <i>over-communicate</i> to
ensure that the vision sounds like a “drumbeat” in people’s heads, keeping them
in step and marching toward victory. No more stovepipe communication that
filters out all but what subordinate leaders <i>think</i> people need to know.
Experienced leaders ensure that everyone has the full story and can take
advantage of opportunities, learn from the challenges of others, and make
decisions that align with the big picture.<br />
<br />
-- <b>Alignment</b>. How do we ensure consistency with regard to our actions,
priorities, and resources? Leaders spend much of their time – in meetings or
just walking around (we call it <i>battlefield circulation</i>) -- checking and
adjusting the alignment of the organization, ensuring the connection of
individual actions with the overall team goals. The role of the leader as
“Chief Alignment Officer” is among the most significant of the leader’s many
responsibilities.<br />
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Be sure, the chaos that defines our overseas operations can be just as
prevalent and equally challenging to business leaders. Change is constant,
decisions are made much closer to the problem, organizations are flatter, and
people are empowered to measure and manage risks and take bold action like never
before. Twenty-first century business leaders, like their counterparts in the
military, either learn to similarly operate in this VUCA environment by putting
their time and energy into the elements above, or risk becoming bureaucratic,
over budget, locked in the past, and teetering on irrelevancy! They do this by
learning to be comfortable being uncomfortable, turning on the “beacon” for
their “troops” as they navigate through the “fog.”<br />
<br />
I originally wrote and published this article on the<a href="http://www.thayerleaderdevelopment.com/news-a-updates/item/january-s-leader-blog-colonel-ret-thomas-magness-pe.html" target="_blank"> Thayer Leader Development</a> website. <br />
“Leading in Chaos” is one of many hot seminar topics I do through the <a href="http://www.thayerleaderdevelopment.com/" target="_blank">Thayer Leader Development Group</a>. Contact TLDG to see how we can use these principles to help steer your
company through the “fog of war.” That's <a href="http://www.leaderbusiness.blogspot.com/" target="_blank">Leader Business</a>!Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-59913380594181451442012-12-27T10:49:00.000-08:002012-12-27T10:49:06.224-08:00March Tables<img height="376" id="il_fi" src="http://realtimecloud.files.wordpress.com/2012/10/timeandmoney2.jpg" style="padding-bottom: 8px; padding-right: 8px; padding-top: 8px;" width="400" /><br />
When I was a young Army lieutenant during the "Cold War," I participated in a REFORGER exercise. This served as the opportunity to practice the worst case scenario that our military strategy envisioned, with the deployment of thousands from the United States to Europe, drawing pre-staged equipment, and fighting east to the East German border. It was all practice, of course, but it helped us understand the implications of moving people and equipment to do battle with the Soviets. <br />
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Movements in Europe were a very challenging operation. Nothing was easy about moving a 60-ton tank with a steel bridge on top of it. It got us across small rivers just fine, but it did not take the narrow turns of Germany's small towns very well. Multiply that times the thousands of trucks, tanks, and armored vehicles that maneuvered by Highway, through small villages, and across open farmland. It was a transportation nightmare, one with no margin for error. One broken down tank could stall thousands of civilian cars and military vehicles behind it.<br />
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Transportation officials orchestrated all of this through published "March Tables." These tables indicated precisely the speed to maintain and when each convoy needed to hit the start point (SP) in order to keep formations from bunching up. To do it correctly, convoys needed to be at the appropriate speed as they pass the SP -- usually a visible landmark like a highway overpass or a bridge over a river.<br />
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These times were important enough to the Commanding General of my unit, the 2nd Armored Division ("Hell on Wheels!"), that he would literally be at the SP, march tables in hand, looking at his watch to see that units met the published timeline. His standard was very clear -- Hit the SP at the appropriate time, + / - 5 seconds. That's right. If you did not get your 60 ton vehicles to the start point within 5 SECONDS of your SP time, you would hear it from him. There was no question what the standard was for all of us. And there was no doubt why. Time mattered.<br />
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I never thought much about it at the time. I was, after all, just a lieutenant. Thinking wasn't really part of my job description. I just did what I was told, ensuring my team understood the standard, and that we met it. But now that I am less a "Doer" and more a "Thinker," I see the value in this approach. Here is where something like this incredibly difficult standard makes sense as I look at it in the rear view mirror:<br />
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<ul>
<li><strong><em>The standard is the standard.</em></strong> It was important that the General mandated a very clear standard. There is no question on "+ / - 5 seconds." The General wanted people to meet this standard but not just because he was a tyrant. The timeliness of organizations hitting the SP would dictate movements for everyone else. Being late would have implications for thousands of others. Standards are set so that everyone -- teammates, peers, superiors -- can have confidence in what we will do. Other things are set in motion accordingly. When we can start to believe that meetings will start and end at a specific time or that others will have tasks completed by a set deadline, when assumptions that we make in planning become reality to those who know they must not let others down, then standards truly add value.</li>
<li><strong><em>Leaders value time.</em></strong> I suspect that the General was making a clear point that time mattered, that what we do with time impacts others and, by publishing his very precise standard, he wanted it to be a priority for others. The emphasis on every second made it clear that precision mattered. Leaders value their own time, they recognize that their actions (or inaction) impacts others, and they demand no less from their team. </li>
<li><strong><em>People re-spect what the leader in-spects.</em></strong> I am sure of this -- the fact that the General was on the SP with his march table and watch helped reinforce that this was important to him. Being physically present further reinforced the importance. Sure, he could have sent someone else or had units call him as they hit the Start Point. Being there sent a clear message: It's important to me so it better be important to you. Setting standards without inspection add little value. In fact, it can have the opposite of the intended effect. Standards that are never met, without repercussion, lead to poor morale and cynicism. Leaders inspect and hold people accountable to meet published standards.</li>
<li><strong><em>Organizations that do the little things well usually do the big things well.</em></strong> In the grand scheme of things, I am sure one could argue this was a trivial matter. What would it matter if a unit missed their start time by TEN seconds? Probably not much. But I am sure that the General felt that if his organization could do the little things like this well, then larger operational things, for which timing, standards, deadlines, and performance were equally important, would also be done well.</li>
</ul>
Friends, as we go into 2013, perhaps we can reexamine how we think of time. Let's make it count. Let's be part of a team where our word means something and where the discipline to do things right -- on time and to standard -- can have the sort of impact that I am sure it did for the mighty "Hell on Wheels" Division. Set your clocks and let's start thinking differently about time. Starting at Midnight on 12.31.<br />
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Plus or minus...5 seconds!<br />
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That's <em><a href="http://www.amazon.com/Leader-Business-Battle-Tested-Leadership-Organization/dp/0615376185/ref=sr_1_1?ie=UTF8&qid=1312565463&sr=8-1" target="_blank">Leader Business</a></em>!Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0tag:blogger.com,1999:blog-2833862183729859310.post-30958414809759348992012-12-23T14:47:00.001-08:002012-12-23T14:47:21.629-08:00Season's Greetings<img height="260" id="il_fi" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiFV6xaotdYu0JqdGTSm531Lq4I5I_XmWnQx5v4Ja2O7YAHRqMDg1E82x2xGLqVLvRM35AZPe-EJ0DxJDJ9wLRaUK-QJchofUzWnBGxL-no-_RuD-6j9a0nBXtxemIjam8EK2aLwraJBB4/s400/a_peace_on_earth_web04.gif" style="padding-bottom: 8px; padding-right: 8px; padding-top: 8px;" width="400" /><br />
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Season's Greetings to all. I use this page today to extend to each of you the peace that surpasses all understanding. May all of your dreams come true this holiday season. And may each of you be blessed in your respective leadership journeys. Merry Christmas, Happy Holidays, God bless you and your family, and thank you for your friendship!<br />
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Peace,<br />
<br />
Tom Magness<br />
<em><a href="http://www.amazon.com/Leader-Business-Battle-Tested-Leadership-Organization/dp/0615376185/ref=sr_1_1?ie=UTF8&qid=1312565463&sr=8-1" target="_blank">Leader Business</a></em>Tom Magnesshttp://www.blogger.com/profile/06729064635738618309noreply@blogger.com0