Category Archives: Leadership Development

Critical Keys to Success

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From my associate, Janice Giannini.

Today, businesses face unprecedented shifting sands upon which to build and grow.

‍While I would like to opine that there are a few more significant challenges, and the others are potentially less compelling and volatile – that doesn’t reflect reality. Think for just a moment about a few of these challenges:

  • The advent of quantum computing: while not imminent across all verticals, it is undeniable and will disrupt technology, people, and cyber security.
  • Maintaining a cyber-secure environment: currently a very challenging objective to achieve and becoming more so by the day.
  • Incorporating technology shifts: navigating the turbulent waters of disruptive technologies, robotics, and diverse systems integration across multiple verticals.
  • Impact of Generative AI: Momentum will increase as GAI matures and impacts all aspects of our lives.
  • Globally complex supply chains: impacted by economic stability, foreign  relationships, and politics.

The most significant leadership imperative to build and grow in the above environment is recognizing and incorporating effective strategies to coalesce:

  • Workforce demographics are changing and will continue to do so.
  • Global competition for top-talent recruitment, deployment, and retention of talent.
  • Generational expectations are changing and vary widely.
  • There is a greater need to address purpose and value-driven plans and operations.

‍The 200 words above are enough to scare anybody. Please sit back and ponder where we go from here.

Insufficient trust, understanding, communications, connections, development, and connectedness among the people who matter overwhelmingly contribute to many business issues, challenges, and failures. The people who matter are everyone involved in the success or failure of the enterprise. 

No one can build and grow an enterprise alone. Ideally, everybody needs to row in the same direction at the same speed. The more complex the technology, business environment, and conflicting values become, the more critical the people become.

How is this accomplished? You get what you prioritize and reward. Leaders are not doing this to be friendly people. They must do this to stay relevant and build and grow their businesses. Change and growth start by looking in the mirror and honestly assessing the current state.

It has never been more urgent for leaders at all levels, primarily the executive level, first to improve their communications and connectedness capabilities. Here are a few suggestions for strengthening trust, communications, and connectedness:

  • Listen to hear and learn and not explain and defend, perhaps even asking what questions you should be asking.
  • Prioritize building trust up/down and across the connected enterprise.
  • Reach out to a broader scope of voices, especially the voices with whom you disagree or least understand.
  • Demonstrate the purpose and values of the business and be adept at flowing this message from strategy to execution so the staff can understand how their particular work is directly related and essential.
  • Recognize that continuous learning in today’s world is not just for new employees but everyone.
  • Consider apprenticeships to help develop people as well as effective communication and connectedness.
  • Consider buddy systems and reverse mentoring as a standard practice. The newer people learn about the business and its past growth, and the more     experienced people gain effective cross-generational communications and capabilities.
  • Formal leadership development is essential for business leaders. They may or may not have the title, but they are leaders, nonetheless.

‍Past lessons are an excellent foundation as businesses navigate a rapidly changing business, economic, social, and global environment. However, continued growth is a function of standing in the moment, embracing the future, and helping all of us lift the tide!

‍Helping raise the tide for everyone requires not only developing an attuned sense of what to do but also learning what to stop doing-and then stopping doing it, even if it has been successful in the past.

Demonstrating the honesty and humility to share that we need to change, and we may not have all of the answers right now, can be incredibly motivating if everybody feels like part of the team working together to move forward in a positive growth direction.

Please take a few moments to consider the following two questions.

  • How will you use newly gained insights if you see something useful?
  • If it offended you in some way, why?  How are you going to use that information?

Flexible Leadership vs. Wishy-Washy Leadership: Understanding the Distinction

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The concept of flexible leadership is increasingly relevant in organizations. I will clarify that flexible leadership is not synonymous with wishy-washy leadership. The former represents a strategic and adaptable approach to leadership, while the latter suggests indecisiveness and lack of direction. Understanding the distinction between these concepts is crucial for leaders who navigate complex situations effectively and maintain credibility within their organizations.

‍Defining Flexible Leadership

Flexible leadership involves adapting one’s leadership style and approach to meet the demands of various situations. This adaptability is not random but is based on a deep understanding of the organizational context, the needs of team members, and the specific challenges at hand. A flexible leader possesses a tool kit of leadership styles, ranging from authoritative to participative, and knows when to apply each to achieve the best outcomes.

‍For instance, a flexible leader might adopt a more directive approach during a crisis to ensure quick decision-making and clear communication. Conversely, in a situation that requires innovation and creativity, the same leader might encourage a more collaborative environment to harness the collective intelligence of the team. This strategic adaptability is a hallmark of practical, flexible leadership.

‍Characteristics of Flexible Leadership

Several vital characteristics distinguish flexible leadership from wishy-washy leadership:

1. Strategic Adaptability: Flexible leaders intentionally adjust their leadership style based on a thorough assessment of the situation. This adaptability is grounded in strategic thinking and a clear vision of the desired outcomes.

2. Decisiveness: Despite their adaptability, flexible leaders are decisive. They gather relevant information, consult with stakeholders, and make informed decisions promptly. Their adaptability is consistent with their ability to provide clear direction and make tough choices when necessary.

3. Empathy and Understanding: Flexible leaders exhibit a high level of emotional intelligence. They understand the needs and motivations of their team members and adjust their approach to support and empower them effectively.

4. Clear Communication: Effective communication is a cornerstone of flexible leadership. These leaders work at articulating their vision, goals, and expectations clearly, ensuring that team members are aligned and understand the rationale behind any changes in approach.

‍The Pitfalls of Wishy-Washy Leadership

In contrast, wishy-washy leadership is characterized by indecisiveness, inconsistency, and a lack of clear direction. Such leaders may frequently change their minds or flip-flop on decisions without a clear rationale, leading to confusion and frustration among team members. Several traits are commonly associated with wishy-washy leadership:

1. Indecisiveness: Wishy-washy leaders struggle to make decisions and often delay taking action. This indecisiveness can result in missed opportunities and a lack of progress.

2. Inconsistency: These leaders frequently change their stance or approach, leading to a lack of stability and predictability. Team members may feel uncertain about the direction of the organization and their roles within it.

3. Lack of Vision: Wishy-washy leaders often lack a clear vision and strategic plan. Without a coherent direction, their leadership appears reactive rather than proactive, and their decisions seem arbitrary.

4. Poor Communication: Ineffective communication is a hallmark of wishy-washy leadership. These leaders fail to clearly articulate their goals and expectations, leading to misunderstandings and misalignment within the team.

‍Differentiating Flexible Leadership from Wishy-Washy Leadership

To distinguish between flexible and wishy-washy leadership, consider the underlying motivations and outcomes of their actions:

·  Intentional vs. Random Adaptability: Flexible leaders intentionally adjust their leadership style based on a strategic assessment of the situation. Wishy-washy leaders, on the other hand, appear to randomly change their approach without a clear rationale.

·  Consistency in Core Values: Flexible leaders maintain consistency in their core values and vision while adapting their approach. Wishy-washy leaders lack this consistency, leading to a perception of unreliability.

·  Empowerment vs. Confusion: Flexible leaders empower their team members by providing clear direction and support tailored to their needs. Wishy-washy leaders create confusion and uncertainty, undermining team morale and productivity.

‍Conclusion

In conclusion, flexible leadership and wishy-washy leadership are fundamentally different concepts. Flexible leadership is characterized by strategic adaptability, decisiveness, empathy, and clear communication. It involves intentionally adjusting one’s leadership style to meet the demands of various situations while maintaining a consistent vision and core values. On the other hand, wishy-washy leadership is marked by indecisiveness, inconsistency, a lack of clear direction, and poor communication. By understanding these distinctions, leaders can cultivate a flexible leadership style that enhances their effectiveness and credibility, driving their organizations toward success in an ever-changing business landscape.

Leadership’s Hidden Skill

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Well honed pattern recognition skillsFrom my associate Grant Tate.

Tom Brady drops back into the pocket. Linemen tug, push, and groan, fighting to tackle or protect Brady. Tom scans the movements downfield and throws the ball to an open spot, but someone is magically there to catch it.

‍Brady always fascinated me. Yes, he had an exceptional physique and physical skills, but his special talent was pattern recognition. He had an all-seeing eye that fed his brain with information about the movement in a complex environment, and he could interpret it and act on the situation. Yes, there were plays designed by the coaching staff, but the defensive team’s objective was to disrupt those patterns and cause chaos. Deciphering that pattern was the quarterback’s job. Successful quarterbacks, like Brady, have unusually strong pattern recognition skills.

‍Successful leaders also need well-honed pattern recognition. A CEO, especially in a complex, fast-changing industry, must discern a multitude of factors about the market, economic conditions, competition, technology, people, and operations. The CEO must deal with ambiguity, conflicts, and too little or too much information, and be able to make decisions and set directions for the organization. Pattern recognition also applies to observation of the team, the people, and the executive team, sensing how they interact, discerning their unique skills, putting each in their particular assignment, and coaching them to higher ideals.

“There are some people who look at a pile of dots and see a picture, then there are others who look at a picture and see nothing but a pile of dots.” That’s the way I described our recruiting effort when heading a strategic planning unit in an international corporate job. I was only half joking because we were searching for the people who were incredibly talented at developing realistic marketing and manufacturing strategies in our eleven-country international market environment that covered Europe, Latin America, and Asia. We were constantly scanning economic indicators from the countries and others from international organizations. In addition, our manufacturing plants had different political and cultural characteristics. In short, we needed intelligent people with excellent pattern recognition. We needed staff members who could visualize a picture from a pile of dots. We found the candidates in our country organizations, by observing candidates over a relatively long period of time.

‍Those candidates came from a variety of experiences and educational backgrounds. The best had strong liberal arts education, often had hobbies in the arts. Some had that combined with science or technology. But we found people narrowly focused on engineering or finance were seldom successful in strategy development.

We consultants often say leaders are made, not born. Yes, we can develop goal setting and the other elements of leadership, but can we teach pattern recognition? A person with broad perspectives in literature, art, science, culture, travel, and interpersonal relations is more likely to be prepared for pattern recognition because such a person can discern patterns and subtle movements. Such a person might be called a polymath, an expert in many different fields. Perhaps that’s as close as we can get to training for pattern recognition. In the meantime, the best we can do is observe would-be leaders to see if they can complete passes.

Am I Okay With the Cost of Self Leadership?

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Many articles, books, speeches, and posts talk about influential leaders’ characteristics, qualities, and actions. In addition, processes and action plans abound. Undoubtedly, if you are reading this, you have read at least a few of those above.

‍I want to offer a more straightforward approach to understanding effective leadership to consider:

  • Be honest with yourself, about yourself.
  • Do the right thing when there is a choice between right and wrong—even minor things matter. Choosing what’s right over what is easy builds trust and credibility.
  • Invest time in understanding the big picture and expressing that picture in words that most people can comprehend.
  • Negotiate and compromise, and seek to understand multiple points of view, not just the last person who walked into your office.
  • Remember, you need to earn respect daily; without it, you and your company will flounder.
  • Run towards the hard-to-have conversations. Respect yourself and others to address the concerns promptly.
  • Say please and thank you; it’s not just formality; it’s a sign of respect. Whether you make a million dollars or minimum wage, all humans must be and feel respected.
  • Recognize the power of effective communication. Use your words to share the rationale with the team so they can understand “the why” of what they need to do and when, as well as the consequences. For example, if you miss the market window, you lose the first advantage and revenue.

Why is leadership complex? It requires that we confront our own fears and insecurities along the way, and sustaining that behavior for the long term is hard!

‍Leadership in today’s world is counter cultural; the social norms that got us here will only get us to the next step in some cases. Leadership requires honesty in evaluating and acting in the best interest of the business’s short/ mid—and long-term growth and others.

Leadership does not start with processes, tools, or developmental courses. It begins by looking in the mirror and asking one question. Do I want to be a leader?

Knowing that when you answer yes I want to be a leader, you embark on a journey of self-growth. You become a role model, and your life will not be the same.

‍Understanding the cost of being a leader, not just the cost of getting to a leadership position, is critical.

Flexible Leadership vs. Wishy-Washy Leadership: Understanding the Distinction

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The concept of flexible leadership is increasingly relevant in organizations. I will clarify that flexible leadership is not synonymous with wishy-washy leadership. The former represents a strategic and adaptable approach to leadership, while the latter suggests indecisiveness and lack of direction. Understanding the distinction between these concepts is crucial for leaders who navigate complex situations effectively and maintain credibility within their organizations.

‍Defining Flexible Leadership

Flexible leadership involves adapting one’s leadership style and approach to meet the demands of various situations. This adaptability is not random but is based on a deep understanding of the organizational context, the needs of team members, and the specific challenges at hand. A flexible leader possesses a tool kit of leadership styles, ranging from authoritative to participative, and knows when to apply each to achieve the best outcomes.

‍For instance, a flexible leader might adopt a more directive approach during a crisis to ensure quick decision-making and clear communication. Conversely, in a situation that requires innovation and creativity, the same leader might encourage a more collaborative environment to harness the collective intelligence of the team. This strategic adaptability is a hallmark of practical, flexible leadership.

Characteristics of Flexible Leadership

Several vital characteristics distinguish flexible leadership from wishy-washy leadership:

  1. Strategic Adaptability: Flexible leaders intentionally adjust their leadership style based on a thorough assessment of the situation. This adaptability is grounded in strategic thinking and a clear vision of the desired outcomes.
  2. Decisiveness: Despite their adaptability, flexible leaders are decisive. They gather relevant information, consult with stakeholders, and make informed decisions promptly. Their adaptability is consistent with their ability to provide clear direction and make tough choices when necessary.
  3. Empathy and Understanding: Flexible leaders exhibit a high level of emotional intelligence. They understand the needs and motivations of their team members and adjust their approach to support and empower them effectively.
  4. Clear Communication: Effective communication is a cornerstone of flexible leadership. These leaders work at articulating their vision, goals, and expectations clearly, ensuring that team members are aligned and understand the rationale behind any changes in approach.

The Pitfalls of Wishy-Washy Leadership

In contrast, wishy-washy leadership is characterized by indecisiveness, inconsistency, and a lack of clear direction. Such leaders may frequently change their minds or flip-flop on decisions without a clear rationale, leading to confusion and frustration among team members. Several traits are commonly associated with wishy-washy leadership:

  1. Indecisiveness: Wishy-washy leaders struggle to make decisions and often delay taking action. This indecisiveness can result in missed opportunities and a lack of progress.
  2. Inconsistency: These leaders frequently change their stance or approach, leading to a lack of stability and predictability. Team members may feel uncertain about the direction of the organization and their roles within it.
  3. Lack of Vision: Wishy-washy leaders often lack a clear vision and strategic plan. Without a coherent direction, their leadership appears reactive rather than proactive, and their decisions seem arbitrary.
  4. Poor Communication: Ineffective communication is a hallmark of wishy-washy leadership. These leaders fail to clearly articulate their goals and expectations, leading to misunderstandings and misalignment within the team.

‍Differentiating Flexible Leadership from Wishy-Washy Leadership

To distinguish between flexible and wishy-washy leadership, consider the underlying motivations and outcomes of their actions:

  • Intentional vs. Random Adaptability: Flexible leaders intentionally adjust their leadership style based on a strategic assessment of the situation. Wishy-washy leaders, on the other hand, appear to randomly change their approach without a clear rationale.
  • Consistency in Core Values: Flexible leaders maintain consistency in their core values and vision while adapting their approach. Wishy-washy leaders lack this consistency, leading to a perception of unreliability.
  • Empowerment vs. Confusion: Flexible leaders empower their team members by providing clear direction and support tailored to their needs. Wishy-washy leaders create confusion and uncertainty, undermining team morale and productivity.

‍Conclusion

In conclusion, flexible leadership and wishy-washy leadership are fundamentally different concepts. Flexible leadership is characterized by strategic adaptability, decisiveness, empathy, and clear communication. It involves intentionally adjusting one’s leadership style to meet the demands of various situations while maintaining a consistent vision and core values. On the other hand, wishy-washy leadership is marked by indecisiveness, inconsistency, a lack of clear direction, and poor communication. By understanding these distinctions, leaders can cultivate a flexible leadership style that enhances their effectiveness and credibility, driving their organizations toward success in an ever-changing business landscape.

What Does Effective Leadership Look Like

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From my associate Janice Giannini.

Looking around at our fractured world, I opine that leadership contributes to this unfortunate reality.

But then I ponder: what does effective leadership look like in a highly connected world where fact and fiction blur, when everyday business challenges and risks are steeply escalating, and the two newest entrants, namely cyber-security and AI, are shifting paradigms globally?

I apply the lessons learned in mathematics, business, engineering, dance, fitness, music, and life when in doubt. Go back to basics!

We all know many of the basics. As I coached my children, “it’s not the knowing” that’s the issue; it’s doing that’s the issue!

So, let’s talk about a few critical basics, recasting their descriptors.

Values

What values drive leaders’ thoughts and behaviors? Clearly and understandably, stating them is the starting point, and many or most businesses do that. However, if the stated values do not align with the processes and actions, the actual values are much different. The adage applies: actions speak louder than words.

If this is not the result you need for your business, consider for a moment: if a deviation from the stated values is required (?) addressing the departure might lead to a better outcome. The question mark in parentheses after the word ‘required’ invites one to consider whether it is needed or just easier.

How do the actual values align with the stated values? Look and listen. Ask for specific examples of alignment or non-alignment, making it clear that whatever the response, it is okay. What you do when it is inconvenient telegraphs to the business your values. The ultimate goal is for actual values to be the same as the stated values. If they are not, what needs to change

Responsibility as a Role Model

Leaders in any organization are role models for good or ill. How frequently does the leadership team think through what that responsibility needs to be, affirming each individual’s willingness to behave that way?

For instance:

  • If honor, integrity, and ethics are stated values, list specific examples of when you acted this way and didn’t.
  • If respect for all people is a declared value, go through the same exercise.
  • Repeat for each of your stated values.

‍
After recognizing the shortfall, what do you do to “fix it”? Acknowledging that everyone falls short sometimes, what you do next matters! And people judge it as consistent or not with your responsibility, values, and reputation.

Focus

Most agree that organizational leaders are frequently pulled in many potentially conflicting directions simultaneously. Maintaining focus is challenging for leaders and all personnel in the ecosystem. A place to start might be:

  • Question the current modes of thinking and processes. Are they helping, or does success depend on constant workarounds?
  • Do they help differentiate the crucial topics from the social subject of the day?
  • Do they enable people to knowledgeably balance among risks, whether traditional risks or newcomers to the table?

 

What needs to change to address any disconnects?

Communication

One can spend a lifetime researching communications, how to improve, what works and doesn’t, and the ultimate impacts of incomplete communications.

The fundamental question for all of us is, do I understand what effective communication entails and whether I am guilty of it?

Effective communication verifies that the message I heard is the same as what you intended. Communication is about 55% based on what is seen, around 38% on how it is said, and 7% on the actual words uttered.

In many businesses, we “word-smith” to death, but that’s only 7% of the job. What about the other 93% of the job?

That 93% of the job comes from your heart and values. Many humans may be unable to articulate why they don’t believe in the message, but humans feel and understand when there are disconnects.

We started down this path, understanding that we would discuss a few of the obvious basics that set the foundation for effective leadership.

In closing, are you satisfied with your foundation? Building on an unstable foundation invites constant trauma.  What do you need to do to strengthen it? What additional knowledge do you and your team require to address the internal and external escalating risks in a highly connected world where fact and fiction blur?

Leadership May Be Easier Than You Think

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From my associate Janice Giannini.

If you search the earliest references for leadership – you will see that the Bible talks about it. So the leadership concept has been around for a few thousand years, give or take. While the descriptive words have changed, many, if not most, leadership principles haven’t changed all that much.

Leadership is about three things: understanding and clearly articulating where you are going, effectively sharing why you are taking the business there, and PEOPLE (because you can’t get there alone).

Let’s look at each of these to ponder and consider alternate viewpoints.

Knowing where you are going is about the overall business strategy and the culture (the environment in which you want to work).

While developing a risk-balanced strategy based on potential and marketplace realities may be challenging, it is essential to grow and stay in business.  It is even more critical to clearly articulate this strategy to all parties in words they can connect with. Enabling partners and team members to internalize the plan fosters better decisions and motivations. For example, if investors don’t understand and connect with it, they might devalue your business, or if partners don’t understand it, they might prefer not to work with you.

Culture is part of the foundation of a business. It drives it. The culture either leads it to success or failure. If the published culture differs from reality, that’s a problem; everybody knows that. Consequently, leadership is defining the culture, living it based on individual and collective behavior, and constantly reinforcing it throughout the business. A disconnect between published culture and reality is most evident when deadlines loom and the company struggles to meet them. The choices made during crises say as much, if not more, about culture than when “things are going well.”

Why does Why matter

A motivated and dedicated collaborative team is necessary for a business to thrive.

By and large, people want to do an excellent job for which they can be proud.

However, to do a good job, the team must understand why and how their actions enable the desired outcome. Every day people make a bazillion decisions; if there is an incomplete understanding of alignment, the opportunity to make the wrong decision can be high. Sub-optimal decisions are neither in the best interest of the company nor the individual.

As a result, effectively translating from strategy to operations to actions is essential.

PEOPLE (because you can’t get there alone)

Do you want/need people in your business? How many do you need to achieve your business goals? Do you need 10 or 100, or 1000 plus? Why do you need them? Does it matter if they are motivated, dedicated, and show up with a positive can–do attitude to get the job done? Do you need them to make daily decisions and choices to enable business success?

If the answers to these questions are yes, more than a few, because I can’t do everything myself, yes, and definitely yes to making the most appropriate decisions possible daily, are you doing your part as a leader to enable all that to happen?

As no one will see these answers but you unless you choose to share, I encourage you to be completely honest with yourself. It’s also not a secret as people are pretty astute and can see what is happening before them, so you might as well be honest with yourself.

A potential roadmap as a place to start:

  • Please get to know the people on your team and encourage all of them to get to know the members of their teams. Conversations can be easy: how did you get started; what’s important to you; what do you value; what do you like about being here; what don’t you like about being here? These are just a few questions to signal that you want to understand.
  • Be clear about what your personal Accountability/ responsibility looks and doesn’t look like. If this isn’t what is happening today, why? What are you going to do about it?
  • If the business is doing something that feels wrong in the pit of your stomach, it is. So stand –up and find another way?
  • People generally want to be treated with respect, feel good about what they do, and feel it matters. They want to be valued. Would you experience dignity and value if you were in their shoes in your business today? Would you like to run or stay? What needs to change and why?
  • When in meetings or dealing with people one-on-one, is the goal to advance the business or solve the problem? If neither one of these are happening, are you listening to understand and consider different points of view or only listening to respond? Might you have a better outcome if you listen to learn versus just to respond?

How do you deal with failure/mistakes?

Humans make mistakes; only some approaches work the first time, and machines make mistakes. Does the culture need to adjust to deal with this effectively? Or find another way to address it respectfully.

One of the most significant capabilities for all leaders is connecting with people. When you wake up in the morning, do you expect people will do their best that day, or do you think they will act deliberately with intent to harm? Then, as you walk down the hall, assuming you still do that, do you make eye contact, acknowledge people, and say hi or thanks or good day?

Seemingly small things matter. I sent a sub-contract manager many years ago to negotiate with one of our suppliers. At the end of the last telecon on the results, in front of the team, I said thank you, great job, see you when you get back.

‍Upon his return, he came to my office and said: I have worked for this company for 35 years, and no one ever said thank you, you did great. Anything you need, tell me, and we (the team) will get it done.

People need to feel valued and that they matter. All I did was speak from the heart.

A standard catchphrase in business is “It’s not personal; it’s just business.” In reality, that statement is wrong.

Yes, business is about money, growth, and profits, particularly in a capitalist society.

But it is very personal to every human at every level that interacts with that business.

Is leadership easier than we think? Would we have a better outcome if we admitted it’s about people and treating them respectfully at all levels across a company/ organization? Would we have a better outcome if we faced our own fears/ shortcomings?

Worth considering?

When Is Leadership Taught Versus Learned

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Discussing the distinction between when leadership is learned versus when it’s taught is fascinating. It isn’t always clear-cut, but here are some broad examples:

‍How Leadership Can Be Learned:

• Through Observation and Reflection: Watching other leaders can be a powerful learning tool. Consciously observe the nuances of a great boss, a coach, a teacher, or other leader in action. Read about or study the lives of successful leaders to gain additional valuable insights. Reflecting on these observations and integrating them into one’s leadership style is essential to the learning process.

• Through Experience: Leadership skills are often learned in real-life situations, whether in a work environment, volunteer organization, sports team, or any other group setting where someone takes charge. Cases that involve dealing with conflict, making difficult decisions, and navigating complex interpersonal dynamics can be particularly illuminating. Ultimately it comes down to how effectively each specific situation gets handled, which determines one’s effectiveness in the role.

Understanding when to apply which skills and what knowledge is why leadership has to be learned and internalized. It would be nearly impossible to write out every application one may encounter in a lifetime.

‍When Leadership Can Be Taught:

• In Formal Education: Specific leadership skills can be taught in a classroom, often as part of a business or management curriculum. Coursework and lectures could involve learning about leadership theories, studying case studies, and discussing hypothetical scenarios.

• Through Training and Development Programs: Many organizations offer leadership development programs that combine coursework, mentoring, and practical experience. These programs can help participants develop their skills and background knowledge.

• Through Coaching and Mentoring: Many individuals can benefit from coaching or mentoring. A coach or mentor can provide personalized feedback and advice, helping their mentee to refine their leadership skills and navigate specific challenges.

These examples highlight that learning and teaching leadership often occur concurrently and continuously. Many influential leaders decide to keep learning throughout their lives, from formal education and training to practical experience and personal reflection.

Transitioning From An Entrenpreneurship To a Professionally Managed Firm Part I

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Editor’s Note: This is the first installment of an ongoing series surrounding what it takes to move from a relatively small micro-business to a more robust, larger organization. Each article will explore a different aspect of this journey.

Starting with the most basic premise, entrepreneurs typically face the initial challenges surrounding creating a new venture from scratch or building up a recent acquisition. Their ability to recognize and act on the marketplace’s needs will help determine growth rates at every step of the business’s lifespan.

When they are successful in the dance of meeting and matching the market’s needs and customer base, the business begins its positive movement along the growth curve. Almost every step up the revenue ladder brings additional challenges. You can hear the questions that people ask themselves: “Do we have enough people, space, equipment, and working capital to get through this period while stretched so thin? Am I calling it too close? What should I do first? What can we do to get the production and productivity levels up to meet the needs of the business?” Hectic describes the feeling on most days and frenetic more times than someone cares to admit.

What are the common symptoms that accompany this phase of growth? There is precious little time spent on thinking and very little planning usually occurs. Despite this obvious flaw, every time they experience a positive feeling (adrenaline or euphoria), this wrong behavior gets reinforced.

What has been described by Eric Flamholtz, Ph.D., a UCLA professor, as “organizational growing pains” can be articulated as follows:

  • People feel there are not enough hours in the day
  • People spend too much time “putting out fires”
  • Many people aren’t aware of what others are doing
  • People lack an understanding of the firm’s ultimate goals
  • There are not enough good managers
  • People feel that “I have to do it myself if I want it done correctly”
  • Most people feel that the firm’s meetings are a waste of time
  • Plans seldom are made and even more seldom followed up, so things often don’t get done
  • Some people feel insecure about their place in the firm
  • The firm has continued to grow in sales but not to the same extent in profits

 

The chief executive officer or founder must recognize that these symptoms indicate underlying problems that will only worsen unless met head-on. A transformation (or metamorphosis) is necessary. The business must evolve from its traditional freewheeling, anything goes, random behavior patterns that scream “we’ll figure it out as we go along” to a more organized, disciplined, and thoughtful approach. The movement from being reactionary to proactive must take place.

This next phase requires carefully defining position descriptions and job responsibilities. Minimize job overlaps. Increase accountability within goals, measures, and standards of performance. Invest both time and money to go from only on-the-job training to a more formalized approach to people development as a precursor to installing rewards and recognition programs, performance appraisals, and more formal staff and management development processes. Look at the business from a dollars and cents point of view. Require the creation, adoption, and management of a budget to ensure the right things get appropriately funded while the wrong things get weeded out. There must be reports available to show progress or lack thereof. Annual profitability measures become a target to be achieved rather than just a by-product of “I guess we guessed right, and this is what is left over.”

For an entrepreneur, this can be a particularly trying time. Some of the very traits that helped spur the organization in its early days can lead to its faltering or demise. Looking at some typical characteristics, most entrepreneurs:

  • Will have either a sales or technical background
  • Know the industry well
  • Want to have things done their way
  • May be more intelligent than many of the staff they tend to hire
  • May be more likely to trust their own instincts versus taking the time to seek out the research or the numbers
  • Attract subordinates who begin to rely on their boss’s bravado and confidence that they are all-knowing
  • Are likely to be “do-ers” rather than managers
  • Are likely to be self-taught readers versus undergoing a lot of formalized ongoing training.

 

The next big challenge for entrepreneurs

Many entrepreneurs are likely to abhor any trappings of what they view as restrictive corporate behavior. Therefore, they don’t like to schedule staff meetings, be accountable for their time organization or have to operate within a budget. It is easy for them to fall into the trap, thinking, “So far, we have gotten along just fine without these things.”

At this stage of the firm’s growth and development, the very nature of the firm itself probably has changed. Over time, it has begun its transition into this larger enterprise. Now the management team has to change along with it. Fortunately for those reading this article, pathways have already been selected and tried by other leaders and owners. They have taken one of the following actions:

  1. Doing nothing and hoping for the best.
  2. Undergoing personal and professional growth. Taking it on as a challenge to develop the attitudes, skills, knowledge and positive behavioral changes needed to continue to lead the organization effectively.
  3. Resigning and bringing in a professional manager to run the organization.
  4. Moving up to the role of chairman, as Steven Jobs and Bill Gates did, and allowing the professional managers to run the day-to-day while staying somewhat involved.
  5. Selling out and starting another firm back at the entrepreneurial level.
  6. Merging or being acquired by another firm with the additional infrastructure in place.

 

Research bears out that many founders and entrepreneurs have an extraordinarily difficult time giving up control of their business. In many cases, they have poured their life’s work into building that business, and it is as much a part of them as is their right arm and hand.

Owners face the challenge of even considering that someone else may be able to run their organization as well as they can or improve performance levels. As a result, they hold on with all their strength. Their organization ultimately becomes a victim of the “potted-plant syndrome.” That is where the size of the pot determines how far the plant can grow before it becomes root-bound and stunted. In the worst cases in nature, the plant strangles itself and dies prematurely. I have observed that the leaders’ self-imagery and self-concept will only let the firm grow so big or grow so fast in the business world. Whenever they are so afraid of losing control, they fail to act on the opportunities of a lifetime. Or they fail to pull the trigger promptly. When this occurs, their firm is almost guaranteed not to be awarded or accepted for the contract or policy. This fear of success plays out in leaders’ minds as, “We are not worthy to receive this level of recognition or success on such a large scale, and therefore we will blow this opportunity to prove to others that we aren’t really that good.” If you have ever heard of someone who is typically very reliable missing a deadline on a game-changing opportunity, keep this lesson in mind.

Others attempt to undergo this transformation by acquiring the appropriate skills and attitudes—but never really get it for any number of reasons.

Some owners will go through the motion of bringing in managers and leaders from the outside and then stand around and watch as they suffer and fail miserably. My observations of leaders have witnessed several common tactics exhibited. The founders unconsciously don’t want to be “shown up” by the others they have brought in. That might make them seem to have been wrong (or less effective) in the past; they behave in specific ways. For example, they conveniently forget to tell the new manager about a critical deadline or a particular way of handling a long-term customer’s unique requests. In the end, they get chastised and embarrassed. They may also undermine their new manager’s authority when dealing with some long-term employees. Even though they had told the new manager, they wanted something to be taken care of or fixed.

They don’t give them all the information needed to do the whole job up front. When this happens, the new manager cannot finish the task without coming back to ask the owner for their help- making them appear less effective or competent. Others have described it as creating managerial eunuchs.

Eventually, they tell their staff: “However reluctant I am to get involved here, I better do it because I need to save you guys.” It is a form of the “Messiah complex” played out live and in living color.

Whatever the form of transition to be undertaken, it is paramount that all recognize that the organization has changed since the early days and can’t go back without severe consequences.

In the following installments, we will explore the predictable stages of organizational growth and the developmental items and tactics to address in each phase. For example, future articles will cover:

  • The six critical organizational development tasks
  • The four different stages of growth
  • Determining and assessing the usual growing pains
  • Planning the transitions that leaders must successfully execute

 

Watch for the next installment.

Building Effective Teams

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Submitted by Eileen Nonemaker.Building Effective Teams

“The hammers must be swung in cadence when more than one is hammering the iron.”
-Giordano Bruno, c. 1548-1600, Italian philosopher and astronomer

By definition, a team is a number of people organized to function cooperatively as a group. This number can vary from large to small and can be just two. By definition these people are organized to function cooperatively…but what makes the team cooperative and successful?

Building effective teams are one of the greatest challenges for business leaders today in dealing with a multi-generational workforce and an uncertain economic climate. Team members must be able to trust each other and collaborate despite differing political and cultural values. How does one recruit and organize dynamic teams that will consistently achieve organizational and personal goals?

Here Are Three Key Thoughts to Consider:

Know Your Team Members

Through interviews, performance appraisals and assessments clearly understand your people, their attitudes, decision-making style, and motivational factors. Attitude is the basis of all individual behavior and developing attitudes that govern positive behavior will improve results and productivity. How we think and make decisions can either hinder or ensure our success. Determining team members’ levels of commitment and their levels of competency is important. To maximize team dynamics, understand who can and will be trained and developed and who can or will not. Know what motivates each individual to aid in their goal-setting process. It is also important to be sensitive to a team member’s unspoken feelings.

Establish Expectations and Communicate

Understanding the organizational, departmental, and personal goals That govern the activities of the team, and effectively communicating them to the team, may seem like a basic thought, but in many cases, teams are not aware of how their specific piece fits into the corporate puzzle. As a result, the behavior of team members may not align with each other and may not align with achieving the goals of the organization. It is key to set specific goals and determine how they will be achieved, understanding the obstacles that may need to be overcome in the process. Target dates for completion must be established and agreed to, for team members to own their contribution to the process. At the same time, it is vital to set up ground rules, both simple directives, and general guidelines. Gaining consensus on these ground rules can save future misunderstandings.

Evaluate, Evaluate, Evaluate and Adjust When Necessary

Just like our teachers in grade school handed out assignments with due dates and expected to see completed projects on the specified date, many business leaders set teams in motion in the same style. Short-term goals or mini-deadlines with guidelines to determine the success of the team are an important part of the process. Again, individual attitudes and behaviors need to be assessed. Are these individuals competent and committed to the predetermined goals…and if not, what will you do about it? Can you shuffle responsibilities to someone more qualified or do you need to replace a team member? Historically sports teams will trade non-producers to someone else, but in my experience, many times business leaders will hesitate to take corrective action with team members that are not producing in their given role. Ultimately this affects productivity, service levels, attitudes, and morale. More importantly, it affects the bottom line.

Building and maintaining effective teams is not necessarily easy. By understanding the organizational, departmental, and personal goals that govern the activities of the team, utilizing the tools available, choosing the right team members, and having a strong goal-setting process you can certainly smooth out the ride.