Corporate Culture: 10 Elements That Help Drive Results

Recently, in the National Post, there was a whole section dedicated to Canada’s most admired corporate cultures.  In it was highlighted some very successful, vibrant companies, diverse in their business interests but with many themes in common. These themes reinforced my belief that success in any enterprise relies on its ability to bring people together and extract from them their best work, not through rules, policies, processes and bottom line focus but by creating cultures that invite participation .  It is from this softer, yet more difficult perspective that these companies drive results.

So, what does this “softer” perspective look like?  Well, as I read through the variety of articles on offer, I picked up ten elements that figure prominently in the cultures of these highly successful organizations.   Here they are:

Clarity of Vision and Values ~ This of course, comes up every time.  Most companies have some kind of vision statement and a published set of organizational values.  Not all actually use them as their guiding force.   And not all faithfully model the values they espouse.  Creating clarity about what business you are in; where you see it going; and how you intend to get there is a critical ingredient in everything else you do.  That’s the philosophy Claude Mongeau, CEO of CN Rail, has embraced and it has proven to be highly effective.

Respect and Civility ~ Eckler Ltd, an actuarial consulting firm has a simple but powerful mantra.  “Treat people like adults”

This company has high expectations of its workforce.  They hold themselves and each other accountable for the commitments they make while limiting the number of rules and policies they enforce.  Operating from a platform of respect and civility seems like such a simple thing to do and yet its potential for making productive conversations easier is enormous.

Learning and Growth ~ In highly successful companies learning, growth and development is not just a nice to do thing.  It forms part of the fabric of the organization and as such is not the first thing to get cut from the budget when times get a little tight.  Companies like Medavie Blue Cross see it as a critical part of ensuring a solid future for the company and everyone in it.

Service Before Selling~  Arthur Mesher is CEO of Descartes Systems, a Software Company in Waterloo Ontario.  When he first joined the firm, he noticed that people were not delivering on their commitments.  Theirs was a ‘sales’ culture that seemed to leave the customer out of the equation.  Mr Mesher recognized the limitations of the sales philosophy and the ineffective practices that went along with it.  And so he went about shifting the focus, away from sales numbers toward the achievement of customer satisfaction first and foremost.  This shift, while financially painful at first, now reflects the wisdom of the new maxim of service before selling in 2012 results any organization could be proud of.

Collaboration ~ Ray Kroc, Founder of McDonald’s Restaurants once said, “ None of us is as good as all of us”

This has formed the basis for McDonald’s organizational culture, which continues to value and build on collaborative relationships with its employees, franchisees and suppliers.

Social Responsibility ~ In today’s world, establishing roots in the community is an essential part of building a successful business.  Those who participate through sponsorships and volunteerism build a rich environment that people want to be a part of.  Organizations like McDonald’s, CIBC and Camp Oochigeas (a camp for children with cancer) are a testament to this.

Balance ~ When you treat people like adults, you also give them flexibility to find their own formula for delivering on their company commitments.  As Stuart Suls, CEO of Mr. Lube puts it, “ You only have one life.  It’s up to employers to give people the space to balance things out”

Simplicity of purpose ~ Being able to state your organizational purpose as simply as possible provides great clarity especially in hard times.  For instance, at the North York General Hospital, the CEO, Tim Rutledge expresses his organizational purpose in a way everyone can understand.  It goes something like: To make people better; keep them safe ; and give them timely access to care.  Everything else can flow from that.

Innovation and Finding a Place for Failure~ At Cineplex Inc., CEO Ellis Jacob says, “ I would rather you try something and fail, and learn from it than never try at all”

This is a tenet that so many have difficulty with because it can be costly.  But, in today’s world an essential ingredient to success is risk… and sometimes failure.  So taking a more positive perspective on failure is becoming increasingly important.

Diversity and Inclusion ~ This is a common theme among many of the companies recognized as having corporate cultures to admire and emulate.  There is, after all great richness in the diverse talents, skills and experience people bring to work every day.  Organizations who make the best use of their available resources tend to challenge their own assumptions, suspend judgement and invite a wide variety of people to take an active part in their present and future.

There are of course other themes that exemplify workplaces with much admired corporate cultures. But, if you are starting a new business or are working to effect change in your own organization this might be a place to start.  It couldn’t hurt.

That’s what I think anyway.  What do you think?

2012 ~ A Year in Review with Dr Seuss, Darwin & Hemingway Too.

This week, I’m joining a myriad of others in reflection.  Being a person prone to pondering (and alliteration it seems), reflection is not something I necessarily reserve for the beginning of a new year. But, now is as good a time as any to have a look back. So here are the posts that you, (judging from your visits and comments), seemed to have enjoyed the most in 2012.

When Leaders Lose Sight of Their Primary Purpose

Lives are lost.  Trust is broken. Property is destroyed. And, the captain is forever tainted with the whiff of cowardice, no matter what the outcome of official investigations to come.  That’s the sad tale of the cruise ship, Costa Concordia.

And Why?  This is why.   Read more…

If I Ran The Zoo ~ A Whimsical Look at Leadership

When my boys were little, one my favorite things to do was to read stories to them at bedtime.  A well-loved story was Dr Seuss’ “If I Ran the Zoo”.  Basically, it is about a little boy, Gerald McGrew, who decides that the animals he sees in the Zoo are too ordinary and he begins to imagine what it might be like if he ran the Zoo instead.  I’m not sure what started me thinking about it but a whimsical mood has led me to creating my own version of “If I Ran the Zoo”.  So, with apologies to Dr Seuss, here it is: Read more…

Leadership Lessons from the Old Man and the Sea

The other day, while channel surfing, I caught a glimpse of Spencer Tracy playing Santiago in Ernest Hemingway’s, The Old Man and the Sea.  It didn’t register much at the time because as you may know, when one channel surfs, the little grey cells kind of take a nap.  Later though, I began to think about that story and the lessons it has to teach us.  Read more…

Why Do You Choose Leadership?

In many organizations, there is this implicit assumption that everyone aspires to be a leader. As a result, leadership roles in these places are ever in danger of being populated by people who privately lack the interest or desire to develop the skill required to lead others effectively. Read more…

Philosophy and the Corporate Boardroom

I was having a conversation with my son the other day.  We were talking about higher education and business.  At some point, those two conversations, while starting out separately, merged.  I think it was when he told me about a respected business colleague whose strongly held opinions included the notion that philosophy graduates have no place at a corporate boardroom table.  I’ve been thinking about that conversation ever since.  Read more…

Leadership – What’s Charisma Got To Do With It?

Charismatic leaders paint the picture of the leader as hero.  These are people who suggest, by their very presence, they can take care of us; cure our ills; make change possible; maybe even be the saviour we have long sought.

In reality, no one can do that single-handedly. Read more…

Leadership and the Destructive Nature of Emotional Stupidity

Aristotle once said, “Anyone can get angry. That’s easy. But to get angry in the right way, for the right reason, at the right time and with the right person…that’s not so easy”

I was reminded of this the other day when on television, I, along with countless others witnessed this.  Read more…

Leadership and Courage

Courage has many faces.  It doesn’t always show up complete with epaulets and a shiny sword yelling “Charge!!”  In fact, I would suggest it more often demands a much subtler approach.  Either way, courage is not something we can buy or fake. Read more…

Personality vs. Character in Leadership

A recent, and much discussed event in the news has started me thinking about the difference between personality and character.   There are perhaps some who have spent little time considering if there even is a difference between them.  Even the Thesaurus on my laptop suggests the word ‘character’ as an acceptable substitute for the word ‘personality’.  But to me, they are quite different.

With my strictly layperson’s eye, I see that distinction as this- Read more…

Leadership Perceptions ~ Changing the Record

I read an interesting article last week that started me thinking about the messages we send out to our children concerning what it is to be a manager.  I was thinking too, or perhaps worrying, that in spite of herculean efforts on the part of many ‘experts’ to change the perception of what it takes to be a good manager, we seem to be failing to convey a more enlightened message than the one that prevailed at the beginning of the Industrial Age.  Read more…

6 Ideas About Creating Organizations That Value Ideas

Now, more than ever, businesses are having to rethink their product and how they deliver to market. So, the question, (or at least one of them) is, how do we build organizations that actively value idea creation and development?  Read more…

Leadership and The Value of Exploring Beyond Your Door

Success in these times will depend on our ability to reach beyond our current level of understanding about the world and about each other. Whether we choose to sail to far-flung places or find other ways to expand our knowledge, we must reach out and explore beyond our own particular doors. Read more…

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Thank you very much for your readership over the past year.  I am especially grateful to those of you who have chosen to subscribe to this blog.  I hope it has served you well and will continue to do so in 2013.  My best wishes for a happy, healthy, purposeful and prosperous year ahead.

 

Why Do You Choose Leadership?

In many organizations, there is this implicit assumption that everyone aspires to be a leader. As a result, leadership roles in these places are ever in danger of being populated by people who privately lack the interest or desire to develop the skill required to lead others effectively. We’ve probably all seen, and felt, the consequences of  this at some time or another.

So, where is the source of the problem?  To be honest, I’ve been struggling a bit with this question but I have a few thoughts so here they are.

First, I think we have to look to organizational culture and practices.  And second, we have to explore the possible reasons people apply for leadership roles in the first place.

From an organizational perspective, these two questions come to mind:

What does the culture of the organization support?

Culture has a lot to do with the caliber of leadership existing in any company.  In many places, those who say they aren’t interested in leadership roles are viewed as having no ambition…or worse.  If the work environment does not support or value those who prefer individual contribution, some people will feel pressure to step into roles for which they are unsuited perhaps because they feel it is expected of them or they don’t see anywhere else to go to improve their lot.

What false assumptions might the organization be making?

In some companies, those who excel in one area of the work are often promoted and placed in charge of a group of others doing similar work.   The assumption is that s/he who excels is willing and able to bring the others up to his or her level of excellence.  In my experience, those who are good at doing are not necessarily good at teaching.  And so, often, the results of this tactic are disappointing for the company and frustrating for the individual.

There are of course other questions to ponder but the point is that if you find too many unhappy people in roles that don’t suit them, the first place to look is at how the organization may be unwittingly supporting it.

Okay, so aside from organizational concerns, why do people choose leadership roles?   Well, I think that’s a question that every person should be asked when making application because to make it simple, there are good reasons and there are bad reasons for choosing leadership.

For instance, I think you may be on the right track if:

You want to change something for the better

You have a genuine interest in influencing others

You see the reward and benefit of working with and through others.

You believe strongly in the power of collective effort

Coaching, teaching, and guiding are words to which you strongly relate

Building relationships and communicating with others is important to you

You accept that people will watch you, do what you do and say what you say… for better or worse.

You accept that not everyone is going to like you.

You are willing take the blame for group mistakes even if you didn’t make them.

Conversely, you may be barking up the wrong tree if:

Your primary interest is more money and a promotion

You like the idea of telling people what to do

Position or status is your principal motivator

You view this as an opportunity to delegate the work you don’t like to do.

You want a leadership role solely for the purpose of your own development

For me, the bottom line is this:

Creating workplaces where leadership roles are filled only with people who are good at leading and want to be there, relies on the willingness of organizations to give greater value to, and make room for, those whose skills and talents lie elsewhere.  It also relies on the willingness of individuals to examine their real motivations before throwing their hat in the leadership ring.

What do you think?  Why would you choose leadership?  What else has to change?

Leadership Lessons from the Old Man and the Sea

The other day, while channel surfing, I caught a glimpse of Spencer Tracy playing Santiago in Ernest Hemingway’s, The Old Man and the Sea.  It didn’t register much at the time because as you may know, when one channel surfs, the little grey cells kind of take a nap.  Later though, I began to think about that story and the lessons it has to teach us.

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For those who are unfamiliar with the story, Santiago is an old fisherman living in a village not far from Havana.  Fishing is his livelihood and yet he has failed to catch any fish in eighty-four days. The young boy, who usually goes out with him, is instructed by his father to stay away from the old man. He is bad luck.  So Santiago goes fishing alone.

On the eighty-fifth day, he decides to go out further than he usually does because somewhere within him, he believes there is a big fish just meant for him.  His instinct proves to be correct as his hook and bait are swallowed by a Marlin so large it dwarfs the boat.

The Old man is determined to catch this fish.  He wants to prove that he isn’t bad luck. He envisions bringing the giant fish into the tiny harbour of his home with enough to feed the whole village.  Perhaps, deep down, he likes the idea of being a hero.

So, Santiago hangs onto the fishing line with all his might.  The fish fights valiantly all the while dragging the boat further and further out to sea.  The old man suffers as the line cuts through the muscle of his hands and his back goes into spasms of pain from pulling and resisting.

In the end, the fish tires enough to allow the old man to reel him in closer to the boat.  It is then that Santiago is successful in sinking his harpoon into the fish’s heart.  The battle is won.  But, the war is just beginning as the old man realizes the fish is bigger than the boat.  So with great diligence and respect, he straps the fish to the side of the boat and begins to make the very long journey home.

Over the course of the journey, the fish is attacked again and again by sharks.  And, as much as the old man fights to preserve it, he fails.  By the time he reaches home, he is completely exhausted… and the fish is reduced to a skeleton.

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Let’s, just for fun, suppose that Mr. Santiago is the CEO of his own company.  His fishing business is not doing well.  He has no allies except perhaps a young assistant who, while eager, is being influenced by his family to look for work elsewhere.

Mr. Santiago is desperate to save his business and his reputation in the business community. He decides to take a huge leap of faith without really thinking it through.

At first, it looks as if his tactic is paying off.  In fact, he starts to reel in more business than he can possibly handle.   And, it’s starting to draw the attention of other businesses hungry to expand.  Mr. Santiago fights hard to protect his interests with the few resources he has, but to no avail.   Eventually, he is forced to close his doors and the glorious outcome he envisioned when he set out, becomes unattainable.

So, what advice might we give Mr. Santiago to help him realize a different outcome?  Well, a few things come to mind for me:

Have a clear goal

Spend some time envisioning the goal.  In your vision, where are you fishing? How much and what kind of fish are you catching? How big is your boat? What equipment do you have?  Who is giving you support?  What have you learned that you don’t know now?  How did you learn it?

Build a plan to support the goal.

Being able to clearly imagine the goal is important but you must also have a realistic plan for achieving it.  This includes ensuring you have sufficient resources and capability to execute the plan.   And, by the way, a good plan is only good when it is acted upon. Otherwise it becomes an exercise in wasting your time.

Consider the potential risks and rewards

Before venturing into uncharted waters, it’s a good idea to first reflect on what you stand to gain and lose by doing so.  If the risk seems greater than the potential reward, you might want to re-think the strategy.

Develop Solid Relationships with others

John Donne once said, “No man is an island entire of itself”.   With that in mind, consider inviting others to share the goal and be part of the venture.  Protect your interests from becoming shark bait by offering other, like-minded people of your choosing to participate and share in the rewards.

Think Beyond the Achievement of the Goal

To consider achievement of the goal as the end would be a mistake.  You also have to anticipate what might happen in the event of a huge success.  What then?  How will you manage it? What more will you need? How will it change you? How will it change your company?

Know When to Cut the Line

There is of course a point of no return on just about everything. In the case of Santiago in the original story, going further and further out to sea after he had caught the fish ensured that by the time he made it back to shore, there would be nothing left of it.  In business we also have to know when to stop.

The bottom line is that striking out to explore new territory is an essential part of leadership.  However, the success of such exploration and the achievement of goals rely on one’s ability to marry leadership skill with management ability. Perhaps if Santiago had understood this, the outcome of his story might have been more positive.

What do you think?

If I Ran the Zoo ~ A Whimsical Look at Leadership

When my boys were little, one my favorite things to do was to read stories to them at bedtime.  A well-loved story was Dr Seuss’ “If I Ran the Zoo”.  Basically, it is about a little boy, Gerald McGrew, who decides that the animals he sees in the Zoo are too ordinary and he begins to imagine what it might be like if he ran the Zoo instead.  I’m not sure what started me thinking about it but a whimsical mood has led me to creating my own version of “If I Ran the Zoo”.  So, with apologies to Dr Seuss, here it is:

 

If I ran the zoo, I’d begin with the view,

That my organization includes you, and you.

All manner of folk, both women and men,

All shapes and sizes; all cultures and then…

I’d paint a big picture up there on the wall,

A picture so clear it would dazzle, enthrall,

All those wonderful folk with their heads full of notions

Who want to commit with their hearts and emotions.

If I ran the zoo, I would see to it, too,

What’s important to me is important to you.

And just to be sure, I’d turn it around,

So things that you value, with me, would resound.

Then we’d roll up our sleeves and get down to work,

With genuine effort…no one would shirk.

With good conversations and tough ones as well,

There’d be no need to shout or to curse or to yell.

If I ran the zoo, there’d be elephants too,

But not in the room ‘cuz between me and you,

A room with an elephant’s crowded I think,

(And after a while, the room starts to stink).

And speaking of animals, there’d be “octopi”,

With tentacles reaching way up to the sky,

Crossing all kinds of boundaries, and silos and such,

To change for the better the World we all touch.

If I ran the zoo, I would hire people who,

Would focus on making our customers, too,

Feel glad that they know us and to want to come back

And we’d work to make sure there’d be nothing they’d lack

We’d be curious, too, us folks in this zoo,

We’d want to be knowing the why, what and who,

Of what happens around us, and how it takes place

Cuz, change is a creature we have to embrace.

So, that’s what I’d do, If I ran the zoo,

There’s more… but I’ll turn it over to you.

With blank sheet of paper and pen in the ink,

Tell me, how would you do it?

What do you think?

 

Take a Look at Yourself ~ And Then Make That Change

This week, I’d like to introduce you to Kaity Nakagoshi. Kaity is employed by the University of Notre Dame’s on-line certificate program where she “works closely with leaders and managers whose voices are on the web through community outreach and internet marketing”. I have invited Kaity to write a guest post here because I believe online education plays an important role in our opportunity and ability to learn, and apply new learning, on a daily basis. 

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Today’s leaders must be experts in change management in order to guide their teams towards organizational goals. In business, change is the one thing you can always count on – and now, it happens faster than ever. Unfortunately, not everyone embraces change. In fact, some employees actively resist it. Not everyone is a born leader, but most can learn the tools and techniques used by respected leaders to influence others and bring about change.

Building Trust Leads to Embracing Change

Would you like to inspire your employees to embrace new initiatives and work toward common goals? For some leaders, that may seem effortless, but in reality, they’ve worked to gain the trust of the people they lead. Cultivating a high level of trust is essential to getting things done efficiently and cost-effectively – both of which are required in a competitive business environment. Here are three tips to quickly build trust:

1. Trust Yourself: To be a leader, you need self-confidence. Confident people live their beliefs. They back up their words with commitment, and they always speak the truth. When you trust in yourself first, your ability to earn the trust of others will follow.
2. Acknowledge Past Missteps: Perhaps you weren’t completely truthful, or haven’t followed through on your promises. If so, it’s quite likely that your staff noticed your missteps. Before you can ask for their trust, you must take responsibility for past actions.
3. Be Accountable: Effective leaders require accountability from their people, and are accountable to their people. Don’t promise what you can’t deliver. For example, have your bicycle commuters requested a bike rack? Be proactive and have one installed. Is flexible scheduling a wish-list item for your employees? These efforts will not go unnoticed – they will trust that you “walk the walk.”

Continuous Improvements Require Thorough Training

A smooth-running, productive team is comprised of individuals who have the opportunity to contribute their best efforts toward common goals. But first, they must clearly understand the reasons and objectives behind a new project or process, and how they fit in. Next, they need to feel comfortable taking on their share of the responsibility. If there are any gaps in the team’s capabilities, it’s time for additional training. Effective leaders recognize each employee’s strengths and abilities, and assign tasks accordingly.

Effective Leaders Focus on Customers

Customer-driven enterprises exist to serve the needs of customers. All improvements to processes, procedures and operations must support this goal. The best leaders track customer demands and share with their teams, so everyone can fully understand the changes they are asked to implement. Operations improvements that will benefit the customer are much more accepted.

Don’t Settle For Less Than Excellence in Communication

Your team will trust in your leadership, as long as they know that their efforts are for the greater good. But it’s also important to be consistent and honest in your communication. Empowering your team members to feel comfortable with sharing information, asking questions and voicing their ideas is a key to success. Good, honest communication helps build trust, and it’s no stretch to say that every great leader is an excellent communicator.

Change Management Comes From Effective Leadership

The best leaders have the ability to keep their own goals in sight, while also focusing on those of their team members and the organization at large. Moving a business toward meeting its objectives requires that each member of the team have a stake in those objectives. When procedures change, individuals often feel uncomfortable and lose sight of the goal. This can lead to a drop in confidence, morale, and productivity. Building trust, providing training, focusing on customers’ needs and providing clear communication are essential to fostering effective change. Try these ways to strengthen your leadership skills, and you’ll have a much better impact on your team’s performance

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This article was submitted by the University of Notre Dame, in partnership with the University Alliance. The University of Notre Dame provides all the necessary tools and resources to gain an executive certificate in leadership and management online.  To see additional information please visit http://www.notredameonline.com/.

5 Principles for Highly functioning Teams…Lessons from the Snowbirds

I love the Snowbirds, no, not the ones that migrate in their RVs every winter to warmer climes, but the The Canadian Forces Snowbirds.

I love them because apart from putting on a pretty spectacular show, they offer a clear demonstration of what can happen when you get collaboration and teamwork right.   The truth is, they have to get it right. Lives depend on it.

In most organizations, the necessity for getting it right is less dire.  However, the extent to which we work effectively together usually dictates our capacity and potential for success. And so, I think there is something to be learned from precision flying teams like the Snowbirds.

While I have only had the opportunity to observe them in action at an air show, these observations put me in mind of some principles that might very well apply to all highly functioning and effective teams.  So here they are:

Principle #1: Choosing team members carefully is vital to team success

In order to achieve optimal team performance, choosing the right participants is critical to getting the team off the ground. To do that, those decisions need to include very precise specifications around skill, experience, values, behaviour and potential. Poor choices can lead to some disappointing results at the very least.  Indeed, a poor choice made for the Snowbird Squadron has the capacity for a disastrous result.

Principle #2: Each team member must be clear about the team purpose and his or her purpose within the team.

It is the job of the leader to ensure that each team member knows why the team exists; what the team must achieve; and his or her role within the team.  Lack of clarity creates confusion and places team members out of alignment with each other and with their overall purpose.

Principle #3: Those on the ground are as important as those in the air

In most organizations there are those who are more visible than others.  These are the stars, the ones who are highly skilled in one particular area of the team’s work.   It is easy to assume that these people are the team.  However, those in the air can only be there if they have the benefit of the skill and knowledge provided by those on the ground.  For instance, there are nine CT-114 Tutor jets in the Snowbird fleet.  Each plane has its own dedicated technician who ensures his/her plane will fly safely and optimally for the pilot.   In other words, nine pilots in the air cannot do their jobs safely or well without the support of the rest of the team no matter how skilled they may be.

Principle #4: The team is always evolving

In any team, team members come and go.  Every time a new member joins the team, its dynamic changes and those who remain are charged with responsibility of supporting, training and integrating those who join.

A Snowbird pilot is assigned to the squadron for three years.  After that he is typically reassigned.  The turnover is planned in such a way that the more experienced pilots play a role in the indoctrination and training of the new ones.  In this way, the team continues to grow in depth and maturity while keeping the experience fresh for everyone.

Principle #5: Trust is the glue that binds highly functioning teams together

I would suggest that in a team such as the Snowbirds, the absence of trust would keep them all grounded.  This is also true of other teams in other organizations and that makes building trust among team members a very big deal.

After all, no one would be able to fly like this without it:

What do you think? What would you add?

Guiding Rookies ~ Three Steps To Doing It Well

As the new leaves of spring start to unfurl and all that buds begins to blossom, I’m reminded of what it is to be new and fresh…. and green… as a rookie in the workplace.

On the one hand as rookies, we come to our new situations with a certain wide-eyed anticipation, enthusiasm and excitement that, if bottled, could provide the elixir of hope to many a world-weary veteran.  On the other hand, if we are to maintain our enthusiasm, stand tall and grow, we need some help along the way.

Recently, we held an election in this country.  For one party, the results were quite surprising with whole communities voting out the Tried and True, (or otherwise, depending on your perspective), and voting in a number of very inexperienced people who will now represent them in parliament over the next four years.

Among this very green group are:  a horticulturist (pardon the pun), a jewelry maker, a number of university students (one of whom is only nineteen years old) and a young woman who was, prior to being elected, an assistant manager in a university campus pub. Go figure.

Given their disparate occupations and limited exposure to the real world of politics, it occurs to me that these folks will need plenty of help along the way.  And, the usual orientation program that tends to stop when the rules and policies have been conveyed (and the path to the washroom and other facilities clarified) is not going to cut it.

So what will?

How might this leader ensure that a gardener, jewelry maker, student and publican have the best chance of becoming  functional, contributing, and successful in their newly elected roles?

Well, not being a parliamentarian or even a politician for that matter, I may be unqualified to comment. But, what the heck, I’ll give it shot and see what happens.  After all, it can’t be that much different from introducing new employees into other kinds of organizations can it?

In fact, there are three steps that come to mind for me and here they are:

Step #I ~ Help Them Connect…

• To the Organizational Purpose: People new to any organization will feel a greater sense of belonging when they understand and believe in its purpose.   Understanding purpose goes much deeper than the vision statement hanging the wall that no one seems to be able to remember.  It strives to include people and help them see themselves as part of its fulfillment.

• To the Values on which the organization is built: Values provide the boundaries within which people in the organization may make decisions; take considered risks; and build strong relationships both inside and outside the firm.  Boundaries constructed of values serve as the organizational conscience.

• To Internal and External Networks:  Give new recruits exposure to those who are more established and experienced; people who can help them create and build their own reputation and enhance their ability to serve their constituents.

Step #II ~ Help Them Learn…

• Through Skill Building:  This starts with the work of determining and acknowledging what each person brings to the new job in the way of transferrable skills; identifying what they need; and making specific plans for both maximizing on existing skill and building new skill.

• Through Mentoring: Help each of them find someone else in the organization to whom they can go for informal and confidential advice and guidance; a person with experience and knowledge; and one who is open to sharing it.

• Through Coaching & Monitoring:  Get to know them well enough to be able to see what they are capable of (even when they don’t see it). Encourage them. Champion them.  Ask for more.  Hold them accountable for delivering on the promises they make to themselves and others.  And, monitor their progress against the goals you have set together.

Step #III ~ Help Them Flourish

• By knowing when to let go:  There just comes a time when the period of orientation ends; the mechanisms for building solid relationships and monitoring performance are in place and the cluster of new buds are ready to blossom.  To do this well, they need air.  Trust that you have done your job well and give them space to prove you right.

• By Using Mistakes as learning opportunities not weapons:  People, whether seasoned Veterans or Newbies, do not respond well in environments of blame.  Failure happens.  You can make it useful by keeping blame out of the equation.

Of course when it comes to being a new Member of Parliament, I expect there is a whole raft of procedure and protocol that these newly minted MPs will have to learn.  But, the steps I’ve outlined above seem, (to me anyway), to fit, no matter where they might be applied, in government or in a small business, because in the end, it’s about understanding human nature and building support mechanisms that work for people.  What do you think?  What have I left out?

To Be A Better Leader

I have long believed that making the shift from individual contributor to leader is not accomplished by process of osmosis.  It requires concentrated effort, support and application. That’s why I’m happy to support the launch of the new book, From Bud to Boss written by Kevin Eikenberry and Guy Harris.  I’m particularly delighted that Becky Robinson, Director of Social Media Marketing and Community Building at the Kevin Eikenberry Group,has agreed to write a guest post for “You’re Not the Boss of Me”. Becky is a mom of three daughters who blogs about finding everyday ways to make a difference through leadership and social media at Weaving Influence.  In all her work, she enjoys making connections and sharing stories, and she hopes you will join her in the Bud to Boss Community to share your leadership story with others. I hope so too.

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I’ve been working with Kevin Eikenberry and Guy Harris to prepare for the launch of their new leadership book. I knew them both, to varying degrees, before I joined their team late last year. I have gotten to know them much better in recent weeks.

It is fitting that these two men who spend their days writing, teaching, and coaching others about leadership live out the principles in their book every day.

I have heard Kevin Eikenberry say, on several occasions now, that when you work at becoming a better leader what you really become is a better human.

So, although his book with Guy Harris teaches principles to help people make a transition to leadership, it also teaches principles that are applicable to anyone who wants to be a better human, a better leader.

Becoming a better leader, like becoming a better person, requires focus and determination. First, we reflect about areas in our lives and decide to work on areas that need improvement.

Becoming a better leader, like becoming a better person, requires a commitment to learn and grow. People who want to learn and grow can find resources everywhere: books, blog posts, mentors.

Becoming a better leader, like becoming a better person, requires action, putting what we read and learned into practice. Reading a book doesn’t magically make you a better leader. We have to move beyond thinking about new tools and skills; we have to act on our good intentions. Daily, we decide to choose more helpful ways of communicating or interacting with others.

When we become better leaders, we will also be better humans; ready to make a difference wherever we are in the world.

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Kevin Eikenberry and Guy Harris’ new book, From Bud to Boss, outlines practical steps new supervisors can take to face the challenges of leadership with confidence. Each section offers a chance for self-assessment and goal setting, so readers can identify their own areas for growth. Launch day for this new book is Tuesday, February 15th.  Watch for it, won’t you?

Leading Collaboratively…a 21st Century Necessity

I don’t know about you, but when I was little, one of the things my parents were always on about was the importance of playing well with others.  In school too, I was encouraged, along with my classmates, to work together to complete projects and participate in sports events.

Then, in adulthood I got a job and for some reason, the emphasis there was not about that.  It was more about doing what I was told.  It was about individual survival and competition.  And somehow, while civility remained (for the most part anyway), a spirit of collaboration, where people shared information and resources freely to achieve something important together was rare.

In childhood we could perhaps afford to run afoul of collaborative efforts.  Then, the consequences were fairly minor.  But, as adults, we must go beyond the notion that collaboration is something we do to be nice. More and more, it is becoming something we must become skilled in if we are going to survive.

By now, most of us know why that is, at least on a global scale. In our current economy we are having to learn how to do more with less.  Our successes often depend on the successes of others, not only other individuals, but also other countries, other continents even.  Technology, too, has brought us closer together and the opportunities we have to develop relationships and work with others on-line are many and varied.

But what does this means to a leader at ground level, the woman or man who goes to work every day with the responsibilities associated with leading a group of others in the achievement of seemingly everyday things?  What part does s/he play in this collaborative effort?

Well, for one thing, I don’t believe it possible for one person to successfully demand collaboration from another.  It’s usually something we choose to do, or not.  And to me, that means that leaders at all levels must find ways to make it worth choosing.

So, if you are a leader, wondering how to help people in your place of work choose collaboration over other, more independent approaches to getting work done, I’ve had a couple of thoughts that may help.

Provide Clarity of Purpose

There is no doubt that people work much better together when they are certain about what they are working to achieve. We should not assume that everyone involved is clear about the goal. Clarity of purpose also includes ensuring that those involved have a shared understanding about why the work (and the achievement of it), is important and what working together in a common interest can accomplish that working out of self interest could not.

Offer Appropriate Reward

It is often the case that while we talk a lot about collaborative work in organizations, our reward systems frequently continue to acknowledge individual effort disproportionately.  This makes it difficult for people to choose collaboration over internal competition.  So, to me, the task for the leader is to model and acknowledge group effort at every opportunity and reward group achievement both in tangible ways and in ways that appeal intrinsically to its participants.  Or, simply put, rewards are structured in a way that people gain a sense of deeper satisfaction from working together than from working individually.

Share Freely

Sharing information and assets between and among various concerns is fundamental to effective collaboration. It is the leader’s role to demonstrate this by discouraging hoarding and secretive behaviour; by being candid with their views and generous with resources; and by helping others see that doing so will bring them closer to achieving their collective goal and enriching their personal experience.

Avoid Potential Pitfalls

Some people might think that collaborating requires us to always get along.  However, when we work together authentically, we are not always going to agree so taking unnecessary pains to avoid conflict in the group, often serves to impede its progress. As well, it is tempting to collaborate only with like-minded people for the same reason. On the other hand effective collaboration can be negatively impacted if people get into the habit of attacking each other instead of the issues that get in their way.  So, the leader’s job is to strive for and encourage a balance that allows for healthy discussion, respectfully and productively conducted.

All this sounds like work.  And it is.  But, collaboration, when carried out effectively can produce wondrous things. Like this:

The bottom line is this. Whether we are engaged in for-profit business, non-profit organizations or more philanthropic efforts, our ability to work together in the pursuit and achievement of a common purpose has never been more critical. And, if our individual experience has so far not allowed us the opportunity to collaborate with others, now would be a good time to start, regardless of where we lead, or at what level.

What do you think?

 

p.s. Here are some links you may find interesting:

Collaboration from Wikipedia ,  Collaborative Leadership, Defining Collaborative Leadership