Is Your Organization Out of Alignment? Two Checklists
Are you working more but enjoying it less? Stressed out? Overloaded? Does it feel like things are slipping out of control? These conditions are becoming “the new normal” for leaders today; they also indicate that your organization is out of alignment: People are working at cross-purposes Turf wars break out between departments Everyone is criticizing or blaming everyone else People seem resigned to the chaos Many check out mentally How can you tell if your organization is out of alignment? Here are two checklists with the key indicators. Answer Yes or No to the questions on the checklist that best
10 Steps to a High-Performance Culture
“I came to see, in my time at IBM, that culture isn’t just one aspect of the game, it is the game.” –Lou Gerstner, former Chairman and CEO, IBM How can leaders build a high-performance culture? Culture is powerful. Culture has a huge influence on what people do on a day-to-day basis, especially when the boss isn’t around. Avoiding all the fancy definitions, we think of culture simply as “how we do things around here.” Do we slack off when the boss is gone? Do we “just ship it” to make the numbers, even if the quality is suspect? Do we
“Take This Job and Shove It”? Not So Fast
Sometimes you have to walk out. Some of you are stuck in a toxic firm or with a terrible boss. But before you say, “Take this job and shove it” (to quote the old song), let’s run through a pre-flight checklist before flying the coop. 1. Live Lean If you don’t have your dream job in your dream company, you should have six to twelve months of cash in the bank to cover your living expenses. (Your retirement funds should be off limits.) If you don’t have that cash available, you have to “live lean” until you do. If
The Three Most Important Things Leaders Can Say to Their Teams
Disengaged employees are a growing problem for many organizations today. People lack commitment, can be cynical mutterers, and even saboteurs of company initiatives. How can you as a team or organizational leader motivate better performance, even breakthroughs? The answer has many components, from creating a high-performance culture of character with clear goals and empowered followers to many other leadership approaches. We believe there are some things you should say (if you sincerely believe them) to your team members that will go a long way to increasing their confidence and performance. Here are the three most important things you can say:
The Three Most Important Questions About Your Leadership
Here are three critical questions to ask yourself before you undertake the responsibility of leading other people: 1. What’s the difference between “the leader” and “leadership”? “The leader” is the historical leadership model that has led us astray so often. It focuses on the skills, attributes, and qualities of the “the leader.” It tells us what each of us must do to become a leader: be more decisive, have a vision, know the answers, demonstrate charisma, and more. There’s much value here, but it causes trouble when it locks in the assumption there can only be one leader. Of
Unleashing Other Leaders
Leaders today need to, not only develop loyal and committed followers, but also unleash other leaders who can lead various critical tasks. Leadership in this scenario is not about the great skills and talents of “the leader,” but the collective strengths and blended talents of the leaders and the followers, who variously lead at times and follow others at times in a dynamic dance. Leadership is a group performance, not a solo act. If you don’t unleash other leaders, you will underachieve, be overwhelmed, and overworked. You will be trapped in “busyness,” with more work on your desk and more
We’re All Entrepreneurs Now
guest Blog by Mike Critelli During my 25-year tenure as a senior business leader, I have seen a remarkable change in the requirements for successful business leadership. Leaders today must adopt more entrepreneurial behaviors and imbed them in their organizations, however large or mature those organizations might be. The image of an entrepreneur as a young man eating pizza, living and working in a run-down industrial space is far too limiting. In my view, every leader is an entrepreneur, even when he or she runs a large, mature company. Entrepreneurial leaders will throw out the rulebook on which they and
Unleash Your Latent Leader
Too many people disempower themselves with comments like “If only they would …“ Or “I’m only a (fill in the blank with ‘engineer,’ or ‘salesman,’ or ‘clerk’).” Too many people self-select out of leadership. What if Alice Paul (who fought for women’s rights), or Rosa Parks, or Dr. Martin Luther King, Jr., or Nelson Mandela, or Mahatma Gandhi said the same? Or countless others who had no positional authority but decided to lead anyway? “Leadership is your choice, not your title.” -Stephen R. Covey Those waiting for someone else to lead are missing a wonderful opportunity. Great leadership is a group
The Ten T’s of Trustworthy Leadership
(Guest Blog by Barbara Kimmel) #1 Trustworthy leadership – A culture of trust cannot exist with an untrustworthy leader. Trustworthy behavior must start at the top and flow down through every person in an organization. Trust should not be confused with compliance. Being “legal” is not synonymous with being trustworthy. #2 Transformation – Productivity and exceptional execution begin when the CEO and leadership team synthesize a set of values and goals that are shared, accepted, and adopted by all stakeholders. #3 Tools – There are many trust tools leaders can use to build trust with their stakeholders, running the gamut
High Performance Begins with Shared Values
Managers today have a daunting job. With their downsized staff, often depending on people over whom they have no authority, they are expected to produce better results than last year, all on a reduced budget. How do high-performance organizations achieve their extraordinary results? Of course, many elements come into play (from alignment and execution to innovation and business models), but a critical element is that such organizations function as dynamic teams, with many leaders operating as stewards throughout the organization (and loyal followers as well). The leadership in these organizations ebbs and flows within the hierarchy that exists, with the boss
Creating Alignment & Balance through High-Performance Leadership
(This is a guest blog by Charles Walsh.) One of the most important aspects of leadership today is intentional alignment of purpose and direction. A four-quadrant approach will assist you in achieving high-performance leadership while ensuring balance of effectiveness and impact of results. In the 21st century, the battle cry of top leaders is achieving and sustaining high performance. Such performance is built one employee at a time and is driven by high-performance leadership at all levels of the organization. High-performance leadership understands the differences between and behaviors required for both effectiveness as a manager and influence and impact as
Classroom Chaos? Try Shared Values
Especially at the start of a new school year, classrooms can be chaotic with students testing the limits of a teacher’s authority and not wanting to be constrained again after summer’s freedom. Some highly effective teachers have borrowed a page from the playbook of high-performance teams in other kinds of organizations by eliciting the shared values of their students. These shared values become the behavioral norms of the class and enlist positive peer pressure to supplement the teacher’s authority. This “peer reinforcement” is important because traditional authority loses its effectiveness when enforced too often. Shared values are the principles and
Leading Board Members Who Aren’t Natural Followers
(Guest Blog by John Balkcom) The board chair by definition and by charter is assigned to be the leader in the boardroom. But board members, especially when selected well, are rarely known for their willingness to follow. What’s a board chair to do? Here are my recommendations based on years of service on both for-profit and non-profit boards. 1. Invoke “team up” instead of “man up.” As a guest speaker in a recent business school class on governance, I asked, “What does a group of guys usually do when they get together?” A young man in the back responded
Love as a Leadership Imperative
Guest Blog by Chief Karl Bauer We study, teach and write about how to become better leaders. We espouse collaborative visioning, champion the empowerment of subordinates and challenge each other to harness collective wisdom when setting organizational goals. We call upon leaders to provide clear direction, cultivate a climate of support and work tirelessly to create opportunity for others. Whether in academia or on the assembly line, it seems the aforementioned principles weave their way into every leadership dialogue, as well they should. So, what’s love got to do with it? We tend to avoid talking about love as a
The Missing Links in Goal-Setting (How to Rock Your Goals)
Much has been written about the power of setting goals. Unfortunately, almost all of the advice about effective goal-setting falls short on a few key factors. More on that soon. First, some clarifications. Goals are what you hope to achieve. According to a popular mnemonic, goals should be “SMART”: specific, measurable, attainable, relevant, and time-bound. (See Gregg’s article, “Goal-Setting Best Practices: Beyond SMART Goals.”) What’s Missing in Goal-Setting Most of the above is by now fairly well known (though often botched in practice). Here’s what’s missing: linking goals to a higher purpose and vision setting goals for each major
