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
Botching Mission and Vision
Words matter in leadership. Bob was once talking to a group of employees about his ideas for setting up dedicated teams to focus on problems. One employee responded, “We are all dedicated here.” Oops. Bob meant teams focused on single problems. The employee thought he was questioning their commitment. Semantics. Words matter in leadership. Think of the leader who announces, “We will make our numbers no matter what,” and how that is ripe for misinterpretation, and perhaps even an invitation for unethical behavior. Key Words, Key Behaviors We challenge the conventional wisdom on “mission,” “vision,” and “strategy,” and we
Synthesis: A Critical Leadership Skill
“Simplicity is the ultimate sophistication.” -Leonardo Da Vinci Leaders today are swamped with information 24/7. The complexity can be overwhelming. Yet leaders are supposed to rally colleagues with insightful analyses of problems and plans for how to succeed. Justice Oliver Wendell Holmes, Jr. spoke about the importance of getting to the “simplicity on the other side of complexity.” Such simplicity accelerates speed and drives change. The Challenge of Synthesis How can leaders today get to that simplicity? This challenge is one of synthesis. Synthesis creatively fuses multiple elements, often from different areas, into something new and memorable. Note that synthesis
Ethical Decision-Making: Simple Tests
When it comes to ethical challenges, we are all tested at some point. Leaders are tested most when they are under duress. Many leaders are ill-equipped to navigate the ethical minefields awaiting them in the swirl of fast-changing competitive markets and new technologies. Simple Tests for Ethical Decision-Making Drawing insights from terrific books like Ethics (for the Real World), by Ronald Howard and Clinton Korver, and Courage: The Backbone of Leadership, by Gus Lee with Diane Elliott-Lee, here are some examples of simple tests that leaders can take before making ethical decisions: Mirror Test Imagine making the decision and then
Ethical Pitfalls—You Will Be Tested
No matter where you work or live, when it comes to ethics one thing is clear: you will be tested. Ethical pitfalls are all around us. Often you stumble upon them suddenly. Your ethics are tested most when you are under duress (with stress, pressure, or fear). Here is a partial list of what you’re up against: If you work in the world of business… Are you under pressure to withhold damaging information? Lowballing estimates in order to increase the chances of getting an order? “Cooking the books” to deceive analysts or investors? Paying bribes in markets where that
What to Do If You Work For a Jerk
So your boss is a jerk. What to do? Of course, how to approach it depends on the severity of the situation, but here are some tips: 1. Go Lean. You may have to make a change, so you need money in the bank. That’s not tapping into your 401k or IRA. You need six to twelve months of basic living expenses in a liquid account. Cut down on discretionary expenses (lunches and dinners out, subscriptions, etc.) and delay new purchases (new tablet, TV, etc.). There are few things worse than having to stay in a toxic situation because
Is Your Organization Headed for a Breakdown?
Is your organization or team headed for a breakdown? Organizations emit warning signs before breaking down, but the financial signals, such as revenue declines, shrinking margins, and deteriorating working capital ratios, are lagging indicators. Leading indicators are much more important because you can address them before the financials go south. Using our triple crown leadership framework, here are 20 indicators of organizational breakdowns: Focusing too much on strategy shifts instead of accountability for results Creeping complacency Cutting ethical corners when the pressure is on Not building ethics into day-to-day processes and decisions Falling prey to short-termism Neglecting integrity, passion for
Big Questions for New Graduates
New Graduates: Congratulations on your big achievement. The exams are now over, the assignments all in. As you celebrate and revel in the memories of achievements, experiences, and friendships, we advise that you also pause to reflect on some important questions. Many of you have made a big decision about what comes next—often in the form of a job or further schooling that signals a career direction. So here’s the question: Why? Why did you choose that? Where will it take you? How does it fit with your values and aspirations for who you will be and what you will do
Tilts: Short- vs. Long-Term?
Our triple crown leadership model has three dimensions: excellent, ethical, and enduring. Some people wonder whether triple crown leadership requires giving equal priority to “excellent,” “ethical,” and “enduring” considerations. Many ask, “Don’t we have to sometimes tilt toward the short-term results just to survive, thereby, sacrificing the long-term?” Others may wonder, “In my business everyone is cutting ethical corners. How do we survive?” Tilts Of course, sometimes temporary “tilts” are required between the “three Es.” Sometimes short-term considerations must take precedence in order to save the organization. Heavy criticism may follow, but it will be moot if the organization
Bending the Focus of a Company
Interview with Harvey Wagner, Former CEO, Quovadx Harvey A. Wagner was the turnaround CEO of Quovadx from 2004 through 2007. Quovadx was a $100 million, NASDAQ-traded software and services company with offices in the U.S. and Europe as well as some outsourced R&D in China. Customers were in the hospital and telecommunications markets as well as large financial institutions. The company was accused of accounting improprieties, went into a tailspin, and Wagner, ultimately, was asked by the board to turn it around. Quovadx merged with a subsidiary of Battery Ventures in 2007. Wagner is currently the managing principal of H.A. Wagner
