Posted on December 16, 2010 by Ronald T. Brown, Ph.D.
The effective leader of the future will be known for …
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Less for what they say, and more for what they deliver
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Less by their title and position, and more by their expertise and competence
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Less by what they control, and more by what they shape
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Less by goals they set, and more by mind-sets they build
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Both for great personal credibility and for exceptional organizational capabilities
Posted on December 12, 2010 by Ronald T. Brown, Ph.D.
A culture of Innovation & creativity are essential for remaining relevant in today's competitive marketplace - the following is addapted from the personal "Creative Credo" of Mac Lake, who leads the "Launch Network":
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Believe there is great power in ideas
Ideas have the power to change the world. Former Quaker Oats President, Ken Mason said, “I’m not impressed with the power of a corporate president, I am impressed with the power of ideas.”
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Believe Innovation is a team sport
Innovation takes hold in an organization when a team works together on a idea. Oliver Homes said, “Many ideas grow better when transplanted into the mind of another person - and pondered there.
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Don't be an idea killer
Charlie Brower said, “A new idea is delicate, it can be killed by a sneer or a yawn. It can be stabbed to death by a quip, and killed by a frown on a person’s brow." Be careful to create an atmosphere where ideas are encouraged and nutured.
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Don't just take time to think… make time to think.
Making time for reflective thinking is an investment in your future - and the future of the organization. Practice “what if” thinking… What if I had unlimited funds, what if I we could start over, etc…
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Understand that not all good ideas have to be big ideas
Some of the best ideas are small ideas. I read about a company who put up a suggestion board and announced they would pay $100 reward for any idea that would save the company money. The first winner, an employee who suggested cutting the award to $50.
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Be willing to take a Risk
FW Woolworth convinced his boss to have a 10 cent sell to reduce inventory. The idea worked so well he encouraged his boss to open a five and dime store, but he declined saying it was too risky. Later his boss said, “As far as I can figure every word I used turning FF Woolworth down cost me about a million dollars.”
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Acitvely seek out new new ideas in familiar places and experiences
George Ballas came up with the idea for the weedeater as he went through a car wash and noticed the strings slapping and surrounding his car. When we open our eyes and open our minds - we find the seeds of new ideas everywhere.
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Make sure you have FUN along the way
Posted on December 08, 2010 by Ronald T. Brown, Ph.D.
In his best selling book “Good to Great”, Jim Collins discusses a powerful leadership principle:
“Put your best people on your biggest opportunities, not your biggest problems.”
Collins notes that:
“Many leaders fail to grasp that managing their problems will only make them good, whereas building upon new opportunities is the way to become great.”
Often leaders are so overwhelmed by the current problems they face - they end up putting their best people on those issues. The result is that their mediocre personnel (those who are left) get assigned the new opportunities. This is a big mistake - a mistake that results in new opportunities never being fully developed and realized - trapping the organization in a onging state of mediocrity.
Put you best people on your biggest opportunities!
Posted on December 04, 2010 by Ronald T. Brown, Ph.D.
Vince Lombardi said, “Fatigue makes cowards of us all.” In the research for their book, “The Power of Full Engagement,” Jim Loehr and Tony Schwartz stress that managing one’s energy is the key to peak performance.
“The importance of physical energy seems obvious for athletes, construction workers, and farmers. Because the rest of us are evaluated by what we do with our minds than with our bodies, we tend to discount the role that physical energy plays in performance. In most jobs, the physical body has been completely cut off from the performance equation. In reality, physical energy is the fundamental source of fuel… It lies not only at the heart of alertness and vitality but also affects our ability to manage our emotions, sustain concentration, think creatively, and even maintain our commitment to whatever mission we are on.”
My brother owns a dog who loves chasing after sticks, tennis balls, or whatever else is thrown into the lake we frequently visit in northern Minnesota. There is nothing like the joy in that dog’s eyes, and the enthusiasm in his pant, as he anticipates “the throw.” And after a few fake throws (you have all done this to a dog) I toss a stick as far as my arm can throw. Then, like a bolt of lightening, off goes the dog, only to return a few minutes later with the stick in mouth, ready to do it all over again.
What I have discovered is that if I can keep that dog chasing sticks for a long enough period of time, he will eventually reach a state of fatigue where he is forced to quit. He just can not continue. And if this dog reaches this level of fatigue, he is usually done, not just for a few minutes, but for the rest of the day. He will just lay there and sleep with the stick hanging out of it’s mouth for a long, long time.
Our bodies work in the same way. If our bodies are allowed to reach a certain level of fatigue, we end up being tired and worn out – not just for a few hours, but for a number of days. In this go, go, go – action packed world in which we live, you need to carefully manage your energy to maintain the fortitude and resilience needed to pursue your goals. This involves keeping your life in balance. Balancing your need for rest and renewal with the need to work and execute well.
A few thoughts on managing your Energy:
• Energy is the currency of personal and professional success.
• You choose your energy – just as you choose your attitude. You must take personal responsibility for your energy level.
• High levels of “emotional energy” are derived from: Clarity of Purpose, Daily Focus toward that Purpose, Authentic Passion, Laughter, and Meaningful Relationships. High levels of “physical energy” are derived from: A Healthy diet, Proper Rest, and Regular Exercise.
• Your level of Emotional Energy and level of Physical Energy are interrelated. They feed off each other.
• It’s all about managing your time AND energy. You need to focus on, and develop habits that maximize both.
• Don’t waist your emotionally energy on people who don’t care – on people who just don’t get it… “Don’t let anyone walk through your mind with muddy feet.”
Posted on November 26, 2010 by Ronald T. Brown, Ph.D.
Are you experiencing any of these symptoms?
• You’re not motivated, feel burned out
• You’re distracted, off-focus
• You’re not following through well
• You’re not getting the results you seek
• Deep inside you want to be doing something else
• You’re blaming others, the economy, bad luck, “the system”…
** In general, do you feel your life is spinning in a mediocre existence?
Here are a few thoughts that may help…
First of all, being mediocre does have its advantages. For one, you get play it safe and not look foolish. You get to avoid risk, and safely hang within the crowd. Yet the problem is, a mediocre life is boring and requires you to bury your dreams and potential.
** Excellence is derived when we embrace the change and growth needed to attain a breakthrough level of performance, and is supported by the following mindset:
1. Embrace Stress and Discomfort. Any challenge that demands your best will create stress. The key is to view discomfort as natural and necessary for growth. Like diving into the deep end of the swimming pool for the very first time – willingly enter into the discomfort that accompanies change and strategic growth – instead of playing it safe in the shallow end where all the little kids hang out…
Be willing to push through barriers. Learn to balance stress with pre-set times of recovery.
2. Let go of Preconceptions. Change demands we embrace new paradigms and new ways of thinking. Be prepared to accept (and make) the personal and corporate changes that growth demands. Let go of what you think you know and be willing to embrace something anew. Stop being an “expert” - choose to be a novice. Remain open and curious. When you think you already know the best methods and strategies, you close yourself from the ingenuity of your own creative mind, and the creative mind of those around you.
3. Know what you really want. Have a clear understanding of what your passions are, and what you want your life to stand for and represent. Points 1 & 2 about stress and change will only drain and de-motivate you if you do not really care where the stress and change is leading you to. Working hard toward a goal will leave you unfulfilled – if that goal does not align with where you personally want to go as well.
** Excellence is derives from feeling passionate about a goal or cause, where you then able to align your God-given strengths in support of that cause, while embracing the personal growth and change needed to attain the goal.
Excellence reaches beyond what you think is possible – and it will be your belief, passion, and alignment of strengths toward that goal, which allows you to reach a new level of excellence.
Posted on November 20, 2010 by Ronald T. Brown, Ph.D.
HEAD QUADRANT:
It is with our head that we think, decide, see, and speak. Therefore, the "Head" quadrant has to do with the strategic aspects of an organization. This quadrant pertains to issues such as: executive leadership; strategic planning; policies; politics; structure; knowledge management; and so on. The symbolic person, or “archetype,” best associated with the Head quadrant is the “King” who exercises overall leadership and sets/enforces policies, standards, and organizational structures.
HANDS QUADRANT:
With our Hands we do physical work, take hold of things, touch our environment, and make signals to others. Therefore, the “Hands” quadrant has to do with the operational functions of an organization, such as: operations and operational systems; organizational capabilities and human resources; funds development and resourcing; strategic metrics to monitor progress; performance management; and project management. The symbolic person best associated with the Hands quadrant is the "Warrior" who drives forward with confident strength and competence to achieve objectives.
HEART QUADRANT:
It is with our Heart that we care for others (and ourselves), build people up, and join around common values. Therefore, the "Heart" quadrant has to do with the nurturing, relational and development forms of the organization such as: nurturing relationships and community; training and education; leadership development; mentoring; networking; teamwork and team development; and, spiritual formation. The symbolic person best associated with the Heart quadrant is the "Lover" who cares deeply for people and for their development and well-being.
HEROIC QUADRANT:
Our Heroic nature reaches out to the transformational aspects of the organization. This quadrant pertains to aspects such as: mission and deep purpose; vision for the future; heroic action and courageous goals; the deep stories, myths, and symbols that establish our identity; organizational culture; and new ways of thinking and working (innovation). The symbolic person associated with the Heroic quadrant is the "Prophet" who catalyzes deep change and transformation through a powerful sense of purpose and meaning.
** The FOUR QUADRANTS and PERFORMANCE:
Note it is mostly in the Lower 2 Quadrants – the Heart and Heroic Quadrants – where people get refreshed, strengthened, inspired and energized. The Lower Quadrants have to do with what motivates and builds people up, whereas the Upper 2 Quadrants have to do with the ability and systems to get things done. When Ability and Motivation are effectively combined, then you get Powerful Performance. Hence, the formula: Ability x Motivation = Performance
** As represented by these 4 Quadrants, healthy organizations (and teams) pursue a balanced set of individuals & initiatives which support both “wholeness” AND “effectiveness.”
(Model developed by my good friend Greg Boyer, PhD)
Posted on November 15, 2010 by Ronald T. Brown, Ph.D.
The following are ten leadership tips from Jack Welch - former CEO of GE. During his twenty years at the helm of GE, he grew it from a $13 billion company to a $400+ billion dollar empire:
1. MEASURE THE RIGHT THINGS.
“If I had to run a company on three measures, those measures would be customer satisfaction, employee satisfaction and cash flow.”
2. SIMPLIFY YOUR BUSINESS BY BUILDING THE SELF-CONFIDENCE IN YOUR PEOPLE. If your company is not simple, you can’t be fast. And, if you’re not fast, your company will soon be dead. So, everything we do (at GE) focuses on building self-confidence in people so they can be set free to simplify the business.”
3. SET YOUR PEOPLE FREE TO SUCCEED.
“You’ve got to balance freedom with control, but you’ve got to give your people more freedom than you’ve ever dreamed of.”
4. SHOUT WHEN YOU WIN.
“People feel guilty about stopping to celebrate a little victory … but it lets people know they’ve won. It’s so critical to an institution. It brings it alive, gives it character.”
5. THE BOTTOM LINE IS NOT ENOUGH.
“Your bottom-line numbers are not the vision. Numbers are the product. I never talk about numbers. I talk about what drives the numbers.”
6. SPEND MORE TIME ON TALENT/LEADERHIP DEVELOPMENT.
“In most companies, the talent review process is a farce. At GE, I (Jack Welch) and my top two Human Resources people visited each division for a day. They reviewed the top 20 to 50 people by name. The talent review process…at GE…has the same intensity and importance that the yearly budget setting process has at other companies.”
7. FAIR DOESN’T MEAN THE SAME.
“Every person should be treated fairly in an organization, but every person should also be treated differently in an organization.”
8. MAKE YOUR PEOPLE SHARE GOOD IDEAS.
“What makes a company flourish is the transfer of good ideas.” At quarterly meetings, Welch insisted GE bring together the leaders of all of its businesses to share best practice ideas. “We take the best of our diversity, and proactively use it,” said Welch.
9. MEET WITH YOUT CUSTOMERS OFTEN.
Welch made a point of personally meeting GE’s major customers in the spring and fall every year.
10 TRUST YOUR GUT AND ACT.
“As a leader, I’ve learned that I rarely regretted stepping out to act on an initiative - but often regretted NOT acting fast enough.”
Posted on November 10, 2010 by Ronald T. Brown, Ph.D.
In their book, “Soar with your Strengths,” Clifton and Nelson share the example of how the Chinese have long been able to hold the Olympic gold medal in Ping-Pong.
At the 1984 Olympics, when they again captured the gold medal, the coach of the Chinese team was asked by a reporter, “Tell us about your team’s daily training regimen.”
“We practice eight hours a day perfecting our strengths.”
“Could you be a little more specific?” asked the reporter.
“Here is our philosophy: If you develop your strengths to the maximum, the strengths become so great it overwhelms the weaknesses. Our winning player, you see, plays only with his forehand. Even though he cannot play backhand, and his competition knows he cannot play backhand, his forehand is so invincible that he cannot be beaten.”
And so it is in our lives... Though we all need to properly manage our weaknesses - it will be as we continually develop and utilize our strengths that we will make the most effective and efficient progress toward our dreams and goals. Each of us have specific abilities, which if understood and leveraged, will enable us to quickly advance in almost any area of life, including our effectiveness as a leader.
In what ways are you developing your strengths lately?
Posted on November 05, 2010 by Ronald T. Brown, Ph.D.
Being assertive, in the proper setting and situation, is a great advantage – especially when it comes to your career and reaching your potential. After all, most supervisors do not care about the kind of tie you have on, or how well you make coffee. They are interested in, and are likely to remember, if you are a person who wisely and consistently shows initiative.
Whether in your career, working on a hobby, or personal goal – learning how to take initiative is the first step to achieving grander goals and attaining your highest ambitions. Taking initiative truly opens the doors of success…
**When showing initiative, remember these truths:
1) Taking Initiative Does Not Equate To Being Aggressive.
Many people make the mistake of thinking that showing initiative, or begin assertive, is the same thing as being aggressive – thus they hesitate to step out. While being an “aggressive” person can backfire on you big time – wisely and boldly showing initiative will open doors and quicken your ability to attain your dreams and goals.
Being aggressive is mean. On the other hand, being assertive is about proactively facilitating growth in yourself and organization.
2) Your Initiative Rests On Self-Confidence.
It is hard to consistently show initiative when you lack self-confidence. And the foundation for building your confidence is belief – Belief in yourself, your dreams, and what you can become.
3) Initiative Benefits Every Area Of Life.
Therefore, in your spiritual, physical, social, and mental life – work to boldly step forward by:
Seeking
Asking
Going
Moving
Apologizing
Loving
Confronting
Helping…
** Your choice to step out will pay rich dividends.
Posted on October 31, 2010 by Ronald T. Brown, Ph.D.
“Conflict Leadership” is the art of enabling a group to explore the differences that have created a conflict - and then build a process to move beyond the conflict effectively. To do this a leader must understand that a conflict is an opportunity, rather than a problem to be avoided. In The Magic of Conflict, Thomas Crum writes:
“Conflict is neutral; neither positive nor negative, it just is. Nature uses conflict as its primary motivator for change, creating beautiful beaches, canyons, mountains, and pearls. It’s not whether you have conflict in your life; it is what you do with that conflict that makes a difference.
“In addition, Conflict is not a contest. Winning and losing are goals for games, but not for a conflict – instead learning, growing, and cooperating are the desired outcomes… Conflict is rarely about who is right. It is about the acknowledgment and appreciation of different experiences, perspectives, and possibilities.”
In high performance organizations, people are continually working to resolve the ongoing conflict between the past (which defines the organization’s current behavior and performance) and the vision of what still could be. In this process of pushing for growth, conflict is bound to emerge as individuals struggle and disagree over ways to solve an issue, deal with communication, and make final decisions regarding how to move the organization forward.
To help navigate conflict, a leader should:
1) Value, and Steer, the Energy – Conflict inevitably produces energy. A leader must control and balance this energy within him/her self – and then appreciate, and steer, the energy conflict creates in others.
2) Seek and Gain Understanding – “Seek first to understand, then to be understood.” A leader must carefully oversee, nurture and protect the communication process between individuals, groups, and the organization.
3) Create and Adhere to a Process - Before progress can be made in moving beyond a conflict, the parties must agree to the process they will follow to move past the confusion and toward a solution. The leader’s role is to help build a process that will allow the individuals, or group, move through the conflict in a healthy way.
4) Promote Mutual Benefit – Each individual has a style when dealing with conflict. Some “Avoid,” others “Compete,” some “Compromise,” others “Accommodate” while other “Collaborate.”
A leader should help individuals transcend their “natural” style and work toward a collaborative, win-win perspective, which meets the needs of each party. This requires an “abundance” mindset that allows everyone to move toward the best solution for everyone involved.
5) Clarify Responsibility and Accountability – This is the last critical element in leading conflict. Developing and growing beyond a conflict requires committed action and follow-through. Where individuals make commitments, and then are held accountable to make progress toward those commitments.
