Posted on August 21, 2009 by Ronald T. Brown, Ph.D.
Doing unto others…
In the early days of flying, transporting mail by air became a huge business. But it was also dangerous in those flimsy planes that were used after World War I. Of the first forty pilots employed with the U.S. Mail service, thirty-one died carrying the mail. In fact, the life expectancy of a pilot was four years. Finally, in 1922, the pilots worked out a deal with their supervisors. If the supervisor of an air field told a pilot that he had to take off to deliver the mail - even though the pilot thought the weather was too dangerous, the manager had to be willing to sit in the plane’s second seat and fly once around the field. That next year, there were no U.S. Mail pilot fatalities.
** Due to the pressures of the bottom line, sometimes a leader will pressure a subordinate (either overtly or subconsciously) to complete a task that is either unethical, unsafe, or premature.
Paul Carroll & Chunka Mui write, “Humans are hardwired to come up with bad strategies.” When under pressure, making a wise leadership choice can be extremely difficult because of the following natural tendencies in humans:
- Humans tend to focus in on an answer very prematurely, long before they honestly evaluate all the information available.
- People have difficulty remaining objective while they sort through contradictory information.
- People have a strong tendency to conform to the wishes of a group, rather than raise objections that test ideas - especially if there is a strong personality in the senior leadership role.
- People don’t learn as much as they could from mistakes because we typically suffer from overconfidence - and have elaborate defense mechanisms to explain away our failings.
Posted on August 18, 2009 by Ronald T. Brown, Ph.D.
USEFUL FORMS OF POWER:
William E. Smith, PhD developed a useful framework for organizational change by utilizing three complementary forms of “
power” (using the term “power” from a positive perspective):
1) Appreciative Power; 2) Influence Power; and, 3) Control Power.
To keep things less theoretical, these can be respectively renamed as: “
Get the Big Picture” Power; “
Get-on-Board” Power, and “
Get It Done” Power.
1) “Get the Big Picture” This form of power is often exercised by visionaries and effective executive leaders as they develop and communicate a vision for the future that inspires people to take action. “
Get-the-Big-Picture” power does
not get things done, but it does develop the framework(s) by which people discover what they
should be doing.
2) “Get-on-Board” Power is the form of power that is generated through human interaction and persuasion/influence. This form of power is exercised by people who are excited by what they are doing, and who want others to come alongside them for the journey – join them in the pursuit of a worthy dream or goal. Hence,
“Get-on-Board” power is most useful when special effort needs to be made to help people get excited, form effective and energized teams, and/or help people passionately join a cause.
3) Finally, “Get-It-Done” Power is the power involves having the authority to actually direct people and resources. “
Get-It-Done” power is the dirt-practical, rubber-meets-the-road power that enables all good dreams to be realized.
** All three uses of “
power” need to be wisely leveraged at various times in the life of a leader – and of a leadership team.
Posted on August 11, 2009 by Ronald T. Brown, Ph.D.
Leadership involves a moral and ethical dimension in regard to “how” and “why” a leader chooses to exert influence over another person. Because leadership is fundamentally about influencing others, the study of leadership begs the moral question of
how
we choose to exert that influence.
- Rick Teerlink, former CEO of Harley-Davidson, asserted what he called “The Moral Foundation of Leadership.” Without these
four
cornerstones in place, one’s leadership is not likely to be either effective, nor long lasting.
The Moral Foundation of Leadership includes
: (with corresponding reflective questions.)
1) Truth-Telling: ** The truth, as you see it and communicate it to others, is a great crucible that burns out wannabe leaders and hardens true leaders.
“Am I willing to tell people the truth (as I see it)?”
“Would I like to have my actions reported tomorrow in the national newspaper?”
2) Promise-Keeping: ** Broken promises undermine a leaders credibility very quickly.
“Before I make a promise, do I consider whether I can, in fact, keep it?
“Would my employees, and others, argue publicly that I kept my promises?
“Have I made promises I have not kept?”
3) Fairness: ** Fairness ensures that followers will get their fair share of the rewards.
“Would my various stakeholders argue that they are being treated fairly in my organization?”
“Am I deceiving myself that those who would argue otherwise… are just being unreasonable?”
4) Respect for the Individual: ** The first three moral cornerstones can be distilled into this last one.
“Do I know the names of the people I meet daily.”
“Do I look the people I meet daily in the eye - and am I “with” them for that brief moment?”
“Do I listen to what others say, or do I interrupt and interject my own thoughts?”
** These four cornerstones provide different perspectives into the single moral concept of leading with integrity.
Posted on August 07, 2009 by Ronald T. Brown, Ph.D.
We are all blind to ourselves in various ways. We just do not see ourselves for who we really are. As an African proverb states, “Alone, I have seen many marvelous things, none of which were true.” The fact is, we do not see reality without the help of others.
And since we all have these blind spots, we need to continuously seek the wisdom and perspective of individuals who know us very well. For there will be times when our life is reflecting poor attitudes or behaviors - and though we may not recognize this, those around us will.
There have been times when I thought I was balancing my work and family quite well, only to later find out that my wife or children were feeling neglected. And though I was not aware this was happening, it was the feedback from my family that helped get me back on course.
And there are other useful sources of feedback as well…
For example, there is the weight scale in the bathroom. Whenever I try to convince myself that I am immune to foods with a high content of sugar, or think I can go a couple of weeks without working out, the scale in my bathroom is quick to correct my thinking. My point is, whenever your life starts to drift out of balance, it will send signals intended to help you get back on track. But these signals will only help if you look for, and then embrace, the feedback sent your way.
I have a love-hate relationship with the concept of feedback. Though I agree feedback is useful… I have a natural tendency to believe I am already perfect, or that others don’t notice my faults.
** And I know I’m not alone in this. It’s been my experience as a consultant that many leaders struggle with receiving feedback from their peers or subordinates without becoming defensive and personally upset by what is said. The reason for this is pride. Pride prevents you from humbly seeking and accepting what others see in your life. But since you are blind to yourself in some areas, the seeds for your future growth and success will always be found in the feedback being sent to you from these various sources. Feedback really is the breakfast of champions.
I challenge you to embrace the concept of feedback and find out what other people think about how you are living your life. What feedback would your subordinates, close friends, and spouse provide regarding your life? And when you receive the feedback, look for patterns and themes. If one person says you are an elephant, they are probably delusional, but if three or four people say you are an elephant . . . then, in some odd way, you are an elephant. Accept what other people observe in your life and resist the temptation to be defensive by simply thanking them for their honesty.
Posted on July 29, 2009 by Ronald T. Brown, Ph.D.
Courageous peolpe are known for taking fearless steps into their future. They are know for taking decisive
ACTION
.
Highly successful people know a major key for attaining high levels of success is having the couarage to simply take…
action
. To step out in the direction of thier dreams and goals.
** When Jeff Bezos decided to start Amazon.com, he left his job on the East Coast and headed to Washington State. He had his wife drive him and their belongings across the country so he could stay on the phone constantly; convincing potential investors and vendors why Amazon would be a success.
Even seemingly small
, yet courageous, actions can lead to great success - for small steps will eventually lead to larger steps - as your momentun in a new direction continues. Sir Isaac Newton’s principle that a “body at rest tends to remain at rest, and a body in motion tends to remain in motion,” definitely applies to priciples of success.
Once you’ve taken that first step (even a small step) in a new direction, the next step will seem easier to take - leading to more steps in the future as your momentum and confidence increases… if a mindset of courage remains within you.
** What (even small) step can you take today toward one of your dreams? What will be your second and third steps as well?
Posted on July 26, 2009 by Ronald T. Brown, Ph.D.
Time is a leaders most valuable resource. Therefore, learning to manage the constant onslaught of interruptions is a skill one must learn - enabling a leader to make the most effective use of the limited time they do have.
**
The following are a few disciplines a leader can incorporate to do this
:
1) Establish daily “closed door” hours, where you are not to be interrupted by staff - unless the office is burning down! (This won’t work unless you hold your staff accountable to this rule… for they will surely test your resolve.)
2) Have your office assistant pre-screen and manage your incoming emails and calls. Establish guidelines for which kind of emails and calls your assistant can deal with themselves.
3) Take your work out of the office to a quiet place for a few hours - and turn off your cell phone.
4) Continue to increase your ability to delegate, empower, and let others manage tasks - with your minimal oversight.
5) Hold regular staff meetings, and tell staff to wait to address non-critical issues until these meetings.
So a simple thought
:
** As a leader, since it is essential for you to manage your time and interruptions carefully - how have you been doing lately? How can you get better?
Posted on July 23, 2009 by Ronald T. Brown, Ph.D.
In “The Nature of Leadership”, Joseph White writes,“To be a great leader, you have to be successful at achieving change - important, consequential change… Making change successfully is a leader’s most important, yet greatest challenge.”
To this end a great leader utilizes the following 5 qualities to produce results:
1)
INNOVATION
: Great leaders are original thinkers, and often contrarians. They are usually guided by a few big, yet revolutionary ideas. ** For Abraham Lincoln, it was eliminating slavery. For Ronald Reagan, it was crushing Communism.
2)
RISK TAKING
: Great leaders are informed risk takers, who also have a consistent track record (yet not perfect record) of success. They act decisively, not recklessly, to utilize change in a positive way. ** Herb Kelleher took full advantage of the deregulation of the airline industry in 1978 by launching Southwest Airlines.
3)
SPOTTING TALENT
: Great leaders have an insatiable appetite for outstanding talent. They know they need people different from themselves - who are stronger and smarter - so they can achieve their highest aspirations. ** Steve Jobs, a very smart entrepreneur, recognized that he needed strong, professional leadership for his promising start-up. He set his sights on John Sculley, an outstanding executive slated to become CEO of PepsiCo, as the ideal CEO for Apple Computers. Steve then set out to lure Sculley to join the team at Apple.
4)
HELICOPTER VIEW
: Great leaders have an extraordinary sense of perspective. They routinely position an immediate challenge into the larger context of the past - and future - while keeping the organization’s mission and practical realities firmly in mind. ** In his directive for America to send a man to the moon by the end of the decade, President John F. Kennedy understood, despite the enormous challenges, reaching that goal would unify and position the United States as a technological leader for decades to come.
5)
THE SPARKLE FACTOR
: Great leaders have a compelling presence. Every great leader, regardless of his or her personality, has a special, compelling something. There’s no formula for development this type of “sparkle.” But you know it when you see it. ** Ronald Reagan was courageous, well spoken, warm, energetic, and thoughtful. He had a compelling and courageous presence - which gave him persuasive influence when he sought positive change in America, an throughout the world.
Posted on June 21, 2009 by Ronald T. Brown, Ph.D.
“A large part of what a good boss does is expedite things for employees - that is, help them get their jobs done by removing obstacles. This is not at all the same as ‘making sure’ they get their jobs done by raising their anxiety level.”
** Fortune magazine has provided a short online quiz to help determine if you are a good or bad boss. It’s part of an article by senior writer, Anne Fisher.
Take Quiz Here
In the article, Ann Fisher asked David Sirota, head of Sirota Survey Intelligence, “what makes a good boss, in employees’ eyes?” Here is part of his response:
”All of our research consistently shows that people in general have three goals at work. First is fairness. They want to feel that they’re being recognized and rewarded fairly for what they contribute. Second is achievement. People want to be proud of the organization and of their place in it. And third, camaraderie, meaning good working relationships and a sense of belonging to a team. If these three goals are met, you have enthusiastic employees.
The trouble is that, in most companies, morale among new hires is high and then, by about the six-month point, it has dropped sharply. Management has destroyed it. One thing bad bosses do is to deliberately make people feel insecure about their jobs. Another is, treat employees like children or criminals instead of like responsible adults.
A sign of a really bad boss is micromanaging, which I define as devoting punitive amounts of attention to minutiae. We’ve seen workplaces where people have to raise their hands if they want to go to the restroom. Another sign of a bad boss is when you hear employees say that they get no positive feedback at all. A common complaint is, “If we make a mistake, we hear about it, but for doing our jobs well, there is never a ‘thank you’.”
** So how good a boss are you? Take the Fortune quiz to help find out… Take Quiz Here
Posted on June 17, 2009 by Ronald T. Brown, Ph.D.
We all harbor some inner level of insecurity - even though many people go to great lengths to hide this fact. But our insecurities are not something we can ignore, for too much insecurity can eventually cripple one’s ability to lead.
**
Pastor Johnny Hunt outlines nine consequences of an insecure leader
:
• An insecure leader has a hard time giving credit to others. Their insecurity prevents them from allowing the release of praise in any direction - other than toward themselves.
• An insecure leader keeps information from his/her staff. When you release information, you build trust and confidence in others. When you conceal it, you instill just the opposite: no trust and no confidence.
• Insecure leaders do not want their staff exposed to other leaders - to leaders who may possess qualities and skills they do not personally have. Confident leaders give their people the best - no matter where it may be found.
• An insecure leader is often a micromanager. They tend to be control freaks - where nothing can happen that they are not fully aware of. This kind of obsessive control will wring the creative ingenuity out of any team.
• Insecure leaders have a high need for praise. This reason, perhaps more than any other, prevents one from leading effectively. When someone needs their followers to always be telling them how wonderful they are, it undermines the heartbeat of leadership, which is: building into the lives and careers of others.
• Insecure leaders do not provide security for those they lead. “If the mood and environment in the office is one of fear, second-guessing, and self-doubt, you can be sure an insecure leader is in charge.”
• Insecure leaders take more than they give. Instead of validating and encouraging others, they are focused on receiving it.
• Insecure leaders limit the best in their subordinates. Insecure leaders cannot genuinely motivate the development and emerging of high level skills in others.
• Insecure leaders limit the potential of their organization. “Not only does insecurity throttle down the horsepower of individual team members; it results in putting restraints on the entire church or organization.”
Posted on June 13, 2009 by Ronald T. Brown, Ph.D.
“Feedback is the breakfast of champions…”
Over ten years ago, the Gallup Organization created a research-based feedback process which leaders could use to measure and assess the “engagement” of those they lead. Gallup wanted to produce a tool which was
also powerfully linked to bottom-line business outcomes – including sales growth, productivity, customer loyalty, and profitability.
To identify the key elements that drive worker engagement, Gallup conducted thousands of focus groups and interviews, in all types of organizations.
From this data, Gallup pinpointed (out of hundreds of possible variables) 12 key employee expectations that, when satisfied, create a strong foundation for feelings of “engagement” between an employee and their leader/organization.
** Research showed that organizations with high "Q12 scores" (or engagement scores) experience lower turnover, higher sales growth, better productivity, better customer loyalty or other manifestations of superior performance. Each question is answered on a scale from 1-5.
The 12 Elements of Great Managing
- I know what is expected of me at work.
- I have the materials and equipment I need to do my work right.
- At work, I have the opportunity to do what I do best every day.
- In the last seven days, I have received recognition or praise for doing good work.
- My supervisor, or someone at work, seems to care about me as a person.
- There is someone at work who encourages my development.
- At work, my opinions seem to count.
- The mission or purpose of my company makes me feel my job is important.
- My associates or fellow employees are committed to doing quality work.
- I have a best friend at work.
- In the last six months, someone at work has talked to me about my progress.
- This last year, I have had opportunities at work to learn and grow.
These 12 statements apply to various settings, whether in an organization, athletic team, church congregation, volunteer team…
Challenge: Have those you lead rate the 12 statements on a scale of 1-5, then start making changes to bring a few of the lower scored ratings to a “5”.
