Thoughts About Change
One of the great global Renaissance women of our time, Maya Angelou, wisely contributed to the dialogue on change by declaring, "I can be changed by what happens to me, but I refused to be reduced by it." Clearly her mindset accepts change as inevitable, but something around which an attitude option exists as a choice. In Angelou's case, she embraces the power she possesses to be resolute about maintaining her balance and purpose -- to refuse to be diminished in any way be the change experience. In fact, when looking at Angelou's life, one could fairly accurately opine that she has embraced change in such a way as to extravagantly enhance her life (one outcome being wisdom).
There is extraordinary power in change ... with an optimistic and embracing attitude it can be invigorating rather than enervating. Harness the power of change, and watch as the miracles you desire fall into place!
Sunday, November 3, 2013
Sunday, July 28, 2013
When the Sun Got Stuck: The Paperback!
I'm very pleased to announce the release of my new book,
When the Sun Got Stuck: A Fable for Leaders and Their Teams, is now available in paperback, and it continues to be available in the eBook (kindle) version. Order by clicking the link below. You can even take it for a test drive on Amazon.com before committing!
When the Sun Got Stuck: A Fable for Leaders and Their Teams, is now available in paperback, and it continues to be available in the eBook (kindle) version. Order by clicking the link below. You can even take it for a test drive on Amazon.com before committing!
Wednesday, May 8, 2013
“Catch-22” Situations
Countering a leader who seems to consistently put you into no-win situations or impossible dilemmas, and insists on adherence to illogical rules and regulations may be assisted with these responses:
• Let go of ego around confrontations, remember the old adage that you don’t always have to be right to be happy.
• Be logical and clear in your communications with your supervisor, and when confronted with communication that isn’t logical and clear politely ask for an explanation. The key here is to have the intent of clearing up any miscommunications for the good of the organization. By removing the personal, and making the need for clarity about the success of your boss and his/her goals and objectives, you remove a threat – you!
• Invite your supervisor to your team meetings regularly, or at least often enough that they know and understand your desire too seek their input as you work through tasks effectively with your team. Shining a light on the fact that you are open and agreeable to your supervisor’s presence can be quite a tonic for good.
• Always be supportive of the goals and tasks of your boss. Have empathy for the tasks and responsibilities that are assigned to your supervisor, and let them be aware that you support their position within the organization.
(This is an excerpt from an earlier blog -- When the Cow Jumped Over the Moon, Part One -- see blog archive.)
Countering a leader who seems to consistently put you into no-win situations or impossible dilemmas, and insists on adherence to illogical rules and regulations may be assisted with these responses:
• Let go of ego around confrontations, remember the old adage that you don’t always have to be right to be happy.
• Be logical and clear in your communications with your supervisor, and when confronted with communication that isn’t logical and clear politely ask for an explanation. The key here is to have the intent of clearing up any miscommunications for the good of the organization. By removing the personal, and making the need for clarity about the success of your boss and his/her goals and objectives, you remove a threat – you!
• Invite your supervisor to your team meetings regularly, or at least often enough that they know and understand your desire too seek their input as you work through tasks effectively with your team. Shining a light on the fact that you are open and agreeable to your supervisor’s presence can be quite a tonic for good.
• Always be supportive of the goals and tasks of your boss. Have empathy for the tasks and responsibilities that are assigned to your supervisor, and let them be aware that you support their position within the organization.
(This is an excerpt from an earlier blog -- When the Cow Jumped Over the Moon, Part One -- see blog archive.)
The Power of Deciding
There is perhaps no more powerful statement on the power of “deciding” than the famous words of Johann Wolfgang von Goethe who in the early years of the 19th Century said:
“I have come to the frightening conclusion that I am the decisive element. It is my personal approach that creates the climate. It is my daily mood that makes the weather. I possess tremendous power to make life miserable or joyous. I can be a tool of torture or an instrument of inspiration; I can humiliate or humor, hurt or heal. In all situations, it is my response that decides whether a crisis is escalated or de-escalated, and a person humanized or de-humanized. If we treat people as they are, we make them worse. If we treat people as they ought to be, we help them become what they are capable of becoming.”
(Excerpt from my earlier post: Why Good Leaders Must D.I.E. -- go look up that blog posting on my site to see why such a provocative title ...)
Sunday, August 5, 2012
When the Sun Got Stuck (c)
I am very pleased to announce the upcoming publication of my book,
When the Sun Got Stuck: A Fable for Leaders and Their Teams (c). Release date is was May 4, 2013. The book is available immediately on Amazon.com.
When the Sun Got Stuck(c) presents key leadership skills in an accessible, compulsively readable format that is appropriate for audiences from young adults to seasoned professionals. An intriguing look at both sides of leadership, from those qualities that "become a leader least" to the highly valued skills that relate to leadership excellence. Many of the concepts presented in this blog are woven into the story, and reveal themselves through characters, setting, a community crisis, and the resolution of that crisis through effective team leadership skills.
Thank you for following my blog, and for your interest in my book.
Monday, July 4, 2011
The Power of Change: The Attitude Option
by Richard R. Russey
Transitions and change are imbedded in our DNA (think: cell division) -- as well as in our exterior world, both personal and professional. Yet as real and as constant as change is, we often experience it as an intruder -- unwanted, scary, and even debilitating.
The forward movement our own life can be experienced in a myriad of ways running along a continuum from transfixing immobility on one end to triumphant exultation on the other. Most of us experience transition and change somewhere in-between the two extremes of the transition continuum depending on the level these change occurances may take -- from the minor, almost unnnoticed hiccup of change, to the earth shaking, life alterning, highly impactful transfiguration of one's life. There is no doubt that for the most part we are creatures of comfort; we seek the familiar and are soothed and comforted by the known.
But, it is undeniable that within change great power exists. The paradox lies in the fact that the shape and form of change can be either enervating or energizing. Each person has the opportunity to decide how to experience the power of change. It is important to remember that there is always a choice in our reaction to the change experience.
One of the great global Renaissance women of our time, Maya Angelou, wisely contributed to the dialogue on change by declaring, "I can be changed by what happens to me, but I refused to be reduced by it." Clearly her mindset accepts change as inevitable, but something around which an attitude option exists as a choice. In Angelou's case, she embraces the power she possesses to be resolute about maintaining her balance and purpose -- to refuse to be diminished in any way be the change experience. In fact, when looking at Angelou's life, one could fairly accurately opine that she has embraced change in such a way as to extravagantly enhance her life (one outcome being wisdom).
Change happens. It is our reaction to it that determines a positive and healthy response, or something other. To recognize and embrace that we always have an attitude option is to intentionally see change as an opportunity for positive benefits and outcomes.
Looked at with another, but equally potent, perspective, the legendary basketball player and coach, John Wooten, who hailed from America's heartland of hoops, Indiana, has said that "Failure is not fatal, but failure to change might be." Wooten's statement on change is wonderful in part because it acknowledges the fact that all of experience failure -- perhaps many times -- through the course of our lives, but that failure in and of itself is not fatal. But, with his simple words, he speaks powerfully about the great locomotive of life as being fueled by change, and to avoid, ignore, or seek refuge from change is a failure of intentional decision-making that could very well be fatal. Again, an attitude option is referenced, however obliquely.
So, the challenge that confronts us, indeed burns burns fiercely through our experience in this terra-firma environment is how we each individually decide to respond to the transition and change experience. Attitude options abound, and because the temporal experience on terra-firma is extremely limited I won't wallow in the negative options, but get right to the positive attitude options -- those that may help us successfully navigate the change experiences we are confronted with on an ongoing basis.
Five Attitude Option Guidelines:
1. Keep Your Eyes on the Horizon: It is easier to navigate the unexpected bumps and detours, and even major roadblocks, when you are looking ahead and keeping your focus on the big and long-term picture. Your destination goal (and you should have one in mind) can provide an effective antidote to the all too frequent transitions you will be challenged with in both your personal and professional lives. It is easier to allow onself to spend time in the weeds -- entangled by the minutia of day to day detail -- forgetting, in fact, that there exists a more global perch from which to view your world of experience, and how every piece (including the bumps and detours) fit together with purpose.
2. Always Have a "Plan B": Whether dealing with a shake up at the work place, a loss of a job (or change of jobs), the loss of a loved one, or any other "transition" it is always good to have a "Plan B." Remember, if there is nothing else at all you can count on, you assurredly can count on change being a constant in your life in ways both great and small. So, the question, "What do I do if ...?" is a valuable exercise indeed. If nothing else, it flexes your attitude option muscle. Think of this as your personal "emergency preparedness plan," your well-considered tool box of resources and actions you may employ should you need to in reaction to a life changing experience. Think broadly as you develop your plans -- how they will help sustain, nurture, guide, and inspire you as you traverse the changes, challenges, and proverbial bumps in the road.
3. Maintain Your Physical and Emotional Wellbeing: This is particularly challenging, particularly when the change you are experiencing is not one you have sought or desired. However, it is critical to the survival of your sense of self to maintain a relentlessly positive attitude and lifestyle. This requires a frequent (almost moment to moment) "weeding" of the mental and emotional garden of thoughts. It has been said that we humans have literally tens of thousands of individual thoughts per day. And, astoundingly, even when times are good, the vast majority of those thoughts are negative self-talk. So, the challenge to "relentlessy positive" is a great and serious one indeed.
Positive energy is supported in no small manner by the daily care and feeding of your corporeal vessel (yes, your body). Eating well and moving frequently are absolute essentials. The good news is that is doesn't take any special diet book or plan, or expensive gym memberships -- because unless you've been living in a cave you KNOW what it means to eat well and move your body enough to maintain flexibility and a healthy weight. Eat quality food, eat less of it than you might imagine you "need" and move your body in ways that bring you pleasure (walking, running, bicycling, swimming -- the options are endless, and most don't cost a thing!).
Depression is a very real reaction to unwanted change, particularly when it has anything to do with loss of any kind (job, relationship, death of a loved one). Often, the best option here is to seek professional support along with keeping your friendship network close. Don't be afraid to ask for what you need. Watch for signs of addictive behavior -- and this is not just about drinking or drugs. Many other activities can be addictive. Think of the amount of time you may spend watching television, plying the world wide web, or excessively shopping (retail therapy is helpful to an extent perhaps, but it can also be a real and debilitating addiction). The point is this ... to the degree that any activity pulls you away from interactions with family and friends, and becomes a substitute or a "needed" distraction from responsibilities, it may be an addiction that requires professional help to address. I hasten to add that I am not a doctor or health care professional of any kind -- but, I, like countless others, have suffered addictions and depression as the result of a sudden and unexpected change or loss. And, what I learned for myself is that it is very difficult to go it alone when dealing with such a major life imbalance.
4. Build Bridges and Networks: If you are fortunate, you have many bridges to provide pathway options to walk above the troubled waters you may be experiencing. However, all too frequently we are rewarded for "going it alone" and for demonstrating "self-starter" qualities. Fine in good times, not so helpful when what you really need to do is reach out to others. Asking for a helping hand, or advice, or a compassionate ear is not weakness -- it is strength of character that allows that vulnerability to be expressed. Engage your networks of friends and colleagues to help you navigate the change you are experiencing. Everyone has been there -- that is, in need of a supportive person to assist in a time of change and challenge and transition.
5. LIVE, LOVE, LAUGH: It is essential as an attitude option to use the power of laughter as Norman Cousins taught us many years ago, in his groundbreaking work, Laughter is the Best Medicine. In the many years since his first books were written many, many scientific studies have confirmed what he taught us -- which is that there is real, healing, therapeutic elements to laughter. Find what is is that brings a smile to your face -- or better yet makes you laugh out loud -- and you will be well on your way to a much healthier approach to the challenges of change and transition.
So, I'll end this posting with a quote by Robert C. Gallagher:
"Change is inevitable -- except from a vending machine."
Thursday, January 7, 2010
And the Cow Jumped Over the Moon, Part II
By Richard Russey
And now, in Part II of my exploration of the sometimes befuddling behavior of supervisors, managers, or leaders who would seem to either overtly or covertly, or passively or aggressively (sometimes passive aggressively) derail your best efforts at being a responsible, effective, and authentic leader yourself, the going gets tougher. We are entering into an arena of behaviors that are not as easily countered or dealt with successfully. Yet there are still means of at least attempting to counter the negativity of these behaviors:
Querulous Demeanor
In these times of greater understanding and enlightenment around HR principles, standards, and practices, not to mention the increasing number of formal complaints against supervisors who cross the line with their staff, there are hopefully fewer incidences of bosses who demonstrate a true querulous demeanor. Sure, everyone has a bad day now and then, but the manager stuck in behaviors that are characterized by voicing small and petty complaints about personality traits, work habits, and personal work space, or are unnecessarily argumentative and dictatorial are a species at risk of extinction – but let’s be realistic, they do still exist. One need only walk to the water cooler to hear the conversations, in hushed tones, that tell the horror stories of querulous bosses.
The normal reactions by a direct report to a supervisor who exhibits ongoing and over the top querulous behavior include: defensiveness; protective posturing; a distancing from the team; a sense of limitation and lack of desire to go above and beyond; and an erosion of the desire to make reasonable efforts at communication. Perhaps everyone reading this can relate to hearing a co-worker saying, “Uh-oh, the boss is coming down the hall, I’m getting out of here.” Well, managers at a certain level do the same thing when among their peers. When the behaviors exhibited by a leader are such that their direct reports (remember these people are leaders themselves) scramble to get away when they approach, something in that dynamic is terribly wrong. Sure, it is often the source of rich humor for the movies and television; but to live that existence day in and day out at one’s place of employment or in any situation where you report to a “leader” is disastrous.
Clearly, these reactions of getting out of the way, defensiveness, feeling limited, distancing from the team, and giving up on communications are understandable. But, they can be extremely toxic to oneself and to your “down-line” team. So the better course of action is to remain as positive as possible and attempt to respond with these approaches:
• Examine your behaviors, style, and work habits that may be either intentionally or unintentionally provocative in the work environment. There are certain organizational norms around behavior and dress. Often they are written into policy manuals and are therefore a condition of employment. The point here is to engage in a self-review to determine whether you may be displaying passive-aggressive tendencies that are unnecessarily provoking your supervisor into the querulous demeanor. This may not be the case at all, but a periodic self-check, particularly when you are dealing with stress and friction at work is an excellent starting point.
• If you pass that self-review (and in order to be really sure, ask a trusted colleague to provide you with feedback in this arena), then you can safely assume that the problem lies with the supervisor or some other mitigating factor. In that case, a direct approach is usually the best manner to deal with issues such as these. Make careful notes of comments made, behaviors observed, e-mails sent, or other indicators that your boss is undermining you with petty complaints. Now, unless you want a full-scale confrontation (in which case the staff person rarely wins), do not present your list to your supervisor in writing as that would only serve to ramp up the heat and may prevent you from resolving this situation more amicably. Rather, use your list of observations as the starting point for a conversation about your concerns. Avoid accusations, but do invite a discussion that opens a dialogue about what might be behind the petty complaints your boss seems to be directing your way. Is your work otherwise up to par? Have you missed deadlines or failed to deliver on tasks in a satisfactory manner? These are reasonable and non-confrontational questions to ask your supervisor. Remember to speak from the “I” perspective. You can only speak from your own experience and feelings. So, a structural beginning for this type of dialogue could be: “You did ABC, and I felt EFG.” This approach avoids accusations that put the entire onus on the supervisor.
• If your boss has criticized you publicly (a leadership no-no), ask that he or she meet with you privately to discuss critiques of your performance. Keep bringing the conversation back to performance related to assigned tasks and expected deliverables. The more you are able to have your boss focus on those factors that are reasonable measures of your effectiveness and success, the better to lead him or her away from petty complaints. This approach also indicates that you desire to do your best to serve the organization and its mission, and to make it as successful as possible.
Narcissism
Without question, narcissistic behavior abounds among the ranks of leaders for the very reason that promoting oneself over the interests of others is seen as one way of getting ahead of your competition. The regrettable result is a team damaged by the narcissism of their supervisor – lacking in motivation, drive, interest, and the desire to give one’s very best to the organization. Narcissism is easy to spot, and its result cuts deep. When you experience a manager or supervisor who is obsessed with promoting themselves over the team (i.e. grabbing credit and attention), withholds acknowledgement, and uses the personal pronoun “I” rather than the more inclusive “we,” you can be fairly certain you are dealing with a narcissistic boss.
Teams who experience this as a regular “diet” quickly become cynical, apathetic, and reticent to give fully of their talents and skills. The sad result is a team that moves from high performance to mediocrity, among other characteristics.
Again, this is a tough one, and may require much more that an individual or even a team “intervention” can fix. There are often deep insecurities behind the narcissistic personality. However, small changes may come about by:
• Not acting in ways that overtly threaten your supervisor’s self-esteem. Challenging their ideas publicly, particularly when done with an edge and an intention to strike back or get even, is a road to nowhere, except perhaps out the door.
• Do unto others … that is, turn the tables, and engage in the very kind of behavior you would desire from your boss. Give him or her credit for those things they do well, and give the credit publicly.
• Mentor your own team of direct reports towards success then acknowledge them publicly, while making sure your boss is informed of their success. Being seen as willing to share success and to acknowledge others without apparent damage done to your own career may be a valuable and subtle lesson for your boss to observe and hopefully learn from.
• There is an old adage that offers the idea that a behavior ignored will eventually disappear. This may or may not be successful, but the more you go about your business and don’t bring attention to the narcissistic ways of your supervisor, the less inclined he or she may be to continue to engage in behaviors that don’t bring them the attention they desire.
Spuriousness
The case of spurious bosses has to do with behavior exhibited by them that lacks authenticity, is misleading or deceptive, seeks to perpetuate a myth for the purpose of power or control, or is two-faced (that is, different things to different people) in a disingenuous way.
Following the model of being the best “boss” you can be for your team as a starting point, remember to be squeaky clean in your authenticity and genuineness; acknowledge your idiosyncratic qualities or behaviors (we ALL have them); seek to be transparent, open, and honest with your team; and finally, admit mistakes when you make them – then quickly correct them.
Then, there are a few things you can try when you are dealing with the spurious behavior of your boss. Remember, your goal is not to play “gotcha!” with your supervisor, but to intentionally and with appropriate protocol address the behavior as a block to your effectiveness, thus a block to the effectiveness of the team, department, or even the organization as a whole.
• When you doubt the authenticity of your supervisor’s behaviors, never confront him/her with that doubt publicly. As with most of this section, there is a very fine line to walk when attempting to amend the negative behavior’s of one’s own boss. It doesn’t take much for these attempts to backfire. So, careful, thoughtful, and slow going is the key. In this case, a private conversation that attempts to get at the specifics of any given situation is important. You can lead with comments such as: “Did I hear correctly?,” “Do I understand your directive fully?,” “Is there additional information that will help me meet my goal of delivering this task on time and on budget?” This is an important time to put yourself in your supervisor’s shoes, and walk around a bit. IF your boss doesn’t feel attacked, and believes from your approach that you are genuinely trying to improve your work effort, the chances are better for a productive dialogue and outcome.
• This is one of the times that humor might help a great deal. In order to demonstrate your willingness to observe and learn from your own idiosyncratic behaviors, mistakes, or actions, it might be time to pull out a “story” of a time that you realized an unproductive behavior or mistake, were able to laugh about it with your team, and then move forward towards a successful outcome. This may subtly give your boss the “permission” needed to get “real” and speak with authenticity and transparency.
• Once your supervisor has put voice to even a very small mistake, or lack of transparency, or lack of genuineness, react without drama, come up with an idea to help your boss “fix” the situation, and/or admit a similar mistake you have made, and toss off a line that takes the pressure down a few notches, such as, “thank goodness we have opportunities to live and learn” or some such acknowledgement of the supervisor’s attempt at changing their spuriousness behavior.
Obstructionism and Turf Protection
Sometimes the negative actions of the boss is all about undercutting the down line direct reports in order to protect turf, or obstruct an action that will bring positive notice to mid-level manager. In this more difficult case of dealing with your boss, remember one of the rules of “jumping over the moon” – that is, by engaging your boss fully in your idea, project, or activity so there is a camaraderie that is developed from the beginning. During this process, give the boss credit for leading the team so openly and with success for all as the measuring stick.
• Don’t give your boss a reason to feel turf needs to be protected. I know this may sound odd, but often without knowing it, we may say things that claim credit for an important piece of work, or outwardly demonstrates your mistrust of your supervisor.
• Again, see your work as that of a team, and that team includes your direct reports as well as your boss. If your boss doesn’t have the time to be part of your team in a physical way, make sure s/he gets updates regularly from you about the progress of the project. By holding back on information until a day or two before your boss has to report out on your project to the CEO or other higher level leader, you will only exacerbate the feeling the boss may have of needing to obstruct or protect turf. So, make sure you share information fully and regularly so there is nothing for your boss to fear or protect.
Savior Complex.
Finally, some supervisor’s or bosses feel the need to be the one who saves the day by swooping in at the last moments and “fixing” the problems that you were not able to see or handle. There is a narcissistic element to this complex too, of course, but it may be deeply more troubling because it often occurs at the very last minute. I’ve known leaders who will spring the savior complex on a direct report and/or their team at the most critical and/or embarrassing times – such as at a team presentation of a project to the CEO, or board of directors. The boss with a savior complex may wait until that moment to point out flaws, and correct mistakes.
There is not much that one can do in that moment to challenge the boss. So, the best way to prevent this type of behavior is to go back to some of the earlier recommendations – to engage your supervisor in sharing information about the project or task along the way, to seek input from your supervisor along the way, and specifically to do a “run through” of any presentation for the organization leaders before the fact so that you have the opportunity to incorporate your supervisor’s ideas and thoughts before the presentation. In fact, while presenting the project to the organization’s leaders it would be wise to say, where true and accurate, that your boss was pivotal and helpful at various specific points along the way.
So, indeed it is possible for the “cow to jump over the moon” however difficult a feat that seems to be at the moment. Just remember the key ideas of inclusion, sharing, seeking feedback from your boss regularly, and acknowledging your boss for ideas and recommendations that have improved the project.
My thanks to a dear friend and colleague (she’ll know who she is!) for suggesting that I address this topic – a difficult one to be certain – but necessary if one is to successfully navigate the troubled waters of a supervisor, leader, or boss who may not always be coming to their role from an enlightened place, and is therefore making your job much more difficult.
And now, in Part II of my exploration of the sometimes befuddling behavior of supervisors, managers, or leaders who would seem to either overtly or covertly, or passively or aggressively (sometimes passive aggressively) derail your best efforts at being a responsible, effective, and authentic leader yourself, the going gets tougher. We are entering into an arena of behaviors that are not as easily countered or dealt with successfully. Yet there are still means of at least attempting to counter the negativity of these behaviors:
Querulous Demeanor
In these times of greater understanding and enlightenment around HR principles, standards, and practices, not to mention the increasing number of formal complaints against supervisors who cross the line with their staff, there are hopefully fewer incidences of bosses who demonstrate a true querulous demeanor. Sure, everyone has a bad day now and then, but the manager stuck in behaviors that are characterized by voicing small and petty complaints about personality traits, work habits, and personal work space, or are unnecessarily argumentative and dictatorial are a species at risk of extinction – but let’s be realistic, they do still exist. One need only walk to the water cooler to hear the conversations, in hushed tones, that tell the horror stories of querulous bosses.
The normal reactions by a direct report to a supervisor who exhibits ongoing and over the top querulous behavior include: defensiveness; protective posturing; a distancing from the team; a sense of limitation and lack of desire to go above and beyond; and an erosion of the desire to make reasonable efforts at communication. Perhaps everyone reading this can relate to hearing a co-worker saying, “Uh-oh, the boss is coming down the hall, I’m getting out of here.” Well, managers at a certain level do the same thing when among their peers. When the behaviors exhibited by a leader are such that their direct reports (remember these people are leaders themselves) scramble to get away when they approach, something in that dynamic is terribly wrong. Sure, it is often the source of rich humor for the movies and television; but to live that existence day in and day out at one’s place of employment or in any situation where you report to a “leader” is disastrous.
Clearly, these reactions of getting out of the way, defensiveness, feeling limited, distancing from the team, and giving up on communications are understandable. But, they can be extremely toxic to oneself and to your “down-line” team. So the better course of action is to remain as positive as possible and attempt to respond with these approaches:
• Examine your behaviors, style, and work habits that may be either intentionally or unintentionally provocative in the work environment. There are certain organizational norms around behavior and dress. Often they are written into policy manuals and are therefore a condition of employment. The point here is to engage in a self-review to determine whether you may be displaying passive-aggressive tendencies that are unnecessarily provoking your supervisor into the querulous demeanor. This may not be the case at all, but a periodic self-check, particularly when you are dealing with stress and friction at work is an excellent starting point.
• If you pass that self-review (and in order to be really sure, ask a trusted colleague to provide you with feedback in this arena), then you can safely assume that the problem lies with the supervisor or some other mitigating factor. In that case, a direct approach is usually the best manner to deal with issues such as these. Make careful notes of comments made, behaviors observed, e-mails sent, or other indicators that your boss is undermining you with petty complaints. Now, unless you want a full-scale confrontation (in which case the staff person rarely wins), do not present your list to your supervisor in writing as that would only serve to ramp up the heat and may prevent you from resolving this situation more amicably. Rather, use your list of observations as the starting point for a conversation about your concerns. Avoid accusations, but do invite a discussion that opens a dialogue about what might be behind the petty complaints your boss seems to be directing your way. Is your work otherwise up to par? Have you missed deadlines or failed to deliver on tasks in a satisfactory manner? These are reasonable and non-confrontational questions to ask your supervisor. Remember to speak from the “I” perspective. You can only speak from your own experience and feelings. So, a structural beginning for this type of dialogue could be: “You did ABC, and I felt EFG.” This approach avoids accusations that put the entire onus on the supervisor.
• If your boss has criticized you publicly (a leadership no-no), ask that he or she meet with you privately to discuss critiques of your performance. Keep bringing the conversation back to performance related to assigned tasks and expected deliverables. The more you are able to have your boss focus on those factors that are reasonable measures of your effectiveness and success, the better to lead him or her away from petty complaints. This approach also indicates that you desire to do your best to serve the organization and its mission, and to make it as successful as possible.
Narcissism
Without question, narcissistic behavior abounds among the ranks of leaders for the very reason that promoting oneself over the interests of others is seen as one way of getting ahead of your competition. The regrettable result is a team damaged by the narcissism of their supervisor – lacking in motivation, drive, interest, and the desire to give one’s very best to the organization. Narcissism is easy to spot, and its result cuts deep. When you experience a manager or supervisor who is obsessed with promoting themselves over the team (i.e. grabbing credit and attention), withholds acknowledgement, and uses the personal pronoun “I” rather than the more inclusive “we,” you can be fairly certain you are dealing with a narcissistic boss.
Teams who experience this as a regular “diet” quickly become cynical, apathetic, and reticent to give fully of their talents and skills. The sad result is a team that moves from high performance to mediocrity, among other characteristics.
Again, this is a tough one, and may require much more that an individual or even a team “intervention” can fix. There are often deep insecurities behind the narcissistic personality. However, small changes may come about by:
• Not acting in ways that overtly threaten your supervisor’s self-esteem. Challenging their ideas publicly, particularly when done with an edge and an intention to strike back or get even, is a road to nowhere, except perhaps out the door.
• Do unto others … that is, turn the tables, and engage in the very kind of behavior you would desire from your boss. Give him or her credit for those things they do well, and give the credit publicly.
• Mentor your own team of direct reports towards success then acknowledge them publicly, while making sure your boss is informed of their success. Being seen as willing to share success and to acknowledge others without apparent damage done to your own career may be a valuable and subtle lesson for your boss to observe and hopefully learn from.
• There is an old adage that offers the idea that a behavior ignored will eventually disappear. This may or may not be successful, but the more you go about your business and don’t bring attention to the narcissistic ways of your supervisor, the less inclined he or she may be to continue to engage in behaviors that don’t bring them the attention they desire.
Spuriousness
The case of spurious bosses has to do with behavior exhibited by them that lacks authenticity, is misleading or deceptive, seeks to perpetuate a myth for the purpose of power or control, or is two-faced (that is, different things to different people) in a disingenuous way.
Following the model of being the best “boss” you can be for your team as a starting point, remember to be squeaky clean in your authenticity and genuineness; acknowledge your idiosyncratic qualities or behaviors (we ALL have them); seek to be transparent, open, and honest with your team; and finally, admit mistakes when you make them – then quickly correct them.
Then, there are a few things you can try when you are dealing with the spurious behavior of your boss. Remember, your goal is not to play “gotcha!” with your supervisor, but to intentionally and with appropriate protocol address the behavior as a block to your effectiveness, thus a block to the effectiveness of the team, department, or even the organization as a whole.
• When you doubt the authenticity of your supervisor’s behaviors, never confront him/her with that doubt publicly. As with most of this section, there is a very fine line to walk when attempting to amend the negative behavior’s of one’s own boss. It doesn’t take much for these attempts to backfire. So, careful, thoughtful, and slow going is the key. In this case, a private conversation that attempts to get at the specifics of any given situation is important. You can lead with comments such as: “Did I hear correctly?,” “Do I understand your directive fully?,” “Is there additional information that will help me meet my goal of delivering this task on time and on budget?” This is an important time to put yourself in your supervisor’s shoes, and walk around a bit. IF your boss doesn’t feel attacked, and believes from your approach that you are genuinely trying to improve your work effort, the chances are better for a productive dialogue and outcome.
• This is one of the times that humor might help a great deal. In order to demonstrate your willingness to observe and learn from your own idiosyncratic behaviors, mistakes, or actions, it might be time to pull out a “story” of a time that you realized an unproductive behavior or mistake, were able to laugh about it with your team, and then move forward towards a successful outcome. This may subtly give your boss the “permission” needed to get “real” and speak with authenticity and transparency.
• Once your supervisor has put voice to even a very small mistake, or lack of transparency, or lack of genuineness, react without drama, come up with an idea to help your boss “fix” the situation, and/or admit a similar mistake you have made, and toss off a line that takes the pressure down a few notches, such as, “thank goodness we have opportunities to live and learn” or some such acknowledgement of the supervisor’s attempt at changing their spuriousness behavior.
Obstructionism and Turf Protection
Sometimes the negative actions of the boss is all about undercutting the down line direct reports in order to protect turf, or obstruct an action that will bring positive notice to mid-level manager. In this more difficult case of dealing with your boss, remember one of the rules of “jumping over the moon” – that is, by engaging your boss fully in your idea, project, or activity so there is a camaraderie that is developed from the beginning. During this process, give the boss credit for leading the team so openly and with success for all as the measuring stick.
• Don’t give your boss a reason to feel turf needs to be protected. I know this may sound odd, but often without knowing it, we may say things that claim credit for an important piece of work, or outwardly demonstrates your mistrust of your supervisor.
• Again, see your work as that of a team, and that team includes your direct reports as well as your boss. If your boss doesn’t have the time to be part of your team in a physical way, make sure s/he gets updates regularly from you about the progress of the project. By holding back on information until a day or two before your boss has to report out on your project to the CEO or other higher level leader, you will only exacerbate the feeling the boss may have of needing to obstruct or protect turf. So, make sure you share information fully and regularly so there is nothing for your boss to fear or protect.
Savior Complex.
Finally, some supervisor’s or bosses feel the need to be the one who saves the day by swooping in at the last moments and “fixing” the problems that you were not able to see or handle. There is a narcissistic element to this complex too, of course, but it may be deeply more troubling because it often occurs at the very last minute. I’ve known leaders who will spring the savior complex on a direct report and/or their team at the most critical and/or embarrassing times – such as at a team presentation of a project to the CEO, or board of directors. The boss with a savior complex may wait until that moment to point out flaws, and correct mistakes.
There is not much that one can do in that moment to challenge the boss. So, the best way to prevent this type of behavior is to go back to some of the earlier recommendations – to engage your supervisor in sharing information about the project or task along the way, to seek input from your supervisor along the way, and specifically to do a “run through” of any presentation for the organization leaders before the fact so that you have the opportunity to incorporate your supervisor’s ideas and thoughts before the presentation. In fact, while presenting the project to the organization’s leaders it would be wise to say, where true and accurate, that your boss was pivotal and helpful at various specific points along the way.
So, indeed it is possible for the “cow to jump over the moon” however difficult a feat that seems to be at the moment. Just remember the key ideas of inclusion, sharing, seeking feedback from your boss regularly, and acknowledging your boss for ideas and recommendations that have improved the project.
My thanks to a dear friend and colleague (she’ll know who she is!) for suggesting that I address this topic – a difficult one to be certain – but necessary if one is to successfully navigate the troubled waters of a supervisor, leader, or boss who may not always be coming to their role from an enlightened place, and is therefore making your job much more difficult.
Friday, September 25, 2009
Smart/Heart Leadership Training Now in Philadelphia!
The Russey Group presents the Smart/Heart Excellence in Leadership Seminar
Now in Philadelphia!
Friday, November 6th
8:00 a.m. - 4:30 p.m.
Temple University City Center
Room 308
15th & Market Streets
Registration Deadline - October 25th
Registration fee: First 50 receive discount rate of $125; regular registration $155.
To register go to: www.smartheartleadershippa.eventbrite.com
For more information contact: smartheartregistrar@verizon.net
This interactive seminar addresses a number of critical leadership topics including:
The "Big Six" Competencies of Leadership
Leadership Traits to Avoid (and Highly Effective Substitutes)
The New Century Template for Teams
How to Live Artfully and Intentionally to Prosper Professionally
Richard Russey is a veteran leader with over 30 years experience who has served in local, state, and national leadership roles for both the public and private sectors. Richard's approach to leadership blends the cognitive with the affective which results in a particularly winning style and methodology perfectly suited for creating success in these challenging times.
Here is what others have to say:
"Richard Russey's velvet glove approach to leadership training is a unique combination of business savvy, creativity, and common sense. He's a motivational breath of fresh air."
- Sue Kennedy, public relations executive, and screenwriter of ABC's Emmy winning
After School Special, "My Mom's Having a Baby"
"For those who aspire to lead with authenticity, Richard Russey's Smart/Heart Excellence in Leadership Seminar is an experience not to be missed."
- E. Dollie Wolverton, nationally renowned educator, Washington, DC
"Richard's approach to leadership is fresh, balanced, and much needed in the increasingly challenging environments in which we do our work. I strongly endorse the Smart/Heart Excellence in Leadership Seminar for anyone interested in honing their leadership skills, or for those who aspire to lead with distinction."
- Mimi Kenney Smith, Producing Artistic Director, Amaryllis Theatre Company,
Philadelphia, PA
Saturday, August 22, 2009
The Liability of Lethargic Leadership, Part II
by Richard Russey
In Part I of the Liability of Lethargic Leadership I looked at a number of indicators that may act as warning signals or red flags that one’s leadership efforts are becoming a bit languid. On the bright side, I offered remedies that may be applied to get back on track and bring a degree of appropriate zest back into the role of a leader.
Part II explores a number of additional indicators of lethargic leadership and relevant recommended solutions, including: avoiding adjustments to work plans based on changing internal and external factors; inconsistent follow through on “walking the talk”; lack of desire to roll up one’s sleeves and jump in to work through heavy task loads with the team; lack of networking with peers and professionals in related businesses; lack of making contributions to your field of work by making presentations at professional conferences, writing articles, research, and other activities; letting your day happen to you, rather than taking charge in the creation of your day; and disengagement from forward looking resource management.
Avoiding Adjustments to Work Plans
Many well-intentioned leaders diligently construct work plans (goals, objectives, outcome expectations, even job descriptions) and then immediately fall into the trap of "concretizing" those plans with a strict adherence that disallows change due to internal and external factors. I previously mentioned that one of the most valuable concepts to embrace in business, indeed in life, is that “change is the only constant.” That concept definitely applies here. Without a doubt, both internal and external factors are going to change as you move into the action phase of your work plan. Dare I say, that concept writ large could be described as the universe – whether one looks at it from a scientific perspective or from the heart of a poet – the universe as a whole, as expansive as you can imagine it, is in a state of constant flux and change. Any attempt to struggle against the tide of change that WILL occur in every aspect of our lives (and business) is a futile and foolhardy exercise.
It helps, I think, to look at the potential change that may impact our work plans. It also helps to recognize the fact that change can be positive as often as negative. In fact, in my view, change is always positive – for in every change dynamic there is at least a kernel of opportunity for applying creativity, adopting a new outlook, and even learning to deal with disaster without becoming overwhelmed by negative circumstances. So, what are some of the changes, both mundane and extraordinary, that may impact our well-intentioned, carefully crafted work plans? It is a long list, so I’ll mention but a few: the always fluctuating economy (globally, nationally, locally, and your own bottom line); shifting demographics which serve to require constant attention to knowing your audience, constituency, or customers; the evolving characteristics of the available workforce (age, education and skill levels, and their expectations and dreams of fulfilling and rewarding work); natural disasters, including everything from hurricanes to floods to fires to very personal “natural disasters” such as illness and accidents that can effect your team; the presence or absence of other businesses or vendors that you may depend on to do your work; and finally, don’t forget that YOU change too – your mood from day to day, your energy around the work you do and your leadership efforts, your state of health, your personal economy, and other factors too numerous to mention. So, I think, point made – things are going to change. You have really only one option if you wish to remain viable in the work or business you are engaged in, and in life generally – that is to not only hang on for the ride, but to learn to effectively ride the wave of change, and take advantage of the exhilaration it offers.
On a very practical level, every team meeting agenda should include a bullet point that addresses change: what has changed that influences what we do? what is going to change in the near future?; how is change going to impact our organization?; and what can we do to address that change in an effort to stay abreast of it, or even better, anticipate it and begin to adjust before it occurs? Then, allow your team to participate in the conceptualization of addressing change. I promise you, if you’ve hired well, if you’ve brought people into your enterprise who have the requisite knowledge, skills, and experience to do the jobs they were hired for, they will be brimming with thoughts and ideas and will be extraordinarily valuable resources as you address change with the intent of making it work for you instead of against your well-considered plans.
Inconsistent Follow-Through on “Walking the Talk”
As is often said, “Talk is cheap.” Results are all in the implementation of the talk which we have come to know as the “walk,” that is, the action that follows talk so that it manifests in reality. Therefore, it is obviously important to be careful what you say in the first place. Your team depends on you for inspiration, intelligence, experience, creativity, motivation, and actions that support the organization as a whole, and their piece of the action specifically. So, don’t talk it if you can’t walk it! All that is required here is to be very mindful of what you allow to come out of your mouth (or pen, or computer). Think it through before you communicate with your team. Don’t make promises that you cannot keep. Be realistic with your team and give the "straight-up" every time you meet with them. Boastful talk, if not based on irrefutable fact will only be seen as arrogance. Asking your team to do things you would not do yourself is akin to asking them to walk the plank, to take the hit for you, and is seen as cowardly. Obviously, this does not mean that you could or should be able to do every job of your team members – after all you hired a team of experts, hopefully smarter than you in any number of ways. But, this does mean that metaphorically, at least, you are willing to stand side by side with your team whenever risk of any nature is involved – and isn’t engaging in just about any endeavor in these challenging times a risk?
Exhibiting the “I Don’t Roll Up My Sleeves” Syndrome
There are few actions that are more meaningful to your team than your willingness and even eagerness to jump into the work, sleeves rolled up (metaphorically or actually) ready to do the work of your organization. There should be no task that you would consider above your engagement. Does the receptionist need a short break to make a phone call to his/her child’s school, and there is no one else to cover? Jump in – it would be good to experience the life of a receptionist for a few minutes. What types of calls are received? How best to answer the phone? How to artfully juggle several lines at once? And, imagine the delight of a customer getting the “boss” of the organization on the first ring! Do you feel that you are above answering the phones for a few minutes? Then, I suggest you are not as authentic a leader as you imagine yourself. That is an example – there are many other times when your efforts to assist your team in getting the work done (without ignoring your own work) will go a long way in establishing a bond of respect and trust and gratitude. I don’t know of a leader who doesn’t want respect and trust and gratitude. But the reality is, it must be earned.
Another example is during times of heavy work load activity. For example, I served for a number of years as a project director leading teams in organizing and implementing training conferences for a major government client. My mantra was, “all hands on deck” starting about a week out from the event, and continuing until the event was successfully completed. I made an effort to be one of the first in the staff office at any given hotel in the morning, and to stay as long as there was a need to assist staff at the end of the day. This does not mean that I ignored my job as project director – I still served as the chief contact with the client, attended numerous meetings with the leadership of the client throughout the event, served as moderator for plenary sessions, and in other ways fulfilled my leadership role. But, I also distributed handouts prior to plenary or breakout sessions, unpacked boxes filled with supplies when they arrived at the hotel, and stayed to the very end of the conference and assisted the team with packing up, cleaning up, and making sure everyone on the team was thanked for their efforts during a final closure meeting.
If you do not do so already, “roll up your sleeves” and work alongside your team when the tasks at hand require it and you’ll be amazed at the dividends such actions will pay.
Lack of Networking Efforts
One sure sign of lethargic leadership is the avoidance or lackluster engagement in networking with peers, organizations, constituencies, vendors, and others who may serve to support your vision, mission, and goals. Perhaps the reasons for a lack of networking effort are numerous – from shyness, to lack of confidence, to fear of engaging the competition. However, I believe that meaningful networking in its many permutations is an essential leadership task. The good news is that “networking” as an activity covers a very wide territory, allowing you to engage in the kind of networking that best suits your personality and goals. The one factor that is a constant is that a good leader must initiate the networking effort. There are some “built-in” opportunities to network at professional conferences; and networking gatherings of like-minded professionals are increasingly common in many areas, including most major urban areas. Go the Internet to find them – if you are not already engaged in networking, you will be amazed at the variety of opportunities for networking that fill the calendar.
However, if chatting with a large number of your peers over cocktails and nibble food at the end of a long day is not your preference, consider the many alternatives: a coffee break; golfing or any recreational activity that is conducive to a balance of activity and talking; the gym; lunch or dinner meetings; arts events; one-on-ones in hotel lobbies during professional meetings; and professionally-related Internet chat rooms; and other forums of varied characteristics that allow you an opportunity to talk about what you do; listen (this is important!) to what others do; exchange business cards or contact information; and stay current with others out there who share some commonality relevant to your organization and its mission.
Follow-up with contacts made at any of the myriad forums is essential. In my experience the brief chat with an exchange of business cards or contact information typically ends there unless you take the initiative to follow-up with that contact. Perhaps the follow-up is as simple as a communication about enjoying the conversation and meeting a fellow leader engaged in work that has some connection or commonality with your organization. Or, the follow-up may be for the purpose of further discussion around an idea or exchange that would be mutually beneficial to both parties. Sometimes, the initial networking meet-and-greet leads to a beneficial long-term connection that is a win-win for both leaders involved and their organizations.
The Dearth of Making Professional Contributions
The lack of contributing to your field of work by making presentations at professional conferences, writing articles, research, and other activities is a slow professional “death.” Given the abundance of opportunities for contributing to your field of expertise, it is really an example of lethargic leadership if a leader fails to engage in adding to the robust and ongoing dialogue around any given area of work. There are all of the opportunities mentioned above, as well as writing a blog, writing a book, teaching
a class, and speaking before community or professional audiences. Of course there are other means of contributing to your field of work, the only requirement of you as a leader is that you find the appropriate means and venue to contribute. The technology of our age, with Facebook and Twitter, and a number of professional/social networking sites makes this an exceedingly easy leadership task to fulfill. Share your ideas and your thoughts about the work you do freely. The benefits can be significant, including a bump to your business and its bottom line.
Letting Your Day Happen to You
If you, as a leader, let your day happen to you rather than taking charge of the creation of your day via thoughtful planning, task lists, daily goals, and adherence to a schedule that is realistic to your particular situation then, yes, you are likely being a lethargic leader.
I’ve written previously on this subject, and refer you to my blog posting dated April 14, 2009, entitled “Creating Your Day.” In that article I referenced the paraphrase of a brilliant line written by Tennessee Williams for his play Suddenly Last Summer: “Carve each day as if it were a sculpture.” With that simple but profound concept, we have the opportunity to take control of our day rather than allow ourselves to be battered about by the chaos that can, and often does, threaten to engulf us and take us away from our intended goals, purposes, and expected outcomes. Without a carefully sculpted plan, we risk wasting time, being taken off course by a myriad of interruptions, and end up feeling frustrated and unfulfilled at day’s end.
A review of my article on "creating your day" rather than letting it happen to you reveals that there are a few major aspects related to the act of taking charge of your day(s): purpose; intention; goal orientation; organization; adaptability; passion; and inspiration. Rather than to insult the reader with a copy and paste of that previous article, I encourage you to go back to that posting and review the details that will allow you to be in charge in a very meaningful way. Suffice it to say here – you have a choice (of course I contend that you always have a choice). But, often it feels like we do not have a choice, that we are boxed in by events or circumstances that are beyond our influence. To that idea, I say “baloney!” One of the very most important qualities of leadership is, in fact, the act of boldly leading, forging pathways, sometimes paddling against the current, but doing so with a solid plan in place, a plan of your specific creation, a plan that supports your success.
Disengaging from Forward Looking Resource Management
This is one of the gravest dangers of lethargic leadership. Managing an organization’s resources appropriately, with an eye on trends and the future is one of the most important responsibilities of a leader. The good news is that there are only three major resources one has to manage: human (people – your team); time; and money. There may be many subsets of those three, but one way or another all resources boil down to people, time, or money. The challenging news is that these three major resource areas require constant attention; and the leader is always engaged in a balancing act requiring skill and experience to manage if there is to be any expectation of success.
A leader must engage in allocating resources with the right mix of addressing today’s needs while scoping the horizon for the need to restructure resource allocations for tomorrow. This requires constant vigilance and a strategic mind to manage effectively. It is a balancing act to be sure. When time is limited, often more financial and human resources must be applied to meet a deadline. Where money is insufficient, time frames may need to be extended (or shortened), but personnel may need to be limited. There are many variations of this balancing act. The point here is that a leader cannot be disengaged from the whole concept of resource management and expect to succeed over time.
Of course, this resource balancing act also requires in-depth knowledge about each one of these resources. What are the time factors that guide any given project? What levels of staff expertise exist to bring to a project? What is the budget allocated to the project, and if it is insufficient can additional funds be acquired? A leader cannot be unfamiliar with any of these resource areas and expect to put together the ratio of resources that will lead to the successful fulfillment of a task or project.
In summation, then, Eric Hoffer’s words ring so very true:
A “leader has to be practical and a realist; yet must talk the language of the visionary and the idealist.”
And, I’ll add my own caveat:
A leader must be fully engaged on both the practical and visionary level with zest and energy lest a dangerous and intractable lethargy become a major liability.
In Part I of the Liability of Lethargic Leadership I looked at a number of indicators that may act as warning signals or red flags that one’s leadership efforts are becoming a bit languid. On the bright side, I offered remedies that may be applied to get back on track and bring a degree of appropriate zest back into the role of a leader.
Part II explores a number of additional indicators of lethargic leadership and relevant recommended solutions, including: avoiding adjustments to work plans based on changing internal and external factors; inconsistent follow through on “walking the talk”; lack of desire to roll up one’s sleeves and jump in to work through heavy task loads with the team; lack of networking with peers and professionals in related businesses; lack of making contributions to your field of work by making presentations at professional conferences, writing articles, research, and other activities; letting your day happen to you, rather than taking charge in the creation of your day; and disengagement from forward looking resource management.
Avoiding Adjustments to Work Plans
Many well-intentioned leaders diligently construct work plans (goals, objectives, outcome expectations, even job descriptions) and then immediately fall into the trap of "concretizing" those plans with a strict adherence that disallows change due to internal and external factors. I previously mentioned that one of the most valuable concepts to embrace in business, indeed in life, is that “change is the only constant.” That concept definitely applies here. Without a doubt, both internal and external factors are going to change as you move into the action phase of your work plan. Dare I say, that concept writ large could be described as the universe – whether one looks at it from a scientific perspective or from the heart of a poet – the universe as a whole, as expansive as you can imagine it, is in a state of constant flux and change. Any attempt to struggle against the tide of change that WILL occur in every aspect of our lives (and business) is a futile and foolhardy exercise.
It helps, I think, to look at the potential change that may impact our work plans. It also helps to recognize the fact that change can be positive as often as negative. In fact, in my view, change is always positive – for in every change dynamic there is at least a kernel of opportunity for applying creativity, adopting a new outlook, and even learning to deal with disaster without becoming overwhelmed by negative circumstances. So, what are some of the changes, both mundane and extraordinary, that may impact our well-intentioned, carefully crafted work plans? It is a long list, so I’ll mention but a few: the always fluctuating economy (globally, nationally, locally, and your own bottom line); shifting demographics which serve to require constant attention to knowing your audience, constituency, or customers; the evolving characteristics of the available workforce (age, education and skill levels, and their expectations and dreams of fulfilling and rewarding work); natural disasters, including everything from hurricanes to floods to fires to very personal “natural disasters” such as illness and accidents that can effect your team; the presence or absence of other businesses or vendors that you may depend on to do your work; and finally, don’t forget that YOU change too – your mood from day to day, your energy around the work you do and your leadership efforts, your state of health, your personal economy, and other factors too numerous to mention. So, I think, point made – things are going to change. You have really only one option if you wish to remain viable in the work or business you are engaged in, and in life generally – that is to not only hang on for the ride, but to learn to effectively ride the wave of change, and take advantage of the exhilaration it offers.
On a very practical level, every team meeting agenda should include a bullet point that addresses change: what has changed that influences what we do? what is going to change in the near future?; how is change going to impact our organization?; and what can we do to address that change in an effort to stay abreast of it, or even better, anticipate it and begin to adjust before it occurs? Then, allow your team to participate in the conceptualization of addressing change. I promise you, if you’ve hired well, if you’ve brought people into your enterprise who have the requisite knowledge, skills, and experience to do the jobs they were hired for, they will be brimming with thoughts and ideas and will be extraordinarily valuable resources as you address change with the intent of making it work for you instead of against your well-considered plans.
Inconsistent Follow-Through on “Walking the Talk”
As is often said, “Talk is cheap.” Results are all in the implementation of the talk which we have come to know as the “walk,” that is, the action that follows talk so that it manifests in reality. Therefore, it is obviously important to be careful what you say in the first place. Your team depends on you for inspiration, intelligence, experience, creativity, motivation, and actions that support the organization as a whole, and their piece of the action specifically. So, don’t talk it if you can’t walk it! All that is required here is to be very mindful of what you allow to come out of your mouth (or pen, or computer). Think it through before you communicate with your team. Don’t make promises that you cannot keep. Be realistic with your team and give the "straight-up" every time you meet with them. Boastful talk, if not based on irrefutable fact will only be seen as arrogance. Asking your team to do things you would not do yourself is akin to asking them to walk the plank, to take the hit for you, and is seen as cowardly. Obviously, this does not mean that you could or should be able to do every job of your team members – after all you hired a team of experts, hopefully smarter than you in any number of ways. But, this does mean that metaphorically, at least, you are willing to stand side by side with your team whenever risk of any nature is involved – and isn’t engaging in just about any endeavor in these challenging times a risk?
Exhibiting the “I Don’t Roll Up My Sleeves” Syndrome
There are few actions that are more meaningful to your team than your willingness and even eagerness to jump into the work, sleeves rolled up (metaphorically or actually) ready to do the work of your organization. There should be no task that you would consider above your engagement. Does the receptionist need a short break to make a phone call to his/her child’s school, and there is no one else to cover? Jump in – it would be good to experience the life of a receptionist for a few minutes. What types of calls are received? How best to answer the phone? How to artfully juggle several lines at once? And, imagine the delight of a customer getting the “boss” of the organization on the first ring! Do you feel that you are above answering the phones for a few minutes? Then, I suggest you are not as authentic a leader as you imagine yourself. That is an example – there are many other times when your efforts to assist your team in getting the work done (without ignoring your own work) will go a long way in establishing a bond of respect and trust and gratitude. I don’t know of a leader who doesn’t want respect and trust and gratitude. But the reality is, it must be earned.
Another example is during times of heavy work load activity. For example, I served for a number of years as a project director leading teams in organizing and implementing training conferences for a major government client. My mantra was, “all hands on deck” starting about a week out from the event, and continuing until the event was successfully completed. I made an effort to be one of the first in the staff office at any given hotel in the morning, and to stay as long as there was a need to assist staff at the end of the day. This does not mean that I ignored my job as project director – I still served as the chief contact with the client, attended numerous meetings with the leadership of the client throughout the event, served as moderator for plenary sessions, and in other ways fulfilled my leadership role. But, I also distributed handouts prior to plenary or breakout sessions, unpacked boxes filled with supplies when they arrived at the hotel, and stayed to the very end of the conference and assisted the team with packing up, cleaning up, and making sure everyone on the team was thanked for their efforts during a final closure meeting.
If you do not do so already, “roll up your sleeves” and work alongside your team when the tasks at hand require it and you’ll be amazed at the dividends such actions will pay.
Lack of Networking Efforts
One sure sign of lethargic leadership is the avoidance or lackluster engagement in networking with peers, organizations, constituencies, vendors, and others who may serve to support your vision, mission, and goals. Perhaps the reasons for a lack of networking effort are numerous – from shyness, to lack of confidence, to fear of engaging the competition. However, I believe that meaningful networking in its many permutations is an essential leadership task. The good news is that “networking” as an activity covers a very wide territory, allowing you to engage in the kind of networking that best suits your personality and goals. The one factor that is a constant is that a good leader must initiate the networking effort. There are some “built-in” opportunities to network at professional conferences; and networking gatherings of like-minded professionals are increasingly common in many areas, including most major urban areas. Go the Internet to find them – if you are not already engaged in networking, you will be amazed at the variety of opportunities for networking that fill the calendar.
However, if chatting with a large number of your peers over cocktails and nibble food at the end of a long day is not your preference, consider the many alternatives: a coffee break; golfing or any recreational activity that is conducive to a balance of activity and talking; the gym; lunch or dinner meetings; arts events; one-on-ones in hotel lobbies during professional meetings; and professionally-related Internet chat rooms; and other forums of varied characteristics that allow you an opportunity to talk about what you do; listen (this is important!) to what others do; exchange business cards or contact information; and stay current with others out there who share some commonality relevant to your organization and its mission.
Follow-up with contacts made at any of the myriad forums is essential. In my experience the brief chat with an exchange of business cards or contact information typically ends there unless you take the initiative to follow-up with that contact. Perhaps the follow-up is as simple as a communication about enjoying the conversation and meeting a fellow leader engaged in work that has some connection or commonality with your organization. Or, the follow-up may be for the purpose of further discussion around an idea or exchange that would be mutually beneficial to both parties. Sometimes, the initial networking meet-and-greet leads to a beneficial long-term connection that is a win-win for both leaders involved and their organizations.
The Dearth of Making Professional Contributions
The lack of contributing to your field of work by making presentations at professional conferences, writing articles, research, and other activities is a slow professional “death.” Given the abundance of opportunities for contributing to your field of expertise, it is really an example of lethargic leadership if a leader fails to engage in adding to the robust and ongoing dialogue around any given area of work. There are all of the opportunities mentioned above, as well as writing a blog, writing a book, teaching
a class, and speaking before community or professional audiences. Of course there are other means of contributing to your field of work, the only requirement of you as a leader is that you find the appropriate means and venue to contribute. The technology of our age, with Facebook and Twitter, and a number of professional/social networking sites makes this an exceedingly easy leadership task to fulfill. Share your ideas and your thoughts about the work you do freely. The benefits can be significant, including a bump to your business and its bottom line.
Letting Your Day Happen to You
If you, as a leader, let your day happen to you rather than taking charge of the creation of your day via thoughtful planning, task lists, daily goals, and adherence to a schedule that is realistic to your particular situation then, yes, you are likely being a lethargic leader.
I’ve written previously on this subject, and refer you to my blog posting dated April 14, 2009, entitled “Creating Your Day.” In that article I referenced the paraphrase of a brilliant line written by Tennessee Williams for his play Suddenly Last Summer: “Carve each day as if it were a sculpture.” With that simple but profound concept, we have the opportunity to take control of our day rather than allow ourselves to be battered about by the chaos that can, and often does, threaten to engulf us and take us away from our intended goals, purposes, and expected outcomes. Without a carefully sculpted plan, we risk wasting time, being taken off course by a myriad of interruptions, and end up feeling frustrated and unfulfilled at day’s end.
A review of my article on "creating your day" rather than letting it happen to you reveals that there are a few major aspects related to the act of taking charge of your day(s): purpose; intention; goal orientation; organization; adaptability; passion; and inspiration. Rather than to insult the reader with a copy and paste of that previous article, I encourage you to go back to that posting and review the details that will allow you to be in charge in a very meaningful way. Suffice it to say here – you have a choice (of course I contend that you always have a choice). But, often it feels like we do not have a choice, that we are boxed in by events or circumstances that are beyond our influence. To that idea, I say “baloney!” One of the very most important qualities of leadership is, in fact, the act of boldly leading, forging pathways, sometimes paddling against the current, but doing so with a solid plan in place, a plan of your specific creation, a plan that supports your success.
Disengaging from Forward Looking Resource Management
This is one of the gravest dangers of lethargic leadership. Managing an organization’s resources appropriately, with an eye on trends and the future is one of the most important responsibilities of a leader. The good news is that there are only three major resources one has to manage: human (people – your team); time; and money. There may be many subsets of those three, but one way or another all resources boil down to people, time, or money. The challenging news is that these three major resource areas require constant attention; and the leader is always engaged in a balancing act requiring skill and experience to manage if there is to be any expectation of success.
A leader must engage in allocating resources with the right mix of addressing today’s needs while scoping the horizon for the need to restructure resource allocations for tomorrow. This requires constant vigilance and a strategic mind to manage effectively. It is a balancing act to be sure. When time is limited, often more financial and human resources must be applied to meet a deadline. Where money is insufficient, time frames may need to be extended (or shortened), but personnel may need to be limited. There are many variations of this balancing act. The point here is that a leader cannot be disengaged from the whole concept of resource management and expect to succeed over time.
Of course, this resource balancing act also requires in-depth knowledge about each one of these resources. What are the time factors that guide any given project? What levels of staff expertise exist to bring to a project? What is the budget allocated to the project, and if it is insufficient can additional funds be acquired? A leader cannot be unfamiliar with any of these resource areas and expect to put together the ratio of resources that will lead to the successful fulfillment of a task or project.
In summation, then, Eric Hoffer’s words ring so very true:
A “leader has to be practical and a realist; yet must talk the language of the visionary and the idealist.”
And, I’ll add my own caveat:
A leader must be fully engaged on both the practical and visionary level with zest and energy lest a dangerous and intractable lethargy become a major liability.
Thursday, August 20, 2009
Announcing: Smart/Heart Excellence in Leadership Seminar
Smart/Heart Excellence in Leadership Seminar
Facilitated by Richard Russey
September 25, 2009
8:00 a.m. - 4:30 p.m.
Bishop John Thomas Walker National Learning Center
701 Oglethorpe Street, NWWashington, DC
RegistrationNow through August 25 - $135
August 26 to September 11 deadline - $155
Bonus early bird opportunity for first 50 registrants - $125
This seminar addresses critical "Smart/Heart" leadership topics including:
- The Six "Big" Competencies of Leadership
- The New Century Template for Teams
- Leadership Traits to Avoid (and Highly Effective Substitutes)
- How to Live Artfully and Prosper Professionally
- The Six "Big" Competencies of Leadership
- The New Century Template for Teams
- Leadership Traits to Avoid (and Highly Effective Substitutes)
- How to Live Artfully and Prosper Professionally
About Richard Russey
Richard Russey is a veteran leader with over 30 years experience who has served in local, state, and national leadership roles for both the public and private sector. He was a supervising educator for the fourth largest school system in the country and the creator and first director of its premier museum education program, the chief of statewide programs and education for the Museum of New Mexico, director of programs for an international nonprofit, and most recently served as the director of training and technical assistance for a major government contractor working with an agency of the United States Department of Health and Human Services. Richard's approach to leadership blends the cognitive with the affective, resulting in a particularly winning style and methodology perfectly suited to creating success in these challenging times.
"Richard Russey's velvet glove approach to leadership training is a unique combination of business savvy, creativity, and common sense. He's a motivational breath of fresh air." Sue Kennedy, Public Relations executive and screenwriter of ABC's Emmy winning Afterschool Special, "My Mom's Having a Baby"
"For those who aspire to lead with authenticity, Richard Russey's Smart/Heart Excellence in Leadership Seminar is an experience not to be missed."
E. Dollie Wolverton, nationally renowned educator, Washington, DC
"Richard's approach to leadership is fresh, balanced, and much needed in the increasingly challenging environments in which we do our work. I strongly endorse the Smart/Heart Excellence in Leadership Seminar for anyone interested in honing their leadership skills, or for those who desire to lead with distinction."
Mimi Kenney Smith, Producing Artistic Director, Amaryllis Theater Company and Executive Director, VSA arts Pennsylvania
To request registration form or get more information go to:
SmartHeartRegistrar@verizon.net
Monday, August 3, 2009
The Liability of Lethargic Leadership, Part I
By Richard Russey
When one approaches the responsibility of leadership with anything less that an all-out effort, with all pistons firing and high energy bubbling up from the cellular level, then one may be entering into a zone of liability that I call “lethargic leadership.”
Dating back to the 16th Century, John Maxwell, a Scottish noble and supporter of Mary Stuart, queen of Scots, said, “Leaders must be close enough to relate to others, but far enough ahead to motivate them.”
When a leader acts on the wisdom of John Maxwell’s words of nearly 500 years ago, that leader is acting with responsibility, vision and energy that are the antithesis of lethargic.
There are a number of indicators that may act as warning signals or red flags and fortunately there are solutions that may be applied to get back on track and bring a degree of appropriate zest back into the role of a leader.
Herewith are some characteristics of lethargic leadership that I will explore in Part I, along with remedies that may be applied to each.
Team meetings that are infrequent or too-frequent
The Problem: Both infrequent and too-frequent team meetings can be classified as lethargic leadership because what such scheduling reveals is that in either case time is being wasted. Infrequency of team meetings will often lead an atmosphere where team members are disconnected from one another. A great deal of catching up with one another, and updating of various tasks must be accomplished before the team as a whole can deal with issues at hand. But, interestingly and contrary to appearances, too-frequent team meetings can reveal lethargic leadership. Pulling team members away from their day to day tasks and work towards the successful accomplishment of objectives is an indicator that the leader is leaning too heavily on these frequent updates to stay in the loop. In this case, the leader should be connecting with individual staff members, or smaller work groups to get updates and to ascertain the progress of projects. This can be done without gathering the entire team.
The Solution: Create a schedule of team meetings that occur on a regular schedule that is appropriate to the work projects with which the team is engaged. Team meetings conducted once per week is generally a workable schedule. If at all possible the team meetings should be established as an expectation early on, and should be scheduled for the same day and time each week. Changing the day and time of team meetings creates confusion, staff that will be absent from the meetings because of other commitments related to their work. Of course there are always going to be exceptions, but they should be just that – exceptions.
Team meetings that are too short or too long in duration
The Problem: Most problematic are team meetings that drag on for several hours without sufficient focus to deal with the issues that are of concern to the team and that the team can help to resolve. But, team meetings that are too short may also be frustrating because they don’t allow time for in-depth discussions and problem resolution. It is probably clear that team meetings that are too long or too short have some relatedness to frequency issue discussed above.
The Solution: A general rule of thumb is that a team meeting should run about one hour. We’ve all experienced team meetings that are much shorter, as well as meetings that are decidedly longer. But, one hour should be sufficient time to obtain brief updates from the staff, to raise several pressing issues and engage in problem solving discussions, and review the agreements made during the meeting for action going forward. In order to assure a 60-minute staff meeting is functional and productive it is absolutely imperative to work from an agenda. A useful agenda includes three things: a list of topics to be discussed; the discussion leader for each topic; and a time-frame for each topic. Here is a very simple example:
________________________________________________________
ABC Company
Project Team Meeting
Date, Time
A G E N D A
Overview of Project Tasks*
R. Smith 10 mins.
Current Opportunities
E. Jones 20 mins.
Current Challenges
B. Right 15 mins.
Upcoming Events*
T. Jazzy 10 mins.
Review of Decisions/Closure
A. Starr 05 mins.
* See attachments
_________________________________________________________
It is critical to include attachments that may be helpful for the team to read in advance in preparation for the meeting.
Lack of balanced task delegation
The Problem: When a leader delegates too much or too little it is once again a red flag that lethargic leadership is taking place. Simply put, insufficient thought is being put into a well-balanced distribution of tasks among team members and those tasks that should be retained by the leader. When a leader feels it is necessary to handle nearly all tasks and holds onto those tasks with significant responsibility it sends a message to the team that they are not trusted by their leader. On the other hand, when a leader delegates practically everything, and doesn’t take responsibility for some significant tasks, the team members can feel overburdened and begin to question the leader’s role. This is another reason for transparent leadership – the team should always have a sense of what a leader is spending time doing on a day to day basis. It may be professional development activities being planned for staff or other HR issues; it may be participating in community, state, or national meetings with peers; it may be networking to increase business or collaborative opportunities; or it may be fundraising. Whatever the role of the leader – it should not be conducted in secret. That is not to say that the team needs to know all the details about everything as that could prove counterproductive for other reasons. But, the team should have enough of a sense of what their leader is engaged in to have a sense of trust.
The Solution: The leader of an organization should spend considerable time managing the tasks of the team, or working with the vice presidents and/or directors or managers in delegating task work equitably across the organization. This should include an obvious and visible responsibility for some significant tasks taken on by the leader or leadership team. This is often best worked out during the weekly team meetings. Often, you’ll find that your staff members are very willing to take on responsibilities – eager to demonstrate their knowledge, skills, and experience. It is helpful to take guidance from the wisdom of Robert Reich, who said,
“A leader is someone who steps back from the entire system and tries to build a more collaborative, more innovative system that will work over the long term.”
Deficiency of interest in the professional and career goals of team members
The Problem: Too often leaders view their world of work from an ego-centric place. This point of view does not make room for engaging in a real interest in the individuals who comprise their team, and are the backbone of their organization. Most employees of an organization are quite aware of the attention and interest (or lack thereof) of their leaders. When a “boss” repeatedly asks mundane questions about a staff member, it soon becomes apparent that listening is not occurring when the employee responds. This becomes more challenging where organizations have large numbers of staff – but it is part of the “homework” a good leader, that is a leader that is not lethargic, takes on. It is vitally important to take an interest in one’s team members, individually, and what their particular professional and career goals are, what there connection to the organization means to them, what are their motivators, and what are the issues they consider to be their challenges. When a leader expresses an interest in his or her team on that level, they will be building trust, dedication, and commitment – qualities that are to be treasured in team members.
The Solution: Simply put … develop a sincere interest in those that work for your organization. Every person who contributes their time, talent, and expertise should be compensated financially of course, but should also be rewarded with your attention, interest, and care. In fact, it a real test of an ego-less leader to care so much about the professional and career goals of individual team members that the leader will help those individuals reach their goals, even if it means that they help them grow out of their jobs and move on to a new organization or employer that is may better fit their desired professional goals and progress. Not to worry, there are always new, talented, smart and eager individuals to bring into your company and onto your team. It is a win-win all the way around. However, remember too, the possibility exists that a particular team member may have a strong desire to stay and grow within the organization, in which case the solution is the great value that comes to all parties by coaching and mentoring and sharing a sense of “ownership” with those employees motivated to stay within the organization. Dedicated, reliable, highly motivated individuals are worth a great deal to any organization and should be treated with the respect they deserve.
Stay tuned for the Liability of Lethargic Leadership, Part II. I’ll discuss a number of additional indicators of lethargic leadership and recommended solutions, including: Avoiding adjustments to work plans based on changing internal and external factors; Inconsistent follow through on “walking the talk”; Lack of desire to roll up one’s sleeves and jump in to work through heavy task loads with the team; Lack of networking with peers and professionals in related businesses; Lack of making contributions to your field of work by making presentations at professional conferences, writing articles, research, and other activities; Letting your day happen to you, rather than taking charge in the creation of your day; and Disengagement from forward looking resource management.
In Part II, I’ll conclude the look at lethargic leadership by examining the truth and wisdom of this statement by Eric Hoffer:
A “leader has to be practical and a realist; yet must talk the language of the visionary and the idealist.”
When one approaches the responsibility of leadership with anything less that an all-out effort, with all pistons firing and high energy bubbling up from the cellular level, then one may be entering into a zone of liability that I call “lethargic leadership.”
Dating back to the 16th Century, John Maxwell, a Scottish noble and supporter of Mary Stuart, queen of Scots, said, “Leaders must be close enough to relate to others, but far enough ahead to motivate them.”
When a leader acts on the wisdom of John Maxwell’s words of nearly 500 years ago, that leader is acting with responsibility, vision and energy that are the antithesis of lethargic.
There are a number of indicators that may act as warning signals or red flags and fortunately there are solutions that may be applied to get back on track and bring a degree of appropriate zest back into the role of a leader.
Herewith are some characteristics of lethargic leadership that I will explore in Part I, along with remedies that may be applied to each.
Team meetings that are infrequent or too-frequent
The Problem: Both infrequent and too-frequent team meetings can be classified as lethargic leadership because what such scheduling reveals is that in either case time is being wasted. Infrequency of team meetings will often lead an atmosphere where team members are disconnected from one another. A great deal of catching up with one another, and updating of various tasks must be accomplished before the team as a whole can deal with issues at hand. But, interestingly and contrary to appearances, too-frequent team meetings can reveal lethargic leadership. Pulling team members away from their day to day tasks and work towards the successful accomplishment of objectives is an indicator that the leader is leaning too heavily on these frequent updates to stay in the loop. In this case, the leader should be connecting with individual staff members, or smaller work groups to get updates and to ascertain the progress of projects. This can be done without gathering the entire team.
The Solution: Create a schedule of team meetings that occur on a regular schedule that is appropriate to the work projects with which the team is engaged. Team meetings conducted once per week is generally a workable schedule. If at all possible the team meetings should be established as an expectation early on, and should be scheduled for the same day and time each week. Changing the day and time of team meetings creates confusion, staff that will be absent from the meetings because of other commitments related to their work. Of course there are always going to be exceptions, but they should be just that – exceptions.
Team meetings that are too short or too long in duration
The Problem: Most problematic are team meetings that drag on for several hours without sufficient focus to deal with the issues that are of concern to the team and that the team can help to resolve. But, team meetings that are too short may also be frustrating because they don’t allow time for in-depth discussions and problem resolution. It is probably clear that team meetings that are too long or too short have some relatedness to frequency issue discussed above.
The Solution: A general rule of thumb is that a team meeting should run about one hour. We’ve all experienced team meetings that are much shorter, as well as meetings that are decidedly longer. But, one hour should be sufficient time to obtain brief updates from the staff, to raise several pressing issues and engage in problem solving discussions, and review the agreements made during the meeting for action going forward. In order to assure a 60-minute staff meeting is functional and productive it is absolutely imperative to work from an agenda. A useful agenda includes three things: a list of topics to be discussed; the discussion leader for each topic; and a time-frame for each topic. Here is a very simple example:
________________________________________________________
ABC Company
Project Team Meeting
Date, Time
A G E N D A
Overview of Project Tasks*
R. Smith 10 mins.
Current Opportunities
E. Jones 20 mins.
Current Challenges
B. Right 15 mins.
Upcoming Events*
T. Jazzy 10 mins.
Review of Decisions/Closure
A. Starr 05 mins.
* See attachments
_________________________________________________________
It is critical to include attachments that may be helpful for the team to read in advance in preparation for the meeting.
Lack of balanced task delegation
The Problem: When a leader delegates too much or too little it is once again a red flag that lethargic leadership is taking place. Simply put, insufficient thought is being put into a well-balanced distribution of tasks among team members and those tasks that should be retained by the leader. When a leader feels it is necessary to handle nearly all tasks and holds onto those tasks with significant responsibility it sends a message to the team that they are not trusted by their leader. On the other hand, when a leader delegates practically everything, and doesn’t take responsibility for some significant tasks, the team members can feel overburdened and begin to question the leader’s role. This is another reason for transparent leadership – the team should always have a sense of what a leader is spending time doing on a day to day basis. It may be professional development activities being planned for staff or other HR issues; it may be participating in community, state, or national meetings with peers; it may be networking to increase business or collaborative opportunities; or it may be fundraising. Whatever the role of the leader – it should not be conducted in secret. That is not to say that the team needs to know all the details about everything as that could prove counterproductive for other reasons. But, the team should have enough of a sense of what their leader is engaged in to have a sense of trust.
The Solution: The leader of an organization should spend considerable time managing the tasks of the team, or working with the vice presidents and/or directors or managers in delegating task work equitably across the organization. This should include an obvious and visible responsibility for some significant tasks taken on by the leader or leadership team. This is often best worked out during the weekly team meetings. Often, you’ll find that your staff members are very willing to take on responsibilities – eager to demonstrate their knowledge, skills, and experience. It is helpful to take guidance from the wisdom of Robert Reich, who said,
“A leader is someone who steps back from the entire system and tries to build a more collaborative, more innovative system that will work over the long term.”
Deficiency of interest in the professional and career goals of team members
The Problem: Too often leaders view their world of work from an ego-centric place. This point of view does not make room for engaging in a real interest in the individuals who comprise their team, and are the backbone of their organization. Most employees of an organization are quite aware of the attention and interest (or lack thereof) of their leaders. When a “boss” repeatedly asks mundane questions about a staff member, it soon becomes apparent that listening is not occurring when the employee responds. This becomes more challenging where organizations have large numbers of staff – but it is part of the “homework” a good leader, that is a leader that is not lethargic, takes on. It is vitally important to take an interest in one’s team members, individually, and what their particular professional and career goals are, what there connection to the organization means to them, what are their motivators, and what are the issues they consider to be their challenges. When a leader expresses an interest in his or her team on that level, they will be building trust, dedication, and commitment – qualities that are to be treasured in team members.
The Solution: Simply put … develop a sincere interest in those that work for your organization. Every person who contributes their time, talent, and expertise should be compensated financially of course, but should also be rewarded with your attention, interest, and care. In fact, it a real test of an ego-less leader to care so much about the professional and career goals of individual team members that the leader will help those individuals reach their goals, even if it means that they help them grow out of their jobs and move on to a new organization or employer that is may better fit their desired professional goals and progress. Not to worry, there are always new, talented, smart and eager individuals to bring into your company and onto your team. It is a win-win all the way around. However, remember too, the possibility exists that a particular team member may have a strong desire to stay and grow within the organization, in which case the solution is the great value that comes to all parties by coaching and mentoring and sharing a sense of “ownership” with those employees motivated to stay within the organization. Dedicated, reliable, highly motivated individuals are worth a great deal to any organization and should be treated with the respect they deserve.
Stay tuned for the Liability of Lethargic Leadership, Part II. I’ll discuss a number of additional indicators of lethargic leadership and recommended solutions, including: Avoiding adjustments to work plans based on changing internal and external factors; Inconsistent follow through on “walking the talk”; Lack of desire to roll up one’s sleeves and jump in to work through heavy task loads with the team; Lack of networking with peers and professionals in related businesses; Lack of making contributions to your field of work by making presentations at professional conferences, writing articles, research, and other activities; Letting your day happen to you, rather than taking charge in the creation of your day; and Disengagement from forward looking resource management.
In Part II, I’ll conclude the look at lethargic leadership by examining the truth and wisdom of this statement by Eric Hoffer:
A “leader has to be practical and a realist; yet must talk the language of the visionary and the idealist.”
Sunday, July 26, 2009
Announcing: Smart/Heart Excellence in Leadership Seminar
Smart/Heart Leadership Skills for Challenging Times
Excellence in Leadership
Seminar
Facilitated by Richard Russey
September 25, 2009
8:00 a.m. - 4:30 p.m.
Bishop John Thomas Walker National Learning Center
701 Oglethorpe Street, NW
Washington, DC
Registration
Now through August 25 - $135
August 26 to September 11 deadline - $155
Bonus early bird opportunity for first 50 registrants - $125
This seminar addresses critical "Smart/Heart" leadership topics including:
- The Six "Big" Competencies of Leadership
- The New Century Template for Teams
- Leadership Traits to Avoid (and Highly Effective Substitutes)
- How to Live Artfully and Prosper Professionally
Richard Russey is a veteran leader with over 30 years experience who has served in local, state, and national leadership roles for both the public and private sector. He was a supervising educator for the fourth largest school system in the country and the creator and first director of its premier museum education program, the chief of statewide programs and education for the Museum of New Mexico, director of programs for an international nonprofit, and most recently served as the director of training and technical assistance for a major government contractor working with an agency of the United States Department of Health and Human Services. Richard's approach to leadership blends the cognitive with the affective, resulting in a particularly winning style and methodology perfectly suited to creating success in these challenging times.
"Richard Russey's velvet glove approach to leadership training is a unique combination of business savvy, creativity, and common sense. He's a motivational breath of fresh air." Sue Kennedy, Public Relations executive and screenwriter of ABC's Emmy winning Afterschool Special, "My Mom's Having a Baby"
"For those who aspire to lead with authenticity, Richard Russey's Smart/Heart Excellence in Leadership Seminar is an experience not to be missed." - E. Dollie Wolverton, nationally renowned educator, Washington, DC
"Richard's approach to leadership is fresh, balanced, and much needed in the increasingly challenging environments in which we do our work. I strongly endorse the Smart/Heart Excellence in Leadership Seminar for anyone interested in honing their leadership skills, or for those who desire to lead with distinction." - Mimi Kenney Smith, Producing Artistic Director, Amaryllis Theater Company and Executive Director, VSA arts Pennsylvania
To request registration form or get more information go to:
SmartHeartRegistrar@verizon.net
Saturday, June 27, 2009
Emergence of a New Team Template, Part II
By Richard Russey
In this follow up to Emergence of a New Team Template, Part I, I’ll discuss a few more essential components of a new work team template – a template that is appropriate to the challenging times in which we now lead our organizations and hopefully work effectively with our teams. The principles to be covered in Part II include: assigning teams flexibly; expanding the resource pool (that is, expanding the idea of “team”); the very deliberate act of composing a team of people and resources; the art of leading teams towards change; providing ample opportunities for staff and team development; and the critical role of the leader as a hands-on team visionary and champion.
Assign Teams Flexibly
As has been previously stated, the difficult task of a leader in today’s world is to create teams starting with the basic tenant of flexibility. A leader works exponentially harder when building a team appropriate to a specific task, but the results are exponentially greater as well. Why? Precisely because any given project or assignment should be addressed by a team built to specifically address the unique requirements of the project tasks. Assigning teams flexibly means to allow oneself to metaphorically “color outside the lines.” But, it is critical to also recognize from the get-go that any team should be considered a “team” for only as long as its particular function towards the fulfillment of a specific goal is in the works. Once a task, a project, an initiative, or a mission is fulfilled satisfactorily a leader should already have a new configuration for that team in mind – looking towards the next project, the next objective, the next piece of an organization’s mission to be realized. A leader that performs with robustness of vision and action and takes the time to be deliberately flexible is engaged in good leadership, plain and simple. To do otherwise, as I have asserted previously, is sadly and simply lazy leadership.
It is extremely important that a leader establishes an environment of flexibility within their organization. It is important to note that teams should not be formed and reformed by surprise. Few things can be more dangerous to a stable work environment that leading an organization of people with the “bolt from the blue” factor. Instead, team staff should be coached to be willing and eager participants in the energy of flexibility that forms their work world. Team members must feel secure in the fact that they have been hired for their knowledge, skills, and expertise and for the fact that their unique qualities will be able to be applied to the many tasks and projects that are undertaken by the organization over time. Leaving one team and joining another, task by task, doesn’t mean leaving the organization or unemployment. It does mean an invigorating, challenging, growth environment that is satisfying and rewarding precisely because of the milieu of flexibility over that of a static and fixed atmosphere.
Expand the Resource Pool
A team should be regarded as a collective of assets that don’t belong wholly and completely to an organization. Rather, it is of significantly greater value to see a team as comprised of assets including full and part-time talented, skilled, and knowledgeable individuals, as well as resources that are cherry-picked from an infinitely inclusive basket of other talent to be drawn upon when necessary. This infinite resource supply may include that which is drawn from the world of academia, boots on the ground practitioners, the media, researchers, consultants of both broad and specific expertise, and of course the vast universe of the Internet. The point is that it is a wise leader who looks well beyond those human resources that are in their particular orbit. The more frequently a leader goes out of their familiar orbit, or extends their reach outside of their realm of familiarity, the greater the opportunities for creating an effective amalgamation of resources that are appropriate to addressing a particular mission-related challenge.
Once again, the team will need to be trained or coached to allow them to embrace the expansive viewpoint of a broad and deep resource supply that extends out beyond the original team membership. A leader needs to take great care not to threaten the existing team with the idea that outside resources can, or even should, replace them. Rather, learning to draw on the bountiful supply of external resources as part of the effective admixture of a team’s work is of great benefit not only to the organization but to the team and each of its individual members. This approach avoids the enervation that can often set in with static team compositions. Vitality is an important factor in team success, and static teams only serve to deplete the vigor and energy of the team members.
Now, here is a critical point: include the original team members (typically full or part-time staff that are ongoing employees of an organization) in the act of expanding the resource pool. Again, team members have hopefully been hired for their expertise, skill, and knowledge. Engaging them in the act of bringing in additional resources creates buy-in, acceptance, and ownership. The “threat factor” is subsequently reduced significantly.
Compose the New Team Deliberately
Some elements of the new team are prototypical. For example, most if not all teams require the leadership of a project leader and the support of content area experts. An organization’s leader may add to that mix in varying degrees of potency the functional personnel that bring strategic expertise, logistical ability, technology capability, evaluative or assessment competency, budget and fiscal responsibility, and marketing and public relations talent. Any number of other experts (such as linguists, health or medical professionals, disabilities specialists, and innumerable others) may be required to fulfill a particular mission or set of goals.
It is in the number of personnel that the composition of the “new” team may be strikingly different today than in the past. There is a great deal more opportunity to take advantage of in the highly skilled workforce of the 21st Century to both multi-task, and assign multiple responsibilities. For example, the project leader may also be the main source of strategic planning. The logistics coordinator may also serve as the marketing and public relations specialist. The director of evaluation and assessment may also serve as the fiscal authority. Of course it all depends on any given team of professionals. Clearly what is suggested here is that leaders of today should aspire to hire people in part for their multi-faceted abilities. The idea being to not allow talent in any given individual team member to lie dormant. Proficiency in a second language or in multiple areas of expertise is increasingly common. Experienced project directors in today’s work environments often have high levels of expertise in logistical and budget planning, projection, and analysis.
The “new” team may consist of as few as three or four individuals, but have the capability of serving six, seven, or eight distinct specialty areas. This use of personnel could certainly be seen as approaching exploitation; however it is the role of the leader to manage the work levels of their team and build a team of nearly equitable work responsibilities, where individuals may utilize the whole of their talents and skills. This approach can be significantly energizing to both the individual team members as well as the team as a whole.
Leading Teams to Change
An oft repeated refrain is “change is the only constant.” While that concept may cause discomfort and imbalance for some it is absolutely necessary to fully embrace the reality of change as being a constant in the world. This is where a leader’s role is crucially significant. If a leader is anxious or troubled by the idea of change, those around him or her are likely to adopt that same perspective. What changes? Everything! The social landscape, the work environment, the needs of an organization’s constituency, the economy, and team members themselves are changing day by day.
The key to success in rapidly changing environments is to engage in the change milieu with verve and anticipation of positive results. A leader would be wise to start team meetings with the question, “What has changed since we last met?” Undoubtedly that question will result in numerous responses, most of which will be related to the specific work tasks and environment of the team. That is a good start, but then a good leader should challenge their team to examine their “universe” more expansively. Questions such as: “What factors have changed about our constituency, audience, or client?,” “What resources have become available to us that weren’t available yesterday?,” “Has the mission or objective of our project shifted, however slightly?,” "What opportunities or threats have surfaced recently?," “Have our budgetary needs changed?,” “Who are some of the new players related to our project that we should be engaging?” and innumerable other questions related to exploring the change factor.
Addressing those change factors with your team is crucial to not only their comfort level around change but to the ultimate success of your team’s work. Facing change head-on will allow your team to engage their creative juices, plan approaches to address the change, and feel energized by the activity that is required to look at the change factors and be able to say, “We’re right there with you – maybe even a step ahead of you!” There is no place for lethargy in the organizations of today’s world. It is incumbent upon the leader to lead the way in addressing the constant of change, and to make it an exciting, vigorous, energizing endeavor. Looking back rarely does much good. The leaders of organizations operating in today’s extremely challenging environments must be change agents, and must coach their teams to be stimulated by change such that they raise their game to be excited by change and stimulated to higher levels of performance.
Provide Opportunities for Staff and Team Development
The act of learning never ever stops. Every waking moment holds the opportunity for growth and development in a myriad of ways. So, if learning is a given, the leader’s challenge is to focus and direct that learning for their team members. It is absolutely necessary to make professional development an important element of the work experience for every member of a team. Remember that I’ve written previously about the importance of each and every team member, whatever their relative status. The administrative assistant is as important to the team as the leader, and all members in-between. This very fact is why I chafe at the descriptors for team members too often used in the work environment: that of “junior staff” as opposed to “senior staff.” While it is true that there are varying levels of responsibility, decision making accountability, and authority, it is a much healthier work environment when every team member is valued and treated with respect. One way to value and respect team members is to allow them abundant opportunities for professional growth.
Engaging one’s staff in professional growth opportunities need not be expensively burdensome. While the occasional seminar, conference, or convention may serve a very useful purpose in the professional development of staff members, there are a number of other ways that training and professional growth opportunities may occur.
The first step is to individualize a team member’s need for specific training or professional growth opportunities. Too often, an entire team is required to sit through a “training” that isn’t specific enough to each individual’s needs or situation. It is true that some of these group trainings should be required for all, such as some related to the human resources arena. But beyond that growth opportunities should be individualized. How does that happen? First, it is important to have regularly scheduled meetings with each team member. In those “one-on-one” meetings a great deal can be discussed, and discovered, about an individual’s strengths, weaknesses, needs, and desires for professional growth. The job of the leader is to listen, then guide appropriately. In my experience, staff members know what they need to move forward and excel in their jobs. More infrequently they may need to be guided to that learning experience if they don’t recognize a deficit in themselves. But, again, if a leader or director/manager of a particular work group engages in conversations with individual team members frequently enough (I suggest once a week as a norm) the professional growth interests and needs will become apparent.
Once a leader has identified specific areas of need, action is required. There are a number of low cost ways that professional development action may be met. It may be as simple as suggesting an article, book, or web site to be read and explored; or a pairing of one staff member with another for the purpose of transferring skills and expertise; or engaging in coaching directly as a leader to a team member. Additionally, a short period of job exchange can invigorate and bring the opportunity for growth and a broader understanding of the organization’s various elements of work. Think about that almost limitless resource pool discussed earlier, and engage consultants, vendors, or content experts in an intern type situation, where your staff member spends a few hours or up to a day a week shadowing and working alongside a person who may provide the professional growth needed for a given staff member. Thinking expansively about professional development is wise, and the rewards are significant.
The leader’s job isn’t over – ever. Follow-up to training or professional development opportunities is a must. The weekly one-on-one meetings allow for ample opportunity to gauge the impact of training on individual staff members. Perhaps an adjustment will be required, or additional training will be an obvious need. But, in all cases where an effort has been made on the part of a team member to grow professionally, praise is not only warranted but an absolute must on the part of the leader. The idea, of course, is to reinforce the concept of growth and adaptability. When professional development is engaged in with a collaborative and supportive manner, individuals will thrive and become even greater assets to your organization and its ultimate success.
Serve as a Hands-on Team Champion
There is perhaps no greater act of selfless leadership than to be a hands-on champion for your team. The rewards of such action are almost rich beyond measure. Building trust, loyalty, willingness to go above and beyond basic requirements, and pride in the work of an organization is the job of a leader who is an engaged team champion. This is very different from days past when a remote leader could dole out tasks from a “head office” somewhere on an upper floor, today’s leader must be seen and must engage with their teams. An organization’s success is all about a spirit of “one for all and all for one” as trite as that may sound.
The role of team champion starts with simple everyday communications. Making an effort, no matter how busy one’s schedule to engage at least briefly each staff member (or work group if the organization is very large) is so vitally important. Remoteness doesn’t work, and any leader who sequesters him or herself in their office for days on end has no idea what kind of “talk” is going on among the staff. Frequently it will be of the “where’s the boss?” variety, which often leads to conversations that are decidedly negative in tone. So, engage! If the size of the organization only allows a group e-mail greeting each morning, that would be better than nothing, and would serve to let your team know that you are thinking of them and supporting their efforts.
Ratcheting up the team champion concept to the next level is a sign of a wise leader. What does the next level require? It is as simple and as complicated as diving into the work alongside your team, rolling up your sleeves (literally if needed) and supporting their work efforts. I think we’ve all been employees of leaders who bark orders and stand back somewhere while their “worker bees” hustle and bustle to get the work done. I suppose that is effective to a point; but it is leadership by coercion and fear. It is infinitely more effective to gather the team, explain a task, and speak in the collective of “we.” Then, demonstrate your support, if even for a short period of time due to other pressing obligations, by digging in with your team to accomplish a given task.
A wonderful example comes to mind here – and while I don’t wish to be political, it is the example set by President Barack Obama when he joins his wife and hundreds of military personnel in stuffing backpacks for children of the military serving overseas. Or, First Lady Michelle Obama, digging a garden plot on the White House lawn with several dozen school children. Neither one of them filled just one or two backpacks, or shoveled just the first clump of earth – they stayed and engaged for as long as they possibly could, demonstrating their interest and commitment to the success of the endeavors. Now, if the president and first lady can take the time to engage themselves in such a manner, surely the rest of us who serve as leaders can too.
One more very important point related to being a team champion must be mentioned. That is, giving credit where credit is due at every opportunity. I’ve written in previous segments about the fact that accolades accrue to a leader naturally, for everyone recognizes that it takes a good leader to create success. But, team members aren’t always accorded that same recognition. It is so very important to always recognize your team members publicly for the work they do and the accomplishments of their efforts. Avoid taking credit for the work of your team, rather pass it on to them – it is a simple act of generosity of spirit that will invigorate your team, allow them to enjoy the “fruits” of their labor, and will in turn pay significant dividends to the organization and its leader as well. I don’t believe a leader can say “thank you” too many times, as long as it is sincere and heartfelt. That is one of the essences of what I call “smart/heart Leadership.”
In this follow up to Emergence of a New Team Template, Part I, I’ll discuss a few more essential components of a new work team template – a template that is appropriate to the challenging times in which we now lead our organizations and hopefully work effectively with our teams. The principles to be covered in Part II include: assigning teams flexibly; expanding the resource pool (that is, expanding the idea of “team”); the very deliberate act of composing a team of people and resources; the art of leading teams towards change; providing ample opportunities for staff and team development; and the critical role of the leader as a hands-on team visionary and champion.
Assign Teams Flexibly
As has been previously stated, the difficult task of a leader in today’s world is to create teams starting with the basic tenant of flexibility. A leader works exponentially harder when building a team appropriate to a specific task, but the results are exponentially greater as well. Why? Precisely because any given project or assignment should be addressed by a team built to specifically address the unique requirements of the project tasks. Assigning teams flexibly means to allow oneself to metaphorically “color outside the lines.” But, it is critical to also recognize from the get-go that any team should be considered a “team” for only as long as its particular function towards the fulfillment of a specific goal is in the works. Once a task, a project, an initiative, or a mission is fulfilled satisfactorily a leader should already have a new configuration for that team in mind – looking towards the next project, the next objective, the next piece of an organization’s mission to be realized. A leader that performs with robustness of vision and action and takes the time to be deliberately flexible is engaged in good leadership, plain and simple. To do otherwise, as I have asserted previously, is sadly and simply lazy leadership.
It is extremely important that a leader establishes an environment of flexibility within their organization. It is important to note that teams should not be formed and reformed by surprise. Few things can be more dangerous to a stable work environment that leading an organization of people with the “bolt from the blue” factor. Instead, team staff should be coached to be willing and eager participants in the energy of flexibility that forms their work world. Team members must feel secure in the fact that they have been hired for their knowledge, skills, and expertise and for the fact that their unique qualities will be able to be applied to the many tasks and projects that are undertaken by the organization over time. Leaving one team and joining another, task by task, doesn’t mean leaving the organization or unemployment. It does mean an invigorating, challenging, growth environment that is satisfying and rewarding precisely because of the milieu of flexibility over that of a static and fixed atmosphere.
Expand the Resource Pool
A team should be regarded as a collective of assets that don’t belong wholly and completely to an organization. Rather, it is of significantly greater value to see a team as comprised of assets including full and part-time talented, skilled, and knowledgeable individuals, as well as resources that are cherry-picked from an infinitely inclusive basket of other talent to be drawn upon when necessary. This infinite resource supply may include that which is drawn from the world of academia, boots on the ground practitioners, the media, researchers, consultants of both broad and specific expertise, and of course the vast universe of the Internet. The point is that it is a wise leader who looks well beyond those human resources that are in their particular orbit. The more frequently a leader goes out of their familiar orbit, or extends their reach outside of their realm of familiarity, the greater the opportunities for creating an effective amalgamation of resources that are appropriate to addressing a particular mission-related challenge.
Once again, the team will need to be trained or coached to allow them to embrace the expansive viewpoint of a broad and deep resource supply that extends out beyond the original team membership. A leader needs to take great care not to threaten the existing team with the idea that outside resources can, or even should, replace them. Rather, learning to draw on the bountiful supply of external resources as part of the effective admixture of a team’s work is of great benefit not only to the organization but to the team and each of its individual members. This approach avoids the enervation that can often set in with static team compositions. Vitality is an important factor in team success, and static teams only serve to deplete the vigor and energy of the team members.
Now, here is a critical point: include the original team members (typically full or part-time staff that are ongoing employees of an organization) in the act of expanding the resource pool. Again, team members have hopefully been hired for their expertise, skill, and knowledge. Engaging them in the act of bringing in additional resources creates buy-in, acceptance, and ownership. The “threat factor” is subsequently reduced significantly.
Compose the New Team Deliberately
Some elements of the new team are prototypical. For example, most if not all teams require the leadership of a project leader and the support of content area experts. An organization’s leader may add to that mix in varying degrees of potency the functional personnel that bring strategic expertise, logistical ability, technology capability, evaluative or assessment competency, budget and fiscal responsibility, and marketing and public relations talent. Any number of other experts (such as linguists, health or medical professionals, disabilities specialists, and innumerable others) may be required to fulfill a particular mission or set of goals.
It is in the number of personnel that the composition of the “new” team may be strikingly different today than in the past. There is a great deal more opportunity to take advantage of in the highly skilled workforce of the 21st Century to both multi-task, and assign multiple responsibilities. For example, the project leader may also be the main source of strategic planning. The logistics coordinator may also serve as the marketing and public relations specialist. The director of evaluation and assessment may also serve as the fiscal authority. Of course it all depends on any given team of professionals. Clearly what is suggested here is that leaders of today should aspire to hire people in part for their multi-faceted abilities. The idea being to not allow talent in any given individual team member to lie dormant. Proficiency in a second language or in multiple areas of expertise is increasingly common. Experienced project directors in today’s work environments often have high levels of expertise in logistical and budget planning, projection, and analysis.
The “new” team may consist of as few as three or four individuals, but have the capability of serving six, seven, or eight distinct specialty areas. This use of personnel could certainly be seen as approaching exploitation; however it is the role of the leader to manage the work levels of their team and build a team of nearly equitable work responsibilities, where individuals may utilize the whole of their talents and skills. This approach can be significantly energizing to both the individual team members as well as the team as a whole.
Leading Teams to Change
An oft repeated refrain is “change is the only constant.” While that concept may cause discomfort and imbalance for some it is absolutely necessary to fully embrace the reality of change as being a constant in the world. This is where a leader’s role is crucially significant. If a leader is anxious or troubled by the idea of change, those around him or her are likely to adopt that same perspective. What changes? Everything! The social landscape, the work environment, the needs of an organization’s constituency, the economy, and team members themselves are changing day by day.
The key to success in rapidly changing environments is to engage in the change milieu with verve and anticipation of positive results. A leader would be wise to start team meetings with the question, “What has changed since we last met?” Undoubtedly that question will result in numerous responses, most of which will be related to the specific work tasks and environment of the team. That is a good start, but then a good leader should challenge their team to examine their “universe” more expansively. Questions such as: “What factors have changed about our constituency, audience, or client?,” “What resources have become available to us that weren’t available yesterday?,” “Has the mission or objective of our project shifted, however slightly?,” "What opportunities or threats have surfaced recently?," “Have our budgetary needs changed?,” “Who are some of the new players related to our project that we should be engaging?” and innumerable other questions related to exploring the change factor.
Addressing those change factors with your team is crucial to not only their comfort level around change but to the ultimate success of your team’s work. Facing change head-on will allow your team to engage their creative juices, plan approaches to address the change, and feel energized by the activity that is required to look at the change factors and be able to say, “We’re right there with you – maybe even a step ahead of you!” There is no place for lethargy in the organizations of today’s world. It is incumbent upon the leader to lead the way in addressing the constant of change, and to make it an exciting, vigorous, energizing endeavor. Looking back rarely does much good. The leaders of organizations operating in today’s extremely challenging environments must be change agents, and must coach their teams to be stimulated by change such that they raise their game to be excited by change and stimulated to higher levels of performance.
Provide Opportunities for Staff and Team Development
The act of learning never ever stops. Every waking moment holds the opportunity for growth and development in a myriad of ways. So, if learning is a given, the leader’s challenge is to focus and direct that learning for their team members. It is absolutely necessary to make professional development an important element of the work experience for every member of a team. Remember that I’ve written previously about the importance of each and every team member, whatever their relative status. The administrative assistant is as important to the team as the leader, and all members in-between. This very fact is why I chafe at the descriptors for team members too often used in the work environment: that of “junior staff” as opposed to “senior staff.” While it is true that there are varying levels of responsibility, decision making accountability, and authority, it is a much healthier work environment when every team member is valued and treated with respect. One way to value and respect team members is to allow them abundant opportunities for professional growth.
Engaging one’s staff in professional growth opportunities need not be expensively burdensome. While the occasional seminar, conference, or convention may serve a very useful purpose in the professional development of staff members, there are a number of other ways that training and professional growth opportunities may occur.
The first step is to individualize a team member’s need for specific training or professional growth opportunities. Too often, an entire team is required to sit through a “training” that isn’t specific enough to each individual’s needs or situation. It is true that some of these group trainings should be required for all, such as some related to the human resources arena. But beyond that growth opportunities should be individualized. How does that happen? First, it is important to have regularly scheduled meetings with each team member. In those “one-on-one” meetings a great deal can be discussed, and discovered, about an individual’s strengths, weaknesses, needs, and desires for professional growth. The job of the leader is to listen, then guide appropriately. In my experience, staff members know what they need to move forward and excel in their jobs. More infrequently they may need to be guided to that learning experience if they don’t recognize a deficit in themselves. But, again, if a leader or director/manager of a particular work group engages in conversations with individual team members frequently enough (I suggest once a week as a norm) the professional growth interests and needs will become apparent.
Once a leader has identified specific areas of need, action is required. There are a number of low cost ways that professional development action may be met. It may be as simple as suggesting an article, book, or web site to be read and explored; or a pairing of one staff member with another for the purpose of transferring skills and expertise; or engaging in coaching directly as a leader to a team member. Additionally, a short period of job exchange can invigorate and bring the opportunity for growth and a broader understanding of the organization’s various elements of work. Think about that almost limitless resource pool discussed earlier, and engage consultants, vendors, or content experts in an intern type situation, where your staff member spends a few hours or up to a day a week shadowing and working alongside a person who may provide the professional growth needed for a given staff member. Thinking expansively about professional development is wise, and the rewards are significant.
The leader’s job isn’t over – ever. Follow-up to training or professional development opportunities is a must. The weekly one-on-one meetings allow for ample opportunity to gauge the impact of training on individual staff members. Perhaps an adjustment will be required, or additional training will be an obvious need. But, in all cases where an effort has been made on the part of a team member to grow professionally, praise is not only warranted but an absolute must on the part of the leader. The idea, of course, is to reinforce the concept of growth and adaptability. When professional development is engaged in with a collaborative and supportive manner, individuals will thrive and become even greater assets to your organization and its ultimate success.
Serve as a Hands-on Team Champion
There is perhaps no greater act of selfless leadership than to be a hands-on champion for your team. The rewards of such action are almost rich beyond measure. Building trust, loyalty, willingness to go above and beyond basic requirements, and pride in the work of an organization is the job of a leader who is an engaged team champion. This is very different from days past when a remote leader could dole out tasks from a “head office” somewhere on an upper floor, today’s leader must be seen and must engage with their teams. An organization’s success is all about a spirit of “one for all and all for one” as trite as that may sound.
The role of team champion starts with simple everyday communications. Making an effort, no matter how busy one’s schedule to engage at least briefly each staff member (or work group if the organization is very large) is so vitally important. Remoteness doesn’t work, and any leader who sequesters him or herself in their office for days on end has no idea what kind of “talk” is going on among the staff. Frequently it will be of the “where’s the boss?” variety, which often leads to conversations that are decidedly negative in tone. So, engage! If the size of the organization only allows a group e-mail greeting each morning, that would be better than nothing, and would serve to let your team know that you are thinking of them and supporting their efforts.
Ratcheting up the team champion concept to the next level is a sign of a wise leader. What does the next level require? It is as simple and as complicated as diving into the work alongside your team, rolling up your sleeves (literally if needed) and supporting their work efforts. I think we’ve all been employees of leaders who bark orders and stand back somewhere while their “worker bees” hustle and bustle to get the work done. I suppose that is effective to a point; but it is leadership by coercion and fear. It is infinitely more effective to gather the team, explain a task, and speak in the collective of “we.” Then, demonstrate your support, if even for a short period of time due to other pressing obligations, by digging in with your team to accomplish a given task.
A wonderful example comes to mind here – and while I don’t wish to be political, it is the example set by President Barack Obama when he joins his wife and hundreds of military personnel in stuffing backpacks for children of the military serving overseas. Or, First Lady Michelle Obama, digging a garden plot on the White House lawn with several dozen school children. Neither one of them filled just one or two backpacks, or shoveled just the first clump of earth – they stayed and engaged for as long as they possibly could, demonstrating their interest and commitment to the success of the endeavors. Now, if the president and first lady can take the time to engage themselves in such a manner, surely the rest of us who serve as leaders can too.
One more very important point related to being a team champion must be mentioned. That is, giving credit where credit is due at every opportunity. I’ve written in previous segments about the fact that accolades accrue to a leader naturally, for everyone recognizes that it takes a good leader to create success. But, team members aren’t always accorded that same recognition. It is so very important to always recognize your team members publicly for the work they do and the accomplishments of their efforts. Avoid taking credit for the work of your team, rather pass it on to them – it is a simple act of generosity of spirit that will invigorate your team, allow them to enjoy the “fruits” of their labor, and will in turn pay significant dividends to the organization and its leader as well. I don’t believe a leader can say “thank you” too many times, as long as it is sincere and heartfelt. That is one of the essences of what I call “smart/heart Leadership.”
Sunday, June 21, 2009
Emergence of a New Team Template, Part I
By Richard Russey
First, let’s be clear about what a “team” is in this post industrial, knowledge management-based public and private sector environment. A team is a collection of individuals cooperatively functioning around a specific purpose or task at a specific point in time. A team can no longer be considered an enduring, long-term tight-knit exclusive group. The early years of the 21st Century aren’t conducive to a climate of exclusivity in either the public or private sector. Our business landscapes are changing far too rapidly to expect that any given team is just the exactly right prescription for any given initiative or challenge. Rather, in order to survive and thrive in these challenging times, teams must be considered by leaders as fluid, ever evolving, reshaping, reforming, and constantly becoming something new and different in order to brave any particular business environment with pin-point specificity and clarity.
There are a number of archetypes for “team” that exist that may have been perfectly suited to addressing a given initiative, program, or challenge at a specific time in the past (and by that I mean yesterday and any time prior to yesterday). The problem with those teams, created around a standard exemplar or model, is that within a very short time they become concretized and rigid. That happens precisely because they were doing their job as a team. The problem is with leaders who then believe their job is finished after they’ve created a team and set them loose to fulfill the goals related to a project. That is all well and good up to the point when that particular project is finished. But, then upon accomplishment of a specific goal, project, or initiative the error many leaders make is to leave that very same team in place to address different goals, projects, or initiatives that do not have the same characteristics, needs, and outcome goals of initial project around which the team was originally created.
So, there’s the rub. Some team members will be able to adapt to a new set of goals or a new project. Some other team members will have the needed experience, knowledge and/or skills to apply to a new project. But, still others may not be appropriate to staff Project “B” even if they were a perfect fit for Project “A”. Specifically, the rub is that many leaders leave the same team in place, without change, to tackle a wide variety of projects or initiatives over the course of months or years that may seem similar on the surface but might, in fact, have important broad or even nuanced differences.
Why does this happen? The most obvious answer is that the status quo is an extremely powerful force, encouraging that which is established and institutionalized and resisting change. Living organisms (and a team can be described as such) fight mightily for survival – resisting any threats to their existence. There is also the comfort factor. It cannot be ignored. For, it is simply a great deal easier to leave an established team in place that has taken a great deal of time and energy to create. But, leaving a team in place because it has become institutionalized and because it is a comfortable group of folks to work with is, rather bluntly, lazy leadership.
The charge for the leader of today and tomorrow is to carefully analyze their teams, assess their skill sets, experience levels, and knowledge base. This analytical approach should be undertaken against a backdrop of a specific current and anticipated new project in mind. What are the specific staffing needs that will lead to a successful outcome of a given Project “C”, or “D”, or “E”, or “F”? The likelihood is that staffing needs for new projects will need to be tweaked even if only slightly. But the “tweak” factor is critical and must be considered for any new enterprise. It is in the tweaks that success may be supported and successful outcomes may be realized, or alternatively time and resources and people skills may essentially be misspent.
The Prescription for a New Team Template
So what does a leader do? Hire and fire new staff each time a new project lurks on the horizon? Of course that is not the answer because the human resource activity (hiring, training) of any organization is one of its most expensive, time consuming, and demanding elements that a leader has the responsibility to execute. However, the staff collective should be seen as having been hired because of their skills, knowledge, and experience that can be applied where appropriate and best suited. Additionally, it is short-sighted to consider full-time or part-time staff as the only resources available to an organization’s talent pool. These difficult economic times, but also new technologies, have led to a huge pool of talent that exists outside of your identified organizational staff. These outside resources include technological applications, consultants, vendors, and even volunteers that comprise a ready pool of unique and specialized abilities that may flow into and out of an organization based on specific need.
Herewith are some of the most essential factors of positive leadership considerations around the issue of establishing work teams:
Hire Smartly
It is the leader’s responsibility to hire people into the organization and onto the team that are smarter the leader him/herself. Hiring a group of people who don’t know as much as you do about your enterprise just doesn’t make sense in the highly competitive environments of today and tomorrow. A leader should be confident in his or her abilities to lead (see previous postings), and from that place of confidence hire onto the team those individuals who represent the best and the brightest, including skills and experience in specific areas that trump the leader by a mile. These challenging times (and they will remain challenging for as far as any of us can see into the future) demand ego-less leadership, with each new hire representing the very best and highest functioning employee that can reasonably be found.
Hire Broadly
In addition to hiring smartly, a good leader will hire broadly. That is, to approach team composition by embracing an expansive and far-reaching perspective that allows the most open and all-encompassing search for team members that will lend the appropriate skills, knowledge, experience, attitude, energy, wisdom, and distinction to the specific goals any specific team will be charged with accomplishing. It is with this approach and mind-set that “yes men/women” as potential team members are to be regarded warily. Certainly hiring team members that are excellent collaborators, willing participants in something greater than themselves (read: ego-less), and are energetic cheerleaders for the team’s greater mission is important. However, and this is a big “however,” it is a disservice to the organization any leader serves to hire narrowly, based on factors that are the antithesis of the qualities listed above. Having good soldiers on the team is a worthwhile goal; but developing a team of soldiers acting without independent thinking, serving only to please, afraid to ask tough questions of their fellow team members and their leader, and wishing for the security of anonymity is a danger to the potential for success of any given project, and to the very existence of the organization as well.
So the thing to do is to hire with the broadest sense of what is required to achieve success around a mission, goal, initiative, project, or task. While specific abilities and skills are contributors to potential success, so too are those less tangible factors such as an individual’s depth of thinking, ability to not be limited by traditional constraints, the courage to speak up even if their voice seems to go against the grain, and those with skills and experiences that may not appear to be directly relevant but which may add nuance and resonance to a team.
Lead with Precision
Far too often leaders present themselves to their teams with vagueness, lack of specificity, ego-centered personalities, fear of failure, and carelessness. The result of such leadership is often a state of confusion within the team, disagreements around the end goal, competition that is destructive rather than energizing, and ultimately inadequate goal fulfillment.
What is required of leaders always, but certainly in these very challenging times is precision. Essentially, that translates to leadership characterized by caring, truthfulness, meticulousness, diligence, and thoroughness. Once again, it is the difference between a highly engaged, visionary, positive, smart leader and those who can only be described as lazy leaders.
The more precise the leadership of a “person in charge,” the greater are the team’s chances for meeting stated goals within an established timeline, budget, and other available resources. Simply put, those who lead with great care are leader whose teams are supported best. Leading with precision, more frequently than not, results in missions accomplished with success and distinction.
In Part II look for the other essential components of the new team template – one that is appropriate to the challenging times in which we lead our organizations and work with our teams. The principles to be covered in this Part II include: assigning teams flexibly; expanding the resource pool (that is, expanding the idea of “team”); the very deliberate act of composing a team of people and resources; the art of leading teams towards change; providing ample opportunities for staff and team development; and the critical role of the leader as a hands-on team champion.
First, let’s be clear about what a “team” is in this post industrial, knowledge management-based public and private sector environment. A team is a collection of individuals cooperatively functioning around a specific purpose or task at a specific point in time. A team can no longer be considered an enduring, long-term tight-knit exclusive group. The early years of the 21st Century aren’t conducive to a climate of exclusivity in either the public or private sector. Our business landscapes are changing far too rapidly to expect that any given team is just the exactly right prescription for any given initiative or challenge. Rather, in order to survive and thrive in these challenging times, teams must be considered by leaders as fluid, ever evolving, reshaping, reforming, and constantly becoming something new and different in order to brave any particular business environment with pin-point specificity and clarity.
There are a number of archetypes for “team” that exist that may have been perfectly suited to addressing a given initiative, program, or challenge at a specific time in the past (and by that I mean yesterday and any time prior to yesterday). The problem with those teams, created around a standard exemplar or model, is that within a very short time they become concretized and rigid. That happens precisely because they were doing their job as a team. The problem is with leaders who then believe their job is finished after they’ve created a team and set them loose to fulfill the goals related to a project. That is all well and good up to the point when that particular project is finished. But, then upon accomplishment of a specific goal, project, or initiative the error many leaders make is to leave that very same team in place to address different goals, projects, or initiatives that do not have the same characteristics, needs, and outcome goals of initial project around which the team was originally created.
So, there’s the rub. Some team members will be able to adapt to a new set of goals or a new project. Some other team members will have the needed experience, knowledge and/or skills to apply to a new project. But, still others may not be appropriate to staff Project “B” even if they were a perfect fit for Project “A”. Specifically, the rub is that many leaders leave the same team in place, without change, to tackle a wide variety of projects or initiatives over the course of months or years that may seem similar on the surface but might, in fact, have important broad or even nuanced differences.
Why does this happen? The most obvious answer is that the status quo is an extremely powerful force, encouraging that which is established and institutionalized and resisting change. Living organisms (and a team can be described as such) fight mightily for survival – resisting any threats to their existence. There is also the comfort factor. It cannot be ignored. For, it is simply a great deal easier to leave an established team in place that has taken a great deal of time and energy to create. But, leaving a team in place because it has become institutionalized and because it is a comfortable group of folks to work with is, rather bluntly, lazy leadership.
The charge for the leader of today and tomorrow is to carefully analyze their teams, assess their skill sets, experience levels, and knowledge base. This analytical approach should be undertaken against a backdrop of a specific current and anticipated new project in mind. What are the specific staffing needs that will lead to a successful outcome of a given Project “C”, or “D”, or “E”, or “F”? The likelihood is that staffing needs for new projects will need to be tweaked even if only slightly. But the “tweak” factor is critical and must be considered for any new enterprise. It is in the tweaks that success may be supported and successful outcomes may be realized, or alternatively time and resources and people skills may essentially be misspent.
The Prescription for a New Team Template
So what does a leader do? Hire and fire new staff each time a new project lurks on the horizon? Of course that is not the answer because the human resource activity (hiring, training) of any organization is one of its most expensive, time consuming, and demanding elements that a leader has the responsibility to execute. However, the staff collective should be seen as having been hired because of their skills, knowledge, and experience that can be applied where appropriate and best suited. Additionally, it is short-sighted to consider full-time or part-time staff as the only resources available to an organization’s talent pool. These difficult economic times, but also new technologies, have led to a huge pool of talent that exists outside of your identified organizational staff. These outside resources include technological applications, consultants, vendors, and even volunteers that comprise a ready pool of unique and specialized abilities that may flow into and out of an organization based on specific need.
Herewith are some of the most essential factors of positive leadership considerations around the issue of establishing work teams:
Hire Smartly
It is the leader’s responsibility to hire people into the organization and onto the team that are smarter the leader him/herself. Hiring a group of people who don’t know as much as you do about your enterprise just doesn’t make sense in the highly competitive environments of today and tomorrow. A leader should be confident in his or her abilities to lead (see previous postings), and from that place of confidence hire onto the team those individuals who represent the best and the brightest, including skills and experience in specific areas that trump the leader by a mile. These challenging times (and they will remain challenging for as far as any of us can see into the future) demand ego-less leadership, with each new hire representing the very best and highest functioning employee that can reasonably be found.
Hire Broadly
In addition to hiring smartly, a good leader will hire broadly. That is, to approach team composition by embracing an expansive and far-reaching perspective that allows the most open and all-encompassing search for team members that will lend the appropriate skills, knowledge, experience, attitude, energy, wisdom, and distinction to the specific goals any specific team will be charged with accomplishing. It is with this approach and mind-set that “yes men/women” as potential team members are to be regarded warily. Certainly hiring team members that are excellent collaborators, willing participants in something greater than themselves (read: ego-less), and are energetic cheerleaders for the team’s greater mission is important. However, and this is a big “however,” it is a disservice to the organization any leader serves to hire narrowly, based on factors that are the antithesis of the qualities listed above. Having good soldiers on the team is a worthwhile goal; but developing a team of soldiers acting without independent thinking, serving only to please, afraid to ask tough questions of their fellow team members and their leader, and wishing for the security of anonymity is a danger to the potential for success of any given project, and to the very existence of the organization as well.
So the thing to do is to hire with the broadest sense of what is required to achieve success around a mission, goal, initiative, project, or task. While specific abilities and skills are contributors to potential success, so too are those less tangible factors such as an individual’s depth of thinking, ability to not be limited by traditional constraints, the courage to speak up even if their voice seems to go against the grain, and those with skills and experiences that may not appear to be directly relevant but which may add nuance and resonance to a team.
Lead with Precision
Far too often leaders present themselves to their teams with vagueness, lack of specificity, ego-centered personalities, fear of failure, and carelessness. The result of such leadership is often a state of confusion within the team, disagreements around the end goal, competition that is destructive rather than energizing, and ultimately inadequate goal fulfillment.
What is required of leaders always, but certainly in these very challenging times is precision. Essentially, that translates to leadership characterized by caring, truthfulness, meticulousness, diligence, and thoroughness. Once again, it is the difference between a highly engaged, visionary, positive, smart leader and those who can only be described as lazy leaders.
The more precise the leadership of a “person in charge,” the greater are the team’s chances for meeting stated goals within an established timeline, budget, and other available resources. Simply put, those who lead with great care are leader whose teams are supported best. Leading with precision, more frequently than not, results in missions accomplished with success and distinction.
In Part II look for the other essential components of the new team template – one that is appropriate to the challenging times in which we lead our organizations and work with our teams. The principles to be covered in this Part II include: assigning teams flexibly; expanding the resource pool (that is, expanding the idea of “team”); the very deliberate act of composing a team of people and resources; the art of leading teams towards change; providing ample opportunities for staff and team development; and the critical role of the leader as a hands-on team champion.
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