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Getting Effective Feedback

by Ron Potter July 2, 2018

Can your team speak freely?

Leadership today is all about two words: It’s all about truth and trust.

When they trust you, you’ll get truth. And if you get truth, you get speed. If you get speed, you’re going to act. That’s how it works.

You and others are willing to work long and hard to accomplish goals. However, as we’ve seen from the stories in recent posts, our efforts can become very scattered and focused on the “urgent.” We need to build accurate, open, reliable feedback systems.

A team leader needs to create a learning environment in which every team member is appreciated, listened to, and respected. In this kind of environment, the opinions of team members are fully explored and understood and are incorporated into the decision-making process. The team actively learns from all members who express their positions and opinions, and as a result, the team is stronger and more efficient.

In the end it will be the ability to endure through the challenges, criticisms, and doubts that distinguishes the great leaders. But if you have staked your reputation on a wrong or unachievable goal, enduring through the challenges will only take your team or organization down the wrong path. What keeps you from that wrong path is good solid feedback. But good solid feedback is hard to come by, especially the higher you climb in an organization.

The power of effective feedback

People don’t like to give the boss bad news or news that doesn’t agree with the boss’s stated position. But without it comes only failure.

Effective Feedback. It’s not just something you ask for. It’s a cherished gift. It’s a wonderful reward for building a trusting organization or team.

An effective feedback apparatus starts with humility. Humble leaders create an atmosphere where feedback from others is desired and honestly requested. Leaders who are focused on growing their people build that growth on feedback. When people know that a leader is committed and wants honest feedback to help reach stated goals, they are more likely to provide the open and honest feedback required. Compassion, integrity, peacemaking—upcoming chapters that will all lead to an atmosphere and culture that is open to and thrives on honest and timely feedback.

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Energizing the Team with Vision

by Ron Potter June 25, 2018

People are hungry to be led and will gravitate toward leaders who have a clearly communicated vision. Knowing “why we do these things around here” helps put management’s expectations for individuals and teams into a meaningful context.

What a well-communicated vision can do

Authors James Kouzes and Barry Posner found that “when leaders effectively communicate a vision—whether it’s to one person, a small group, or a large organization—that vision has very potent effects. We’ve found that when leaders clearly articulate their vision for the organization, constituents report significantly higher levels of the following:

Job satisfaction
Motivation
Commitment
Loyalty
Esprit de corps
Clarity about the organization’s values
Pride in the organization
Organizational productivity

Clearly, teaching others about the vision produces powerful results.”

Implementing your communicated vision

In order to implement a communicated vision, leaders need to encourage clear buy-in from the people. This requires moving beyond communication to collaboration. The goal is to develop a supportive environment and bring along other people with differing talents and abilities. It also means that when the followers truly understand the vision, the leader needs to step aside and let them do the work to “produce” the vision. The leader needs to give them the authority and responsibility to do the work necessary in order to bring his or her vision to fruition.

I witnessed a meeting recently in which the leader brought together a crossfunctional group to brainstorm some marketing campaign ideas for the company. People from different departments assembled and were led through a planned exercise on corporate marketing focus for the following year. The best idea came from a person far removed from the marketing department. She quite innocently blurted out just the right direction and even suggested a great theme for the entire campaign.

If the leaders of this organization had simply called together the “marketing types,” they would have missed a tremendous idea. Or if the leader had done the work alone and not opened it up to input from others, he might not have secured the necessary buy-in from the staff to implement the project. Studies show that when people understand the values and are part of the vision and decision-making process, they can better handle conflicting demands of work and higher levels of stress.

People want the best in themselves called out. They will rally around a communicated vision and work hard to support it. The vision also establishes a foundation of shared commitment and focus if and when times get rough.

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Team Time Management

by Ron Potter June 18, 2018

While consulting with one of a client organization on leadership matters, I kept hearing from the high-level executive team that they were all averaging more than eighty hours a week. During the training with this group, the topic of the heavy work schedule kept surfacing.

I decided to put what we were doing on pause and take a closer look. Some questions needed answering: First, how could these executives keep up this schedule without destroying themselves, their families, and their teams? Second, with such demands on their time, how would they be able to change ingrained habits and actually start doing this “leadership thing” that they knew was important, but they never seemed able to focus on long enough to accomplish? Would our recommendations, if followed, now cause them to have to work ninety hours per week?

To get hard data on how these executives were allocating their time resources, we decided to use the Stephen Covey view of time management found in his book The 7 Habits of Highly Effective People. Covey’s Time Management Matrix shows four categories of activities:

I asked the team to spend two weeks tracking their time and scrupulously recording what they were doing during these 80-hour marathons. I tallied the results and created a page on a flip chart for each person, cataloging that 8 of their 80 hours went to task A, 6 hours went to task B, and so on. All 160 hours were accounted for in this way.

Time Management Matrix from 7 Habits of Highly Effective People

The group assembled to hear the results. I wish there was a videotape of the assorted jaw-dropping responses I observed as I first revealed individual patterns and then moved on through a discussion process for the entire group. It was interesting and a bit entertaining when one person would identify an item as Quadrant III (urgent, but not important) and someone else would say, “Time out! If you don’t do that task for me, I can’t get my work done (Quadrant I)!” It took a great deal of negotiation to reach a team consensus on which activities belonged in which quadrants. However, through those negotiations, we discovered just exactly what each person needed.

In many cases one person or team was generating an entire report that took a great deal of time, while the person who needed the data might use only a single crucial piece of data from the entire report. Once we determined that the one piece of data could be generated easily and, in many cases, could be retrieved on demand by the recipient from a database, a gigantic amount of busywork was eliminated.

After completing the negotiations over quadrant assignments, we added up all the hours and determined that about 20 percent of the hours fell in Quadrants I and II (the categories that really matter if you want to focus the team), while 80 percent fell in the less important Quadrant III.

You can imagine the stunned silence that settled like a black cloud in the room. Finally one executive said, “You mean we accomplished all of our important work in sixteen hours and the other sixty-four hours each week were spent on busywork?” The answer was yes. More silence followed.

How had this bright, talented, and obviously hard working “band” gotten so out of tune, so unbalanced? For one thing, they had never sat down together for this kind of discussion and negotiation. The positive result was that they eliminated a tremendous amount of busywork right on the spot. As a team, they came to grips with the focus-destroying enemy called “the tyranny of the urgent.”

If I stopped by your place of business and did the same exercise, what might the results be? Have you and your team identified the important versus the urgent? Do you spend your time and energy on the important?

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Achievement-Motivated Leaders

by Ron Potter June 11, 2018

We recently discussed leaders motivated by passion. Along with passion, a desire to achieve motivates a leader to a higher level of focus.

I have concluded that leaders with an achievement-motivated style (balanced by humility) have the most constructive approach to work. Typically, they do not waste time on projects or matters outside their vision. They determine what is important, that “something great,” and they seek to achieve it.

For more than twenty years, David C. McClelland and his associates at Harvard University studied people who had the urge to achieve.

McClelland’s research led him to believe that the need for achievement is a distinct human motive that can be distinguished from other needs. [His experiment involved asking participants] to throw rings over a peg from any distance they chose. Most people tended to throw at random—now close, now far away; but individuals with a high need for achievement seemed carefully to measure where they were most likely to get a sense of mastery—not too close to make the task ridiculously easy or too far away to make it impossible. They set moderately difficult but potentially achievable goals.

I’ve determined, based on our experience, that achievable goals are those with a 70 to 80 percent likelihood of success.

McClelland maintains [that]…achievement-motivated people are not gamblers. They prefer to work on a problem rather than leave the outcome to chance.… Achievement-motivated people take the middle ground, preferring a moderate degree of risk because they feel their efforts and abilities will probably influence the outcome. In business, this aggressive realism is the mark of the successful entrepreneur.…

Another characteristic of achievement-motivated people is that they seem to be more concerned with personal achievement than with the rewards of success. They do not reject rewards, but the rewards are not as essential as the accomplishment itself. They get a bigger “kick” out of winning or solving a difficult problem than they get from any money or praise they receive.

Ralph Waldo Emerson said, “The reward of a thing well done is to have done it.” Every January millions of people watch the Super Bowl. During the awards ceremony after the game, we see players with big smiles. What are they shouting about? Not about money or fame, but about the ring. Each player on the winning team gets a championship ring—a symbol of reaching the pinnacle of the sport. Nothing else compares to having that ring. It is proof of the ultimate achievement in football. That’s what motivates an achievement-oriented person.

Lastly, achievement-motivated people need feedback. They seek situations in which they get concrete feedback that they define as job-relevant. In other words, they want to know the score.

People with a high need for achievement get ahead because, as individuals, they are producers. They get things done.

Sometimes, however, when they are promoted, when their success depends not only on their own work but on the activities of others, they may become less effective. Since they are highly job-oriented and work to their capacity, they tend to expect others to do the same. As a result, they may lack the interpersonal skills (I refer to this as the encouragement or humility leadership style) and patience necessary for being effective managers of people who are not as achievement-motivated.

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Passionately-Focused Leaders

by Ron Potter June 4, 2018

Staying focused is virtually impossible without passion. Passion is a craving deep within us, that yearning for something we feel we just must have. It surfaces in a multitude of ways. For example, consider the story of Patrick (Pádraic) Henry Pearse.

Headmaster at St. Edna’s, a small private college south of Dublin, Pearse’s passion was Ireland’s heritage, something he feared was being destroyed by the domination of the English.

Pearse was by nature a gentle man who could never harm even the smallest creature. He had spent his life helping his students understand and pursue their own big dreams. Pearse certainly was not considered a militant or a revolutionary. Yet he was driven by his passion for Ireland.

No longer able to watch the nation’s language, culture, and history eroding, he felt it was time “to pursue his own great goals that, in his words, ‘were dreamed in the heart and that only the heart could hold.’ ”⁴

He embraced the cause to reclaim Ireland and within a year was a leader of the Easter Rising, the Irish rebellion of 1916. After days of intense fighting, the British army defeated the revolutionaries, and on May 3, 1916, Pearse and others were executed in a jail in Dublin. The British leaders mistakenly thought this would put an end to the rebellion. But they did not understand the power of a person’s passion, as people across Ireland embraced Pearse’s ideas for saving Ireland and dreaming big dreams.

In 1921, Ireland declared freedom from England, and Pearse’s passion and dreams for the Irish culture came to fruition. Pádraic Henry Pearse’s passion ultimately forced a nation to find itself.

Finding our passion includes dreaming big. Ask yourself some questions:

What is my burning passion?
What work do I find absorbing, involving, engrossing?
What mission in life absolutely absorbs me?
What is my distinctive skill?

Answers to questions like these will point you to your passion.

A friend of mine, the late Leonard Shatzkin, had a passion for mathematics that helped him become a pioneer in understanding the technicalities of inventory management. He developed a model of inventory control using linear regression that proved to be revolutionary for two companies he headed. But his passion didn’t just stop with benefits for his own organizations. Leonard then devoted the rest of his professional career to telling anyone who would listen about maximizing return on investment and minimizing overstocks.

That’s what passion is like; one way or another it demands expression. Even after his death, the effects of Leonard’s passion live on. His ideas and systems serve many individuals and organizations well.

Too often we allow old habits, the rigors of everyday life, and our ongoing fears or frustrations to impede our passion. We are cautioned by friends: “Don’t be so idealistic.” “Don’t be so daring.” “What if you fail?” These kinds of comments can shrink our passion so that we settle for working in fields away from our passion. We abandon it, we make do, and we play it safe.

Just as a mighty river needs a channel, passion needs a channel and a goal. Without such restraint, the result is a flood, a natural disaster. You need to make certain that you control your passion, not the other way around.

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How Focused is Your Energy?

by Ron Potter May 7, 2018

The sun is a powerful source of light as well as energy. Every hour of every day the sun showers the earth with millions, if not billions, of kilowatts of energy. We can, however, actually tame the sun’s power. With sunglasses and sunscreen, the sun’s power is diffused, and we can be out in it with little or no negative effects.

A laser, by contrast, is a weak source of light and energy. A laser takes a few watts of energy and focuses them into a stream of light. This light, however, can cut through steel or perform microsurgery on our eyes. A laser light is a powerful tool when it is correctly focused.

Leaders cease to be powerful tools when they are out of focus and their energy is dispersed rather than targeted.

Rather than resembling a laser, too often we seem like the sun, just going up and down, splashing our energy anywhere and everywhere.

David Allen, one of the world’s most influential thinkers on personal productivity, argues that the challenge is not managing our time, but managing our focus. He believes that with all that is being thrown at leaders, they lose their ability to respond. However, he is quick to add that most leaders create the speed of it all because we allow all that stuff to enter into our lives.

What happens to our energy? Allen says,

If you allow too much dross to accumulate in your “10 acres”—in other words, if you allow too many things that represent undecided, untracked, unmanaged agreements with yourself and with others to gather in your personal space—that will start to weigh on you. It will dull your effectiveness.

Not only will your effectiveness be dulled but so will your power. Instead of being like a steel-cutting laser, you will be like the sun, putting out energy with no focus. There needs to be focus because life is not just about running faster or putting out more energy.

With so much going on around leaders, focus may seem impossible or improbable to achieve. Employees, phones, pagers, e-mail, cell phones, problems, crises, home, family, boards of directors, and other people or things demand so much. We tend to spend our time managing the tyranny of the urgent rather than concentrating our efforts on the relevant and important things that make or break an organization.

So what should we do? Is it possible to better focus your focus?

I have found that two personal qualities combine optimally to create a leader of highly developed focus: passion and achievement. These form the boundaries of focus.

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Leading by Values

by Ron Potter January 22, 2018

People are searching for a deeper meaning in their lives.”
—M. Scott Peck

The leader who understands this and who responsibly presents a great cause to followers will turn a key in many hearts and unlock vast reservoirs of creativity and productivity.

But just having personal commitment to a great cause is not enough for a leader. The vision for “something beyond” must be successfully transferred to the entire group, whether it be a small staff, a department, an entire organization, a state, or a nation.People are less energized and tend to drift when they are unsure of how they should be operating within an organization. People need to see their leaders’ commitment to values, and they want a part in helping to shape their organization’s core values and vision.

Leaders who form corporate values, vision, and strategy in a vacuum or just in the executive suite lack the humility and commitment to move beyond themselves and include others who have solid ideas and opinions on what should define the company’s values. When leaders don’t talk about the company’s values and vision, people feel alienated and less energized.

When working to plant a vision and sense of a greater cause in a team, you must first ensure that values are understood and owned. This is accomplished initially by cataloging the personal values of individual team members. When the personal values of individuals are understood, team values begin to emerge.

The following story illustrates the steps that one dynamic business leader took to win support for a great cause in his organization.

After agreeing with his executive team on a set of core values, the CEO of this large firm got so interested in employee input on team values that he asked a consulting team to go to six different locations and determine the values of the two hundred to three hundred employees at each site. In team settings, it is often easy to agree on the first five to seven values; however, discussions get very interesting as teams round out the full list of values that will govern their individual behavior and business practices. Using an audience response system, the consultants asked each table-grouping of employees to discuss and develop team values. Next, they worked on “room” values.

Upon completion of the six-city tour, the employee list of values was compared to the executive list. The two lists were surprisingly similar. After some final discussions and some tweaking of the list by the company’s leaders, a final list of values was issued.

Although the operative values came down from on high, every employee who had participated had a personal stake in and loyalty to the list. The company-wide discussion had galvanized the organization not just to a set of core values but to a gigantic something-greater goal pursued by the company’s CEO. This company desperately needed to reverse a quarter-century of declining market share for its products. The CEO used this exercise in determining values as well as a great amount of day-to-day, hands-on involvement with key personnel to successfully “sell” his organization on the dream of a huge reversal of the company’s fortunes. The entire company bought into the dream and now shared his passion for something greater.

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Leading a Great Cause

by Ron Potter December 11, 2017

Commitment involves rising above our own needs and perspectives to grab hold of a greater good.

Standing for something greater relates directly to the values and vision of an organization. A leader’s stance for something greater not only meets his or her personal desires, but it strongly resonates with peers, direct-reports, and others who have a stake in the organization.

Just having personal commitment to a great cause is not enough for a leader. The vision for “something beyond” must be successfully transferred to the entire group, whether it be a small staff, a department, an entire organization, a state, or a nation.

Many companies start with the right motivation. They talk about their values and they create high aspirations, but these same companies don’t really live by them. People do not like to be put in boxes, and just as important, people do not like to be in the dark, outside the door where company values and vision are shaped. People are less energized and tend to drift when they are unsure of how they should be operating within an organization. People need to see their leaders’ commitment to values, and they want a part in helping to shape their organization’s core values and vision.

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Team Vision

by Ron Potter December 4, 2017

Abraham Lincoln united his followers with the vision of preserving the Union and abolishing slavery. Lincoln successfully gathered people to his vision, based on a strong set of personal values, and he accomplished an incredible feat. How was Lincoln able to do this? How is any leader able to set vision into reality?

Consider the following suggestions:

Establish a clear direction

Have you ever taught someone to drive a car? As teens learn to drive, their first instinct is to watch the road directly in front of the car. This results in constant course correction—the front wheels turn sharply as the car swerves from roadside shoulder to the center divider, back and forth. When you approach a curve, the swerving worsens! But when young motorists learn to look as far down the road as possible while they drive, the car’s path straightens out. They are then able to negotiate corners, obstacles, and other dangers much more smoothly. A distant reference point makes the path straighter.

Focus your attention

We often focus on too many methods and alternatives. Building vision means focusing our attention on that vision. Focus is necessary so that lower priorities do not steal time from the central vision. If the vision is deeply planted in your heart and mind, you can proactively, rather than reactively, respond to outside forces and issues.

Articulate values

Leaders need to clearly express their inner values. On what values is a vision based? Team members need to know—and leaders need to share—this basic insight. People knew that Abraham Lincoln was a man of integrity, honesty, hard work, and fairness. These basic values supported his vision of a unified country.

Enlist others to help with implementation

In his book Leading Change John Kotter writes:

No one individual, even a monarch-like CEO, is ever able to develop the right vision, communicate it to large numbers of people, eliminate all the key obstacles, generate short-term wins, lead and manage dozens of change projects, and anchor new approaches deep in the organization’s culture. Weak committees are even worse. A strong guiding coalition is always needed—one with the right composition, level of trust, and shared objective. Building such a team is always an essential part of the early stages of any effort to restructure, reengineer, or retool a set of strategies [or, I may add, move a vision to reality].

Communicate, communicate, communicate

Leaders who want to create and implement a vision need to start a fire in the belly of the people they lead. They need to use all available forms of communication to get the word out. It is akin to brand management. A company that wants to launch a new brand will use every form of communication available to get people to try the new products. The same is true with implementing a vision. Leaders cannot overcommunicate what they see in the future.

Empower followers

In order to implement a vision, leaders need to encourage clear buy-in from the people. This requires moving beyond communication to collaboration. The goal is to develop a supportive environment and bring along other people with differing talents and abilities. It also means that when the followers truly understand the vision, the leader needs to step aside and let them do the work to “produce” the vision. The leader needs to give them the authority and responsibility to do the work necessary in order to bring his or her vision to fruition.

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How’s your vision?

by Ron Potter November 20, 2017

It is important for a leader to be committed to a vision. When professors Warren Bennis and Burt Nanus studied the lives of ninety leaders, they found that “attention through vision” was one of their key leadership strategies. Vision is the ability to look beyond today, beyond the obstacles, beyond the majority opinion and gaze across the horizon of time and imagine greater things ahead. It is the ability to see what is not yet reality.

Vision includes foresight as well as insight. It requires a future orientation. Vision is a mental picture of what could be. It also suggests uniqueness, an implication that something special is going to happen.

How do you develop a vision? Writers James Kouzes and Barry Posner suggest the following:

You feel a strong inner sense of dissatisfaction with the way things are in your community, congregation or company and have an equally strong belief that things don’t have to be this way. Envisioning the future begins with a vague desire to do something that would challenge yourself and others. As the desire grows in intensity, so does your determination. The strength of this internal energy forces you to clarify what it is that you really want to do. You begin to get a sense of what you want the organization to look like, feel like, and be like when you and others have completed the journey.

When you have vision, it affects your attitude. You are more optimistic. You envision possibilities rather than probabilities.

Vision requires belief. It requires that you refuse to give in to temptation, doubt, or fear. It is a belief that sustains you through the difficult times. Vision requires commitment and endurance. It takes a willingness to be stretched.

Leaders with vision assume anything is possible. Without vision, we can see a difficulty in every opportunity. As we develop vision, we see an opportunity in every difficulty.

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Do You Know What You Want?

by Ron Potter November 13, 2017

It’s surprising how many people, even those in leadership roles in large organizations, do not really know what they want. They are good people with good motives and good ideas. They work hard and get a lot done. But their values are inconsistent; their vision is not clear. They are wandering in fog.

To ultimately realize the power of commitment, you must be sure of where you are going and what attitudes and behavior will ensure that you arrive at your destination with your head held high.

Commitment has its origins in clearly perceived values and vision.

Simply stated, our values reflect what we consider important. Usually, they have developed over time and reveal who we really are. Values are motivators; they give us reasons for why we do or don’t do things.

Values drive behavior. Typically, we chase what we love. Jesus said it well: “Where your treasure is, there your heart will be also.”

Too often we get it backward and find our behavior driving our values. We allow our actions to dictate our fundamental values rather than creating a set of values and standing firm in them. In this situation we allow our “want to” to overtake our “ought to.” Since these values usually do not match, we give in and are controlled by the short-term “want to” rather than the longer-term “ought to.”

Let’s define vision in this post as, “uncompromising, undebatable truths.” The emphasis on truth is important because values are not always the more positive human attributes. An example of such warped values is the practice of some inner-city gangs who require members to commit a robbery or worse to prove personal courage and loyalty to the group.

Stephen Covey, in his book The 7 Habits of Highly Effective People, writes,

The Character Ethic [set of values as used here] is based on the fundamental idea that there are principles [values] that govern human effectiveness—natural laws in the human dimension that are just as real, just as unchanging and unarguably “there” as laws such as gravity are in the physical dimension.

Commitment is not worth much if you have a distorted vision and rotten values. It is crucial, then, for leaders to develop the right core values. Right actions flow out of right values such as integrity, honesty, human dignity, service, excellence, growth, and evenhandedness. This set of values will determine much about the vision that leaders create and how they work with and through people—essentially how they lead and to what they are committed.

Developing and committing to values is only part of the equation. Leaders also need to form a vision. These two ideas—values and vision—are inseparable. Vision flows from our values, and the values we live by form the platform for our vision. A leader’s strength of commitment determines how well he or she will stick to either one.

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You Need a Mentor Too

by Ron Potter November 6, 2017

Mentoring is a life-changing part of development. The goal is to coach and guide people through life transitions and structures, focusing on the “being” rather than the “doing.”

In many ways, mentoring resembles a parent who lets a child learn how to feed herself. It can be downright messy! Food ends up on the face, in the hair, on the floor, on Mommy and Daddy—and occasionally in the mouth. Milk is spilled so frequently that a whole industry evolved to provide those nearly spill-proof cups! Parents have two choices: Let their child thrash around and learn how to manipulate a spoon, or continue to feed her themselves. But really there is only one good choice—as is true with mentoring. You just can’t spoon-feed a child forever. Neither should you artificially prop up a work associate who must learn to handle responsibilities. You need genuine concern, patience, and a great sense of humor, whether you are teaching a child eating skills or mentoring an employee in how to handle customer complaints. But it’s worth the effort. People committed to growing together through thick and thin accomplish great things.

Research has shown that leaders at all levels need mentoring. Even though you may be mentoring others successfully, you need a mentor too. Just put yourself in the protégé’s shoes.

There are two issues that we want you to be especially cognizant of:

Vulnerability. You must open yourself up to your mentor by being “woundable,” teachable, and receptive to criticism. The essence of vulnerability is a lack of pride. You cannot be proud and vulnerable at the same time. It takes a focus on humility to be vulnerable.
Accountability. Commit yourself wholeheartedly to your mentor (or protégé) and put some teeth in the relationship by establishing goals and expected behavior.

Accountability should include:

“Being willing to explain one’s actions.
Being open, unguarded, and nondefensive about one’s motives.
Answering for one’s life.
Supplying the reasons why.”*

Like vulnerability, accountability cannot exist alongside pride. Pride must take a backseat to a person’s need to know how she or he is doing and to be held accountable by someone who is trusted. People who are accountable are humble enough to allow people to come close and support them, and, when they drift off course, they welcome the act of restoration without the pride that says, “I don’t need anyone.”

Be vulnerable and open to being held accountable. Leaders at all levels need mentoring, and you need a mentor too.

* From Dropping Your Gaurd by Charles R. Swindoll

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