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Management

BlogTrust Me

Peace and Making Meaning

by Ron Potter

How do leaders create peace in the midst of chaos? How do they restore an organization to the point of balance and productivity? How do leaders reach out to employees during times of uncertainty and worry?

By becoming peacemakers.

The major problem many leaders face is not the mechanics of change or even embedded resistance to change. The chief challenge is helping people understand what is going on around them.

According to a national survey taken by the University of Michigan Institute for Social Research in the fall of 2001, only 1 in 5 adults said they felt hopeful about the future as compared with 7 out of 10 who reported feeling this way in a 1990 survey. People are distressed and want someone to bring meaning to their daily lives.

Calm and team effectiveness come when a leader makes meaning out of the jumble of chaos that surrounds employees, suppliers, and consumers. In most situations, every person on a team brings a different point of view, a unique experience, or a personal preference to the table. Every market change brings with it new expectations, new competition, or new hopes. It also brings new opinions, new points of view, and new preferences. How does a leader make meaning out of all that?

Peacemakers focus outside themselves

Leaders who understand the need to make meaning for their teams and organizations understand that it starts with their own style. If we are self-centered and proud, we surrender the ability to see the angst in others. The prideful leader will not see the need for communication or helping others understand what is going on around them. Such leaders hold their cards close to the vest. Their focus is on themselves.

In contrast, leaders who put “you first” and have self-esteem based on humility are able to look beyond themselves and help others see meaning in their circumstances.

Peacemakers maximize opportunities for communication

I have a friend who says, “You need to tell people the story until you vomit—then tell them some more.” Peacemakers take advantage of every opportunity to communicate with people to help them understand chaos and confusion. Communication is not just speaking; it involves listening, too. In true communication, a leader honors everyone’s opinions and frames of reference.

The goal is to learn, not necessarily to check items off the to-do list. This creates a “learning” organization or team that encourages and listens to everyone’s opinions. Before making decisions, leaders of learning organizations probe the dissenters to better understand their opinions. They listen, learn, honor other people, and discover how to make great, lasting decisions.

Peacemakers encourage thinking

Even when people see change or confusion as an opportunity rather than a menace, they still need to feel safe and unafraid. Leaders need to create an environment that is open and flexible.

Leaders need to encourage thinking that seeks the sustainability of improvements, not just the solutions to problems. In order for people to go that far, they need to feel supported and that their thoughts are being heard and acted upon.

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BlogLeadership

Leadership Transitions

by Ron Potter

If you think you can be a member of the leadership team by representing and defending your function, you don’t know what it means to be a member of the leadership team. You really don’t get it.

I think this might be one of the toughest life transitions I’ve seen people go through. Some of the transitions have been well documented through the years and are observable.

Doer to Manager

The first transition in our career tends to be from being a doer to a manager. A manager teaches, moves from empowerment to delegation, grows people, increases their ability to influence, helps them learn. A good manager is very hands-on, growing the people and teaching them basic aspects of the work to be done.

Manager to Leader

The second transition is one that I’ve observed and coached people through for many years. The reason that it sometimes requires a coach is that it is a difficult transition, one that many people never successfully get all the way through. After you’ve been that manager who has experienced some success, you’re now transitioning from being a manager to a leader. You’re now leading managers. You’re not managing doers anymore.

You’re moving more from a teaching mode to a guiding mode. You’re leading is helping managers to also become leaders. This one is particularly difficult because it seems to be the end of the period of your career where we get rewarded for actually getting things done and accomplishing things. People who reach this level have been rewarded consistently through pay, bonuses, and recognition for accomplishing the work. Moving to a leadership role means that you let go of that hands-on application of getting the work done. It means that you need to trust the people around you who report to you to get the work done. You can’t jump in and do it yourself when they fail. You actually have to let them fail to do this. It can be a very tough transition and one that only a percentage of people seem to make through the years.

Leader to Member of Leadership Team

I don’t think we’ve talked about this transition much. I haven’t seen much written on it. I’ve certainly experienced it myself but began recognizing the symptoms only a few years ago. Moving from being a leader, even a solid, well-respected, effective leader, to a member of a leadership team. This move emphasizes collaboration. It’s focused more on the company, or the overall division, not necessarily on functions. It means that you’re faced with dilemmas.

I recently wrote a blog post about bioscience describing why organizations don’t work. It’s because we seldom realize that we need to sub-optimize functions within the overall organization. This is one of the more difficult dilemmas you will face. Making the whole organization work often requires that parts of the organization operate at suboptimal levels for a season. Maybe even the part that you run.

It requires taking off your function hat and putting on your corporate hat. You may be sitting on the CEO’s leadership team, you may be representing finance, or operations, or HR, or transportation, or manufacturing, or information technology, whatever it is that you run as a member of the organization. It’s very difficult to let go, take off your function hat and put on your corporate hat. But, if the leadership team is functioning well, it’s your job to help them make decisions that may cause you to ratchet back your individual and your team’s success over a period for the success of the whole.

This transition to becoming a member of the leadership team may be the most difficult one to make. Few people will get the chance to even try. If you’re one of the fortunate few, don’t sabotage your (and the team’s) success by letting your ego get in the way of the team’s success. Becoming a great team member on a team doing great things brings the highest level of happiness. It’s really a kick!

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5 Steps to Standing for Something GreaterBlogLeadership

5 Steps to Standing for Something Greater – Part III: Elevate People to a Higher Purpose

by Ron Potter

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.

So how do you show this? There are five steps to helping your company and your team stand for something greater and this week, we’re digging into step 3.

Elevate people to a higher purpose

Lincoln motivated people by leaving his office and spending time with everyone in the government and military hierarchy. One hundred and twenty years later, Tom Peters dubbed this kind of management style as “management by walking around.” When a leader gets out and interacts with all the people, the vision is communicated, the values are acted upon, the leader is observed, and the people are inspired.

Whether or not leaders literally walk around, the important factor is elevating and transforming people to serve a higher purpose. People respond by seeking higher moral standards for themselves and the organization. A higher purpose serves to develop common ground, and the common ground leads to energy in attaining goals. It creates a center of importance around which the team can rally and be unified.

How are you seeking to develop common ground for your team or organization? Have you seen any benefits to “management by walking around” in your own management style?

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BlogLeadership

Do Executives have Over Developed Executive Brains?

by Ron Potter

Probably yes, but that’s likely to be a problem if there isn’t balance.

Some brain scientist will speak of the five brains:

  • Reptilian – Identifying and responding to threats
  • Limbic – Emotions, relationships
  • Neocortex – Makes meaning out of experiences and memories
  • Heart – Understands how we’re reacting physically and chemically to interaction
  • Executive – Translates information into decisions and future direction

Our modern world seems to celebrate and elevate Executive brain function. Big Data and computer analysis give modern executives more instant information than any leaders in history. CEO’s are hired and fired based on their decision making and vision reputations.

But, every time I’ve been hired to help grow and develop executive teams, only a small portion of the issue is related to the executive function of the brain. Most of my work is spent with emotions, relationships, experiences (and the memory of those experiences) and interactions. Relationships. Trust!

You must be competent at your job to be trustworthy. Steven Covey (7 Habits of Highly Effective People) talked of Trustworthiness requiring both character and competence. Competence tends to be correlated with the brains Executive function. Character and style, how you relate to people are much more complex and the results of the four other brains working well.

One of the great transitions points in career development is moving from manager to leader. Your worth and value to the company are often measured by your competence and Executive brain function right up to and through being a manager. But, when you first step into that leadership role, the style: relationship, motivation, collaboration suddenly become much more valuable.

Leaders maintain the competency. But at the leadership level, that’s simply the price of admission. If you’re not competent you’ll be exposed soon enough. But the best leaders start early at understanding and developing the first four brains so that when they have that opportunity to become leaders, they perform well. In fact, those people who are often identified as “high potential” are the ones with balanced brain functions.

Yes, executives have highly developed executive brains. But that’s only one fifth of the issue. They also have four other brains working well.

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BlogLeadership

Golf Lessons

by Ron Potter

This summer each of my grandsons wanted to spend time on the driving range with me learning the golf swing. That was great fun. Even though I’m not a professional golf coach and only an average golfer, my coaching at the range made a huge difference in their performance. Each seemed to grow from the experience.
That started me thinking about the coaching aspect of leading a team of people. Let me paint two possible scenarios:

1-on-1 Meeting after the event

I could have let each grandson hit golf balls for an hour, made notes and observations, then returned to the house for a good 1-on-1 evaluation. It might have gone something like this:
Me: I noticed right from the start that you had too many moving parts.
GS: What does that mean?
Me: Your feet were shifting. Your knees were moving too wide. Your arms were flopping all over the place.
GS: So, what should I do about it?
Me: Well, let’s start with your feet. We’ll get those stable first then work on the rest.
GS: Great, can we go back out now and test it?
Me: No, we’ll be having supper soon. Maybe we can try it again over the weekend.

Coaching During the Event

Me: (After about the third swing). Try keeping your feet still.
GS: (New swing with still feet but same result). That didn’t help!
Me: But it was a much better swing. Try it again.
GS: Wow, that helped a lot. (He hit several more balls with much better results)
Me: Now that you’ve got your feet still, try twisting your waist instead of swaying.
GS: Show me. (I demonstrated a few swings myself then had him swing a few times until he got the feel for it)
GS: (He hits a few balls that now go straighter and longer). Man, this is great!

Expected Results

Which approach worked better? It’s obvious. The second approach is much more effective than the first. And, it didn’t make any difference of the skill level between grandsons. The individual instruction may have been different but the process was the same.

Development Process

How are you developing your people? Are you saving your notes and observations for your formal 1-on-1 review time?

1-on-1 Meeting after the event

You: Back in March, you made a statement that shut down Carla. That prevented you from accomplishing your goal.
Them: What was my statement and how did you know Carla reacted?
You: Your statement was something about lack of planning and I could just tell that Carla took it personally.
Them: So, what should I do about it?
You: Well, let’s start with your ability to read reactions then we’ll move on to the next steps.
Them: Great, can we work on it now?
Me: Maybe we can try it again at our next meeting in a couple of weeks.

Coaching Immediately after the Event

You: When you made that statement about lack of planning, Carla took it personally and shut down.
Them: Wow, I didn’t notice that. What did you see?
You: First she crossed her arms. Then she pulled some papers from her briefcase and began working on them. She never re-engaged in your discussion.
Them: What should I have done differently?
You: Keep eye contact with people in the room. If you’re losing the focus of Carla or others, you’ve probably made a statement they don’t agree with. Express the fact that you may have misinterpreted some results and ask that everyone share their beliefs and assumptions about what happened.
Them: We have another meeting tomorrow. Would you help me notice if I’ve lost people so I can try this process?

Expected Results

Which approach do you think would work better?
Coaching requires immediate feedback. Don’t wait for your 1-on-1 meetings. Take the time (it takes both time and courage) to develop your people in the moment. You’ll get better results and they’ll appreciate the time and courage it took to care for them.

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BlogLeadership

Worn Out Leaders

by Ron Potter

This was a high-powered team successfully leading a highly valued company. But you’d never know it by their faces. I could see the rings around the blood-shot eyes, hair turning prematurely gray, gray ashen color in their faces. Yet here I was, a smile on my face, full of energy, ready to help them become better leaders. When I looked at those faces I knew this day wasn’t going to turn out well but I didn’t know what else to do. So off I went, talking about leadership models.

Even though they were game to learn, it didn’t take long before one of them said, “Ron, we can’t focus on your leadership model until you can save our lives. We’re spending so many hours working we’re ruining our lives, our families, and our health. Help!

All those wonderful PowerPoint slides I had prepared for this retreat now looked useless and meaningless. This team needed help far beyond what I had prepared for. We needed to talk.

The projector was turned off, the laptop was closed, the phones shut down. What was going on? One person began to talk. He spoke of the excitement, motivation, and dedication he had for the company and its purpose. Others nodded in agreement. But…. he had missed several of his children’s events, hadn’t had an evening meal at home with his family in weeks, didn’t remember the last Saturday he took off or when he had taken his last vacation. He was dying.

I listened to several other stories that were each different but were all the same. They had to get off this treadmill. They were destroying the lives their work and accomplishments were meant to enhance. What could we do?

I remembered Steven Covey’s book Seven Habits of Highly Successful People. Habit three was “Put first things first.” Figure out where your time is going and plot it on the 2X2 grid of Urgent and Important. The four quadrants then become:

  1. Important and Urgent
  2. Important and not-Urgent
  3. Not Important but Urgent
  4. Not Important and Not Urgent

His observation was that all successful people did indeed work on Quadrant 1, Important and Urgent, but the highly successful people then worked on Quadrant 2 rather than being lured into Quadrant 3, Not Important but Urgent.

Over the next few weeks I had this team record where all their time was being spent (they were averaging over 70 hours per week). After helping each other identify which Quadrant their time had fallen into, the horrible truth was that only about 20% fell into Quadrant 1 and about 80% fell into Quadrant 3. One leader, nearly in tears, said: “Did I spend nearly 60 hours last week working on unimportant items?” Yes.

How do good people fall into this trap?

I recently saw the Covey Time Management Quadrants identified as the Eisenhower Box. Covey may have also credited Eisenhower but the Eisenhower Box added an important element. What should be done with each Quadrant?

  1. Important and Urgent – DO, Do it Now
  2. Important and not-Urgent – DECIDE, Schedule it
  3. Not Important but Urgent – DELEGATE, Pass it on
  4. Not Important and Not Urgent – DELETE, Eliminate it

I think the reason most people get into this overworked state is they treat Quadrant 3 (Delegate) like it’s Quadrant 1 (Do it). Instead of delegating it, their ego gets in the way. It’s faster to do it themselves than teach someone else to do it (or some similar excuse). They don’t trust others to do it as well (usually called perfectionism). And the excuses go on and on.

Get out of Quadrant 3 (Urgent but Not Important). It’s killing you. It’s killing your family. It’s killing your relationships. It’s killing your company.

 

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BlogCulture

Where are you in the Pecking Order?

by Ron Potter

Maybe you’ve never been around chickens very much. This is where the term comes from. In the mid-1920’s a German author described the hierarchical structure of chickens. “Defense and aggression in the hen is accomplished with the beak.” The ones with higher authority peck the others with their beak. Fun to watch in chickens. Not so fun when you’re the one being pecked.

Egalitarian

Some companies have tried to eliminate the pecking order. One modern online retailer had attempted to get rid of the corporate hierarchy. However, some recent articles about the company have indicated that they’re experiencing an extremely high level of departures and turn over. I’m always hesitant to attribute a statistic like that to any one issue. But, one article I read indicated that the CEO wrote a very long memo offering employees three months’ severance if they felt that self-management and self-organization were not a fit for them. Ouch, that felt like a peck to me.

Hierarchy Can Work

I found two Stanford studies interesting. One concluded that egalitarian work structures were disorienting while hierarchical structures were more predictable and easier to understand which made them preferable. Another study said hierarchical structures had more staying power because they were practical and psychologically comforting. Now you could argue that predictable, practical and comforting are not the characteristics that will carry the corporation through the 21st century. You may be right. But, I believe there is a deeper issue than just structure.

Trust is the Deeper Issue

Many of my corporate clients have asked me at one point or another about their organization structure. The basic question is “Should we be centralized or de-centralized?” My unsatisfactory response is that it doesn’t really make any difference. Every corporate structure is an artificial attempt at organizing people. There are positives and negatives to each approach. The most important is Trust. If there is a lack of trust in the organization any structure will be used for protection, security, and enforcement. If there is a great deal of trust in the organization, the structure seldom gets in the way, people simply want to work better together regardless of what the structure calls for.

I’ve had a few people in my life that have pecked at me. Starting with my mother and including a few teachers and mentors. If I knew we had trust and they cared for me, I didn’t really mind the pecking. If the trust wasn’t there, I felt they were pecking me just because they had a big beak.

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BlogLeadership

Would a good Spy make a good Leader?

by Ron Potter

Yes, this sounds like another post I wrote recently but with a twist. Read on.

I love spy novels! One of the abilities that the good spy’s (at least the ones in novels) have is the ability to read micro expressions. Is the other person telling the truth or not?

This is not a novelist fantasy. There seems to be an actual science behind the idea of micro expressions. Following is the official definition:

Micro expressions are the rapid movements of facial muscles which show underlying emotions.

There are seven universal micro expressions:

  • Disgust
  • Anger
  • Fear
  • Sadness
  • Happiness
  • Surprise, and
  • Contempt

In my last Monday post, Dr. Hank Weisinger talks about using your own micro expressions to make a better decision. Can you also use them to become a better leader?

There is a great difference between managing and leading. Managing, at its best is:

  • guiding,
  • teaching,
  • instructing

Its purpose is to get things done in the most efficient way possible. Our corporations couldn’t survive without good management.

Leading is different. Leading is aligning peoples’ passions and personal growth ambitions with the company goals. If you’re good at seeing micro expressions, you can become a better leader.

One of my more painful moments in my work is watching good managers try to lead by managing more. The leader/manager ignores the expression of contempt that crosses the others face. Sometimes they seem to be unaware. Most of the time they’re taught or encouraged by their manager/leader to ignore it and keep managing. They believe that good leadership is driving people to work harder.

Good leaders help people tap into their own passion to achieve alignment with team goals. Good leaders pick up on the fear, sadness or happiness that crosses the person’s face. If they’re seeing anything but happiness, they’re asking questions and listening. When goals align with passions, happiness is obvious.

Good spy’s notice things that others miss. Good leaders see things that managers don’t. Moving beyond a good manager to a good leader is difficult. Micro expressions may help.

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Absurd!BlogIn-Depth Book Reviews

Absurd!: To Be a Professional One Must be an Amateur

by Ron Potter

Amateur stems from the Latin word amator, which means “lover,” Amateurs do what they do out of love. Love is fundamental to good leadership because leadership is all about caring.

Aristotle spoke of Love as being one of the key elements to the highest level of happiness. His other words included at that level are Trust, Beauty, and Unity. All traits of great teams. Great leaders care for their people. Farson says “Indeed, caring is the basis for community, and the first job of the leader is to build community, a deep feeling of unity, a fellowship. Community is one of the most powerful yet most fragile concepts in the building of organizations.”

I’m afraid the lovers of the arts would never understand or agree that leadership would fall into the same category as a great symphony or painting, but I’ve experienced that kind of joy when great teams really get on a roll. “Management and leadership are high arts. When they are working well, they compare favorably to the other great aesthetic moments of our lives, to symphonies and sunsets.”

Leaders like to think of themselves as professional and indeed they are. “But the amateur performs work out of love, out of sensuous pleasure in the act of accomplishment, in the creation of community, in the bonds of compassion that unite.”

Great teams are built with great leaders based on the highest level of happiness: Truth, Love, Beauty and Unity. Aristotle may not have been thinking about our corporate leadership teams of today when he explained the four levels of happiness. But our nation’s founding fathers knew it was relevant when they declared in our Declaration of Independence that we find life, liberty and the “pursuit of happiness” to be our unalienable Rights.

What will you do to be an amateur today?

I’m continuing my series on an in-depth look at a wonderful little book that’s twenty years old this year. The title is Management of the Absurd by Richard Farson. You may want to consider dropping back and reading the previous blog posts about ABSURD! I think it will put each new one in great context.

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Absurd!BlogIn-Depth Book Reviews

Absurd!: Effective Managers are Not in Control

by Ron Potter

photo-1456824399588-844440089f4b

I’m continuing my series on an in-depth look at a wonderful little book that’s twenty years old this year. The title is Management of the Absurd by Richard Farson. You may want to consider dropping back and reading the previous blogs about ABSURD! I think it will put each new one in great context.

Chapter 5 is titled: Effective Managers are Not in Control
Just because the organizational chart puts you in a box that is labeled a manager or leader it doesn’t automatically make you effective at the job. This point that Farson makes is that organizational charts may put you in “control” but that’s not what being a good manager or leader is all about.

Learners
A few of the points that he makes in this chapter include:

“Effective leaders and managers approach situations as learners, sometimes as teachers, sometimes as both.”

Being a learner and or teacher and knowing when to be each requires a level of humility that great leaders possess. They are seldom telling people what to do but are always learning and teaching themselves so that people grow and the situation is addressed in the best form possible, not just what they think needs to be done.

Make Meaning
Good leaders:

“turn confusion into understanding. They see a bigger picture. Their strength is rooted in the qualities-passion, sensitivity, tenacity, patience, courage, firmness, enthusiasm, wonder.”

This takes a level of maturity and understanding that comes from that attitude of learning and teaching described above.

Human Beings
Farson points out that:

“People often want a moment with us (leaders) when we are genuinely ourselves without façade or pretense or defensiveness, when we are revealed as human beings, when we are vulnerable.”

One session that I’ve conducted with many of the teams I work with is titled “Human Beings vs Human Doings.” While we spend the majority of our lives at work, we are usually relating to other people based on what they do (or are not doing) rather than who they are. Once we sit down and start learning about each other as Human Beings and what makes us tick, what experiences we’ve had that shape us and who are those individuals that have influenced us, everything that we do starts to make a lot more sense.

Leaders are not in control. Leaders help others learn, develop and grow into the people they want to be and are doing the same thing themselves. (click to Tweet)

Do you know who you want to be? Do you know who you are today. Or more importantly do you know who others assume you to be? If you’re in a position of leading people, they must know who you are and you must know who they are. Once you start building that foundation of trust, you’ll be able to get a lot of things done. Even though you’re not in control.

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