Recently, an interview with Buck Showalter, Manager of the Baltimore Orioles baseball team was shown on the television. It caught my attention because the Orioles have had many losing seasons and there is renewed hope that Buck Showalter will be able to continue to turn things around for Baltimore. The last time the Orioles made it to the playoffs was in 1997. It was interesting that Buck doesn’t claim to be a “miracle worker.” He said he “respects challenges” that the organization faces and knows that he has to lead and “overhaul an entire culture of losing.” Many leaders are facing a similar situation because of the economic downturn and difficult challenges that have plagued many organizations. A lot of leaders may find themselves in a situation where they too need to overhauls the culture of a team or organization because of the downturn and impact on morale. Economic conditions have certainly taken a toll on my own organization and even with some positive signals it still seems that there is work to be done to reinvigorate people and get people recommitted to our vision and mission. To do this, it starts with consistent leadership. Buck said he’s just trying to get his young team members to think about the individual “piece they can contribute to the team everyday” that the team can “count on.” It is obvious that he believes in his players and what they can do. Buck Showatler’s leadership will certainly be in the forefront of my mind as I think of the challenges that we must respectfully face and finds ways to enroll my team members in positioning our organization for long terms sustained success.
Archive for the ‘leadership’ Category
Overhaul a Culture of Losing
Wednesday, May 4th, 2011Book Review: The Brain Advantage
Monday, May 2nd, 2011Using the most recent research in neuroscience as a springboard for talking about leadership skills seems, at first, to be a strange pairing. I admit that I expected to be bogged down by the science and to glean little practical information from the text. But The Brain Advantage by Van Hecke, Callahan, Kolar, and Paller failed to meet my expectations, and I was thrilled.
This book uses the research it offers to start a conversation about leadership, never browbeating the reader into believing, without question, that what they say must apply to all leaders, all the time. The authors respect the fact that every leader operates in a different environment; that by their very nature, interpersonal styles and situations are personal, and the ways that each circumstance is dealt with will inevitably differ significantly from person to person. And neither does this book ask us to understand the research for the sake of pure knowledge. Instead, we are asked to use what we learn about how the human brain works to become better partners, communicators, and leaders, both for the sake of ourselves and for the sake of our relationships with others.
Each section of the book focused on a different topic: innovation, relationships, culture, decision making, personal effectiveness, and the implications of this research for the future. Using a smart, accessible format, the authors of The Brain Advantage begin every chapter by grounding the research in an anecdote, illustrating for the readers how the subject under discussion fits into the real world. Once they have taught us whatever they intended us to know, they move on to a section entitled “Interesting, but so what?” where we learn how to apply this new knowledge to our lives.
The Brain Advantage also humbly acknowledges that brain science is still an emerging field. As we learn more about how the brain works, we will be able to integrate what we know now with what we will come to know, and we will be able to use that knowledge in a more holistic way. But regardless of what future research may teach us, the principles that these authors present are sound: treat others with sensitivity and be respectful of the differences between you; understand that instinct frequently makes choices for us before our conscious minds have a chance to speak up; realize that our brains are elastic and that learning new things, although difficult, keeps our minds healthy, active, and nimble; be aware that trust is difficult to establish and easy to damage; and so on.
Although The Brain Advantage purports to be a book written for those in positions of leadership, I believe it to be equally valuable for those who are not. The information provided is applicable to relationships of all kinds, regardless of whether those relationships are professional or personal; the authors seek to create genuine empathy for others through a scientific understanding of the mind. And empathy isn’t one-sided. Although it is written from the perspective of a leader, this text also has the ability to provide individuals (employees or otherwise) with deeper insight into the reasons why people make the decisions that they do; there is power in knowing, and this knowledge gives people the power to make educated choices about how, when, and where to interact with others.
Perservere! Adherence and Persistence is Often the Missing Piece
Monday, April 11th, 2011Olympic sprinter Florence Griffith Joyner believed that running was a mental game. She said: “Every day I tell myself I’m not going to allow anything to stop me. I try to see my goals before me. There are a lot of things which could try to slow me down–injuries, family problems, financial problems, but you have to be so mentally tough when you’re out there.”
Whether the goal, resolutions, plans, or strategic objectives you set for yourself, having the mental toughness to adhere to it is critical in achieving your desired results. Joyner not only saw what she wanted, but was also able to reach it. CMOE has trained and worked with thousands of managers helping them set goals to improve their leadership skills. From our observations, typically most people are able to set goals and define strategic objectives. Then they quickly lose sight of what they are working towards. Adherence and persistence is often the missing piece.
Sometimes adherence is a time frame–sustaining something long term. On the other hand, it can be the amount of concentrated effort needed. Either way, there are really four basic principles to keep in mind as we enhance out “mental toughness” to stick with the strategies and plans that we have set for ourselves.
Clarity
First, you need to clearly know where you are headed. Not just a general idea or plan, but a concrete target you want to obtain. Without a clear target, you can easily become derailed or distracted. Clarity gives you a sense of purpose and push into action. Basil S. Walsh, an American author said it perfectly: “If you don’t know where you are going, how can you expect to get there?”
Commitment
Once you know what your target is, you must decide if you are willing to pay the price to go the distance. You have to ask yourself, “Do I believe this goal is worth the effort?”
If so, it requires building up the courage and stamina to persist to the end. It has to be a conscious decision that you make. You must internalize it and believe in it to make it happen. Concentrate and remind yourself of the positive (and negative) consequences or outcomes from your efforts. These will become your motivating factors. It is also too easy to bite off more that you can handle, so make certain you can fully invest in the direction you are headed.
Action Steps
While you may have a clear target and a commitment to it, it will be difficult to move forward persistently unless you know the path that will lead you there. To be most effective, one of your actions should include obtaining the resources required. Rather than listing short bullet point action steps, put some “meat” on it by describing exactly what you need to do, who will help or be responsible (if your target involves others), and when you will complete that step. These intermediate steps keep the momentum going. You are more likely to stick with your plan, if you take smaller strides. Make your action steps visible so you have a constant reminder. Also remember to reward and recognize yourself as you move closer to rather than to wait until you have accomplished your target.
Passion
Successful adherence and resolve requires passion. Find way to enjoy what you are doing and aspiring to. Begin by asking, “How can I get myself to enjoy, really enjoy this?” It really comes down to your attitude about what you are doing. Earl Nightingale said, “A great attitude is not the result of success; success is the result of great attitude.” Visualize yourself being successful. You may have heard that you should “think positively.” Well, not only should your think positively but act positively. You will, of course, experience some up and downs as you move towards your desired results. When you experience a setback, give yourself a break, Look at where you were and where you are now. Reigniting passion will help your through these inevitable disappointments, fear, and frustrations. You can turn your energy into a positive direction by refocusing on your goals and how it will make a difference to you and others.
Theodore Roosevelt said, “Far better it is to dare mighty things, to win glorious triumphs, even through checkered by failure, than to take rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that know no victory nor defeat.” As with any goal or strategy, despite our best efforts we may not always find success. But we can feel better about ourselves and our contribution if we have done our very best to persistently work to achieve something great.
The Fosbury Flop – A look at Innovation, Constant Change, and Improving Performance
Wednesday, April 6th, 2011Organizations today must innovate and constantly change in order to compete. Competition at the Olympic Games is similar to the world of business: you win with preparation, dedication, focus and hard work. The ongoing challenge in the Olympics or business is to beat out the competition, who continues to raise the bar.
Let’s compare business with the High Jump. In this track and field event, each participant must jump over a horizontal bar held up by two vertical posts. The object of the event is simple: jump over the horizontal bar without knocking it off the vertical posts. The one to jump clear of the bar at its highest point is the winner. Do you see the connections? In business, we compete with someone who is always trying to do what we do, just slightly different or better. In order to win, we have to elevate our game to surpass whatever the competition is doing.
Innovate, Change, and Stretch the Limit
The High Jump has changed dramatically over the past 100 years. Its evolution has spanned from different jumping styles, to increased running speed on the approach, to using new approach angles. The best athletes take a good idea or training method and improve, enhance, and refine it further to create a competitive edge.
Straight and Scissor Jump (http://www.youtube.com/watch?v=iBGt7WAQUo8&playnext=1&list=PLB46CEEA0F48D25C1)
Early participants jumped over the bar with a straight on approach, much like a giant hurdle. Competitors quickly changes to a scissor approach where the competitor would approach the bar diagonally and throw the inside leg, and then the outside leg, over the bar. In 1958, Michael Sweeney set a new world record for a height of 6 feet, 5.26 inches with a scissor type approach.
Western Roll or Straddle Jump (http://www.youtube.com/watch?v=Ko3-HYbszgo)
George Horine, a great competitor in his time, applied his improvements to the current method and developed a jumping technique known as the Western Roll. In this instance, a competitor approaches the bar in a diagonally and uses their inner leg to push off the ground, while the other leg is thrust over the bar with the body following in an upright motion. His simple adjustments to the previous method led to a new world record in 1912 of 6 feet 7 inches.
Straddle Jump
The Straddle Jump was very similar to the Western Roll, but again slightly different and often more effective. During the take off, jumpers rotated themselves to face downward as they launched their body over the bar. Again, this was a simple change, but it pushed the limits of competition and the set the new World Record in 1960 at 7 feet, 4 inches.
Fosbury Flop (http://www.youtube.com/watch?v=_bgVgFwoQVE)
During the 1968 Olympics, Dick Fosbury introduced the world to yet another innovation known today as the Fosbury Flop. This technique was executed by running towards the crossbar and thrusting the head and shoulder over the bar first in a face up motion, landing on the back. This twist in technique secured an Olympic Gold Medal for Dick Fosbury and has changed the sport ever since, pushing new heights and records. At the time of this writing, Javier Sotomayor of Spain, who used the Fosbury Flop, owns the current World Record at 2.45 meters (8 feet, 0.45 inches) in 1993 for men. Stetfka Kostadinova, who also used the Fosbury Flop, owns the World Record for women at 2.09 meters (6 feet, 10.28 inches).
The Need to Constantly Flop
In business, every individual must be boldly changing the way they accomplish their work. Through innovation, everyone can improve their results and drive distinctive value. As with the High Jump, innovation and change is not simply a one-time leap, but a survival behavior we must all perform in order to stay competitive.
Leaders – It’s Time to Face the Music
Monday, March 28th, 2011There was a famous conductor who moved to a new city to lead the local orchestra in a new production. From the very first day of working with the orchestra, the conductor treated the orchestra members poorly. His appalling leadership style, or lack thereof, was affecting the mood, motivation, and overall performance of the entire orchestra.
After several months, the orchestra was to perform their first dress rehearsal for all the patrons. When the orchestra was in place, the famous conductor walked out onto the stage to much applause from the audience. He took his place in front of the orchestra and gave the downbeat. Nothing happened. There was complete silence both from the audience and the orchestra! The conductor took a large, deep breath, tapped his baton on the stand, and gave the down beat again. Like the first time, he was greeted with awkward silence, when music was expected. Finally, the first chair violinist stood up and said, “That’s just to show you that music doesn’t come out of that baton of yours!”
Despite the type of group or organization, leadership principles are constant. But in my opinion, one leadership characteristic stands out above the others—humility. Revered leaders are ambitious, not for personal gain, but for the success of the organization. In our media-conscious society, the leaders that generally receive the most publicity are those with big egos and big opinions. However, the best leaders defer credit for the remarkable accomplishments to team members in the organization. Great leaders might be competitive and ambitious, but they are patient with others, and don’t give in to feelings of superiority. They honestly recognize and appreciate what team members have to offer today, while remaining committed to helping them develop greater contributions for tomorrow.
If you are a leader looking to maintain your confidence, while becoming more flexible, approachable, and receptive, here are a few helpful tips to help you “face the music,” so to speak:
1. Promptly give others credit for positive actions and attitudes.
2. Control emotion and anger (don’t get excitable or argumentative when there is no justification).
3. Invest time to share, teach, and develop others.
4. Harness your need for power and control.
5. Increase communication with your team by listening well, sharing information openly, and accepting feedback.
Hitting Performance Targets Because They’re There
Monday, February 28th, 2011Outside of work, people are highly motivated to stretch their mental and physical limits. They complete triathalons in record time, ride dog sleds across frozen tundra, and climb mountain peaks few have mastered. In 1950, Maurice Herzog and Louis Lachenal became the first people to successfully climb Annapurna, an 8,000-meter peak found high in the Himalayas. The toll the mountain took on these men was brutal: each man lost a number of fingers and toes during their climb to the summit, and they were lucky to have not lost their lives. Even today, over 40% of the people who attempt to climb Annapurna die on their way to the summit. So why make the attempt? What draws people to spend their own time and money—and risk their personal safety—to reach this kind of target? The challenge. The mountain stood before them, the summit forbidding and nearly unreachable, and they wanted to see if they had it in them to make it to the top.
In order to see the benefits of this same level of dedication at work, leaders and managers need to help their employees find a workplace version of Annapurna. Leaders need to provide their employees with opportunities to be challenged, situations that require them to reach well beyond what is expected of them and truly excel. People love to achieve difficult goals, and they love to up the ante. Once they have reached one summit, they will be ready to move on to the next. Achieving easy goals is boring, no matter what the environment. And inside the workplace, requiring employees to reach higher levels of performance makes the work they do more rewarding, resulting in greater job satisfaction, deeper dedication to the organization, and a heftier, healthier bottom line results. So give your employees the chance to sink their teeth into bigger, better challenges. Search for that next summit, find that next challenge, reward your people for striving to reach the top. They can make it, and you’ll find the proof in your bottom line.
QVC Understands Scorecards Drive Bottom Line Results
Monday, January 24th, 2011QVC, a televised home shopping network, is broadcasted daily to millions of viewers via satellite and cable television. The business was founded in 1986 and today it is an $8 billion company. So what has made this company so successful, so profitable? It is a combination of things including their three customer focused values – Quality, Value, Convenience (QVC), it’s high level of customer service, and its customer loyalty. While all of these are important components to a successful business, QVC is most serious about its scorecards and their scorekeeping system. This simply tells them which products are profitable and driving bottom line results. In other words, which products stay and which products go.
QVC, like many organizations, possesses a lot of data, but unlike many organizations QVC uses that information for real time scorekeeping on the right things. Their scorekeeping is based on one of two measurements:
Units Per Minute or Dollars Per Minute
If you take QVC’s unit of measurement and create a scorecard with it, it would look like the following hypothetical graph:
In this graph, the product “Extremely Effective Weight Loss Supplement” is being tracked over its 18 minutes of air time and the profit focused measurement is the number of units sold per minute. If the product consistently sells below 300 units per minute, it is considered unsuccessful and will not be brought back. However, if the product consistently sells more than 650 units per minute, it is considered to be extremely successful and will be brought back, possibly at more frequent intervals, or given more air time. The area in between 350 and 650 is considered a satisfactory level of performance.
Notice how a visual a scorecard above helps you understand the bigger picture as opposed to the raw data:
If you look at the scorecard, we can see at minute 9 and minute 11 have two very different results. We need to identify and analyze these two points in time. What made minutes 9 a unsuccessful while minute 11 was a success? Is it within our control? What were we doing during these specific minutes that could have impacted sales? What do we need to change or reinforce that will impact these two points in our timeline to help us continue to increase the units sold per minute?
When you join profit focused scorekeeping and good leadership with Quality, Value, and Convenience, it’s a powerful combination that can help turn both individuals and organizations into highly profitable assets.
Team In Crisis: Try Paired Comparison Analysis
Wednesday, December 29th, 2010The Controversy
A few days ago, I was pulled into a controversy at my local church that I thought was very minor, even petty. For or the others involved, it was a major dispute. As I was thinking about ways to resolve this disagreement, a coworker asked me to write a short piece on a 150- year-old method of comparing unlike items called Paired Comparison Analysis. Through my reading I discovered that this method is being used by some courts and judges to resolve civil issues. This fact really piqued my interest. Perhaps this was the way to resolve the dispute.
The Paired Comparison Method
Simply put, all issues are listed (six to ten issues seem to work best) and then are presented in pairs to all the other parties; for each pair the person selects the idea or solution that best satisfies the specified criterion. The theory of this method is that each item in the list is compared to every other item in pairs, thus the name, Pair Comparison Analysis. Item A is compared to item B, then to item C, to D, and so on. This forces a choice between two options; i.e. strongly prefers A to B but only slightly prefers A to C. The following is an example as to how it might be used in my case:
The controversy is over a significant number of dishes stored in the Church kitchen. The dishes are seldom, if ever used. The exception is the use of cups for a yearly tea party. The chair of that committee is so adamant the cups are not to be used any other time of year. Another committee chair will not allow the dishes to be used at all as it causes too much work cleaning up. Another committee chair states that the dishes should be sold and the storage used for other items. Each person places his/her choice in the white boxes. One person might feel selling is the best option and other storage is better.
After everyone has considered the items, the facilitator or leader compares the results and logs them on the Paired Comparison Analysis Tool.
The Results
While the information is subjective, the comparison gives the group four pieces of information: each person’s score, the score of the group, team ranking of the items, and the degree of consensus. The degree of consensus is important to understanding the deeper issues. If the degree is too high, your team may be too close to the problem and have already convinced themselves of the issues (group think mentality). If the degree is low or shows polarity, more investigation and discussion is needed. By uncovering the hidden issues, the group can better address the needs of its members, address and then move beyond the conflict.
If your team is having issues that are restraining or even halting progress on your team’s mission, give this tool a try.
Metrics That Matter
Monday, December 13th, 2010
Nearly every organization we have consulted with in the last 30 years creates pretty good metrics that track business results in a pretty decent way. We believe the age-old adage, “if you can’t measure it you can’t manage it.” Fortunately, initiatives that have been universally embraced by businesses, like Six Sigma, Lean Management, and TQM, thrive on gathering, tracking, and analyzing key performance indicators, meaning that we have a number of strong systems that help us measure so we can manage better.
The most important discovery we have made over the course of many years is that the data alone won’t drive your business to the next level of bottom line performance. We have learned that the way the data is used by leaders has a direct impact on whether the results they see are ordinary or extraordinary. The way leaders interact with the individuals with whom they work either has a negative or positive impact on the results that leaders so desperately seek. The key to leveraging the metrics and boosting employee performance is making the data meaningful to people. It doesn’t matter if you are a scientist or an assembly worker: if you know how your efforts contribute to key results, what those results mean, and how to make the scoreboard move in your favor, you tend to become more engaged and motivated by your work. The magic of metrics is all about how leaders coach, communicate, and solve problems with other members of the organization. They have to help people interpret the data and create metrics that feed business results, and they need to make it personal. If leaders can connect individuals to the metrics driving the business’ success at the very core, if they can help employees see how they fit and why they matter, then every person will suddenly become personally invested in helping the organization improve its bottom line.
The trick is having the ability to position, explain, and use the data in a way that motivates and inspires people. This power resides in the leader’s ability to support, coach, and assist employees, as well as work through the barriers and interference that they will inevitably encounter. There is no inherent value in data. Motivation doesn’t come from analyzing the numbers. Business performance takes a sudden leap when trusted coaches help the people around them figure out ways to be challenged and stretched beyond their perceived abilities. If people gather relevant data about themselves, about the factors that are critical to their own success, analyze those factors with a coach, and then set realistic, meaningful goals grounded in the information they have gathered, they are more likely to want to perform in a superior way.
If you already have a system to measure performance, help your leaders learn how to use that information to its maximum effect, motivating members of your organization at all levels to perform to the very best of their abilities. We can help you enhance you bottom line leadership using the resources you already have at your disposal—your people.
Holding Effective Performance Reviews
Monday, December 6th, 2010This is that time of year when managers begin planning for an effective performance review with each person that reports to them. Performance reviews can provide excellent documentation for the company’s performance management process
Yet if not properly or effectively done – performance reviews can result in a lost opportunity for the performance management process or at least make your life miserable. Performance Reviews are traditionally held at the end of the year or within the first part of a new year. Below are proven techniques that can help you conduct a productive and highly effective performance review.
How to approach the Performance Review
While leaders should be coaching throughout the year, the yearly Performance Review is the one time when the leader has a formal opportunity to provide his or her employees feedback. Leaders owe it to the employee to take this process very seriously. The Annual Review should be an opportunity to create open and candid discussions. Typically the annual performance evaluation should not be a surprise to the employee. Your goal in the review should be to link performance to employee capabilities and to a developmental plan. Be SPECIFIC!
How to write the Performance Review
Start by providing the employee the opportunity to “tell their story”. You might even have them write it in 3rd person – “Jeri did…. This provides an opportunity for coaching –know the employee’s successes as well as the areas for developmental opportunities. Review their comments as well as your own.
Review the last year’s Performance Evaluation. Where were they last year? Are they still being coached on the same things? Where has significant improvement been made? How have they impacted the team? The department? The organization? How have they increased workplace productivity?
Open your files. Hopefully, you have developed a system that records your routine coaching with the employee. Your records might follow a coaching guide or simply contain notes about the employee’s capabilities or competencies. You can have notes from meeting notes / participation, feedback sessions, and team input
Your file should also have productivity metrics or scorecards, specific examples via observation and be linked to any performance management issues.
Do not include vague comments such as “Kelly is a great employee.” These are useless without the specific behaviors on why the employee is good, outstanding, etc. Also be careful of the “halo” and the “pile-on” effects. Good employees need direction on specific areas for them to grow, improve and do better. Get examples of when or where the employee showed strong performance, weak performance, new employees.
Remember, in order for the Performance Review to be most effective, obtain employee feedback and write the plan together. Have the employee take ownership
Let them make the first draft Provide feedback, input and recommendations. Collaborate together to finalize the plan but remember – this should be their plan
Where and When to Conduct a Performance Review
Conduct review in semi-public places, an office suite, a meeting room, or break out room. The area needs to be relaxed area, not intimidating. A desk can provide a barrier and the bosses office can be intimidating. Do not meet in restaurants or hotel lobbies (too loud and no privacy).
Schedule a time when you can talk without interruptions. Make certain that the employee knows that this is their time. Most leaders preferably like to conduct reviews at the beginning of the day so the employee can reflect upon the review and start implementation of any development plans
How to Follow-up a Performance Review
Following up with the employee should be part of the performance evaluation. Review the plan at least quarterly – how is their progress? How is your support? What changes need to be made, if any? Set a specific time with the employee to check in on actionable items. Note dates/times for follow up on capabilities / competencies and don’t forget. If you can’t meet at the time set, make new arrangements before.
Performance Evaluations – when done effectively, can increase workplace productivity, provide welcomed feedback and are rewarding to the quality performers. They also serve as a useful tool for the manager in a performance management situation.
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