No Bold Tactics

Let's be clear about something right away. Busy does not equal effective. Everyone is busy...or make themselves 'busy.' I see it all the time. Leaders who want to over share how hectic their days are...so full of things to do...and important executives to sit next to during meeting after meeting.

So...I hate to break it to those folks who thrive on this sort of thing...but you are failing.

Leadership is not only about going to meetings.
Leadership is not only about getting things done on your task list.
Leadership is not only talking about how busy you are.

Tactics and Excuses
Too many leaders get stuck in tactical decisions (even the most senior executives) and convince themselves that they are actually moving their organizations forward.

Not true.

Sure, it's easier to feel productive when you're doing things. I love the feeling of (digitally) checking items off my Wunderlist. But, those items are at the end of the process. At some point, I've had to invest significant time, energy and resources into effectively planning the bold moves my organization or my clients need to make.

There are no tactics in that work.

Strategy and Courage
The really difficult work of planning, executing, and completing strategic plans is, in my opinion, the most important work to be done. True plans...fresh ideas that become reality...launching new product lines...addressing major gaps in the organization and doing something about it...THAT is the work of real leaders.

The same old talk, talk, talk, without the plan is worthless. 

Why reference courage at this point? Easy...most leaders don't have the courage to build the plans necessary...to take the bold risks necessary...to literally move their organizations forward.

It is far easier to work to maintain the status quo and keep life in neutral, than it is to see what needs to be done and build and execute a plan that gets the organization to an entirely new place.

How About You
Look back over the last five years of your career. What risks have you taken? How have you literally changed your organization for the better? What tangible results can you share?

You have it in you to make it happen. You simply need to go for it.

I'd love to hear from you.

No Excuses.

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Speed Wins

I consider myself a pretty high energy leader. I want to build strategies that make a real difference for my clients, and I want to execute them at an accelerated pace. It's how I've worked in the past...and it's why I am in the job I'm in now. High energy execution runs circles around the uptight corporate risk-averse stale leaders every day of the week.

Don't

I don't want to hear about internal politics, because they are a lame excuse to avoid taking action.

I don't want to hear about the old way of doing things. It's 2016, there are no old ways that matter anymore. Get over it.

I don't care if you want to be popular. Popularity has absolutely nothing to do with getting things done.

I don't want to hear about internal protocols, or taking a long time to build consensus so I end up having another birthday waiting to get started, those are lame excuses too.

I want results now. 

How About You
That is what I get paid to do...and when it comes to executing a kick ass strategy that will differentiate my clients from the competition...well, I want to do it at supersonic speed.

Speed wins in the market...

...and I like winning.

I'd love to hear from you.

No Excuses.


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Make or Break

"Strategy execution is the responsibility that makes or breaks executives."
- Alan Branche and Sam Bodley-Scott

Today I have a singular focus.

Execution.

Getting to the execution phase of our work requires time, planning, lots of collaborative discussion...

...and doing the work!

Questions
My first question today is simple. How do you ensure the executives in your world actually do the work?

Do they talk and talk and talk?
Do they have an endless list of excuses to justify why projects aren't moving forward?
Do you feel like you're doing more of the work than they are?

My second question is more direct. Why are you tolerating this lack of leadership?

How About You
How do you handle the reality of working with leaders who are weak when it comes to executing strategy? It is common, and often requires focused coaching in order for them to improve. What has worked for you?

I'd love to hear from you.

No Excuses.

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Communication Breakdown

Leader A - "I have the notes right here...this is what we agreed to at the last meeting."

Leader B - "No it's not. We needed these pieces to be ready today."

Leader A - "Look, let me read through my notes. I have everything documented from last time."

Leader B - "That's not what I understood the plan to be. Let me read my notes...see, they're very different."

Organized Does Not Equal Accurate

The scenario above sounds silly, right? How in the world could two high performing professionals in the same meeting, taking the same notes, come away with such different expectations?

Impossible!

…except I’m Leader A… I did take great notes. I thought I had interpreted the details properly. But the messages could have been interpreted exactly the way Leader B understood them. We were both right…sort of…but because I didn’t ensure we both had the clarity necessary I ended up being wrong.

For the record, I really do not like being wrong.

Leading Means Learning Too

The obvious takeaway here is to make sure everyone is “clear” about what should happen next. That’s not my point. The real issue for me in this life lesson is to pace myself. 

I’ve discovered that I push myself hard in many areas. Trying to be the super-leader is difficult to sustain, and next to impossible to achieve long-term.

So the balance point has to be based on an open mind and a willingness to learn when I stumble.

Yes, I could have reconciled my notes better, but the root cause of me missing the deliverables in that meeting were more about my mindset than they were about the the task of checking everyone’s to do list.

How About You

What pace do you keep? Are you trying to constantly over achieve like me (not good 24/7!); or, have you found that sweet spot that allows for high tempo work that has a slower pace built in? If you have, you need to share your secret.

I’d love to hear from you.

No Excuses.

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A Dangerous Meeting

"Sorry I'm late..."
"How was your weekend..."
"Did you hear what happened last week..."
"I have so many examples of this problem that I need to share with you..."

I've spent my professional life in meetings. That may sound a bit disheartening, or even sad. But the reality is meetings are vitally important if led well. I used to believe meetings needed to be managed well. That approach turned out to be misguided.

Meetings need to be led. If someone is trying to manage a meeting you can collect your things and leave, because they are failing miserably and no one wants to watch that happen.

Why
It may sound simple, but when you attend a meeting do you know why you're there? Regardless of whether or not there is a printed agenda and a resource person with a stopwatch to frenetically scold you if you run over your allotted time by 30 seconds, good meetings need to be led differently.

Why are you sitting in the room when you could be executing on your company's strategy? 

Understanding how you will specifically contribute to the meeting, either by sharing data, giving a status update, or to simply receive information you need to do your job, you must understand why you are there before you join the session.

Focus
All too often meetings are filled with noise and excess information that detracts from the pace of work that is necessary in high-performing organizations. 

Several approaches that help keep meetings moving as rapidly as possible include:

1. Never be late. If you can not arrive on time text the leader and then be absolutely quiet when you join the group. If you are late on a consistent basis you clearly are not committed.

2. One example. Time and again I've heard example after example of a problem or a solution (and I've done this myself for years) - but it is a time killer. One example is enough.

3. Make decisions. The ultimate frustration about meetings is that decisions are not made at the end. Effective leaders make decisions and keep things moving. Sometimes those decisions will not be popular. So what? You're not getting paid to win a popularity contest, you're being paid to execute confidently and quickly. 


How About You
When you step into your next meeting today, think about who's leading the session. Are they focused on executing corporate strategy? Are they making sure everyone has an opportunity to share five versions of the same problem before proclaiming "I'll take a look at that."

It's time to lead meetings differently. Stop trying to manage them, and do your job.

I'd love to hear from you.

No Excuses.



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Culture of Convenience

"The differentiator is the execution."

It's funny about corporate cultures, norms, and expectations. They differ so dramatically in every organization. I'm going through a period of incredible change and learning...new company, new role, new industry, new city, new, new, new.

Change Is The Best Thing Ever

Part of that change process is not only keeping an open mind as I learn the "rules" and get immersed in the incredible vibe at my new company, but also to learn the expectations and nuances of the clients we support. It's a good thing that I get such a rush from change, otherwise I'm sure I would lose my mind trying to adjust to so many new things in my life  (read here --> literally everything!)

Stay Focused

"Reality Check --> Part of learning lots of new things is to stay focused on one thing...execute your strategy better than anyone else."

I'll be honest with you, my "new world" is so damn exciting, and the people I have the privilege to work with have welcomed me so graciously that I can't quite believe that I get paid to do this work.

But I do...

...and with that comes an expectation (and a belief on my part) that my organization needs to perform at the absolute highest level possible in the industry...

...and that means I have to lead at the highest level too.

How About You

What's your plan? Are you pushing yourself and your organization to be the absolute best; or is it more convenient to just plod along and make excuses? 

In my hectic world of change I've decided being the best is the only thing that really matters.

You can be the best in your world too...if you want it badly enough. Go get it.

I'd love to hear from you.

No Excuses.

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No Flexing = No Respect for HR

"HR needs to be more strategic."
"HR won't get any respect unless they focus on more strategic issues."
"HR shouldn't focus on the details...we need to be a strategic partner to the rest of the business."

Calling all HR leaders!

If you are not able to flex between strategic thinking and executing at the tactical level you add no value. Yes, I said it. You add no value whatsoever.

No Grease for the Squeaky Wheel
It seems the last 20 years of complaining about being strategic players has moved HR farther away from being strategic.

You heard me correctly. 

We've spent so much time avoiding executing on strategy and instead spent all of our time talking about it.

Harsh? Maybe. Accurate? Yes.

Roll Your Sleeves Up, Build Your Credibility
Before you all get upset with me, calm down and consider these questions:

Who makes sure strategic plans actually get implemented?
Who takes the lead to ensure the goals get accomplished?
Who understands the systems and processes and their impact on workflow?
Who is actually taking responsibility to fully execute the plan?

If you're delegating these tasks without staying connected...you're delegating yourself out of a job.

How About You
Are you so caught up in the world of "HR Leader-speak" that you've forgotten that there is also "HR-get-the-work-done" too? Dive into a project today. Get your hands dirty. Role model for your teams that you are not above it all. It will make a bigger difference than you realize.

I'd love to hear from you.

No Excuses.



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Alignment Guarantees A Win

The world seems to be moving faster than ever. Changing environments continue to put enormous pressure on us to perform as both individuals and organizations. Sustaining high quality performance is not a given however simply because we have recruited a team of all-stars. In fact, a team of all-stars is only part of the story. 

In today's world of work, we need alignment if we are truly going to succeed.

Individual Leaders First
Consider what is expected of you in 2014. Is there an expectation that you as a member of the leadership team will be able to effectively manage the following issues:
-strategic plan implementation
-effective communication
-conflict (with peers and other team members)
-budgets
-professional goals
-serve as a brand ambassador
-and the list goes on...

How exactly are you going to effectively work through these challenges, sometimes all of them hitting on the same day?

Communication Drives Alignment
Saying that alignment is important and achieving alignment are two very different things. From my perspective the essential piece that often eludes even the most effective organizations is communication. I'm not talking about a "campaign" or a "series of messages that are on point." No, I'm talking about leadership being together, talking, challenging each other, respecting each person's point of view, and then finding consensus on what alignment really means.

Without the meaningful investment of time to really work together as a team, true alignment will never be realized. The leader who can bring the team together, allow for productive conflict, and still coalesce that energy into alignment is a rare find in today's world.

How About You
Do you contribute to the leadership culture in your organization to ensure alignment is a top priority? Or, is your silo so full of your "stuff" that you're hoping the others let you stay in your busy, albeit unfocused, world?

I'd love to hear from you.

No Excuses.



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Proud Moments

I recently participated in a fast-paced and strategically focused series of planning meetings for my organization. One of the activities we did to kick-off the event was to publicly acknowledge one of our proudest moments while working at the company.

I had two pretty strong, and unexpected, reactions to this exercise.

I Hate It!
I didn't hate it because it was a bad idea; I hated it because I hadn't thought of it first. I was actually privately embarrassed that I wasn't using this approach as a regular part of my conversations with leaders and employees. I am blessed to work in an organization that literally performs miracles on a daily basis, yet somehow I had gotten caught up in the never ending stream of work drama and had lost sight of those miracles.

But I Love It!

Once I got over my self-inflicted humiliation, I got fired up about this approach. Key leaders, physicians, and community leaders one after the other shared their personal "proud moments" of being part of my organization.

It was absolutely awesome. This single exercise out of two intense days of brainstorming, discussion, and fortunately not 100% agreement on everything (bobble-heads and yes-men never changed the world!) was for me the most impactful part.

How About You

When was the last time you thought about your proudest moment working at your organization? Better yet, have you ever asked anyone about theirs? The answers might just be downright inspiring.

I'd love to hear from you.

No Excuses.



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Still Lots of Fear in Business - A #NoFearHR Update

Hi Mike,

I'm glad to hear that you're getting a more sophisticated perspective from the audiences you're speaking to about leveraging social tools for their businesses. That's great news. I, too have been busy speaking over the last couple of months about transformation, social media, and what I like to call "Good HR" practice. Unlike you however, I continue to meet many human resources professionals who are either stuck in an organization that does not support the adoption of social strategies, or downright doesn't even understand what they are.

Quite honestly Mike I'm a bit stunned. I was hoping we were making progress, but I think that because you and I have embraced these tools and understand how much of a difference they can make in our work we've assumed that others appreciate their value as well. I think we still have a long way to go.

There is a silver lining to my recent experiences however; that is the enthusiasm to learn more, to try social tools for networking, research, recruitment, and employee communication seems to be growing.

I believe there is an opportunity to help these struggling HR practitioners to find support outside their organizations, which in turn will position them as valuable members of their organizations down the road.

HR on the ouside helping HR on the inside...I like that Mike.

We need to kick our #NoFearHR mindset into gear. Let's do this.

#NoFearHR is a project to assist business professionals who want to know more about how to put social media tools to work in a meaningful way. Content is provided by Jay Kuhns and Michael VanDervort.  You can find links to the rest of the ongoing conversation here.



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I Wish I'd Said That

I'm going to be away from the blog for a few days, so I'm following the lead of my friend Jason Lauritsen and am offering a few of my favorite quotes. How about we each find one that means something to us and then do something about it?

"Leadership is a combination of strategy and character. If you must be without one, be without strategy."
- Gen. H. Norman Schwarzkopf

"The best way to have a good idea is to have lots of ideas."
- Linus Pauling

"One of the tests of leadership is the ability to recognize a problem before it becomes an emergency."

- Arnold Glasgow

"Nearly all people can stand adversity, but if you want to test a

person's character, give them power."

- Abraham Lincoln

"To change and to change for the better are two different things."

- German Proverb

"It is not fair to ask of others what you are not willing to do yourself."

- Eleanor Roosevelt

"It's always too early to quit."
- Norman Vincent Peale

"The time is always right to do what is right."
- Dr. Martin Luther King, Jr.

I'd love to hear from you.

No Excuses.

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It Doesn't Have To Be That Way

Low morale.. One of the most dreaded phrases in the world of work. This label is intended to soften the reality of a deteriorating workplace. Turnover is rising, staff are voluntarily heading out the door as fast as they can, and the ones that are left behind are not exactly who you hoped would be staying.

That's grim.

What To Do?
Um, really? How about a quick list:

1. Smile. Everyday. You may think this is lame, but you all know who the miserable leaders are in your organizations, and I'm betting they don't smile a whole lot. Don't be the miserable leader in your company.

2. Be positive. Yeah, I know the earnings report sucked, and you aren't sure if you'll be able to keep all of your employees. If you're not trying to stay positive you aren't going to inspire anyone, which means no creative ideas are being generated, which means you just became the self-fulfilling prophecy of a lame leader. Don't be the lame leader in your company.

3. Try new things. I say this a lot. Why? Because far too many HR pros hide behind compliance, conservative legal advice and old-school corporate culture and never actually push hard for changes. For God's sake go do something!

How About You

Are you proud that you can quote every line of every company policy, so you feel justified saying "no" and being stuck in the quagmire of your status quo HR career?

Or, are you sick and tired of living this way and are ready to break free? I say break free and call me! We can talk real strategy any time.

I'd love to hear from you.

No Excuses.




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Lose the Fear and Get to Work

This is another post in the #NoFearHR project Mike VanDervort and I have kicked off.

Mike,


I like the way you're moving this conversation...and you're absolutely right. If HR still isn't on board with social media it's their fault. The proverbial train has left the station.


Now onto putting social to work in business. As you mentioned, we are integrating social media into everything we do here, and it is much more than a facebook page. But before we went running off "launching a strategy" I needed to get the team on board.


A Clean Slate
So you're wondering what I would do if I could start all over again? Great question. While we've come a very long way in our understanding, and enthusiasm for the possibilities that social offers, it really wasn't about the "plan" that was most important. Looking back now the most important move involved two parts:


1 - Introducing social tools one-by-one to the team at a pace that was comfortable


2- Requiring them to use the tools


For me, having a social media strategy that no one on the front line believes in doesn't make much sense. Without the commitment of the people around me in HR, our journey into social media would never have made it to tweet #1 (let alone #12,000.)


But What About the C-Suite
What about them? Mike, you and I both know that using social tools is simply good HR practice. I'm not so sure there needs to be a committee that sits around for a year trying to decide if launching a social strategy in HR makes sense or not. On this one I think we need to ask for forgiveness, not permission.


So starting over for me would be making sure the Marketing team and Human Resources team were all on the same page. 


If Marketing doesn't get it...well, that's a whole other problem.

Recharged and Ready for Action

While many of my friends and colleagues have been hitting the SHRM11 Conference, I've been taking a break from it all in two cool (as in chilly) Northeast cities for the last week.  It's been a great time away, but I'll admit that I'm ready to get back into my routine.  Not a routine in a mundane way; but rather my new routine.  My HR world is rocking right now.


It's All Social
I've been blessed with several speaking opportunities this Spring, Summer and Fall.  Additionally, as the world of recruitment changes almost daily, my team is fired up about launching several new approaches to raising awareness about our organization.  We're finalizing our strategy right now that will include several social media tools in an integrated way to not only  build brand awareness, but that also integrates seamlessly with our extensive marketing efforts.  Can't wait until go-live!

Team Communication
The last new twist to my HR world comes from my friend and colleague Trish McFarlane who recommended developing an internal web site to facilitate internal communication with my HR team only.  We launched our google sites web site several weeks ago and it's been a hit so far.  What a concept, use technology to improve communication.  Genius!

How About You
What are you doing to push yourself to improve?  Are you comfortable that others are discussing HR strategy; or, do you need to get in the game?  Is your website enough to drive traffic to your job postings; or is it time to create a buzz about your company?  I am hungry to learn as much as I can.  What about you?


I'd love to hear from you.


No Excuses.




pic courtesy of Squidoo