Bow To Your Master

Master - One who has control over something or someone.

You're Not the Boss of Me
I don't know about you, but I am very comfortable convincing myself that I am in charge of my life. I wouldn't use the term control freak, but I should. You should too. 

Don't kid yourself...we work hard, we focus on doing what's right, and are sure that if things were done the way we believe they should be done, all would be right with the world.

You know I'm right.

The challenges we face each day are based on the messages we receive. Expectations from bosses, colleagues, employees, partners, friends, society...and the most difficult...ourselves...impact how we think about the world and our place in it.

Who really makes the decisions in our lives?

Many Masters
Perhaps we need to accept the fact that we don't really have the control we so passionately strive to achieve? Maybe the world does rule us...not the other way around? We all have our unique list of responsibilities, desires, hopes, and pressures that push our days (and minds) to the edge.

I don't think that's going to change anytime soon.

Not all of these masters in our world are bad, but they sure do seem to complicate things, don't you think?

How About You
We have many influencers in our lives. Most of them are there to support and connect with us in a variety of ways. Sure, there are always going to be those dark voices that tell us to conform, or follow the rules every time regardless of whether or not those rules make sense.

Here's the great part of the story. You only have one master...you. Don't let the other pressures, people and expectations of the world get in your way. Forge your own path, and make the difference you know you can make.

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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Good Enough...Sucks

There is an odd reality to leadership. We talk about being world-class and using best practices and benchmarks to build our organizations to a level that should differentiate us from our competition.

Over time, the bureaucratic hassles and endless transactional work seems to creep into our worlds like an insidious disease. As we grow more comfortable in our roles, understand the cultures of our organizations, and appreciate how challenging the world can be, something happens.

Being good enough "suddenly" is acceptable.

Good Is Not Great
I was speaking with a colleague recently who was questioning whether or not the constant frustrations of pushing toward greatness was worth it. 

The real question was whether or not accepting good is okay sometimes, even when doing so gives you that nasty feeling in the pit of your stomach.

The answer? Hell, no!

Consider this scenario...three of your team members are having coffee and are discussing you. They talk about your style, your vision for leading the group forward, and your overall effectiveness. 

The consensus...you're good enough.

How does that feel?

Let me say it...good enough sucks.

Only One Option
So here's the catch...it is impossible to be great all the time. It's also impossible to be great most of the time. "Being great" is not what I'm talking about. Striving to be great is what matters most. When your leaders, your peers, and your team members see your unwavering commitment to greatness they will follow your lead.

It will happen by default. They will not want to be left behind, they won't want to look bad, and they most certainly will not want to disappoint you when they see the amount of energy you are putting out to try and achieve an unattainable goal.

Let me say it...that type of leadership does not suck at all. In fact, it's the only kind that matters.

How About You
When was the last time you used the phrase "good enough?" Please do me a favor...stop saying that.

I'd love to hear from you.

No Excuses.




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The Future of Talent is Leader Brand

I've been a strong advocate that leaders need to be brand ambassadors for their organizations. I don't mean simply saying nice things about their companies when asked; I'm talking about a proactive approach to spread the word about the great things their organizations do on a regular basis.

After all, a strong brand attracts talented people. Talent is the name of the game in the world of business today. No talent, no product, no customers, no revenue. Capiche?

Except I've discovered a major flaw in my approach to brand.

Organizational Brand Is Not Enough
One of the core strategies of talent acquisition is to position the organization's brand in such a way that it attracts quality applicants. From there a talent pipeline is developed and the best candidates are brought on board. The organization brand is the key attraction point that brings the talent into the company. 

When we are filling positions, enhancing the corporate culture, and making progress we wrap ourselves in the corporate brand.

However, when turnover occurs, or morale dips, or there is too much "noise" in the workplace, the accountability shifts away from the spotless corporate brand and falls fully on the individual leader responsible for that area.

Wait a minute. What just happened?

Leader Brand Is Better Than Corporate Brand
Much has been written, though few have fully embraced, the concept of developing their personal brand. Honestly, I do not understand why any serious leader today is not focused like a laser on their personal brand. Here's why...

"Employees want to work for good leaders much more than they want to work for good organizations." 

Today's talent (read here really good people) know that good leaders...by default...already work for good organizations, which makes the obsession with corporate brand as a stand-alone strategy a waste of time.

It is only when a strong personal (leader) brand is paired with a strong corporate brand that real talent attraction and retention can be realized.

How About You
Have you put any energy into developing your personal brand; or, are you so experienced and smart and good that you don't need one? I hate to break this to you, but if you haven't invested the time to develop your brand you are invisible...regardless of what your resume says. 

Maybe we should talk?

I'd love to hear from you.

No Excuses.



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(I'm Not Your) Scapegoat

Let's be honest for a minute. Leading is hard. Sometimes impossibly difficult to the point that despite our best efforts, we simply don't know what to do in the moment. When we're dealing with a crisis, or a struggling team member, or external pressure, we can fall into the trap of identifying someone as the source of our troubles versus understanding all of the facts first.

Rookies Are Obvious
This behavior happens most commonly when new leaders (from supervisor to CEO) are not comfortable handling confrontation. These well-intended folks typically do not understand that because they are uncomfortable with a situation, it does not mean they are supposed to rush to judgement simply to make themselves feel better. 

These are usually the same leaders that are passionate about culture, and teamwork, and advocating for an environment that is supportive, open and innovative. Here's the catch...because they are not willing to push themselves into areas where they can manage their discomfort, they end up looking foolish.

Consequences
Leading the way to make changes for the better is admirable. However, avoiding the hard work necessary to understand issues before making judgements; getting (more) comfortable dealing with perceived problems slowly and methodically; and ensuring that the messages delivered to the team are well thought out and clear are absolutely essential.

Here's why...no one stays if the leadership team of an organization behaves like a bunch of rookies.

How About You
What new leaders are struggling in your company? Who needs your coaching and support; and, who needs some candid feedback about how they are really perceived? It's up to us as leaders to stand alone and make it happen.

I'd love to hear from you.

No Excuses.



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Dead Eyes See No Future (of Talent)

"The real issue is not talent as an independent element, but talent in relationship to will, desire, and persistence. Talent without these things vanishes. Even modest talent with those characteristics grows."
- Milton Glaser

The future of work is such a wide open issue. With so many perspectives, ideas, and "guaranteed" predictions out there one might assume the next few chapters of the world of work have already been written.

But one important piece has been left out of the story. 

Leadership Talent 
Leadership will continue to make all the difference...

Check out the rest of this post over at the IBM Social Business blog.


I'd love to hear from you.

No Excuses.



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Mythical Beings

I've come across hundreds of leaders in my lifetime. Many of them are so weak and ineffective it's made me wonder how they ever landed their job. 

Or any job. 

Ever.

Fantasy
What does the ideal leader look like anyway? Are they supposed to know everything...literally everything about the business? Should they be calm in every situation? 

When it comes to decision-making, they are the ones that are supposed to have it all figured out. They are the people we all lean on when the pressure gets too intense. They are always there for the rest of us.

But who is there for them?

I'm afraid that the vision of what a leader should be has outpaced what the world will ever allow. Honestly, is anyone that good? 

Or, is there an opportunity for contemporary leaders to recognize that through relying on one another...building a small group of energized yet humble colleagues working toward a common vision...that something special can be achieved?

Reality
One of my favorite phrases in the office is to "keep it real." I say this because I don't like getting caught in the world of jargon, or HR-speak, or whatever the lingo is in the industry where I'm working.

Real people...which is everyone by the way...like real talk. Not corporate speak, or fast-talking empty suites that can't execute on anything meaningful. Maybe it's time we stop expecting leaders to have all the answers, and allow them the freedom to engage everyone on the team to help build something special?

How About You
It turns out I've aspired to be one of those mythical beings for a long time. I've experienced the pressure to be perfect in every situation. I've felt embarrassed when I stumbled (imagine that...I'm human after all.) Leadership is a team sport...and that's not a myth at all.

I'd love to hear from you.


No Excuses.



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