There's No Such Thing As Weak Leadership

Have you ever heard the comment..."oh, he's a weak leader." Maybe you've said it yourself. Candidly, I have too. Ouch.

Expectations
We all talk about...or should talk about...setting proper expectations with our leadership teams. 

What should they focus on? 
Where should they put their development time? 
How will their success be measured? 
What can they expect from us as their senior leaders?

Friends, I've heard these questions asked for years, literally. Yet somehow they keep coming up again and again. How is that possible? In some instances I've been exposed to sophisticated onboarding and leader pathway processes. In others, I hear the tired excuses of leaders who want to do well, but just don't know how to be effective. 

Accountability
I'm convinced the secret to weeding out the failing leaders is simply to hold them accountable. Be firm and fair. But, they must be held accountable. 

Here's the tricky part...most of these leaders believe they are doing a good job. They have convinced themselves they are above the fray and untouchable. Imagine their shock when they are provided coaching that does not continue to inflate their already overinflated egos?

Look out!

How About You
What is to be done when a leader is struggling? Do we...coach them....have an off-the-record pep talk with them...fire them...hmmm?

How about we step up and handle it directly? It's harder this way, but you can do it. Oh, and it's also the "leader" part of leadership.

I'd love to hear from you.

No Excuses.

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Failure Is Not A Competency

Proclaiming one's failures seems to be a trendy thing to do these last few years. It's an odd thing though, at least it is to me.

I get the whole "learn from your mistakes" angle...but, really...relishing in one's failures?

Lower the Bar
I'll be honest here. I don't want to fail. In fact, I get upset with myself when I stumble, let alone fail. I'm sure you do too.

Maybe, we have embraced failure as way to limit expectations of ourselves and our colleagues?

Maybe we have socialized failure so heavily, it is now more important to "own it" when we fail vs. being held accountable?

Maybe we need to stop making excuses about weakness, incompetence, and yes, failure?

How does that sound?

Harsh or Honest?
If you've written off today's post as a rant, think again.

How is failure treated in your organization? Do those leaders who struggle continue to stay in their roles, all while your senior leadership team preaches accountability and upholding corporate values?

You can't have it both ways.

Maybe what's happened to the corporate world is that we're all so fearful of employment litigation, that we've made it okay to hide behind excuses to be weak and indecisive? We see it a lot...so...it must be true.

Right?

How About You
How are you addressing failure and driving accountability into your organization? Is it working? What has made your approach successful?

I'd love to hear from you.

No Excuses.

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The Inability to Respond

As Human Resources leaders, we care deeply about leadership competencies in two ways:

- The first, is putting forth the effort to identify, develop, and implement them. 

- The second, which is BY FAR the one we immediately forget, is to hold our leaders accountable to live up to those competencies.

Things Happen
Every day we're challenged as unexpected circumstances arise. These aren't necessarily 'bad things' but they do require attention. Our attention.

For example...new initiatives are planned and launched...milestones must not only be met, but a significant amount of effort must go into reaching those milestones on schedule...

But somehow, things aren't moving along as they should.

Another example...outdated policies and practices are identified that no longer make sense (think anything your organization has written relative to social media, employer brand strategies, or sharing content)...yet, somehow, no one ever gets around to being courageous enough to challenge the old-school thinking in the compliance department... 

So yet again, things aren't moving along as they should.

Not Unwilling...Just Unable
Back to leadership competencies. We write them. We agonize over the exact words that will represent what our organization values most in our leaders. We roll them out through training and communication plans, and ultimately integrate them into job descriptions.

Why then, after all of that effort, do we allow leaders to avoid living up to them? How is it that so much high quality work can be so quickly squandered when "leaders" appear to choose not to follow through and execute?

I submit that it is for one simple reason. It's not that they don't want to do the hard work. I am convinced more than ever, that many leaders simply can not do it. 

The over-inflated arrogance they carry with them consistently crashes and burns for all to see when projects do not move forward. 

They can not respond to the challenge, and when leaders are unable, they no longer deserve to serve in that role.

Harsh? Honestly friends, I don't think so.

How About You
Take a look at your leaders, and compare their behavior with the leadership competencies you've committed to as an organization. Who consistently misses the mark, despite intervention, support, and 'fresh starts?'

Something to think about.

I'd love to hear from you.

No Excuses.

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I'm Not Talking To You

Time moves fast, right? We all seem to be hustling harder than ever, and the months and years keep pace as time literally roars past us. When I started blogging in 2010, I hoped I could avoid flaming out in several months and not completely embarrass myself in the process.

Now, more than 700 posts later, I've finally figured something out. So much of what I focus on here at NoExcuses...and so much of what I say in real life...is often not intended for anyone but me.

Is that an odd thing to say? Perhaps. Let me explain.

Accountability
As I ventured into the blogosphere, I recognized I was not going to change the world. What I did want to do however, was develop a personal voice that helped me stay accountable as an executive. 

Perhaps no one really cares about these words anymore? Maybe I over think the importance of executive behavior, role-modeling, leadership, and the potent combination of high energy and risk to actually make progress?

At this point, I don't care what others think when I write.

I'm not talking to them.

It's All Good
Another brief example I'd like to share has to do with one of my favorite, albeit overused phrases. I use it constantly, particularly when I'm managing multiple stressors in my professional and personal life simultaneously.

"It's all good." 

As time has passed those closest to me have started calling me out on my use of this comment. Their interpretation is that I am not acknowledging my feelings, and therefore am holding back instead of addressing what I need to work through in a healthy way.

Except my amazing, and well-intended friends are actually missing the point.

It's all good...for me...is a reminder of the blessings I have in my life. My family, my oldest friends, my amazing new friends, my faith, my career, my health, my passion for music and fitness and Florida.

You see, it's all good is my own humility check. Because despite what my friends think...

I'm not talking to them.

How About You
What approach helps you stay focused, productive, and still remain grateful for the blessings around you? Does anyone know the hidden meaning behind your mantras? No one knows mine...I guess until now.

I'd love to hear from you.

No Excuses.

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Body Count

The talk about corporate culture is at an all time high. Just about every CEO lies...ahem...claims their people are their most important asset.

Really? I'm calling B.S. on that...and these questions explain why.

The Questions
- How many "good" people have left your organization?

- How many times do you need to hear complaints about misbehaving leaders before you are going to take action?

- How many departures will it take before the egos and 'survive-at-all-costs leadership styles' are cast aside to make a real difference in your culture?

- If you're not going to take action...what exactly is your job?

The Only Answer
If you have a list of answers to the questions above and did not take action...well..you have failed. You'll have to get in line behind me though, because I was there too!

Not anymore.

Do what's right. Today.

How About You
Are you tired of looking at yourself in the mirror at the end of a long and complicated day knowing you should have taken action but didn't? How many bodies need to pile up before you do something?

I'd love to hear from you.

No Excuses.

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Tug of War

Just one question for today.

When you hear someone use a racial slur...or a make a crude comment toward the lgbtqi community...or when someone simply behaves like a jerk...

...what do you do?

1. Hold them accountable immediately

_____ yes / no

2. Struggle to take action and maybe say something later

_____ yes / no

3. Remain silent

_____ yes / no

How About You

Does your conscience win the ethical tug of war?

I'd love to hear from you.

No Excuses.

I'm Starving...Pass the Humble Pie

I've been thinking about how I work lately. Thinking about doing a good job...about making a difference...and then making mistakes that bring me back down to earth. It's an odd series of experiences that seem to happen in rapid succession: great work, bold leadership, progressive strategies...and big stumbles that feel awkward at the least, and are downright embarrassing at the worst.

On A Roll

I've been on a bit of a professional roll lately. My leadership team in HR is fully staffed and doing a terrific job. The energy around the work we're doing to support our organization is spreading; and, the early results indicate we're on to something special.

What sometimes happens (to me) in these moments is that I allow myself to get caught up in the daily action of HR. Yes, action in HR! Who do the leaders in our organizations turn to when the employee relations environment gets too complicated to handle? HR, that's who. We jump in to support our colleagues, provide solutions, and help facilitate very difficult communications on a routine basis.

But sometimes things slip by us when we're caught up in the moment. I don't like it when I let things slip.

Eat That Roll

When those failings happen, which I guess (read here --> hope) happens to us all, what should we do next? 

We've all seen people in our careers who try to place blame on someone else, or at the very least attempt to deflect the full accountability for the mistake away from themselves.

I think that's a lame strategy. If I've stumbled, I should say so, and shift my thinking from being "on a roll" to eating a big 'ol slice of humble pie.

Today, I'm feasting. 

How About You

When you stumble do you run and hide? Or, do you hold yourself accountable and make things right? It's not easy, or comfortable, or appetizing. But sometimes it's the best thing on the leadership menu.

I'd love to hear from you.

No Excuses.

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The Fixer

"It's always up to me. These employees are full of complaints but I'm the one who has to stop what I'm doing and get things back on track."

"When things get tense around here, it seems like I'm the only one that has the courage to step up and hold people accountable. It's wearing me out."

"Why does he behave that way? Can't we just have a normal conversation about these issues?"

It's On Me
So often in the life of a leader we are pulled into the role of The Fixer. You know what I'm talking about...we're the ones who everyone else expects to jump in and resolve the tension and smooth things over. Why is it that the people around us are willing to fan the drama-flames, yet are unable to see their own role in turning that spark into a fire?

It's Exhausting
Sadly, those that are so comfortable stirring the pot often miss how draining it can be to "fix" things. Since they are rarely involved in cleaning up the mess they create, they do not realize the physical and mental toll it takes on those of us who have to jump in (again and again) to save the day.

Ultimately we only have ourselves to blame I guess. We've allowed certain behaviors to occur repeatedly, and in in order to keep the peace we end up fixing everything.

It's Enough
When was the last time you  stepped back and said "no more!" Have you given yourself the freedom to no longer be subservient to those around you; and instead focus on driving accountability into the situation? If not, it's time. You do not need to own their behavior. You do not need to feel compelled to come to the rescue...and you certainly do not need to feel guilty that you need to do anything at all.

The people around you are adults. They can be responsible for themselves.

Tough HR love? Maybe. Necessary? Absolutely.

How About You
Set yourself free today. Decide that you are going to separate being supportive from playing the role of The Fixer. Ironically, when we shift into fix-it mode we're actually allowing the people around us to continue their lazy self-centered ways. Are you ready to be free?

I'd love to hear from you.

No Excuses.

Polite Disregard

I have some favorite words. Many of my HR colleagues have the same favorites. One that is near the top of my list is accountable. I like it so much I built it into the subtitle of this blog. Recently I've started hearing that perhaps the word accountable is falling out of favor...that it is too negative...and may send a message that isn't positive enough.

What?

Have we become so politically correct that we're not allowed to lead anymore?

I'm Not Giving Up
For the record, I'm sick and tired of how politically correct the world has become. I'm all for supporting people. Anyone who knows me is clear about how positive I am...and they also know how much I despise any form of discrimination...as I've written about here and here and here.

However, the issue of holding people accountable, particularly in the context of gaining the proper alignment to execute on strategy, organizational culture, and good leadership is a non-negotiable item. 

They're Not Listening Anyway
One of the odd behaviors I continue to see in people is that despite repeated direction, communications from the company, and clear examples being demonstrated, some individuals believe they can act out in their own way "because that is just their personality."

Excuse me? Are you serious? No one is going to agree with every single decision their company makes, including me. But does that mean I can "do my own thing" because I feel that my views are the best ones?

Absolutely not!

A key component of effective leadership is supporting the organization's mission, culture, and priorities. I hate to break it to you, but if you have a problem with these things...you're the problem.

Harsh words? Maybe. Honest? Yes.

How About You
What do you do when suddenly holding others accountable is no longer en vogue? Do you allow their polite disregard for your organization's priorities to be tolerated? Or, do you step up, hold them accountable for real, and move your company forward?

I'd love to hear from you.

No Excuses.



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Guest Post! "Measuring Leadership Accountability"

Today's fantastic guest post comes from William Gould, a #HealthcareHR executive who lives the No Excuses philosophy!


Leadership accountability seems to be a favorite, or not-so-favorite debate occupying the senior leadership meetings in healthcare organizations across the country - from the towers of the federal government, to the board rooms of community hospitals.  Here's the impetus:  the American healthcare system is a wreck, and it is going to get worse.  The point to disruptive change is disruption, and we are living it.

We must rely on adaptive leadership to get us to the next iteration of who we need to become to provide quality, low cost care for our nation and our communities.  Leaders must lead differently, and organizations must develop and hold those leaders accountable to the work that they do.  Many organizations turn to HR and OD professionals to help drive change leadership, and to measure leadership accountability.  How?  We develop programs, competencies, evaluation methodologies, and metrics.  Why?  Because we are HR and that's what we do.  Does it work? 

HR Programs 

Many leadership accountability programs look like this: supercharged job descriptions; standardized leadership competencies; 360-degree evaluations; standardized performance appraisals; and, carefully integrated incentive compensation schemes, to name a few.   

We re-brand, repackage and redeploy the same tired systems with the hope of changing leadership behaviors that will achieve break through results: higher quality outcomes, increased patient satisfaction, lower costs, and a highly engaged workforce.

Blah, blah, blah.

Same old HR programs.  But does it work?  Does it really drive different leadership behaviors, and get at the right accountability our healthcare leaders must demonstrate to transform a broken healthcare system?

We can organize, codify, and subjectively measure standard behaviors and outcomes until we are blue in the face.  The problem is that we are continuing to measure the same old behaviors, by the same tired leadership thinking that contributed to our healthcare mess.  How do we pull the right levers? 

Leadership Is Personal 

Leadership isn't a process or a program, it is a personal journey and a values-based experience.  Transformational leaders become accountable at the point where their behaviors align with their personal values and their organization's mission.  Transformational leaders are those who demonstrate the courage to take actions outside of the scope of their poorly written job descriptions.  But how are we supposed to design and measure that? 

My Own Epiphany 

I have been a healthcare HR leader for the past 15 years.  I currently work for a faith-based, mission-driven organization with a long history of providing care to the under served and poor in our community.  I drank the healthcare Kool-Aid long ago and work hard to align my professional leadership behaviors to support my organization's mission.  I too have developed a number of HR and OD programs aimed at developing leaders and measuring leadership accountability.

 
Three years ago I was diagnosed with diabetes.  A few weeks ago I attended the American Diabetes Association's Expo at the Colorado Convention Center (iRunDiabetes.)

My emerging personal efforts as a diabetes advocate neatly intersect with my professional work as a healthcare executive.  The Expo was marketed heavily to an under insured and under served population to provide them with healthcare and diabetes resources that can't typically access.  I am not one of them.  I am fortunate to have health insurance, and access to care.

For those who do not have diabetes, or other serious chronic conditions, it can be overwhelming even when you have access to care and the resources to pay for it.  I wandered the Expo hall with a profound sense of guilt and remorse; not just because I felt fortunate to have resources to manage my disease, but because I realized the gap that existed between my personal values, and my professional work.

I thought for days about how hard it must be for the diabetics at that Expo who do not have regular access to care. These are many of the same people who my hospital serves when their untreated condition becomes critical. 

Leadership Accountability 

I may be hitting the leadership requirements on my performance evaluation and business objectives in my paid work (although there is plenty of room to improve), but it feels like I am failing when it comes to leadership accountability - the type of leadership accountability that is going to help change the healthcare game.

Maybe my leadership accountability lies in closing the gap between my diabetes advocacy and my work as a healthcare executive?  None of this is measured in my performance evaluation.  I don't have an incentive built around improving access to an under served population - I'm a HR guy.  But if I really want to be one of the transformational leaders who contributes to changing a broken healthcare system, maybe I need to find a way to succeed.

Urgency doesn't come from a program in the workplace, or a fancy measurement scheme in the OD department.  Leadership comes from an urgency of purpose, and is based in personal values.  Maybe the best measure of leadership accountability lies in hiring the right leaders, and giving them the tools, freedom, support, and resources to really make a difference?   But, how do we measure that? 

William Gould is the VP of Human Resources and Support Services for a faith-based, nonprofit hospital in Denver, Colorado.  He is also a recovering HR and leadership blogger who is now trying his hand at writing about diabetes and his running obsession at iRunDiabetes.  His professional objective involves taking the friction out business and people processes that are most commonly caused by stupid HR practices.  He is fond of organizational development work, and passionate about wellness.  Connect with him on LinkedIn. 

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Getting to Important

Recently I've been reading, learning, and thinking about teams and how they get their work done. I work in a complex healthcare organization that has many priorities, requirements (both legal and regulatory) and pressures to meet the steady flow of financial, talent management, operational and communication challenges. It is inherent in the industry. To top it all off, we care for some of the most fragile patients imaginable.

Urgent
I've often joked over the years that working in a health system is like having a stove with only front burners stretching far to the left and far to the right. Everything is a priority! Everything is urgent! The work is SO important, that nothing can be considered a "back-burner" issue for fear of offending someone.

Nonsense.

It is important to distinguish between issues that come up each day that require attention versus maintaining organizational focus on what is truly important. I'm not sure anyone is good at that yet.


Important
Do you know what the most important priority is for your organization? I'm guessing it has little to do with the fire that needs to be put out in "department X" or the suddenly frantic cries about vacancies and the talent pipeline. Am I right?

Instead, I'm guessing you don't know the answer. How could you? If it hasn't been clarified, discussed, and some measure of consensus brought to bear (not necessarily unanimous agreement!) you would have no idea.

 
How About You 
What are you going to do to ensure your organization can separate "urgent" from "important?" Is it your role to push this issue? Well...are you in leadership? If so, then yes! If not...then yes again! Driving accountability to make our institutions more effective is viewed as a positive regardless of job title. So I'll ask again...what are you going to do? 

I'd love to hear from you.


No Excuses.


 
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The Culture Chase

The new year is upon us, and it seems there is a palpable tension in the air. So many plans, goals, strategies, and pressures to make changes and be successful. One of the most challenging change initiatives has to do with culture. Wanting an organization's culture to change, and the expectations around that process are complicated and often require longer than our modern attention spans are programmed to accept.

Organizational Expectations
As with any other major corporate initiative, outlining the end point is essential when embarking on such a significant project. Is it customer satisfaction, employee satisfaction, better margins, reduced turnover, more efficient processes, cost savings, or a host of other topics that is the end game? Maybe it's just that everyone is going to work more effectively together and feel comfortable taking risks? Have you defined what a successful culture change looks like?

What exactly are you chasing?

Individual Expectations

Once the general outline of success has been mapped out, it is important that key members of the team understand their roles. This may sound obvious, but the desire for change, and the pressure team members feel to perform without the proper guidance can quickly slow down the change initiative, and may have top performers feeling like they can not contribute as effectively as they might.

What exactly should they be chasing?

Accountability
Once the organization understands the end point, and the leaders understand their roles, it is time to get moving. A critical part of the execution is accountability. For those that are committing themselves to the behaviors necessary there should be frequent and positive feedback. The members of the team, particularly in leadership roles that say they are committed but behave differently behind the scenes must be held accountable. Avoiding confrontation with key leaders only serves to undermine the entire effort and will ultimately doom all that hard work to failure.

How About You
What big changes are in store for you this year? Is a culture change initiative something your organization is launching? If so, how have you helped your senior leadership team prepare for, and sustain, such a major endeavor?

I'd love to hear from you.

No Excuses.



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Career Survival Is Not Mandatory

"This doesn't make any sense. I thought we were heading in a different direction. Now that I see what is really going on here, I'm going to have to double my efforts to get things moving forward in the way I know they should be. I know what we need to do...I just need to get everyone else on board with me. I'm sure I can do it."

I felt this way once...and I convinced myself that I was the one who knew exactly what the organization's priorities should be. Except I forgot one thing...I was a piece of the organization, I wasn't the whole thing.

Respect Where You Are

What I failed miserably to do back then was take a long hard look at myself before pointing the finger at the organization for not doing things the "right" way. I was so full of confidence, or hubris perhaps, that I failed to put in the time necessary to affect change.

I thought things were so messed up that the whole company was in a state of impossible dysfunction. I assumed nothing could be fixed, ever; and that since it was so dire there was no reason for me to stay.

Maybe I was wrong.

Respect Yes, But Also Keep It Real
The counterpoint to my self-reflection is that the organization I described above was lacking considerably from a failure of leadership. Some of that was my own failing, and some was the responsibility of the other members of management team. Communication was poor, a commitment to service and accountability was nonexistent, and just about every satisfaction metric was embarrassingly low.

That's not healthy folks...in fact that patient was dying.

Start Bailing...or Bail Out?

At the time I felt I had only one clear option => get the heck out! So I did. I moved on to a different organization and felt that I was lucky to get out of there with my career still in tact.

What I may have missed however, was the opportunity to make very slow but steady improvements to an organization that had unlimited potential for improvement.

In my haste to bail out, I may have missed the chance to start bailing and save a sinking cultural ship.

How About You
When you realize that the company you've joined isn't what you expected, do you quickly call that recruiter back? Or, do you take a breath, acknowledge that sometimes we have to be really creative to make even a little bit of progress, and try hanging around a while longer? The answer is obviously a personal one. For me, it might have been a battle worth joining.

I'd love to hear from you.

No Excuses.



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