Delusional Effectiveness Disorder: Confusing Activity with Achievement

August 7, 2009 by 1 Comment

De-lu-sion-al  Ef-fec-tive-ness  Dis-or-der

Pronunciation: \di-‘lüzh-nəl\ \ĭ-fěk’tĭv-nes\ \dĭs-ôr’dər\

–noun

  1. a functional disorder characterized by systematized delusions of accomplishment and the projection of personal achievement, which are ascribed to the span and intensity of activity demonstrated, and manifested in the notable absence of meaningful results.
  2. delusions of grandeur
  3. slang: rectal-cranial inversion

Mission AccomplishedWe’ve all seen them.  Companies and organizations around the country are full of them.  You know who I’m talking about – you have a few in your organization right now.  I’m referring to those people who make the most noise, ask the most questions, make the most suggestions, send the most email – unrepentant self-promoters who frantically wave their banner to demonstrate to the world how busy and important they are and how tirelessly they work.  They make a big fuss and put on a great show, but actually accomplish very little.  In short, these are folks who confuse activity with achievement.

I refer to this common malady as Delusional Effectiveness Disorder.  While its origins are unknown, the presence of this condition has been noted among several business, military, and political leaders throughout history, including recent presidents.  The manifestation is essentially the same in all those infected.  Somewhere along the way in their careers, folks with DED have fallen under the illusion that recognition and advancement is the reward of working hard.  Indeed, working hard is important, but is only a meaningless shell if the effort fails to yield fruit.  (For the sake of argument I’m using “hard work” and “working hard” interchangeably and in the same context.)  To be sure, hard work is to be admired, but not simply for its own sake.  By contrast, smart work resulting in meaningful accomplishment is far more impressive. Success is the product of accomplishment, not merely the result of working hard.

Hard vs. Smart – Consider the response of the bar soap manufacturer when it discovered approximately one in every thousand of its boxes left the plant empty, resulting in numerous customer complaints.  Their team sprang to action, their best engineers were assembled, the equipment manufacturer was consulted, an extensive quality control study compiled, and a detailed plan to re-design their assembly line proposed – all at a substantial cost in time, labor, and materials.  Thankfully, a low level staffer quietly suggested that they simply set up a large fan at the end of the production line.  The empty boxes, he reasoned, were substantially lighter than those containing the bars of soap, and would therefore easily blow off the conveyor.

Or… When NASA began to launch astronauts into space, they discovered that their pens wouldn’t work in zero gravity. To solve this problem, they spent one decade and $12 million.  They developed a pen that worked at zero gravity, upside down, underwater, on practically any surface including crystal and in temperatures ranging from below freezing to over 300 degrees C.

And what did the Russians do?  They used a pencil.

PelosiNow to be fair, many who are burdened with Delusional Effectiveness Disorder are fevered with the most benevolent of intentions.  In such benign cases, this unfortunate affliction is indicated by a distinct absence of malice often complicated by limited mental acuity, where genuine enthusiasm, however misguided, reflects a sincere attempt to boldly demonstrate that something (i.e., anything) is being done. The problem is that typically the “something” involves a flurry of activity that, while perhaps appearing impressive on the surface, contributes little in the way of substantive results.  It’s activity for the sake of activity with a focus on action rather than the accomplishment.  This reminds me of the adage we jokingly followed in business school when preparing case presentations: “If you can’t make it good, at least make it pretty.”  Form over substance.

Sadly, however, Delusional Effectiveness Disorder is more often manifested in those primarily interested in self promotion rather than misguided enthusiasm.  These individuals are convinced that advancement will be rewarded to those demonstrating a maelstrom of activity (they’ll call it initiative).  They are masters of deception, flawlessly executing their political song and dance.  Their objective is the glorification of process – their process – rather than a measure of true accomplishment.  But what is value of initiative in the absence of achievement?  Ironically, if these people worked half as hard at actually accomplishing something as they do demonstrating how busy they are, how hard they work, and how important they are to the organization, they might truly achieve great success.  And in what is perhaps the greatest tragedy of all, managers in many organizations fall under the spell of this thinly veiled farce, enabling and encouraging DED induced behavior by celebrating “initiative” rather than meaningful achievement or contribution.  While the desire to recognize such initiative is presumably well intended, the effect of poisoning the morale of those with greater substance is nevertheless profound.

What are we to do?  Entire books have been dedicated to managing strategically in a highly politicized environment.  Capable, effective leaders with a well defined vision of success find no distraction by subordinates infected with DED.  They recognize that substance presents itself in many forms, sometimes very subtle, and they reward achievement.  They coach through behaviors that are unproductive to the individual, team, and organization, and re-focus efforts to the attainment of broader objectives.

Fortunately, Delusional Effectiveness Disorder is not usually contagious.  In fact, those infected are typically held in leprotic contempt and shunned by peers.  While superiors often swoon with a temporary sense of euphoria, the effect wears off as time and transparency take their toll.

Filed under Leadership Qualities, Talent Management Tagged with , , , , , , , , , , , , , , , , , , , , , , , , , ,

The Nature of Personal Reality

July 31, 2009 by Leave a comment

VineyardIn his book, Travels with Charley: In Search of America, John Steinbeck wrote that “we don’t take trips, trips take us.”  This reflects his assertion that despite all the planning, scheduling, maps, and good intentions, our travel experience is determined not by any initiative on our part, but by the unexpected twists and turns that lighten or darken our journey.  It is the aspects of our adventure that we cannot control, and perhaps shouldn’t even if we could, that provide the greatest value and most meaningful experience.

I must confess that I am not a good traveler, even when traveling for pleasure.  Traveling, or more specifically, the responsibility for the logistics of traveling combined with the stress of being away from home and my comfort zone causes a degree of anxiety sufficient to diminish at least some of my enjoyment of the experience.  This, I readily acknowledge, is illogical if not downright irrational.  My wife tells me I need to relax, as if it were only that easy.   I love the idea of traveling, of exploring new and interesting places.  But truth be told, when it comes down to the reality of it – of making reservations, packing and getting on a plane or train, I’d really just as soon stay home, or at least close to home.

I believe with all certainty that we create our own personal reality, weaving the fabric of conscious and unconscious disposition into a cloth uniquely our own.  And not to mix metaphors, but if the nature of our personal reality is rooted in preference and intent, it is most certainly shaped by the shifting winds of experience and nurtured by environmental influence and personal interaction.

Personally, I find memories more enjoyable than the actual experience.  The passage of time tends to have a leveling effect on memory, filtering out the bad, the stressful, even fear and pain.  Reality of the moment is fleeting while our memories remain, shaped by time and our tendency to reconcile the past to our own liking.  Thus is the nature of personal reality, and the reason why the same event recollected by a dozen different people can vary so greatly.

What does any of this have to do with leadership?  Only that when working with employees, staff, clients, friends, strangers, or even family members, it’s advantageous to remember that everyone has a different perception.  And more important, understand that each individual’s perception becomes his or her reality.  Leaders are tasked by necessity to navigate through the gamut of diverging realities, responding to often conflicting needs and expectations while maintaining a firm grasp on the helm.  They must often filter the emotion of the moment to influence the course of the future.  Ultimately, the solution is always more memorable than the problem.

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Championing Change After Restructuring & Layoffs

March 17, 2009 by Leave a comment

I. Employee Reaction and Response

The Emotional Response to Restructuring
Let’s face it, corporate downsizing and restructuring is stressful on everyone involved, and the effects are registered on both those who remain employed as well as those who leave the company.  It’s ironic that companies frequently refer to staff members who retain their jobs as “unaffected” or “untouched” by the layoffs.  The fact is employees who remain employed after restructuring are far from unaffected.  They experience numerous and wide-ranging feelings of distress during and following periods of significant change.  Typical reactions include fear, grief, depression, resentment, diminished energy and motivation, difficulty concentrating, and even symptoms of physical illness.  These reactions are normal, but if left unaddressed can easily degrade short-term productivity and leave long-term scars that affect both individual and team performance.

People are not so much resistant to change per se, but rather have difficulty coping with change, particularly when it is totally out of their control.  This response is probably felt even more acutely in teams that normally enjoy a strong sense of alignment – where the culture is normally one of active involvement and participation in the change process.  Employees and teams with a strong sense of personal ownership and attachment to the company often feel a stronger sense of betrayal.  In these teams, re-establishing a sense of security and purpose after restructuring can be a challenging prospect requiring a thoughtful plan of action.

A 2006 study published in the Academy of Management Journal found that layoffs have the most negative effects on subsequent performance in what they identified to be “high involvement” workplaces. These are workplaces where employees have more decision-making authority and responsibility and greater emphasis is placed on the importance of human beings compared to traditional workplaces. As the study concludes, when members of an organization have been treated especially humanely, given substantial authority, and persistently told how much they are valued, layoffs violate the “psychological contract” between the organization and its people.

By contrast, organizations that have a history of treating employees in less humane ways and giving them less power, and then do involuntary layoffs, aren’t breaking any implicit or explicit psychological contract – employees don’t have as much reason to believe that such treatment is breaking any promises.

This may all sound like evidence that “no good deed goes unpunished.”  But the study did find that high involvement companies that stuck to their practices during downsizing rebounded more quickly than those companies that abandoned high involvement practices after implementing layoffs.[1]

On some level, everyone’s personal identity is tied to the company they work for, the position they hold, and the job they do.  Well aligned team members enjoy exceptionally deep attachments to their peers, their company, even their team culture.  When something disturbs the cultural foundation of the team (such as restructuring or layoffs), those who remain naturally go through an adjustment period.

Leaders have both a responsibility and opportunity here – the responsibility to make the transition as painless as possible, and the opportunity to strengthen the team and take it to new levels of effectiveness and success.

Effects of Transitioning Roles and Responsibilities
Following an organizational restructuring, daily routines are disrupted.  Some responsibilities are redefined, others are left untouched, and still others are completely orphaned and must be absorbed into existing roles.  Even well planned reorganizations can leave employees feeling a bit disoriented and overwhelmed during and following the transition.

We all have different internal mechanisms for coping with change, yet some are more productive than others.  I think it’s instinctual for people to want to get through the process and re-establish a new sense of personal order and routine – to “get back to normal” as quickly as possible.  However, the path through the transition can be bumpy with obstructions that will derail the effort if not monitored and managed effectively.

While some employees need to openly share their feelings about the changes confronting them, others completely withdraw into silence.  Some employees spend an inordinate amount of time talking about the changes to anyone who will listen.  Again, it’s important to remember that this is part of their healing process and necessary for them to move on.  At the same time, their energy should be directed appropriately (and constructively) so as not to unduly distract or undermine the healing of others.  Similarly, the needs of those who withdraw should also be respected, but they should never be abandoned.

Some people have difficulty accepting and adapting to new roles and responsibilities while others see the changes as a new career opportunity.  The simple fact is that some people, even high performers, are averse to change.  Change shakes them out of their groove and serves as a distraction.  Certain changes, in fact, may legitimately inhibit their ability to successfully perform at the level to which they are accustomed, at least temporarily.

It’s also worth considering that some employees have extended personal support groups outside of work while others have little or none.  Someone well established with a spouse, children, parents and other family members as well as a large group of friends may cope differently than a single person alone in the area.  Additionally, the jobs of some employees are simply more affected than others.

There are numerous factors that impact the degree to which change is felt and the ability of each individual and teams collectively to cope.  People respond differently to stressful situations and organizational upheaval.  To bring a team through the changes and re-establish a sense of common vision and purpose, it’s essential for leaders to plan strategically and implement situationally.

II. Recognizing & Responding to Organizational Change – A Leader’s Guide

Understanding the emotional effects of organizational restructuring on employees and the various ways people cope with change is obviously important.  Using this knowledge to help a team transition is crucial, certainly for its immediate short-term benefits, but more importantly, for the long-term efficacy of the team as a high performing entity.

Faced with circumstances which are at least for the moment out of their control, employees look to their leaders for guidance and reassurance (even when none exists).  These are times when the mettle of leadership is put to the test, when credibility and trust is either reaffirmed or destroyed.  Leaders have a tremendous opportunity to re-define the vision and sense of purpose of the team, introduce new objectives, strengthen alliances, and re-establish a culture of organizational alignment committed to the future, all in a relatively short period of time.

Make no mistake, during times of crisis, leaders are closely watched and their character and efficacy assessed. Everyone from subordinates to co-workers and even superiors look for and depend upon effective leadership.  Decisive, courageous, visionary leadership laced with empathy and sensitivity goes a long way toward re-establishing trust and re-building confidence, and helps assure that desired employee engagement and productivity levels are maintained through the change process.

Weakened teams cannot effectively heal under a “business as usual” approach.  There are numerous efforts that leaders should undertake to mitigate both the emotional and practical impact of restructuring on morale and productivity while championing the change initiative:

Treat Everyone With Dignity and Respect
This may sound like an obvious no-brainer, but at a minimum, everyone deserves to be treated with dignity and respect.  Those being laid off, or for that matter those who are terminated for performance issues throughout the year should always be treated with dignity and empathy.  Again, the rest of the team is always watching.  The co-workers of an ousted employee may very well have a very different relationship (and perception) of the individual than does management.  The manner in which terminated employees are treated can have a considerable impact on the morale of the team, and influence their view of the company and their personal sense of value.

Rebuild Trust
The fact is, in the wake of early retirements, layoffs, and restructuring, trust is weakened.  Despite the sensitivity with which changes are implemented, it is weakened due to the emotional response to circumstances beyond the employees’ control, and a perceived violation of the psychological contract and sense of security that management typically works so hard to establish.  Think about it… companies go out of their way to foster a sense of family and teamwork.  Senior management refers to it in global communications; we build it locally through departmental celebrations, holiday dinners, and team picnics; we even celebrate important milestones in employees’ personal lives.  We do all of these things and more to impart a sense of cultural connection, and to nurture relationships with our employees and their families.  Restructuring undermines this sense of security, belonging, and personal value.

Of course intellectually, everyone understands that sustaining the viability of the business entity is the highest priority, but it doesn’t diminish the feelings of betrayal when changes in the form of layoffs and reductions in force become necessary.  The loss of a co-worker and team-mate is painful, regardless of how fiscally prudent it might be.  Those who survive the reduction still suffer a range of emotions despite the legitimacy of the business need.  Their sense of confidence and security is understandably compromised.

The key to rebuilding trust is demonstrating a strong sense of integrity and equitability.  Integrity is built on honesty and the consistent, steadfast adherence to established principles and standards.  Trust itself is a product of character and integrity, and part of the foundation on which effective leadership is built.  Further, trust cannot be reestablished without demonstrating sensitivity to the needs of others.  Everyone needs encouragement and reinforcement when they struggle.  Leaders who are strong of character neither delight in, nor are they complacent with, the struggle of others; they are personally burdened by it.

Be Visible and Be Involved
Employees are not the only ones who are affected by restructuring.  Leaders are personally affected as well.  In the immediate aftermath when responsibilities need to be delegated, job descriptions re-written, and plans for the future redesigned, it’s easy to get caught up in the tasks that must be accomplished at a time when employees need their leaders for stability and guidance.  It’s tempting to put managerial tasks first, but doing so invariably sequesters leaders away in meetings and on conference calls behind closed doors, physically and psychologically separating them from the staff just when they are most needed.

Although they might not ever admit it, employees like having their leaders visible and accessible.  Particularly during times of high stress, it’s reassuring for them to be able to interact with their managers.  It’s really not unlike the relationship that parents have with children.  There is comfort in knowing our leaders are close by and available.  All the closed door meetings and phone calls send the message that there are more unknowns, more changes to yet to come.  It’s bound to be unsettling, even to the most secure staff member.

There is also tremendous practical value to being visible and involved.  It affords the opportunity for a leader to listen, respond, empathize constructively, address concerns, and dispel rumors.  This time can and should be used to re-emphasize goals and vision for the team and company, laying the cultural groundwork for future alignment.  It also provides an opportunity for leaders to publicly show appreciation for dedication, resilience, initiative, and achievements during the transition period.

Communicate Constantly and Honestly
Lack of timely and open communication is perhaps the single most significant contributing factor to the erosion of employee trust and confidence.  Fear of the unknown is a powerful and destructive force.  Left unchecked, it fosters speculation, becomes a breeding ground for gossip and rumors, and grows into a distraction that overwhelms productivity, bringing the business at hand to a crawl.

I don’t know of anyone who would rather not know what’s happening behind closed doors.  And while answers are often slow coming to light, people appreciate consistent communication even if it’s for no other purpose than to offer reassurance or empathy.  Even when there is no new news, a staff meeting can serve as an opportunity to honestly explain the current state of affairs, describe the planning process taking place, focus on new objectives being designed, or simply discuss and respond to concerns.

Key to maintaining credibility and trust is to be as honest as possible.  As is appropriate, state what you know, concede what you don’t, and be truthful in all things.  Keep staff members engaged in the process and focused on the future of the team and company.  This is not the time to B.S. – be honest and genuine and give it to them straight.  Don’t sugar-coat the facts.  They may not like the message, but they’ll respect (and trust) the messenger.

In the aftermath of restructuring, keep talking.  Make sure everyone knows what prompted the changes, what alternatives were considered, and how conclusions were ultimately reached.  This message needs to reflect a rational decision process with consideration for all subsequent effects (on both the people and the business), and focus on the positive outlook for the future of the company.  Again, the message needs to be repeated over and over to rebuild the confidence and sense of personal security of the employees.

Reaffirm Personal Value and Contribution
In a recent team meeting following our own organizational realignment, I asked everyone present to take a moment and look around the room at their co-workers assembled.  I acknowledged that while some of our friends were no longer with us, this was the team that represented the future of our business.  I confirmed that the changes before us would necessitate flexibility and adaptability, and I asked for their patience as roles evolved and responsibilities shifted.  I reminded them of our strength as a team and the exciting opportunities afforded us to reshape our business and relationships, both with each other and our customers.

Ironically, the period just following a restructuring is when the absolute best is needed from remaining employees, yet this is the very time when they are most distracted and least inclined to give 100 percent.  Just about everyone’s sense of safety is compromised to some extent.  Employees are emotionally detached and motivation to put forth discretionary effort diminished.  The sense of job security is low, uncertainty over roles and responsibilities pervades, and even future reporting structure is often up in the air.

It’s important to provide a renewed sense of purpose – to specifically remind everyone just how valuable they are to the company and team, to detail what their role will be moving forward, and to engage them in the process of establishing new goals.  Focus on the new opportunities that the change presents rather than simply assigning the additional responsibilities that will be required.  The objective should be to involve them in the process and make everyone feel valuable and appreciated rather than victims of circumstance.

Create New Opportunities
Most people prefer to live and work within their zone of comfort.  Even the most ambitious people would, given the choice, prefer to adapt to change on their own terms.  Organizational change forces people to step outside of their box.  Some respond with enthusiasm over the chance to learn new skills or take on more responsibility, while others fret over the additional burden or worry that they may not be able to meet the new demands.

Smart leaders use this time of transition to meet with employees to discuss career development, identify individual goals, and develop a plan of action to take them to the next level.  It’s an excellent opportunity to reaffirm the value of the employee’s contribution, outline opportunities for growth, and personally engage them in the change process.

Champion the Vision, Values and Goals
Fundamentally, any organizational restructuring reflects the necessity for immediate and drastic change.  Despite attempts to the moderate the impact, company culture takes a hit on some level.  Priorities shift, even if only temporarily, and everyone’s sense of the future is suddenly diminished.  Individual separation, changes to team dynamics, shifting responsibilities, even changes to schedules disrupt the status quo.

As discussed earlier, teams with even the strongest culture of alignment are shocked by the reality of present and pressing business needs.  The team’s sense of purpose and direction must be reset, trust re-established, and sense of security reaffirmed.  People in these situations will generally rally around a common sense of purpose, and it’s up to the leader to define that purpose.

Again, this affords the leader an opportunity to spend time meeting with both individuals and teams to re-establish the vision of the company, values of the team, and goals for achieving success.  People are naturally inclined to seek comfort in the familiar.  An emphasis on building upon existing cultural strengths provides reassurance while establishing a foundation on which to build new goals for the future.  By providing a context for the team and its members to successfully implement the company’s plan for the future, and detailing each individual’s role in the process, cultural alignment and personal engagement can begin to restore.

Leverage Competitive Advantage
Winston Churchill once said, “A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.”  Opportunities always exist.  The challenge is often in knowing where to look, and more importantly, how to take advantage of them once identified.  Leveraging existing competitive advantages provides an opportunity to reaffirm a common vision and focus team efforts on the positive strengths of the organization.

Building upon and focusing on existing strengths should not be anything new to the team.  If anything, these are likely to be concepts with which employees are both familiar and comfortable.  These typically represent a source of pride for the team and can be used as unifiers in rebuilding confidence and a positive outlook.  Examples include:

  • Talent and Ability of Team Members
  • Industry Experience
  • Brand Strength
  • Client Relationships
  • Quality of Products and Services
  • Design Quality and Exclusivity
  • Breadth and/or depth of Products and Services

Additional Steps
The following are just a few additional steps that leaders can undertake to rebuild team unity and restore a culture of alignment.

  • Enthusiastically reinforce the vision every single day.
  • Focus on achieving daily and weekly goals together, keeping everyone involved and engaged.
  • Provide rewards and recognition whenever appropriate.
  • Continue existing traditions and activities that the staff is used to enjoying.
  • Initiate team activities and new traditions such as periodic pot-luck lunches, team movie nights, afternoon ice cream “socials,” awards for attendance, service and contribution, or get the team involved in a philanthropic activity
  • Accentuate the positive, eliminate the negative, latch on to the affirmative, and don’t mess with mister in-between!

Finally, it’s important for leaders to accept and share in the grieving process after layoffs.  Employees need to see for themselves that their leaders share their pain and care about the effects of change.  However, while they appreciate empathy, they also look to their leaders for strength and direction.   Superior leaders always focus on objectives, not obstacles.  They are optimistic, enthusiastic, and inspire people to become better than they might on their own.  On the heels of a corporate restructuring, these leaders provide a clear vision of the successful future, leveraging both the strengths of the business and unique talents of the individuals who provide a face to the public.

III. Preparing for Future Changes

Mitigating Risk of Additional Turmoil
High involvement teams that normally enjoy a strong sense of cultural alignment, where employees enjoy more decision-making authority and responsibility and are involved and participate in the change process, are generally able to rebound quickly when continually engaged throughout the restructuring process.  While not immune to the emotional turmoil that accompanies significant change, they are better equipped to weather the storm long term than teams with lower cultural alignment.

Most of the same techniques leaders use to lead teams through the wake of restructuring should also dampen the impact of any subsequent layoffs or downsizings that become necessary.  The benefits are essentially the same.  Leaders should continually:

  • Build Trust
  • Be Visible and Be Involved
  • Communicate Constantly and Honestly
  • Value the Team and Members
  • Create New Opportunities
  • Champion the Vision, Values and Goals
  • Leverage Competitive Advantages
  • Continue to Promote a Sense of Team
[1] Sutton, Robert. The Last Word on Layoffs: Evidence on Costs and Implementation Practices. Harvard Business Publishing, 2007

Filed under Change Management, High Performing Teams, Leadership Qualities Tagged with , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Fear and Accountability

February 12, 2009 by 5 Comments

Fear & AccountabilityI was speaking with several members of our management team the other day about the staff and a particular area in which they need to improve.   In the course of the conversation one of my management trainees jokingly made the comment, “They’re afraid of you, Bryant.”  I didn’t think too much about it at the time, but in the days since I keep coming back to what she said.  I have a pretty healthy relationship with every individual on my team – they are all responsive to direction and also readily come to me with concerns and problems.  I know with a reasonably high degree of certainty that I am viewed as fair and equitable.  Further, I think most of them feel comfortable enough to challenge me on issues when there is strong disagreement or if I happen to personally offend them in some way.

Be that as it may, I’ve considered that there is undoubtedly some truth to her comment, even if it was stated in jest.  So, I’ve spent the last several days wondering just what it might be that anyone on the team is truly afraid of.  Mulling over numerous performance conversations, coaching examples, even past disciplinary actions, it finally dawned on me that it’s not actually me that they fear.  They fear the accountability I demand from them, or at least some of them do.

Some, if not most, people thrive on being challenged.  This is certainly true of all successful high performers.  These are the individuals who are highly autonomous, require minimal supervision, and are driven by their own personal measure of achievement.  People like this don’t fear accountability, they embrace it.  They aren’t discouraged by obstacles, they focus on objectives.  They demonstrate high levels of personal ownership and responsibility, visualize their success, and pursue their goals with enthusiasm and optimism.

People are fearful of many things in today’s workplace – job security, increased personal and professional demands, and uncertainty in general.  But those who specifically fear their leaders do so for two primary reasons – either they don’t trust the leader or they fear being held personally accountable for their job performance.  People cannot trust a leader who doesn’t consistently make fair and sound decisions.  This is why it is so important for leaders to be strong of character and unwavering in self discipline.  Lacking confidence in a leader’s ability and character, the subsequent uncertainty and inconsistency people feel breeds fear.

On the other hand, those who consistently under-perform against expectations while knowing with certainty that their leaders will hold them to a high level of accountability constantly live in fear.  They fear being held personally responsible for their actions, behavior, and performance, which they believe is to some degree beyond their control.  In fact, most chronic under-performers resist taking personal responsibility for their failures and their successes.  It’s easier for them to credit or blame others rather than shoulder the responsibility themselves.  They view themselves as victims of circumstance or plain old bad luck.  They justify their deficiencies by blaming those around them – customers, co-workers, managers, even the economy, etc.  They find all sorts of reasons and excuses in a lifelong attempt to prove that success or failure is something that simply happens.  From their perspective, this absolves them of personal responsibility, and they subsequently try to deflect attempts to hold them accountable.  To my point, they resist personal accountability and are fearful of those who impose it upon them.

People fear what is beyond their control.  Those who are highly autonomous with a strong sense of personal ownership, accountability, and control over their own success or failure are more confident and more effective.  These individuals among my staff are not fearful of me.  There is no reason to be, for they understand that they alone hold the power to make or break their personal success.  Those who are indeed fearful project that power onto me, for they would rather live in fear than take responsibility for their own success or failure.

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Championing Change – Developing a Culture of Alignment

February 3, 2009 by Leave a comment

GYI0050968476.jpgDeveloping a culture of alignment in any organization or team requires a considerable investment in time, but it’s not rocket science. You have to realize, however, that any attempt to alter the culture must be carefully planned and executed. Managers too often function as information conduits. They orchestrate and delegate, hopefully participate, but when new directives are introduced, they simply call a meeting and make an announcement. If opposition is anticipated, they might host a breakfast or lunch meeting. For some reason, food is generally assumed to be a mitigating distraction for unpalatable announcements. And yet, while I can’t argue the benefits of a doughnut induced stupor early in the morning, the effects will be short lived unless the general health and culture of the team can readily weather a little upheaval.

A trusted and credible leader is an essential component to a well aligned team.  This is fundamental.  Transitioning the team from a reactive perspective to a culture of alignment takes time.  It doesn’t happen overnight.  In fact, the evolution might take a few years, but the benefits are well worth the investment in time and effort.

Understanding that modifying the culture of a group takes time, there is a specific methodology that I use as a basic road map for managing change.  I’ve consolidated this methodology into five fundamental component steps:

  1. Communicate Your Vision
  2. Align Your Power Base
  3. Engage Key Team Members
  4. Model the Behaviors
  5. Lead to Success

1. Communicate Your Vision
I wrote earlier that superior leaders focus on objectives, not obstacles.  They are optimistic and enthusiastic and inspire people.  At the same time, they are also definite and decisive and trustworthy.  Again, trust is so extremely important for a leader to be viewed as credible.  People just won’t embrace the direction of a leader who they don’t view as trustworthy or credible.  The may adhere or obey out of fear or obligation, but there is no sense of alignment, no buy-in.

Visionary leaders with strength of character establish a productive rapport based on mutual trust and respect, but they also use discretion in communicating their vision.  They are cautious and purposeful and think strategically, positioning initiatives and objectives at the right time and under optimal circumstances (whenever practicable).  Communication with the team is carefully structured and organized to be clear, concise, and unambiguous.

2. Align Your Power Base
Effective leaders instinctively leverage their resources and build a power base of consensus.  In order to succeed, most change related initiatives require the cooperation of a number of stakeholder groups, including superiors, co-workers, and subordinates.  Strong leaders strategically align their power base by building a coalition of support among those with the highest level of influence.  Everyone has allies.  Leaders use their influence (some might call it “political capital”) to gain the support of others around them in key positions.  These allies, in turn, leverage their own power of influence to better ensure the success of the initiative.

3. Engage Key Team Members
Leaders, i.e., those with the power to influence others, exist at all levels of authority.  Within any team are individuals who wield greater influence than others, and some enjoy considerable influence over their peers, be it for good or evil.  Either way, smart leaders use this to their advantage (and to the benefit of the team and individual).  By engaging key team members who have significant influence within the group, and personally involving them in the change solution, a powerful asset can often be created.

Ironically, these individuals may not be your typical advocates, which is what makes them so effective at influencing the rest.  Human nature tends to point us to those who we most trust – those with whom we are already closely aligned, either personally or professionally.  But these folks may not necessarily have the highest degree of influence over the rest of the group.  Again, think strategically and step outside the box.

Sometimes, engaging those who are the least aligned with the organizational vision can have a remarkable effect.  Most people enjoy being brought into the confidence of their leader, even if they would never admit it.  They like the special attention and opportunity to be “in the know.”  Engaging a team member who would normally try to undermine an initiative or act as a detractor appeals to their ego.  There is a good chance that bringing them into the fold early and giving them a role in the change process will provide them the motivation to support the effort and become a positive influence among their peers.

4. Model the Behaviors
If the program being introduced is to have any chance of success, the leader has to own the effort.  This means demonstrating personal ownership of the initiative and being a role model for its implementation.  If you want it to succeed, you have to walk the talk.  Modeling the behaviors is as simple as that.

5. Lead to Success
In addition to modeling the behaviors that the rest of the team needs to adopt, the leader must be the champion visionary for the change initiative.  Navigating through a difficult change process requires unwavering conviction and a passionate and purposeful vision of success, as well as a clear plan for achieving it.  Effective leaders keep the focus on the objectives, addressing objections and removing obstacles.  They set the tone for the rest of the group with a confident, disciplined consistency that is at the same time applied with patience and empathy.

A consistent, ongoing effort, supported by strong and effective leadership, is required to create a culture that productively copes with change.  You can’t force change down people’s throats.  It just doesn’t work, yet this is exactly what many managers and organizations try to do.  It’s the “because I said so” mentality spinning its wheels in futility.  People can and will embrace change, but they need a reason to do so.  They need leaders who will champion both the cause and their collective effort – leaders who model the attributes of Character, Discipline, Humility, Courage, and Vision.

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Championing Change – A Culture of Alignment

January 29, 2009 by Leave a comment

sheep-lineRather than viewing change management as a series of periodic events in which a new program or initiative must be “rolled out,” consider fostering a culture of alignment.  In a culture of alignment, employees’ values, perspectives, and priorities are “aligned” with the overall strategic direction of the company or team.  Simply put from a management point of view, they “get it,” and are able to view the business from the company’s perspective (as well as their own).  They may not agree with every individual directive or initiative, but they trust their leaders and subsequently accept or even embrace decisions that are made, even those that are unpopular.  Change is viewed more as an evolutionary process than a series of periodic singular events.  When new initiatives are brought forward, team members feel more engaged in the evolutionary process and have a greater comfort level toward any potential impact.  Rather than becoming overwhelmed by fear and trepidation at something new, they maintain a viewpoint focused on the immediate opportunities and longer term benefits.

Now all this sounds well and good, but let’s be honest, there are times when initiatives presented from above are viewed as flawed, implausible, even unrealistic.  This creates a critical juncture for a leader and his or her team.  Failing to acknowledge obvious problems and blindly repeating scripted expectations undermines a leader’s credibility.  This is management, not leadership.  As I stated earlier, leaders must have the courage to appropriately challenge assumptions and question superiors.  On the other hand, organizations rightfully expect their managers to sometimes just tow the line and enthusiastically implement new initiatives.

In many cases, managers are afforded enough discretionary license to adapt the implementation of an initiative to align with the strength of the team and better respond to specific business needs.  In these situations, the emphasis is on the end objective rather than the means.  Reviewing the objectives with all team members and involving them in developing an action plan for implementation builds consensus and instills a sense of ownership.  People are far more likely to own a problem when they participate in designing the solution.

However, there are times when the mandate leaves no room for interpretation, or when the emphasis is on the means itself as well as the end objective.  Here, a team’s culture of alignment is truly put to the test and strong leadership becomes crucial.  Even in disagreement, a healthy, aligned team will embrace the solution together, but only with the leader’s support and assistance.  A leader doesn’t necessarily have to agree with the merits of every directive, but he absolutely must believe in and support the organization’s overall vision of success.  He must also believe in his team’s ability to accomplish the goals set forth, and champion their effort toward achieving the overall objective.

The point is, affecting change within any team or organization means altering the status quo in some way.  Teams with a strong culture of alignment are far less resistant to change because the idea of change itself is less threatening.  Let’s face it, most people dislike change.  There is some level of comfort even in the consistency of misery.  Teams that operate within a culture of alignment may never enthusiastically embrace the idea of change, but will nevertheless accept change as a systemic component of their ongoing growth and success.  These team members trust their leader and their values are fundamentally aligned with the general vision and mission of the organization.

Next Post:  Developing a Culture of Alignment

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Summary – The Qualities of a Superior Leader

January 27, 2009 by 5 Comments

You know, being a strong leader is really just a simple matter of putting others first.  It’s having the confidence in yourself and your own abilities to let others have the spotlight.  It’s understanding that your own success depends entirely upon the success of those you lead.  The self-efficacy of the strongest leaders comes not from titles or promotions, raises or recognition, but from seeing those with whom they’ve achieved some measure of influence become better for the experience.  Regardless of rank or title or position, and independent of any designated authority, leaders influence those around them.  Superior leaders are set apart by their strength of character and integrity.

Superior leadership, through the attributes of character I’ve laid out, requires tremendous personal discipline and uncommon selflessness and sacrifice.  The pursuit of each attribute – character, discipline, humility, courage, and vision is an ongoing endeavor for most of us.  It certainly is for me.  They perhaps represent an idealistic goal, but I know with all certainty that they form the core qualities of superior character based leadership.

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5. Leadership and Vision

January 21, 2009 by Leave a comment

vision-roosevelt_churchill_1941_600Vision is the fifth attribute common to superior leaders.  Usually, the word “vision” in leadership brings to mind lofty, high level ideals – a long term strategic objective.  But leaders with vision do more than align staff members with a company’s mission or rally the public around a common cause.

In a broader sense, visionary leaders focus on everyday objectives, not obstacles.  They are optimistic and enthusiastic and inspire people.  People naturally follow leaders who arouse their hopes just as surely as they reject anyone who is perpetually pessimistic.  Have you ever known an effective leader who was lazy or constantly negative?

That’s not to say that visionary leaders are Pollyannas.  Leaders cannot simply pretend that setbacks don’t occur or that challenges don’t exist.  The reality of a given situation may very well present real and significant problems to be addressed.  They have to be honest and forthright to stay credible.  But rather than allowing the focus of the group to become fixed on the difficulties, they engage the team in developing productive and meaningful solutions.

Visionary leaders are passionate and purposeful about the work that they do and the objectives they seek.  Indifference is contagious and erodes the credibility and effectiveness of a manager, so leaders demonstrating strength of vision must have the courage to challenge those around them, subordinates and superiors.  In this context, “challenge” means that visionary leaders question the validity of assumptions or reasoning of others, not to be obnoxious, but to better understand and facilitate meaningful two way communication and feedback.  It’s a fine line to be sure, but if leaders are afraid to speak up, the flow of communication becomes so filtered that it is rendered meaningless, or worse, actually opposite of what was originally intended.

There’s a great book by George Washington University Professor, Jerry Harvey, called “The Abilene Paradox.”  In it, Harvey illustrates the paradox in which a group of people collectively decide on a course of action that is actually counter to the preferences of each individual in the group, simply because no one wants to speak up and be the squeaky dissenting wheel.  So, a family takes a 53 mile trip to Abilene, Texas for dinner on a hot Sunday afternoon because each of them believes the others all want to go.  In reality, none of them want to make the trip but they all go along, wasting a Sunday afternoon collectively doing something that none of them wanted to do, because no one had the courage to challenge the assumption.

Just as visionary leaders must be willing to challenge those around them, so must they be willing to be challenged.  Too often we solicit the opinion of others thinking we want information, when we really just want confirmation.  That kind of confirmation feels good, but it doesn’t mean very much.  It’s like telling the Emperor that his new suit looks fantastic instead of pointing out that he’s walking around naked (Please tell me someone remembers that Hans Christian Anderson fable).  And guess what happens when the information we receive doesn’t quite align with the confirmation we were looking for?  That’s right.  The Emperor is not happy… until he finally realizes that someone had the courage to be honest with him and act in his best interest.

I think it’s natural to prefer a response that validates rather than contradicts, but there is tremendous value in constructive feedback.  Visionary leaders check their ego at the door, slice themselves a big piece of humble pie, and rely on others who they trust to be honest and provide intelligent insight.  Their purpose is to make everyone around them better, but they also reap what they sow.  Engaging others in an objective focused process makes them stronger, more effective, and more motivated.  And that’s the whole idea.

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4. Leadership and Courage

January 16, 2009 by Leave a comment

courage-iwo1Winston Churchill said, “Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen.”  This quote from one of the 20th century’s greatest leaders holds a wealth of wisdom in its simplicity.  No one would argue that it often requires courage to take action.  It’s easy in times of conflict to sit back and let others do the dirty work.  But it also takes courage at times to not act immediately, especially when confronted with adversity.  Knowing when to intervene and when to let events run their course comes with experience and confidence.  Courageous leaders calmly assess the situation and explore alternatives, even as others respond emotionally, demanding swift action.  This measured response to adversity requires discipline and the courage to be steadfast.

Courageous leaders take the initiative and act in the best interest of others, regardless of their own position or level of authority.  They don’t wait to be told, or (necessarily) wait to ask permission.  I once worked for someone who taught me that when confronted with a crisis, it’s better to act and be wrong than just sit back and do nothing.  I believe that to be generally true, but it’s also important to note that, sometimes, acting in the best interest of others means allowing them to fail so that they might learn from the experience.  Courageous leaders make decisions that serve the greatest long term good, even at the expense of short term personal gain.

While courageous leaders must always be thoughtful and purposeful, they should also demonstrate personal ownership of the problem and responsibility for its resolution.  People will not follow a leader who evades responsibility.  Character is tested under fire and leaders do not abdicate their role when challenged.  Courageous leaders are steadfast and firm, demonstrating authority and setting a personal example, empowering others through personal action and integrity.  Military history cites endless examples of battlefield leaders who rallied their troops by personally leading the charge or putting themselves in harm’s way to save the lives of others.

On January 26, 1945, just weeks after receiving a battlefield promotion from staff sergeant to second lieutenant, Audie Murphy found himself a company commander in Holtzwihr, France.  With temperatures in the teens and 24 inches of snow on the ground, Murphy’s unit was down to 19 of its original 128 men.  Facing a German tank attack, Murphy ordered his men to retreat and then stood alone and wounded atop a burning half-track, manning a machine gun and directing artillery fire into the enemy position 100 feet in front of him.  Asked by the artillery officer how close the Germans were to him, Murphy snapped back, “Hold the phone and I’ll let you talk to one.”  The artillery fire and subsequent counter attack led by Murphy successfully repelled the Germans and Audie was awarded the Medal of Honor for his courage under fire.

Murphy’s example is uncommon, but what is important to remember is that his actions were not motivated out of a desire for personal advancement or notoriety.  He was just 19 years old on that January 26, having lied about his age and enlisted in the Amy at age 16.  He didn’t set out to become a leader or a hero; he simply wanted to serve his country.  Prior to his promotion to lieutenant, Audie had already earned a Distinguished Service Cross and two Silver Stars as an enlisted man.  In his later years he summed up his perspective on leadership succinctly, “Lead from the front.”

Military heroics such as this are easy examples.  However, courage is much more than performing brave deeds.  Courage manifests itself in many forms and in small, everyday ways.  Sometimes it’s demonstrated on the field of battle for the entire world to see.  But other times it’s demonstrated in the boardroom or conference room, before colleagues and superiors.  Sometimes courage is tested in the face of overwhelming peer pressure, and sometimes it is quietly demonstrated in defense of others who are not even present.

Courage is taking action counter to one’s own best interest, simply because it’s the right thing to do.  A popular quote states that character is revealed in the actions taken when no one is looking.  I would add that courage provides the resolve.

Next Post:  Leadership and Vision

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3. Leadership and Humility

January 14, 2009 by Leave a comment

humility-depression-soupThe third attribute demonstrated by superior leaders is often the most elusive and under-appreciated.  The very concept of humility rarely crosses the mind of most people in positions of authority.  It is simply not how we are typically conditioned to think.  Our culture champions the loud, the bold, and the brazen.  I stated early on that we live in a self-centric society.  It’s the “me” generation – self-absorbed, self-centered, self-inflated, narcissistic, entitled, demanding instant gratification, and lacking any sense of personal responsibility.  This is the age of entitlement.  At the risk of sounding like somebody’s grandfather, today’s generation is vapid and superficial, placing more value on appearance than character.

I guess it’s no surprise that humility is often interpreted as a sign of weakness, and those with a humble, unassuming demeanor are perceived as lacking self esteem or confidence.  But in truth, the opposite of confidence is uncertainty, not humility.  To be sure, the opposite of humility is egoism and arrogance.  There’s a wonderful quote by William Temple that aptly sums it up, “Humility does not mean thinking less of yourself than of other people, nor does it mean having a low opinion of your own gifts.  It means freedom from thinking about yourself at all.”

Contrary to the view of leadership that many managers maintain, leaders are servants, and superior leaders have a heart for service.  But servitude in this context does not mean that leaders are subservient – they don’t wait on people, do their jobs for them, or clean up their messes.  Here, servitude means that leaders work on behalf of the people they lead, serving the best interests of the individuals, team, customers, and organization.  Through training, guidance, and the continuity of vision and direction they provide, humble leaders constantly strive to better others.

Humble leaders do not need to seek the spotlight of recognition.  In fact, no competent leader is anxious to impress people with his or her performance credentials.  Their success is defined not by being indispensable to the organization, but by leading others to lead themselves to self-sufficiency.  Remember, the most effective leader is one who makes his own presence unnecessary.  Rather than seek personal recognition for the goals they accomplish, they make the success of others their path to personal achievement.

Humans are imperfect creatures, and there is nothing superhuman about superior leaders.  All are fallible, but as with most failings, it is the manner in which the shortfall is handled that sets effective leaders apart.  Leaders who forget or ignore their own weaknesses will inevitably fail.  Strong leaders are definite and decisive, but not inflexible.  They acknowledge and own the mistakes they make.  They do not perpetuate bad decisions out of ego or fear, but adapt to changing circumstances and know when to change their mind.  Character and trust is strengthened when leaders admit and take ownership of mistakes.

Humble leaders acknowledge and understand their limitations, and are vigilant in their efforts to mitigate their shortcomings.  Rather than feel threatened, they surround themselves with others whose skill sets compliment their own areas of weakness.  Keeping their egos in check, they put the strength and success of the team ahead of any desire for the personal spotlight.

Finally, leaders who understand the importance of humility do not abuse their authority.  In fact, they understand the difference between having authority and being authoritative.  To reuse an analogy, authority is like a sword.  Those who are authoritative swing it indiscriminately, either to reinforce their position of power or out of simple ignorance and inexperience.  The recently promoted have a dangerous tendency to let their newly bestowed title go straight to their heads.  They wield their title like a sword, without first establishing credibility and trust.  These managers have not yet figured out that there is no correlation between title and authority beyond the implied presumption of power.  Like trust and respect, true authority is earned, not bestowed.  Without it, the power of influence is superficial and stifled.

David Packard, the co-founder of Hewlett-Packard, exemplified humility in his leadership and management of his company.  A man who avoided publicity, Packard is quoted as saying: “You shouldn’t gloat about anything you’ve done; you ought to keep going and find something better to do.”  Superior leaders, like Dave Packard, are humble, with a willingness to serve others first.  They embrace their weaknesses, and admit mistakes.

In my own place of business, we love to quote a customer who once said it best, “It is most important to be humble.”

Next Post:  Leadership and Courage

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