LeaderSavers

How SMART Are Your Goals?

The idea of translating vague, general, lofty resolutions into clear and attainable goals has become near standard practice in many businesses.  Educational units, after years of fluff and puffery, are finally joining the parade.  Now, it’s time to get clearer on our personal resolutions and turn them into clear and attainable goals.  The SMART acronym refers to goals that are:

• Specific
• Measurable
• Attainable
• Realistic
• Tangible

Kindness Isn’t Weakness

An interesting book by William Baker and Michael O’Malley caught my attention recently.  The book, Leading with Kindness, got me to thinking about leadership styles past and present.  The world of business tends to describe kind leaders as weak leaders, so developing kindness as a leadership trait doesn’t seem to be high on anyone’s priority list.  But maybe it should.

 

Collaborative Leadership

Hundreds of Canadian geese winter around here, giving us many opportunities to observe their flight patterns, takeoffs and landings.  Their familiar “V” flying wedge makes a good illustration of leadership – the leader at the point of the “V” with followers trailing behind, honking all the way.  What isn’t obvious at first is the way the flock manages leadership change.  Take a closer look.  

The leader goose sets the course and leads the way.  The others follow in his wake, enjoying a bit of a free ride on the air currents from the leader goose.  After awhile, the leader begins to tire, so another follower goose takes the lead, and the previous leader drops back to enjoy the air currents stirred up by the new leader.  After awhile, the leader changes again.   What a marvelous illustration of collaborative leadership!  The leader is first the leader, then the follower, then the leader again.  It’s much the same as an orchestra conductor who sometimes leads, sometimes follows and lets the soloist lead.  The collaborative leader both leads and follows.

Coaching Moments:

1.      As a leader, when is it important to follow rather than lead?

2.      How do you follow and still maintain your leadership?

3.      What are three ways that you collaborate with others?  

Clearer – or Just Louder?

What’s your message as a leader?  What is it you are trying to say to your colleagues, your co-workers, your employees?  Is your message clear – or is it just louder?  Have you noticed that when the TV program breaks for a commercial, the volume gets LOUDER?  Does this get your attention in a good way – or do you, as I do, reach quickly for the “mute” button?  

A Cup of Chocolate

A group of graduates, well established in their careers, were talking at a reunion and decided to go visit their old university professor, now retired. During their visit, the conversation turned to complaints about stress in their work and lives. Offering his guests hot chocolate, the professor went into the kitchen and returned with a large pot of hot chocolate and an assortment of cups - porcelain, glass, crystal, some plain looking, some expensive, some exquisite - telling them to help themselves to the hot chocolate.

The Answer is YES!

What do you mean – “the answer is YES!”  Well, besides being a smart-aleck answer, there’s a lot of positive, can-do attitude that shows up in that answer.

Let’s explore positive energy and what that can mean in your life, your work, your world.  I used to have a sign on my desk that read “Before you ask, the answer is NO!”  Of course, it was just a joke.  I’d rather find a way to say YES.  In fact, one of my favorite answers to an either-or question is YES (my wife calls this a “Charlie” answer!).  I’d rather say YES to making things happen than NO, it can’t be done.  How about you?

Fire Your Committee of THEY!

Now, there's a challenge for you. Everybody has one, whether or not you realize it (or will admit to it). THEY are that invisible committee of people in your mind who try to tell you what to do or what to think.

THEY are the neighbors your mother wanted you to please. THEY are the ones who tell you it can't be done. THEY are the experts with more knowledge, more experience than you. THEY are the cool people, the smart people, the popular people. THEY are your own conflicting intentions that stop you in your tracks.

Genghis Khan on Leadership

A recent museum exhibit about Genghis Khan was most impressive when visitors were treated to statements attributed to the Khan himself – all the more remarkable as he was unable to write but helped establish a written language for his people.  “Far from barbaric,” wrote Don Lessen, “Genghis Khan was one of the world’s most visionary geniuses... Contrary to our prejudices, Genghis Khan was a brilliant, enlightened ruler.”  (from The Wit and Wisdom of Genghis Khan)

 

Scattered throughout the exhibit were gems of quotes and comments attributed to Genghis Khan:

·         Don’t behave as high as a mountain.  Though a mountain is high, it will be climbed by animals.

·         Everyone honest upright straightforward and wise must be respected alike.

·         All religions are to be respected and no preference is to be shown to any of them.

·         You as teacher (should) prefer honesty and pursue high principles.

·         For a king it is a shame not to live up to his word.

 

One quote was remarkably similar to the Biblical Ten Commandments:

·         Lies, theft, treachery, and adultery are forbidden, and one ought to love of one’s neighbor as one’s self.

 

Here’s one that many politicians must have read:

·         A man is not (to) be considered guilty if not caught in the act of a crime or if he did not confess.

 

And one that many would do well to heed:

·         Faced with a solemn accusation (a man) would admit if he were guilty.

 

Good thoughts!  This brief post doesn’t consider some of Genghis Khan’s more controversial leadership qualities.  These are simply some reflections on the good qualities that make up a good leader.  What can you learn from them?

 

Coaching Moments:

1.       What does it mean to you to “live up to your word?”

2.       How important is respect in your role as a leader?

3.       What is one step you can take to gain respect as a leader?

 

The 75% Rule

You can pass just about any subject in any US school with a score of 75% -- that's usually a good, solid "C" grade.  But think how this same rule applies to your work performance if you are correct only three times out of four.  You are working at an "average" level.  You are content with just getting by.

Here's a musical example:  play a C Major scale on the piano -- the notes are C - D - E - F - G - A - B - C.  Sound good?  Sure.  Now play any two of those notes wrong.  Sounds terrible, doesn't it?  But that's a 75% performance.  Not acceptable!  If the Chicago Symphony Orchestra performed at the 75% level, they would sound worse than the Guckenheimer Sauerkraut Band -- and they sure wouldn't sell any tickets!

Would you hire a carpenter who built one bad cabinet for every three good ones?  Would you want a surgeon who dropped every fourth stitch when sewing you up?  Would you feel safe with an airline pilot who landed in the wrong city once in four trips?  Of course not!

How does the 75% Rule apply to you?  It's really simple:  you, your colleagues or employees, your business ALL must perform well above that 75% mark, or you just won't make it in today's marketplace.

It begins with you - your vision, your expectations, your commitment to excellence.   Ask yourself:  how much is mediocrity costing you?  As Aristotle put it, excellence is a habit, not a (one-time) act.  Excellence takes work and commitment.  Are you ready to get into the habit of excellence?

 

Coaching Moments:

1.  Where in your life is the 75% Rule showing up?

2.  What would it take for you to commit to a habit of excellence?

3.  What one small step are you willing to take right now?

Lonely at the Top

Does this sound familiar to you?  People new to a leadership role often report feelings of isolation.  This seems especially true when you've been promoted within a department or unit and find yourself supervising your former peer group.  Many also experience difficulties working with others who wanted but didn't get the job.  Suddenly, here you are all alone without a support group.

What to do?  Here are a few tips that many have found helpful.

1. You Are Not Really Alone.  It just feels that way.  Know that others have felt as you do.  Notice the words -- feelings of isolation.  Is the isolation real or does it feel real?
2. Reach Out.  Seek another peer group.  Are there others in your organization who are in similar positions with whom you can share ideas and support?  What about people in other companies or organizations?
3. Keep the Lines of Communication Open.  Some say to keep the door open.  Some practice MBWA (Management By Walking Around).  However you choose to do it, keeping conversations open, sharing ideas, and inviting others' ideas, comments, suggestions are vital.

What other tips do you have?  What advice can you share with newer leaders?

Coaching Moments:

1. Where in your body are you feeling isolation?  Describe the feeling and where you feel it.
2. If you could do one thing to overcome that feeling of isolation, what would that be?