It's been awhile since my last post. The instructional portion of Dan's executive coaching program has been completed and I've asked to take a break from our regular meeting schedule in order to 1) focus on some pressing projects at what is typically a very busy time in my industry and 2) incorporate what I've learned into some of my daily work.
I'm pleased to say that I've been able to take some things from the coaching program and implement them quickly into the reality of my work. To me, this isn't faint praise. I've had many courses and educational opportunities that, while useful in the theory of a class setting, failed to translate as practical once I got back to my desk and the 50 emails, 5 voicemails, 3 urgent questions and one partridge in a pear-tree. Whether these previous efforts lacked true substance or simply missed the teaching moment, I can't say. I'm happy that I've been able to implement a few things from our sessions and past that, I don't spend too much time questioning something that's working.
An additional positive is that my company's in the process of hiring for several positions. We're fortunate to be hiring as the jobless rate continues to inch upward and that got me thinking about the process a little more. Luck has played a role in our current position, but a lot of the credit also goes to a culture that plans methodically and holds individuals accountable for their actions. I am more firmly convinced that candidates for jobs within the company, any job, must be evaluated based on their ability to fit into and strengthen that culture. I am guilty of viewing candidates in the past too strictly through the lense of their skills at a particular job and largely ignoring how their presence while doing that job would/could impact all those around them. It's a mistake I believe many make and somewhat silly when you think about how much of your day is spent outside the lines of a specifically-written job description.
Fingers crossed and homework done, I'm confident we'll add some strong people to our company. Onward and upward from there!
Showing posts with label "Kyle Humphrey". Show all posts
Showing posts with label "Kyle Humphrey". Show all posts
Monday, September 7, 2009
Thursday, June 18, 2009
Empowerment is a four letter word
Can empowerment be evil? That depends on how it's defined. For some people, empowerment is a challenging concept because it is interpreted as lack of control and lack of discipline. The discussion I had with Kyle this week focused on this very topic.
Empowerment is a word that is used a lot today. It has become one of those cursed "Business Buzz Words" we hear often, but until someone creates another word/phrase that can be overused, I will continue to abuse this one. We read books on empowerment, attend speeches, and occasionally read blogs on the subject. I find leaders are often split on whether or not empowerment is a good thing. It all depends on the definition.
One group interprets empowerment as total freedom for employees to do whatever they want in their jobs. The responsibility is handed to the employee and we as leaders are left flying blind. By this definition, even I would be scared to let my staff steer the ship. If this becomes the predominant belief in the organization, then the outcome is the need for greater control because the leadership may not trust that the employee will do the right thing. After all, that is why we have leaders isn't it? They're here to tell people what to do. They make sure the work gets done. Right? In this model the value of the leader is placed on that leader's control and not on the ability to lead.
Here's an example: Think of a time where you worked in a job that had very strict procedures. In no way were you allowed to deviate from how you did your job because someone else already determined that the process implemented was the best way. You spend your days following the manual to the letter. Sounds fun doesn't it? No thinking needed. Just follow steps 1 through 10. While we all have times that we would like to turn off the gray matter, most of us want a little more stimulation in their jobs. In addition, we need to be active in what we do. Our brains are like a muscle. They require exercise to build creativity. The more structured the job is, the less you are required to think of new ways to get things done. Inevitably there will be a time when you will have to change what you are doing and it will be difficult to find that new solution.
The other challenge is we do not live in a black and white world. There are many different colors and many shades of gray. In virtually every situation, you will come up against a problem that doesn't work in the procedure manual. Now what? For some this means you need to create a new process. The new process will fix the loopholes in the old and make it more restrictive. This pattern continues until all the loopholes have been fixed. The problem is loopholes are often infinite.
The other definition of Empowerment has a different twist. It involves giving the employee the ability to make the correct decision for each situation by following the guidelines set by the Vision, Mission, and Values of the company. Here, instead of control we use discipline. This involves doing the right things the right way for the right reasons at the right time. Discipline is internal where control is external.
I would compare the proper use of empowerment to following a highway to your destination. As long as you stay on the road you will get to where you are going. But the highway has to be wide enough for you to safely maneuver past cars and around slower traffic. It also needs lines painted on it so you know which lanes you are in and where the edge of the pavement is. If the road is well thought out and well marked, anyone with the skills to drive a car and an understanding of the rules of the road can get where they want to go. In this case the destination is the company's Vision, the road is its Mission, and the lines on the highway are the Values. If you fail to follow the rules of the road or deviate to far from the center line, you will wreck.
Our challenge as leaders is understanding these differences, as Kyle does, and being able to lead and develop our people to know what they need to do through the results they need to meet. An even greater challenge is instilling these ideals in our people so we can get out of their way and help them be successful.
Empowerment is a word that is used a lot today. It has become one of those cursed "Business Buzz Words" we hear often, but until someone creates another word/phrase that can be overused, I will continue to abuse this one. We read books on empowerment, attend speeches, and occasionally read blogs on the subject. I find leaders are often split on whether or not empowerment is a good thing. It all depends on the definition.
One group interprets empowerment as total freedom for employees to do whatever they want in their jobs. The responsibility is handed to the employee and we as leaders are left flying blind. By this definition, even I would be scared to let my staff steer the ship. If this becomes the predominant belief in the organization, then the outcome is the need for greater control because the leadership may not trust that the employee will do the right thing. After all, that is why we have leaders isn't it? They're here to tell people what to do. They make sure the work gets done. Right? In this model the value of the leader is placed on that leader's control and not on the ability to lead.
Here's an example: Think of a time where you worked in a job that had very strict procedures. In no way were you allowed to deviate from how you did your job because someone else already determined that the process implemented was the best way. You spend your days following the manual to the letter. Sounds fun doesn't it? No thinking needed. Just follow steps 1 through 10. While we all have times that we would like to turn off the gray matter, most of us want a little more stimulation in their jobs. In addition, we need to be active in what we do. Our brains are like a muscle. They require exercise to build creativity. The more structured the job is, the less you are required to think of new ways to get things done. Inevitably there will be a time when you will have to change what you are doing and it will be difficult to find that new solution.
The other challenge is we do not live in a black and white world. There are many different colors and many shades of gray. In virtually every situation, you will come up against a problem that doesn't work in the procedure manual. Now what? For some this means you need to create a new process. The new process will fix the loopholes in the old and make it more restrictive. This pattern continues until all the loopholes have been fixed. The problem is loopholes are often infinite.
The other definition of Empowerment has a different twist. It involves giving the employee the ability to make the correct decision for each situation by following the guidelines set by the Vision, Mission, and Values of the company. Here, instead of control we use discipline. This involves doing the right things the right way for the right reasons at the right time. Discipline is internal where control is external.
I would compare the proper use of empowerment to following a highway to your destination. As long as you stay on the road you will get to where you are going. But the highway has to be wide enough for you to safely maneuver past cars and around slower traffic. It also needs lines painted on it so you know which lanes you are in and where the edge of the pavement is. If the road is well thought out and well marked, anyone with the skills to drive a car and an understanding of the rules of the road can get where they want to go. In this case the destination is the company's Vision, the road is its Mission, and the lines on the highway are the Values. If you fail to follow the rules of the road or deviate to far from the center line, you will wreck.
Our challenge as leaders is understanding these differences, as Kyle does, and being able to lead and develop our people to know what they need to do through the results they need to meet. An even greater challenge is instilling these ideals in our people so we can get out of their way and help them be successful.
Saturday, June 13, 2009
Just me and everyone else
I'll echo a phrase Dan's used in his posts before: simple, not easy.
As Dan wrote in his post, we spent the majority of our time talking about the communication process and the impact of people on our efforts, our business and our lives. I came to the realization that there has rarely been a time in my life that I've been confronted with a business problem I haven't been able to solve. That would sound to me like the recipe for a very successful career. Yet, I'm not sure I've ever experienced more or less job satisfaction than the next person. Why? Because it's about people, not problems.
I use the analogy (slightly altered, writer's license) of a business owner walking through his store and complaining that he could get more done if it weren't for all the customers packing his store. People can make our jobs, and by extension our lives, more rewarding. Watching an employee grow in their knowledge and skills to the point they take their performance to a completely new level is wonderful. There is tremendous power in creating a positive working relationship with a colleague that becomes the springboard for great achievement. Large problems can be made smaller when you have this type of relationship in place.
But the opposite is also true. There are, and always will be, people who bring little more than negativity and headaches to our lives. Unlike the strong relationships, little problems are made larger and large problems become nearly insurmountable. If you're like me, you've run into this everywhere you've been. It's a fact of life.
The question I've started to explore is: how am I going to deal with this? As Dan indicates, you can't change anyone else. The effort, then, is internal. I can't change how anyone else acts but I do control how I react. As a younger man I considered this a form of "losing". In other words, I was the one making the change and that seemed to reward the other person for their bad behavior. As I've matured, I take a different view. They have their side of the story and if I find it difficult to work with them for reason A, it's likely that they find it difficult to work with me for reason B. At the end of the day, it's still about results and you need the collaboration of people (both those you like and those you don't) to succeed. It's a simple proposition, but personal dynamics make it far from easy. Perhaps the real reward is in the effort. Like the old saying goes, "If it was easy they wouldn't call it WORK".
As Dan wrote in his post, we spent the majority of our time talking about the communication process and the impact of people on our efforts, our business and our lives. I came to the realization that there has rarely been a time in my life that I've been confronted with a business problem I haven't been able to solve. That would sound to me like the recipe for a very successful career. Yet, I'm not sure I've ever experienced more or less job satisfaction than the next person. Why? Because it's about people, not problems.
I use the analogy (slightly altered, writer's license) of a business owner walking through his store and complaining that he could get more done if it weren't for all the customers packing his store. People can make our jobs, and by extension our lives, more rewarding. Watching an employee grow in their knowledge and skills to the point they take their performance to a completely new level is wonderful. There is tremendous power in creating a positive working relationship with a colleague that becomes the springboard for great achievement. Large problems can be made smaller when you have this type of relationship in place.
But the opposite is also true. There are, and always will be, people who bring little more than negativity and headaches to our lives. Unlike the strong relationships, little problems are made larger and large problems become nearly insurmountable. If you're like me, you've run into this everywhere you've been. It's a fact of life.
The question I've started to explore is: how am I going to deal with this? As Dan indicates, you can't change anyone else. The effort, then, is internal. I can't change how anyone else acts but I do control how I react. As a younger man I considered this a form of "losing". In other words, I was the one making the change and that seemed to reward the other person for their bad behavior. As I've matured, I take a different view. They have their side of the story and if I find it difficult to work with them for reason A, it's likely that they find it difficult to work with me for reason B. At the end of the day, it's still about results and you need the collaboration of people (both those you like and those you don't) to succeed. It's a simple proposition, but personal dynamics make it far from easy. Perhaps the real reward is in the effort. Like the old saying goes, "If it was easy they wouldn't call it WORK".
Monday, June 8, 2009
Lights! Camera? Action!
I heard a saying the other day that a habit is a behavior repeated many times. There's a crucial lesson in that saying, and I think it deals with applied learning.
The biggest piece of this process, as it invariably is with every formal or informal education I've received in my lifetime, is trying to apply what I've learned. I can't think of an instructor who hasn't preached this very same mantra over and over, but I'm surprised by how often I've disregarded it. Is this perhaps why I continue to feel the need to be "educated"?
As Dan indicated in the previous post, we've gone through many of the sections of reading and for the most part I've found the material to be interesting. Let's define interesting: hmm, that seems accurate, for the most part, to someone in a land far, far away. I use the words "theoretical" and "in theory" a lot when I'm learning to indicate that I'm intellectually processing data but I haven't lived it. My last session with Dan we spent discussing the things I'd learned, but most importantly what I've done to apply the lessons. As luck would have it, there are situations daily that require the practicing leadership skills. Who knew?
Thinking about the specific things we've talked about during an actual situation isn't the easiest thing, another thing that every instructor says. But practicing makes it easier and I guess that's the point. Make it a habit. The funny thing is, I'm a big fan of various physical activities that require repetition to build muscle memory. Why I've never embraced this concept in the behavior sense is a mystery to me.
Or maybe this is all just an elaborate Jedi mind-trick Dan's playing on me. Food for thought.
The biggest piece of this process, as it invariably is with every formal or informal education I've received in my lifetime, is trying to apply what I've learned. I can't think of an instructor who hasn't preached this very same mantra over and over, but I'm surprised by how often I've disregarded it. Is this perhaps why I continue to feel the need to be "educated"?
As Dan indicated in the previous post, we've gone through many of the sections of reading and for the most part I've found the material to be interesting. Let's define interesting: hmm, that seems accurate, for the most part, to someone in a land far, far away. I use the words "theoretical" and "in theory" a lot when I'm learning to indicate that I'm intellectually processing data but I haven't lived it. My last session with Dan we spent discussing the things I'd learned, but most importantly what I've done to apply the lessons. As luck would have it, there are situations daily that require the practicing leadership skills. Who knew?
Thinking about the specific things we've talked about during an actual situation isn't the easiest thing, another thing that every instructor says. But practicing makes it easier and I guess that's the point. Make it a habit. The funny thing is, I'm a big fan of various physical activities that require repetition to build muscle memory. Why I've never embraced this concept in the behavior sense is a mystery to me.
Or maybe this is all just an elaborate Jedi mind-trick Dan's playing on me. Food for thought.
Friday, May 29, 2009
We don't talk anymore
Our discussion this week focused on communication. The reading assignments discussed the need of employees to collaborate in order to maximize the effectiveness of today's organizations. I was a huge fan of The West Wing and a quote used in that show came up in the reading:
"Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has." - Margaret Mead
I like what the reading had to say about putting together strong teams and motivating them through common goals. Within the framework of collaboration and teams, my discussion with Dan focused on interpersonal dynamics. This is the area that received little attention but my experience suggests its the biggest obstacle to success. Even outside of removing personal agendas, removing barriers to effective communication and getting everyone on the same page ... there is still the fact that some people just don't seem to like each other. It doesn't mean they can't work together, but it's not a recipe for a great team either. Dan emphasized how critical communication is in those instances and we talked about examples from my past, identifying areas when the communication wasn't as effective as it needed to be.
So it seems like everything comes back to communication. I think my mom told me that when I was a kid. I'm pretty sure my wife says this all the time. One of these times I'm going to start listening.
"Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has." - Margaret Mead
I like what the reading had to say about putting together strong teams and motivating them through common goals. Within the framework of collaboration and teams, my discussion with Dan focused on interpersonal dynamics. This is the area that received little attention but my experience suggests its the biggest obstacle to success. Even outside of removing personal agendas, removing barriers to effective communication and getting everyone on the same page ... there is still the fact that some people just don't seem to like each other. It doesn't mean they can't work together, but it's not a recipe for a great team either. Dan emphasized how critical communication is in those instances and we talked about examples from my past, identifying areas when the communication wasn't as effective as it needed to be.
So it seems like everything comes back to communication. I think my mom told me that when I was a kid. I'm pretty sure my wife says this all the time. One of these times I'm going to start listening.
Saturday, May 23, 2009
Leading through... leading
The reading and discussion came back to the concept of leadership. Contrary to my own opinion (and an earlier posting), leaders are made instead of born. At least, that's what the authors at Resource Associates Corporation say.
There's a lot of evidence presented to support that conclusion and I can buy it, for the most part. In some respects, its kind of like saying an athlete makes it to the professional ranks as a result of their hard work. Of course that's true. But if you believe that's all there is to it, you're ignoring the fact that they're also born with a great deal of innate ability. What sets them apart from others is that they've maximized their abilities through hard work.
In my opinion, the same applies to leadership. I've had the pleasure of working with some people I'd categorize as strong leaders and without question they work hard at what they do. They listen, they seek input, they have a great sense of who they are and they have a vision of the future. I'd argue that these people were born with certain gifts (and it varies by person) that others were not. They maximized their abilities. They recognized their limitations and compensated for them. But I'm not ready to discount the idea that they had a little more to work with from the start.
The trick is, I think we're all born with certain strengths, that we all have certain abilities that set us apart and above the rest. Maybe it's just a matter of recognizing those abilities and putting in the work to maximize them. If someone asked, what abilities would you talk about?
There's a lot of evidence presented to support that conclusion and I can buy it, for the most part. In some respects, its kind of like saying an athlete makes it to the professional ranks as a result of their hard work. Of course that's true. But if you believe that's all there is to it, you're ignoring the fact that they're also born with a great deal of innate ability. What sets them apart from others is that they've maximized their abilities through hard work.
In my opinion, the same applies to leadership. I've had the pleasure of working with some people I'd categorize as strong leaders and without question they work hard at what they do. They listen, they seek input, they have a great sense of who they are and they have a vision of the future. I'd argue that these people were born with certain gifts (and it varies by person) that others were not. They maximized their abilities. They recognized their limitations and compensated for them. But I'm not ready to discount the idea that they had a little more to work with from the start.
The trick is, I think we're all born with certain strengths, that we all have certain abilities that set us apart and above the rest. Maybe it's just a matter of recognizing those abilities and putting in the work to maximize them. If someone asked, what abilities would you talk about?
Sunday, May 17, 2009
Goals, goals, goals
As our sessions have continued, the workload has increased. This week Dan asked me to snatch a pebble from his hand. Not really. But we are biting off bigger chunks of the material between each session.
The reading and discussion centered around goals, planning them, aligning them, achieving them. If you're like me, you've had a great deal of experience with the goal-setting process, both professionally and personally. I allow for the reality of accidental achievement, but for the most part I don't think people really get anywhere without setting goals. The difference is in how specific your goal-setting process is and where you ultimately end up.
As noted in an earlier post, I don't make much progress unless I have a clear vision of where I'm going. I relate this to goal-setting, except I haven't always been formal about the process. I haven't, for instance, spent a lot of time writing goals down. There were several references to the power of this simple action in the chapters I read, as well as several references to the fact that people overlook that step because they believe it's too obvious. Check.
The next section of my reading dealt with turning goals into action. I thought this was a valuable area and I made a lot of notes in the margins. I never do this. The concept of S.M.A.R.T. goals was covered, as well as how fear (of failure, of criticism, of the unknown) can derail the effort. The piece I found most interesting was on affirmations. Admittedly, it took me a reading or two to get over the Stuart Smalley "Daily Affirmations skit on SNL. But once I did, I really liked the idea of making a goal a constant part of your daily life, surrounding yourself with images and positive self-talk, as a way of moving in that direction.
So now I'm going to give this concept a try. Because I'm good enough, I'm smart enough and, doggone it, people like me!
The reading and discussion centered around goals, planning them, aligning them, achieving them. If you're like me, you've had a great deal of experience with the goal-setting process, both professionally and personally. I allow for the reality of accidental achievement, but for the most part I don't think people really get anywhere without setting goals. The difference is in how specific your goal-setting process is and where you ultimately end up.
As noted in an earlier post, I don't make much progress unless I have a clear vision of where I'm going. I relate this to goal-setting, except I haven't always been formal about the process. I haven't, for instance, spent a lot of time writing goals down. There were several references to the power of this simple action in the chapters I read, as well as several references to the fact that people overlook that step because they believe it's too obvious. Check.
The next section of my reading dealt with turning goals into action. I thought this was a valuable area and I made a lot of notes in the margins. I never do this. The concept of S.M.A.R.T. goals was covered, as well as how fear (of failure, of criticism, of the unknown) can derail the effort. The piece I found most interesting was on affirmations. Admittedly, it took me a reading or two to get over the Stuart Smalley "Daily Affirmations skit on SNL. But once I did, I really liked the idea of making a goal a constant part of your daily life, surrounding yourself with images and positive self-talk, as a way of moving in that direction.
So now I'm going to give this concept a try. Because I'm good enough, I'm smart enough and, doggone it, people like me!
Monday, May 11, 2009
Working early on to define Vision and Leadership
Kyle mentioned my challenge to him to think of legacy in terms of leadership. What differentiates really good leaders from great ones is their ability to create an environment where everyone understands the Vision, knows the role they play, and is empowered to excel. The true test of this is what happens when the leader is not there.
There were periods of my life as a leader where I dreaded leaving the office for vacation. I believed that I would return to a larger mess when I got back and regret taking the time off. I would prove myself right every time. When I made my people capable of doing the job functions and understanding the outcomes, I found fewer fires when I returned from time off.
Leadership has many variables. Kyle and I discussed some of them as we began digging into the work. We even got on the subject of nature vs. nurture when it comes to producing great leaders. While leaders are not born, who they are has significant impact on their abilities. And even the right leader now may not always be the right person for that situation in the future. So timing can impact leadership as well. That is why so many variables make up a leader and the decisions that leader makes. The challenge is finding out where you fit and can you sidestep ego and insecurity to do what is right.
There were periods of my life as a leader where I dreaded leaving the office for vacation. I believed that I would return to a larger mess when I got back and regret taking the time off. I would prove myself right every time. When I made my people capable of doing the job functions and understanding the outcomes, I found fewer fires when I returned from time off.
Leadership has many variables. Kyle and I discussed some of them as we began digging into the work. We even got on the subject of nature vs. nurture when it comes to producing great leaders. While leaders are not born, who they are has significant impact on their abilities. And even the right leader now may not always be the right person for that situation in the future. So timing can impact leadership as well. That is why so many variables make up a leader and the decisions that leader makes. The challenge is finding out where you fit and can you sidestep ego and insecurity to do what is right.
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