As professionals, we embrace creative and critical thinking in a manner to take on exciting initiatives and provide new opportunities for our businesses and personal improvement. Prior to formal training and exposure to the nuances of critical thinking, we may have found professional socialization and interaction either challenging or cumbersome. During our professional development, several business situations may have presented small and large problems for us. These difficulties may have resided in executive leadership’s politics, shadowing role models, and our inability to demonstrate a questioning attitude. Often, we place ourselves under the assumption that we are effectively exposed to refined relationships and we are properly functioning in our professional world. Routinely, we may be deceiving ourselves into believing that we are performing well in various business settings. However, if we truly reflect on our daily professional situations; peer and team dynamics; and our success or failure within our personal interaction; we may discover that our assumptions are actually blind spots. These blind spots may be a result of our lack of creative and critical thinking. Ultimately, our goal is to uncover and confront these assumptions and establish corrective measures to deconstruct our leadership suppositions.Read More +
Leadership on Point
Before the last Presidential election, Barrie Greiff and I wrote a Boston Business Journal column about the disappointing lack of wisdom displayed by the candidates for President. Sadly, not much has changed on the political landscape, and the situation may be trending toward a disturbing disconnect between wisdom and leadership.
Wise leadership is dependent on the vision of a transformative leader. We don’t have transformative leaders in Washington, in part because they are busier knocking each other down than explaining to us what they stand for and what they would do differently.Read More +
The late Harold J. Leavitt was a pioneer in the development of the academic field of organizational behavior, a management expert with degrees from Harvard, Brown and MIT (undergrad, graduate, and doctorate, respectively) and a highly respected college professor (University of Chicago, Carnegie-Mellon University, and Stanford). And, in 1965, he gave to the world his model for analyzing the impacts organizational change.
Through this model (known as Leavitt’s Diamond), Leavitt demonstrates that each element of an organization’s system – people, goals/tasks, structure and technology/processes – are interdependent. In other words, changes made to any one of these four elements cannot and will not occur in isolation. Rather, a change made in any one area of your organization will impact the entire system.Read More +
I was recently asked to advise on a situation in which a senior executive, new to the company, was spiraling downward in his performance. The executive had been pre-screened by a global search firm and was interviewed by an internal search committee representing numerous corporate functions. His references were stellar, his executive presence superb. Six weeks into his new job, nearly all of his colleagues and direct reports were in agreement: the hire was a misfire. What went wrong?
The most common response is that the company and its search firm missed something in the executive’s profile, and the executive fell short of expectations. Our tendency is to focus on what the leader did “wrong”; maybe he failed to engage his team, perhaps he didn’t have great communication skills, possibly he could not articulate his vision or spark people’s (or his own) imagination. In this scenario, the leader’s team is typically presented as competent and well-intentioned, ready to be motivated and inspired by the “right” leader. The team sees itself as eager and hungry for exceptional leadership, and feels the new leader let them down. The outcome is a situation in which the leader and the team co-generate an escalating spiral of underperformance, frustration, and anger.Read More +
I recently ghostwrote an e-book for an entrepreneur with a lucrative fitness club member retention system. His own 14,000-square-foot fitness facility boasts a whopping 84% customer retention rate. “Success through Involvement” is a key philosophy of his system, resulting in stellar staff effectiveness and happy members achieving their fitness goals.
It might surprise you that employee retention research consistently rates ‘Recognition’ the #1 motivator for staying with a company. (‘Opportunities for Further Learning and Advancement’ is #2, with ‘Salary’ a lagging #3.)Read More +
There’s a guy at the club where I play tennis who’s a bit of a lunatic on the court. His footwork is nimble, his hitting aggressive and he runs around fiercely, raising his voice and spewing the occasional expletive.
What I admire about him is his attitude to fitness.
As President and CEO of a successful architectural materials firm in New York City, he’s got the pressure of running a competitive, high-end business. He takes his fitness seriously, rising most weekdays at 5:30am to get in an hour of exercise that includes strength training and cardiovascular work. His philosophy is that this keeps his body lean and strong, his brain sharp and his movement agile and energetic, which in turn makes him fitter to lead. He also considers these sessions ‘stress-relievers’ as they provide an hour of uninterrupted quiet before the madness of the day begins.Read More +
Google’s CEO Eric Schmidt discusses the importance of hiring an executive coach, noting that having someone to provide perspective and help you to reach your full potential is not an indication that something is wrong. A coach’s role is, as Schmidt explains, to help the client see him/herself as they appear to others … and to assess if (and how) changes should be made.
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Scholars posit numerous differences between leaders and managers. Leaders are facilitators of change; relish a proactive approach to launching new programs and initiatives, and reaching for the pinnacle of success. Conversely, managers are grounded on getting the work completed through organizational structures and directing workers’ activities and duties (Dearstyne, 2003). However, in the arena of records and information management (RIM) programs, the role and responsibility of leaders is always evolving. Leaders in this environment are inundated with changes, opportunities, diverse clients and new demands, and limited resources (Dearstyne). To achieve success in a RIM program setting, leaders must possess several traits: (1) optimal personality that typical workers can appreciate and witness wholesome honesty and integrity; (2) ability to see the big picture, while having the ability to get involved in functional work; (3) through strategic practices, influence and motivate workers to pursue a visionary idea; (4) ability to identify, attract, and retain the best worker talent and place them in the right jobs; (5) ability to recognize worker complacency and poor morale and convert such feelings into and promising sense of necessity; (6) understanding fluid customer demands and their relationship with good symmetrical information; (7) keenness to establish appropriate risk management programs and structures to manage the unanticipated; (8) desire to create shareholder value by growing, leveraging opportunities, and building on previous successes; (9) ability to establish and institutionalize appropriate performance measures and metrics, measuring input as well an output, and create a culture of continuous improvement; and (10) a drive and desire to raise the bar on operational performance (Dearstyne).Read More +
Outstanding customer service is rarely the result of high-priced employee training and performance-monitoring programs. Before launching a costly plan to overhaul the organization’s customer service operations, consider inexpensive steps that can significantly boost customer loyalty—right away.
Energize employees. Pep rallies can help, but nothing energizes employees more effectively than seeing senior management demonstrate enthusiasm toward customers. Bill Marriott of Marriott Corporation has been known to work the front desk from time to time. It isn’t for the guests’ benefit, but for his employees. They never forget seeing the head of the company doing what they do—and enjoying every minute of it.
Be generous with customers. In the rush of day-to-day business, small favors might seem trivial. To customers, however, they can be the key factor in a decision to develop a long-term relationship with a company. It might be as simple as a compliment an employee gives to a customer. Or, it could be a special tailor-made recognition given a customer for placing a larger order or being loyal for a long time.
Keep pace with changes in customers. Customer expectations are constantly changing. They are up 33% over this time last year. Organizations that don’t keep up with them have little chance of developing long-term relationships. Instead of asking customers how they like the organization’s service, ask them; “What can our company do to provide the best service in the business?” Answers will help keep you up to date on what customers expect.
We work in challenging economic times. As margins get thinner, budgets are squeezed. Sometimes, the best service is simple service. Just like that homemade holiday gift given during lean years when you were growing up, frugal service can still be fantastic service.
Written by Dr. Johnny D. Magwood, Vice President and Chief Customer Officer for Northeast Utilities. A well-known industry spokesperson, he can be reached at firstname.lastname@example.org.Read More +
A recent article in the Wall Street Journal titled “Coaching Urged for Women: Inadequate Career Development Holds Back Female Executives, McKinsey Says”, addressed a significant yet often overlooked dilemma in today’s corporate world: how do corporations cultivate and sustain gender diversity among managers and eliminate barriers for female advancement in the workforce?
In order to exemplify a reputable and respectable manager, one must execute basic leadership functions. The three C’s – command, control, and coordinate – have become standard management oriented skills, and are often executed by the male-dominant corporate world. How can women advance in the workforce if the three core managerial skills are man-made, developed by men decades ago? These standards are ingrained in our minds; we assume that the CEO of a Fortune 500 company is authoritative and direct, and typically a male figure. We presume that women do not have the time or energy to act as senior-level managers because of their role as mothers and caretakers. The women who do, in fact, rise to the top and assume senior management positions often execute more behavioral/supportive leadership skills; we often describe these leaders as those who motivate, inspire, and articulate a vision. Women who have taken on more senior and managerial roles often work in women-oriented careers such as health and education, rather than business and technology.Read More +