By Mark Sanborn, CSP, CPAE Donald Trump, paragon of the real estate world, files for bankruptcy. Richard Nixon, 37th U.S. President, resigns the presidency over the Watergate scandal. Jennifer Capriati, rising tennis star, enters a rehabilitation center for drug addicts. Jim Bakker, renowned televangelist, is convicted of fraud. In the recent past, we've witnessed the public downfall of leaders from almost every area of endeavor—business, politics, religion, and sports. One day they're on top of the heap, the next, the heap's on top of them. Of course, we think that such catastrophic failure could never happen to us. We've worked hard to achieve our well-deserved positions of leadership—and we won't give them up for anything! The bad news is: the distance between beloved leader and despised failure is shorter than we think. Ken Maupin, a practicing psychotherapist and colleague, has built his practice on working with high-performance personalities, including leaders in business, religion, and sports. Ken and I have often discussed why leaders fail. Our discussions have led to the following "warning signs" of impending failure. WARNING SIGN #1: A Shift in Focus This shift can occur in several ways. Often, leaders simply lose sight of what's important. The laser-like focus that catapulted them to the top disappears, and they become distracted by the trappings of leadership, such as wealth and notoriety. Leaders are usually distinguished by their ability to "think big." But when their focus shifts, they suddenly start thinking small. They micro manage, they get caught up in details better left to others, they become consumed with the trivial and unimportant. And to make matters worse, this tendency can be exacerbated by an inclination toward perfectionism. A more subtle leadership derailer is an obsession with "doing" rather than "becoming." The good work of leadership is usually a result of who the leader is. What the leader does then flows naturally from inner vision and character. It is possible for a leader to become too action oriented and, in the process, lose touch with the more important development of self. What is your primary focus right now? If you can't write it on the back of your business card, then it's a sure bet that your leadership is suffering from a lack of clarity. Take the time necessary to get your focus back on what's important. Further, would you describe your thinking as expansive or contractive? Of course, you always should be willing to do whatever it takes to get the job done, but try never to take on what others can do as well as you. In short, make sure that your focus is on leading rather than doing. WARNING SIGN #2: Poor Communication A lack of focus and its resulting disorientation typically lead to poor communication. Followers can't possibly understand a leader's intent when the leader him- or herself isn't sure what it is! And when leaders are unclear about their own purpose, they often hide their confusion and uncertainty in ambiguous communication. Sometimes, leaders fall into the clairvoyance trap. In other words, they begin to believe that truly committed followers automatically sense their goals and know what they want without being told. Misunderstanding is seen by such managers as a lack of effort (or commitment) on the listener's part, rather than their own communication negligence. "Say what you mean, and mean what you say" is timeless advice, but it must be preceded by knowing what you mean! An underlying clarity of purpose is the starting point for all effective communication. It's only when you're absolutely clear about what you want to convey that the hard work of communicating pays dividends. WARNING SIGN #3: Risk Aversion Third, leaders at risk often begin to be driven by a fear of failure rather than the desire to succeed. Past successes create pressure for leaders: "Will I be able to sustain outstanding performance?" "What will I do for an encore?" In fact, the longer a leader is successful, the higher his or her perceived cost of failure. When driven by the fear of failure, leaders are unable to take reasonable risks. They want to do only the tried and proven; attempts at innovation—typically a key to their initial success—diminish and eventually disappear. Which is more important to you: the attempt or the outcome? Are you still taking reasonable risks? Prudent leadership never takes reckless chances that risk the destruction of what has been achieved, but neither is it paralyzed by fear. Often the dance of leadership is two steps forward, one step back. WARNING SIGN #4: Ethics Slip A leader's credibility is the result of two aspects: what he or she does (competency) and who he or she is (character). A discrepancy between these two aspects creates an integrity problem. The highest principle of leadership is integrity. When integrity ceases to be a leader's top priority, when a compromise of ethics is rationalized away as necessary for the "greater good," when achieving results becomes more important than the means to their achievement—that is the moment when a leader steps onto the slippery slop of failure. Often such leaders see their followers as pawns, a mere means to an end, thus confusing manipulation with leadership. These leaders lose empathy. They cease to be people "perceivers" and become people "pleasers," using popularity to ease the guilt of lapsed integrity. It is imperative to your leadership that you constantly subject your life and work to the highest scrutiny. Are there areas of conflict between what you believe and how you behave? Has compromise crept into your operational tool kit? One way to find out is to ask the people you depend on if they ever feel used or taken for granted. WARNING SIGN #5: Poor Self Management Tragically, if a leader doesn't take care of him- or herself, no one else will. Unless a leader is blessed to be surrounded by more-sensitive-than-normal followers, nobody will pick up on the signs of fatigue and stress. Leaders are often perceived to be superhuman, running on unlimited energy. While leadership is invigorating, it is also tiring. Leaders who fail to take care of their physical, psychological, emotional, and spiritual needs are headed for disaster. Think of having a gauge for each of these four areas of your life—and check them often! When a gauge reaches the "empty" point, make time for refreshment and replenishment. Clear your schedule and take care of yourself—it's absolutely vital to your leadership that you continue to grow and develop, a task that can be accomplished only when your tanks are full. WARNING SIGN #6: Lost Love The last warning sign of impending disaster that leaders need to heed is a move away from their first love and dream. Paradoxically, the hard work of leadership should be fulfilling and even fun. But when leaders lose sight of the dream that compelled them to accept the responsibility of leadership, they can find themselves working for causes that mean little to them. They must stick to what they love, what motivated them at the first, to maintain the fulfillment of leadership. To make sure that you stay on the track of following your first love, frequently ask yourself these three questions: Why did I initially assume leadership? Have those reasons changed? Do I still want to lead?
Recommend This Article:Enter an email address
Heed the Signs The warning signs in life—from stop lights to prescription labels—are there for our good. They protect us from disaster, and we would be foolish to ignore them. As you consider the six warning signs of leadership failure, don't be afraid to take an honest look at yourself. If any of the warnings ring true, take action today! The good news is: by paying attention to these signs and heeding their warnings, you can avoid disaster and sustain the kind of leadership that is healthy and fulfilling for both yourself and your followers.
Thursday, May 10, 2007
Rigid leadership? No, he’s great. – Junichiro Koizumi
Junichiro Koizumi, Japan’s former Prime Minister, secured a landslide victory in the Lower House elections on September 11, 2005. This victory proved his leadership was not in a wrong way.
Since he became the President of the Liberal Democratic Party (LDP), he had persisted in privatization of Japan’s postal services because he deemed national postal services full of inefficiency. However, he was always with difficulties. A significant number of legislators were against the privatization, asserting the right of people who live in rural areas. Even some influential legislators in the LDP were against Koizumi, too. In these difficulties, however, he never listened to others’ opinions. He kept insisting on the necessity of the privatization. At this point, he was considered too rigid.
When his plans to privatize the postal services were rejected in the House of Councilors, he did not hesitate to dissolve the Lower House (the House of Councilors cannot be dissolved). He professed that he would resign the Prime Minister if he could not win in the following elections. By dissolving the Lower House, he wanted to ask the public if they want the privatization or not, i.e., if Japanese people support him or not. The consequence of the elections was… shown above.
It is true that he was extremely rigid, but he was so because he was confident of his privatization plans. He knew what was necessary to improve Japan. He knew he himself must implement it even though he would face difficulties. Rigid leadership can be classified as bad leadership, but I believe his rigidness was proof of his great leadership.
http://news.bbc.co.uk/2/hi/asia-pacific/4232988.stm
Since he became the President of the Liberal Democratic Party (LDP), he had persisted in privatization of Japan’s postal services because he deemed national postal services full of inefficiency. However, he was always with difficulties. A significant number of legislators were against the privatization, asserting the right of people who live in rural areas. Even some influential legislators in the LDP were against Koizumi, too. In these difficulties, however, he never listened to others’ opinions. He kept insisting on the necessity of the privatization. At this point, he was considered too rigid.
When his plans to privatize the postal services were rejected in the House of Councilors, he did not hesitate to dissolve the Lower House (the House of Councilors cannot be dissolved). He professed that he would resign the Prime Minister if he could not win in the following elections. By dissolving the Lower House, he wanted to ask the public if they want the privatization or not, i.e., if Japanese people support him or not. The consequence of the elections was… shown above.
It is true that he was extremely rigid, but he was so because he was confident of his privatization plans. He knew what was necessary to improve Japan. He knew he himself must implement it even though he would face difficulties. Rigid leadership can be classified as bad leadership, but I believe his rigidness was proof of his great leadership.
http://news.bbc.co.uk/2/hi/asia-pacific/4232988.stm
Wednesday, May 9, 2007
"Companies don't know what they are doing..."
http://knowledge.wharton.upenn.edu/article.cfm?articleid=1654&CFID=15161194&CFTOKEN=89101502&jsessionid=a83026290160205059a6
Knowledge@Wharton has posted the following interview with Prof. Peter Cappelli, director for the school’s Center for Human Resources, on the topic of Michael Dell once again taking up the CEO position in his company.
I felt this article was relevant to our class because we have spent considerable time in studying and determining the “best practices” for leadership. While we have read many different theories, we understand that there is no single explanation for success or failure only different ways of analysis. In this article, Cappelli points out something that I tend to agree with to a great extent. He states that success is dependent on many factors, including leadership and the business environment. Dell garnered a great deal of success throughout the 80’s and 90’s and has since fallen into a slump. This is isn’t to say that Dell’s leadership is doing something wrong, its just that they have not adjusted to their environment. In fact, Cappelli is certain that Dell is doing the same thing they did earlier, its just not going to work in today’s environment.
As I already mentioned, I tend to agree with his analysis and I’d be interested in seeing what others might this of his assessment.
Knowledge@Wharton has posted the following interview with Prof. Peter Cappelli, director for the school’s Center for Human Resources, on the topic of Michael Dell once again taking up the CEO position in his company.
I felt this article was relevant to our class because we have spent considerable time in studying and determining the “best practices” for leadership. While we have read many different theories, we understand that there is no single explanation for success or failure only different ways of analysis. In this article, Cappelli points out something that I tend to agree with to a great extent. He states that success is dependent on many factors, including leadership and the business environment. Dell garnered a great deal of success throughout the 80’s and 90’s and has since fallen into a slump. This is isn’t to say that Dell’s leadership is doing something wrong, its just that they have not adjusted to their environment. In fact, Cappelli is certain that Dell is doing the same thing they did earlier, its just not going to work in today’s environment.
As I already mentioned, I tend to agree with his analysis and I’d be interested in seeing what others might this of his assessment.
Tuesday, May 8, 2007
Response to Analysis Of Text "Blink"
I haven't read the text Blink but this overview was helpful. In my early days in business I was educated to believe that analysis was more important than my gut feel and instincts, which may be premature. As I have got older and better at understanding that finance and other numbers are derived from human judgements as well as hard facts, I've begun to return to gut feel as a valid measure of a situation, particularly when the information is fuzzy and unclear. The sense that "if something walks like a duck and talks like a duck, it probably IS a duck" tells me I should look at the analysis again, because something isn't right.
However, I do reserve my judgements on people for more than initial impressions, as good people are multi-dimensional and 3 mins might tell you how you FEEL, but not whether this is valid.
The book seems to indicate that gut instincts rule the business world. Good job I'm tall......
However, I do reserve my judgements on people for more than initial impressions, as good people are multi-dimensional and 3 mins might tell you how you FEEL, but not whether this is valid.
The book seems to indicate that gut instincts rule the business world. Good job I'm tall......
Monday, May 7, 2007
Philip Anschutz
Good article about another billionaire who tries to maintain a low profile.
http://www.nytimes.com/2007/04/22/business/yourmoney/22phil.html?ex=1334894400&en=d9be84c14d612731&ei=5124&partner=permalink&exprod=permalink
http://www.nytimes.com/2007/04/22/business/yourmoney/22phil.html?ex=1334894400&en=d9be84c14d612731&ei=5124&partner=permalink&exprod=permalink
Citadel Hedge Fund Manager
Good article about a leader who keeps a low profile and is committed to the community. However, it appear that is about to change with possible political ambitions. Feels to me like someone who is getting more comfortable with the spotlight as time goes on.
http://www.portfolio.com/executives/features/2007/03/29/Opening-Up-the-Citadel?page=0
http://www.portfolio.com/executives/features/2007/03/29/Opening-Up-the-Citadel?page=0
Sunday, May 6, 2007
Blink: The Antithesis of Strategic Decision-Making
The readings in our last class covered decision-making - from the hidden traps, overconfidence and mental pitfalls that challenge our decision-making abilities to the potential of a devil's advocate to bolster them.
Fresh from these readings, I decided to pick up the book "blink" by Malcolm Gladwell (I think someone may have referenced it briefly at the beginning of the course). A big fan of Gladwell's book The Tipping Point, I had been meaning to read his second best seller. While I haven't quite finished it yet (who has time for personal reading during the semester?!), I recommend the book because it offers a flip side to the idea of strategic decision making. Blink is about the immediate conclusions your mind unconsciously jumps to when you meet someone, watch an ad, interact with others, read a few sentences, etc. The author uses leading neuroscience and psychology research to determine how people make "snap" decisions and how we can use the findings to improve our ability to make better decisions.
One of the interesting observations he makes is about interviewing for jobs and the immediate impressions we make. He wrote that there is significant evidence that shows that height - particularly in men - creates very "positive unconscious associations." He polled nearly half of the companies on the Fortune 500 list to inquire about their CEOs. No one would be surprised to learn that they are overwhelmingly white men; but they are almost all tall. Here's my favorite stat: "In the U.S. population, about 14.5 percent of all men are six feet or taller. Among CEOs of Fortune 500 companies, that number is 58 percent." And..."in the general American population, 3.9 percent of adult men are six foot two or taller;" among his sample that number was nearly 33 percent! So much for the Napoleon Complex!
There are other interesting examples of our unconscious reactions dealing with race and gender, as well as customers and the way they dress. From what I've read so far, the book is an interesting read and perfect for summer travel. It's even a good read when you're holding a sleeping five-month-old baby on a puddle-jumper plane, as was my case last weekend! Enjoy!
Fresh from these readings, I decided to pick up the book "blink" by Malcolm Gladwell (I think someone may have referenced it briefly at the beginning of the course). A big fan of Gladwell's book The Tipping Point, I had been meaning to read his second best seller. While I haven't quite finished it yet (who has time for personal reading during the semester?!), I recommend the book because it offers a flip side to the idea of strategic decision making. Blink is about the immediate conclusions your mind unconsciously jumps to when you meet someone, watch an ad, interact with others, read a few sentences, etc. The author uses leading neuroscience and psychology research to determine how people make "snap" decisions and how we can use the findings to improve our ability to make better decisions.
One of the interesting observations he makes is about interviewing for jobs and the immediate impressions we make. He wrote that there is significant evidence that shows that height - particularly in men - creates very "positive unconscious associations." He polled nearly half of the companies on the Fortune 500 list to inquire about their CEOs. No one would be surprised to learn that they are overwhelmingly white men; but they are almost all tall. Here's my favorite stat: "In the U.S. population, about 14.5 percent of all men are six feet or taller. Among CEOs of Fortune 500 companies, that number is 58 percent." And..."in the general American population, 3.9 percent of adult men are six foot two or taller;" among his sample that number was nearly 33 percent! So much for the Napoleon Complex!
There are other interesting examples of our unconscious reactions dealing with race and gender, as well as customers and the way they dress. From what I've read so far, the book is an interesting read and perfect for summer travel. It's even a good read when you're holding a sleeping five-month-old baby on a puddle-jumper plane, as was my case last weekend! Enjoy!
Saturday, May 5, 2007
Business Leadership From Non-traditional Sources
HomeBusiness
Unions call NWA stock awards 'obscene'
Northwest released its plan for granting equity to its CEO and other top executives. Unions will oppose the plan in court.
By Liz Fedor, Star Tribune
Last update: May 05, 2007 – 9:33 AM
Print this story
E-mail this story
Save to del.icio.us
Share on newsvine
Doug Steenland, CEO of Northwest Airlines
Check on NWA's stock
More airlines boost prices on round-trip fares by $10
More from Business
Fix health care? Mayo's on the case
New 'green' frontier: Your dinner
A team with a dream
A generation that expects a different retirement
Super investor Buffett likes Minnesota stocks
Northwest Airlines revealed Friday that it plans to award CEO Doug Steenland $26.6 million in equity in the restructured airline.
Executive vice presidents Neal Cohen, Tim Griffin, Andy Roberts and Phil Haan would each receive equity grants of between $10 million and $13.5 million.
When Northwest emerges from Chapter 11 bankruptcy protection next month, Steenland is expected to be allocated restricted stock with an estimated value of $20.8 million. In addition, he is set to receive stock options with a valuation of $5.8 million. Both types of awards would vest over four years.
Leaders of Northwest unions, whose members have taken double-digit pay cuts to return the airline to solvency, labeled the stock awards "outrageous" and "obscene."This crew of robber barons used the bankruptcy process to extort the wages of its employees for excessive concessions. Now those executives are enriching themselves to obscene proportions," said Wade Blaufuss, a spokesman for the Northwest branch of the Air Line Pilots Association.
Northwest pilots took two rounds of pay cuts -- of 15 percent and 23.9 percent -- and agreed to other contract changes that are saving the airline more than $600 million per year. "We have pilots and other employees who are going through their own personal bankruptcies," Blaufuss said.
The Friday release of the details on the stock awards for the top five executives came just days before Northwest flight attendants begin voting on a contract that saves $195 million a year. A 15-year flight attendant averages $35,433 a year.
Flight attendants have taken pay and benefit cuts, and they have been working longer hours under imposed terms since last summer.
"For them to announce this now at such an outrageous amount of compensation shows how out of touch they are with their own employees," said Andy Wisbacher, vice president of the attendants union.
"The executives keep talking about retaining executive talent," said Wisbacher, of the Association of Flight Attendants at Northwest. "What they should be worrying about is retaining employees, instead of taking their sacrifices to retain the executives who drove us into bankruptcy."
The attendants will vote on a third tentative agreement from Monday through May 29.
Stephen Gordon, a top official with the International Association of Machinists and Aerospace Workers, said the IAM will join the pilots union in court in opposing the management equity plan. He described the stock allocations as "morally wrong."
The equity plan will be included in Northwest's reorganization plan, which must be confirmed by the bankruptcy court before Northwest can leave Chapter 11. A hearing on the plan is scheduled to begin May 16 in New York.
Northwest, in a statement, cited four reasons for the size of the awards to its executives. The carrier said the awards would allow Northwest to recruit and retain executives, to align compensation with the company's financial performance, to create a market-competitive plan that fairly compensates executives and to compensate CEO Steenland at a level that is competitive with his peers.
Northwest also said that Steenland's award is appropriate in the context of the stock awards given to other airline executives. In a Northwest chart, based on regulatory filings, it showed that Doug Parker, US Airways CEO, held stock worth $40.7 million as of the end of last year. American's Gerard Arpey had equity worth $37.7 million, followed by United CEO Glenn Tilton with $27.1 million and Continental's Larry Kellner at $14.9 million.
US Airways and United also were in bankruptcy in recent years.
Some Northwest employees have noted that Gerald Grinstein, Delta's chief executive, has refused to accept equity in Delta, which left bankruptcy this week.
"Comparisons between the equity compensation of Gerald Grinstein and Doug Steenland are apples and oranges," Mike Becker, Northwest's senior vice president of human resources and labor relations, said in a prepared statement Friday. "Management equity plans are designed to incent and retain executives who will lead the organization in the future.
"Mr. Grinstein has announced his intention to retire from Delta later this year and, as such, declined participation in Delta's equity plan. Northwest's board of directors, on the other hand, wishes to retain Mr. Steenland as Northwest's CEO."
The values Northwest placed on the restricted stock and stock options are based on the projected price of the airline's stock when Northwest leaves bankruptcy.
Liz Fedor • 612-673-7709 • lfedor@startribune.com
Obviously as a leader and the job he was tasked to complete with NWA provides reason for Steenland to receive a handsome pay. However, I question the amount in stock options that he will be due. Sure he can only cash them in at restricted quantities with approval of the board and as Delta has shown airlines recently coming out of bankruptcy have their stock prices fall from the initial "new" IPO, but is this ethical? Personally I would have a hard time, as the union members voice, harshly negotiating pay cuts across all unions only to receive stock options in the millions in addition to a handsome base salary. As a leader I would expect to lead by example as well as in voice. But then again he will probably be gone shortly after NWA's exit from bankruptcy having completed the job he was brought in to do.
Unions call NWA stock awards 'obscene'
Northwest released its plan for granting equity to its CEO and other top executives. Unions will oppose the plan in court.
By Liz Fedor, Star Tribune
Last update: May 05, 2007 – 9:33 AM
Print this story
E-mail this story
Save to del.icio.us
Share on newsvine
Doug Steenland, CEO of Northwest Airlines
Check on NWA's stock
More airlines boost prices on round-trip fares by $10
More from Business
Fix health care? Mayo's on the case
New 'green' frontier: Your dinner
A team with a dream
A generation that expects a different retirement
Super investor Buffett likes Minnesota stocks
Northwest Airlines revealed Friday that it plans to award CEO Doug Steenland $26.6 million in equity in the restructured airline.
Executive vice presidents Neal Cohen, Tim Griffin, Andy Roberts and Phil Haan would each receive equity grants of between $10 million and $13.5 million.
When Northwest emerges from Chapter 11 bankruptcy protection next month, Steenland is expected to be allocated restricted stock with an estimated value of $20.8 million. In addition, he is set to receive stock options with a valuation of $5.8 million. Both types of awards would vest over four years.
Leaders of Northwest unions, whose members have taken double-digit pay cuts to return the airline to solvency, labeled the stock awards "outrageous" and "obscene."This crew of robber barons used the bankruptcy process to extort the wages of its employees for excessive concessions. Now those executives are enriching themselves to obscene proportions," said Wade Blaufuss, a spokesman for the Northwest branch of the Air Line Pilots Association.
Northwest pilots took two rounds of pay cuts -- of 15 percent and 23.9 percent -- and agreed to other contract changes that are saving the airline more than $600 million per year. "We have pilots and other employees who are going through their own personal bankruptcies," Blaufuss said.
The Friday release of the details on the stock awards for the top five executives came just days before Northwest flight attendants begin voting on a contract that saves $195 million a year. A 15-year flight attendant averages $35,433 a year.
Flight attendants have taken pay and benefit cuts, and they have been working longer hours under imposed terms since last summer.
"For them to announce this now at such an outrageous amount of compensation shows how out of touch they are with their own employees," said Andy Wisbacher, vice president of the attendants union.
"The executives keep talking about retaining executive talent," said Wisbacher, of the Association of Flight Attendants at Northwest. "What they should be worrying about is retaining employees, instead of taking their sacrifices to retain the executives who drove us into bankruptcy."
The attendants will vote on a third tentative agreement from Monday through May 29.
Stephen Gordon, a top official with the International Association of Machinists and Aerospace Workers, said the IAM will join the pilots union in court in opposing the management equity plan. He described the stock allocations as "morally wrong."
The equity plan will be included in Northwest's reorganization plan, which must be confirmed by the bankruptcy court before Northwest can leave Chapter 11. A hearing on the plan is scheduled to begin May 16 in New York.
Northwest, in a statement, cited four reasons for the size of the awards to its executives. The carrier said the awards would allow Northwest to recruit and retain executives, to align compensation with the company's financial performance, to create a market-competitive plan that fairly compensates executives and to compensate CEO Steenland at a level that is competitive with his peers.
Northwest also said that Steenland's award is appropriate in the context of the stock awards given to other airline executives. In a Northwest chart, based on regulatory filings, it showed that Doug Parker, US Airways CEO, held stock worth $40.7 million as of the end of last year. American's Gerard Arpey had equity worth $37.7 million, followed by United CEO Glenn Tilton with $27.1 million and Continental's Larry Kellner at $14.9 million.
US Airways and United also were in bankruptcy in recent years.
Some Northwest employees have noted that Gerald Grinstein, Delta's chief executive, has refused to accept equity in Delta, which left bankruptcy this week.
"Comparisons between the equity compensation of Gerald Grinstein and Doug Steenland are apples and oranges," Mike Becker, Northwest's senior vice president of human resources and labor relations, said in a prepared statement Friday. "Management equity plans are designed to incent and retain executives who will lead the organization in the future.
"Mr. Grinstein has announced his intention to retire from Delta later this year and, as such, declined participation in Delta's equity plan. Northwest's board of directors, on the other hand, wishes to retain Mr. Steenland as Northwest's CEO."
The values Northwest placed on the restricted stock and stock options are based on the projected price of the airline's stock when Northwest leaves bankruptcy.
Liz Fedor • 612-673-7709 • lfedor@startribune.com
Obviously as a leader and the job he was tasked to complete with NWA provides reason for Steenland to receive a handsome pay. However, I question the amount in stock options that he will be due. Sure he can only cash them in at restricted quantities with approval of the board and as Delta has shown airlines recently coming out of bankruptcy have their stock prices fall from the initial "new" IPO, but is this ethical? Personally I would have a hard time, as the union members voice, harshly negotiating pay cuts across all unions only to receive stock options in the millions in addition to a handsome base salary. As a leader I would expect to lead by example as well as in voice. But then again he will probably be gone shortly after NWA's exit from bankruptcy having completed the job he was brought in to do.
Wednesday, May 2, 2007
The Coach as a Leader
The Coach as a Leaderby Dan Kotaska
When people are asked, "Who is a leader?" many respond by naming politicians, presidents, senators, and governors, military leaders, business leaders, and… successful coaches.
Why are coaches included in this list? Because all coaches are leaders, coaching effectiveness is maximized by understanding how to lead. In a way, the relationship between coaches and players is a contract. Players will follow the coach's wishes or demands and in return they expect their reward, whether that is winning, playing time, positive reinforcement, or some other benefit. With that in mind, a coach has the obligation to find out what each individual's wants and desires are and to get them to believe in the ultimate team goal(s). Here are some guidelines for specific implications of what the coach as a leader should do:
Master and Apply Current Knowledge. Be willing to learn and willing to take the time to understand correct movement mechanics, strategies, and the fundamental principles of sport.
Develop Interpersonal Skills. Develop interpersonal skills especially communication skills. Have a sense of humor but scrap the sarcasm. Players need to feel that they can approach you, if they don't feel that way problems can multiply.
Eliminate all Dehumanizing Language. Treat each person with the dignity and respect that they deserve. Give positive reinforcement rather than negative feedback. Offer solutions when criticism is necessary.
Control Your Emotions. Athletes treat the coach as the role model and will emulate their behavior. If coaches are on the sidelines yelling at officials and throwing chairs, what message is that sending to the players?
Help Athletes Set their own Goals. Goals need to be established as a team and as an individual. Goals should be something that the athletes can actually achieve. Coaches are there to guide athletes in the goal setting process as well as the evaluation of the goals but they are not there to tell the athlete what their goal is or what their goal should be.
Live in the Present. Athletes don't need to be consistently reminded how good your team was last year or in prior years. You may use the past as an example but don't compare your athletes or team to prior years.
Provide Opportunities for Success. Provide good practices, time for game conditions, sensible scheduling and a pleasant atmosphere. The administrative aspects of the job are just as important as any other aspect. Planning, preparation, and budgeting are very important functions. A coach must be a leader, teacher, and an administrator all at once.
Every coach has the ability to lead but it takes work to become a good leader. By following and living by these guidelines, you will be a long way on your path to becoming a good leader.
When people are asked, "Who is a leader?" many respond by naming politicians, presidents, senators, and governors, military leaders, business leaders, and… successful coaches.
Why are coaches included in this list? Because all coaches are leaders, coaching effectiveness is maximized by understanding how to lead. In a way, the relationship between coaches and players is a contract. Players will follow the coach's wishes or demands and in return they expect their reward, whether that is winning, playing time, positive reinforcement, or some other benefit. With that in mind, a coach has the obligation to find out what each individual's wants and desires are and to get them to believe in the ultimate team goal(s). Here are some guidelines for specific implications of what the coach as a leader should do:
Master and Apply Current Knowledge. Be willing to learn and willing to take the time to understand correct movement mechanics, strategies, and the fundamental principles of sport.
Develop Interpersonal Skills. Develop interpersonal skills especially communication skills. Have a sense of humor but scrap the sarcasm. Players need to feel that they can approach you, if they don't feel that way problems can multiply.
Eliminate all Dehumanizing Language. Treat each person with the dignity and respect that they deserve. Give positive reinforcement rather than negative feedback. Offer solutions when criticism is necessary.
Control Your Emotions. Athletes treat the coach as the role model and will emulate their behavior. If coaches are on the sidelines yelling at officials and throwing chairs, what message is that sending to the players?
Help Athletes Set their own Goals. Goals need to be established as a team and as an individual. Goals should be something that the athletes can actually achieve. Coaches are there to guide athletes in the goal setting process as well as the evaluation of the goals but they are not there to tell the athlete what their goal is or what their goal should be.
Live in the Present. Athletes don't need to be consistently reminded how good your team was last year or in prior years. You may use the past as an example but don't compare your athletes or team to prior years.
Provide Opportunities for Success. Provide good practices, time for game conditions, sensible scheduling and a pleasant atmosphere. The administrative aspects of the job are just as important as any other aspect. Planning, preparation, and budgeting are very important functions. A coach must be a leader, teacher, and an administrator all at once.
Every coach has the ability to lead but it takes work to become a good leader. By following and living by these guidelines, you will be a long way on your path to becoming a good leader.
CEOs as public leaders- a Mckinsey Survey
US executives say they should play a much greater role in shaping the debate about sociopolitical issues and in leading efforts to effect change.
The minority who do play such a leadership role are likely to be board members or CEOs, often at privately held companies with annual revenues below $1 billion.
Most of them are motivated primarily by personal reasons and usually act as private citizens.
They say a comprehensive understanding of public issues and a strong network of peers with a similar interest make it easier for them to play a leadership role, while time constraints keep them from playing an even larger role.
http://www.mckinseyquarterly.com/article_abstract.aspx?ar=1909&L2=21&L3=37&srid=246
The minority who do play such a leadership role are likely to be board members or CEOs, often at privately held companies with annual revenues below $1 billion.
Most of them are motivated primarily by personal reasons and usually act as private citizens.
They say a comprehensive understanding of public issues and a strong network of peers with a similar interest make it easier for them to play a leadership role, while time constraints keep them from playing an even larger role.
http://www.mckinseyquarterly.com/article_abstract.aspx?ar=1909&L2=21&L3=37&srid=246
Fostering Innovative Culture
Fortune Magazine hosted an Innovation Forum bringing corporate leaders together to share how they foster an innovative culture.
Gap International, VP, Eric Jackson, talks about driving innovation through a change in thinking patterns.
Ariane de Bonvoisin, CEO of The First 30 Days, talks about the way that comparison and second guessing a decision kills innovation.
A Citigroup CIO discusses hiring the right people to drive innovation.
Enjoy!
http://money.cnn.com/magazines/fortune/innovation/
Gap International, VP, Eric Jackson, talks about driving innovation through a change in thinking patterns.
Ariane de Bonvoisin, CEO of The First 30 Days, talks about the way that comparison and second guessing a decision kills innovation.
A Citigroup CIO discusses hiring the right people to drive innovation.
Enjoy!
http://money.cnn.com/magazines/fortune/innovation/
Leadership in the Virtual Office
In examining corporate and strategic leadership, I wonder how the role of a strategic leader will change with the increasingly virtual workplace. Some of the traditional mythical aspects of leadership may be harder to create in a virtual world. In 20 years, will we even care about charisma or will we be obsessed with how to inspire people through e-mail or a cool avitar.
It also relates to the idea of a corporate culture. How can a virtual company claim to truly have a corporate culture. I have this image of virtual bagels and donuts in Second Life every Friday for all of your virtual employees. There could be a new business concept around the disappearance of the traditional office. Even more retreat centers or the like could look to fill the void in human interaction and create a company culture for the day.
Virtual communication also gives people time to think before they virtually "speak." Many of the bad leadership traits arise when people act rashly. Would there be less bad virtual leaders than we have reality based leaders today?
These are interesting ideas to think about as the idea of corporate leadership evolves over time.
It also relates to the idea of a corporate culture. How can a virtual company claim to truly have a corporate culture. I have this image of virtual bagels and donuts in Second Life every Friday for all of your virtual employees. There could be a new business concept around the disappearance of the traditional office. Even more retreat centers or the like could look to fill the void in human interaction and create a company culture for the day.
Virtual communication also gives people time to think before they virtually "speak." Many of the bad leadership traits arise when people act rashly. Would there be less bad virtual leaders than we have reality based leaders today?
These are interesting ideas to think about as the idea of corporate leadership evolves over time.
True North
Bill George presented at Medtronic today about his thoughts on leadership from his new book "True North." It was a great presentation and sounds like a great book...
Review: 'True North' offers leadership lessons
Posted 4/22/2007 10:23 PM
By Kerry Hannon, Special for USA TODAY
True North has a simple premise for leadership: understand your own life story.
For example, Starbucks' founder Howard Schultz was forever changed at the age of 7 when a broken ankle caused his father to lose his deliveryman job and consequently his family's health insurance and economic security.
"I wanted to build the kind of company my father never had a chance to work for," he says in True North.
Schultz's memories of his father's lost health care led to Starbucks becoming the first U.S. company to provide health insurance for every employee, including those working as few as 20 hours a week.
Bill George, former CEO of Medtronic, and co-writer Peter Sims interviewed 125 executives, ages 23 to 93.
"Your truth is derived from your life story, and only you can determine what it should be," writes George. "When you are aligned with who you are, you find coherence between your life story and your leadership." That alignment is your "true north," an internal compass.
"What emerges from these stories is that virtually all the leaders interviewed found their passion to lead through the uniqueness of their life stories," he writes. "Not by being born as leaders. Not by believing they had the characteristics, traits, or style of a leader. Not by trying to emulate great leaders."
Oprah Winfrey, for example, grew up poor and was molested. At 14, she bore a baby who lived only two weeks. Today, she has a media empire.
"It would have been easy for Winfrey to get caught up in feelings of victimhood. Yet she rose above them by reframing her story in positive terms: first by taking responsibility for her life and then in recognizing her mission to empower others to take responsibility for theirs," he writes.
Winfrey's transformation came in her mid-30s. Often, it takes that long to see "where we fit in the world and help us understand the meaning of those difficult experiences for our personal missions," he writes. George was CEO of Medtronic, a global medical technology company, from 1991 to 2001 and chairman from 1996 to 2002. He, too, had crucibles that "ultimately transformed my approach to leadership."
An only child, he was very close to his mother. He was in his mid-20s when she died suddenly of cancer and a heart attack. Eighteen months later, he was three weeks from being married when his fiancée died suddenly from a brain tumor.
"Her death came as an incredible shock. Once again, I felt all alone in the world." Friends and prayer led him to recovery.
He married not long after and began a corporate career sprint. By 30, he was president of Litton Microwave. He moved on to continue the race at Honeywell.
But one day he admitted this was not how he wanted to spend his life. His unhappiness at work was harming his relationships with his wife, sons and friends.
With such a focus on becoming CEO, "I had lost sight of the purpose of my leadership — to benefit the lives of others." Reflecting on how the support of others pulled him through his personal crises, he was able to make the connection to his life story and transform his approach to leadership.
George contacted Medtronic, whose offers he had three times declined because they had not suited his ambition to lead a large company. Within several months, he became its president.
"To become authentic leaders, we must discard the myth that leadership means having legions of supporters following our direction as we ascend to the pinnacles of power. Only then can we realize that authentic leadership is about empowering others on their journeys," he writes.
This transformation in thinking from "I" to "we" is "the most important process leaders go through in becoming authentic," he writes.
"Only when leaders stop focusing on their personal ego needs are they able to develop other leaders. … They recognize the unlimited potential of empowered leaders working together toward a shared purpose."
Review: 'True North' offers leadership lessons
Posted 4/22/2007 10:23 PM
By Kerry Hannon, Special for USA TODAY
True North has a simple premise for leadership: understand your own life story.
For example, Starbucks' founder Howard Schultz was forever changed at the age of 7 when a broken ankle caused his father to lose his deliveryman job and consequently his family's health insurance and economic security.
"I wanted to build the kind of company my father never had a chance to work for," he says in True North.
Schultz's memories of his father's lost health care led to Starbucks becoming the first U.S. company to provide health insurance for every employee, including those working as few as 20 hours a week.
Bill George, former CEO of Medtronic, and co-writer Peter Sims interviewed 125 executives, ages 23 to 93.
"Your truth is derived from your life story, and only you can determine what it should be," writes George. "When you are aligned with who you are, you find coherence between your life story and your leadership." That alignment is your "true north," an internal compass.
"What emerges from these stories is that virtually all the leaders interviewed found their passion to lead through the uniqueness of their life stories," he writes. "Not by being born as leaders. Not by believing they had the characteristics, traits, or style of a leader. Not by trying to emulate great leaders."
Oprah Winfrey, for example, grew up poor and was molested. At 14, she bore a baby who lived only two weeks. Today, she has a media empire.
"It would have been easy for Winfrey to get caught up in feelings of victimhood. Yet she rose above them by reframing her story in positive terms: first by taking responsibility for her life and then in recognizing her mission to empower others to take responsibility for theirs," he writes.
Winfrey's transformation came in her mid-30s. Often, it takes that long to see "where we fit in the world and help us understand the meaning of those difficult experiences for our personal missions," he writes. George was CEO of Medtronic, a global medical technology company, from 1991 to 2001 and chairman from 1996 to 2002. He, too, had crucibles that "ultimately transformed my approach to leadership."
An only child, he was very close to his mother. He was in his mid-20s when she died suddenly of cancer and a heart attack. Eighteen months later, he was three weeks from being married when his fiancée died suddenly from a brain tumor.
"Her death came as an incredible shock. Once again, I felt all alone in the world." Friends and prayer led him to recovery.
He married not long after and began a corporate career sprint. By 30, he was president of Litton Microwave. He moved on to continue the race at Honeywell.
But one day he admitted this was not how he wanted to spend his life. His unhappiness at work was harming his relationships with his wife, sons and friends.
With such a focus on becoming CEO, "I had lost sight of the purpose of my leadership — to benefit the lives of others." Reflecting on how the support of others pulled him through his personal crises, he was able to make the connection to his life story and transform his approach to leadership.
George contacted Medtronic, whose offers he had three times declined because they had not suited his ambition to lead a large company. Within several months, he became its president.
"To become authentic leaders, we must discard the myth that leadership means having legions of supporters following our direction as we ascend to the pinnacles of power. Only then can we realize that authentic leadership is about empowering others on their journeys," he writes.
This transformation in thinking from "I" to "we" is "the most important process leaders go through in becoming authentic," he writes.
"Only when leaders stop focusing on their personal ego needs are they able to develop other leaders. … They recognize the unlimited potential of empowered leaders working together toward a shared purpose."
Leadership in the Movies
Art often imitates life, so it’s not surprising that over time
Why Movies?
Our students are predominately adults. Those of us in education, training and/or consulting have experienced first-hand the principles of Androgogy, or the study of how adults learn. Adults learn better when: (1) their individual learning needs and styles are met, (2) their previous knowledge and experience are valued and used, (3) they have active mental and physical participation in the learning activity, and (4) there is a focus on the practical applications of the learning (Sheal, 1989).
The Leadership Challenge
One text that provides rich opportunities for movie infusion into the leadership learning process is The Leadership Challenge, 3rd ed. (TLC), by Kouzes and Posner (2002).
From nearly two decades of research, TLC describes five practices essential for effective leadership (Kouzes & Posner, 2002):
Practice #1: MODEL THE WAY
• Find your voice by clarifying your personal values.
• Set the example by aligning actions with shared values.
• Envision the future by imagining exciting and ennobling possibilities
• Enlist others in a common vision by appealing to shared aspirations.
• Search for opportunities by seeking innovative ways to change, grow and improve.
• Experiment and take risks by constantly generating small wins and learning from mistakes.
• Foster collaboration by promoting cooperative goals and building trust.
• Strengthen others by sharing power and discretion.
• Recognize contributions by showing appreciation for individual excellence.
Movies Take the Leadership Challenge
TLC PRACTICE #1: MODEL THE WAY
Movie: Schindler’s List
Oskar Schindler (Liam Neeson) is an empathetic factory owner in Nazi Germany. Schindler intends to give Jews work in his factory, so ultimately he can sneak them out of
TLC PRACTICE #2: INSPIRE A SHARED VISION
Movie: Field of Dreams
Ray (Kevin Costner) has built a baseball field in an
TLC PRACTICE #3: CHALLENGE THE PROCESS
Movie: Remember the Titans
Coach Boone (Denzel Washington), the rookie head coach of the newly integrated high school football team in northern
TLC PRACTICE #4: ENABLE OTHERS TO ACT
Movie: Twelve Angry Men (original version)
One juror (Henry Fonda) in a murder trial tries to help other jurors consider all the facts and avoid making assumptions. He convinces each juror, one by one, to change his vote.
TLC PRACTICE #5: ENCOURAGE THE HEART
Movie: Shawshank Redemption
Andy (Tim Robbins) is serving a life sentence in Shawshank Prison for a murder he did not commit. While there, he has been writing to convince community leaders to send books to improve the library for his fellow inmates. He finally gets money for needed resources.
From Journal of Leadership Education Volume 2, Issue 2 - Winter 2003
Movies offer us so much to learn about leadership and their visual depiction of pseudo-reality make it easy to absorb and remember … so the next time you hit the cinema, think of it as a possible education
References
• Reel Leadership:
Graham, Sincoff, Baker, and Ackermann (2003)
Provides information on how to apply movies to teach the tenets of the groundbreaking leadership research of Kouzes and Posner.
http://www.fhsu.edu/jole/issues/JOLE_2_2.pdf
• Reel Leadership II: Getting Emotional at the Movies
Graham, Ackermann, Maxwell (2004)
Combines the use of film with applied leadership development through emotional intelligence skill building.
Provides an excellent facilitator resource for incorporating movies into leadership development.
http://www.fhsu.edu/jole/issues/JOLE_3_3.pdf
Tuesday, May 1, 2007
Dr. Evil and his leadership style
Here is a link to an interesting article that basically talks about "positional power", as we discussed in class. There is a parallel drawn between the Stanford prison experiments that we watched in class and the Abu Ghraib prison tortures. The "evil" chapter in Bad Leadership talked about the transformation of some people when they are put into a position of power, and this personality study delves into that a little bit more deeply.
http://discovermagazine.com/2007/apr/book-excerpt
http://discovermagazine.com/2007/apr/book-excerpt
Corporate Leadership Development: 10 Crucial Questions (Part One)
Written by Scott J. AllenPublished February 28, 2007
See also:» BCRadio Podcast - February 27, 2007: American Idol's Antonella Barba and Ace Frehley» XM and Sirius To Merge: But What About Opie and Anthony?» The Not-Quite-Sunday Funnies
Full Aticle - http://blogcritics.org/archives/2007/02/28/031848.php
Is your organization planning to create a leadership development program? Does your organization already have a program in place? If so, this article will help you plan or quickly decide if you are on the right track. Five crucial questions to ask:
1. How does the program link to organizational goals/strategic objectives?
2. How are you defining leadership & leadership development?
3. What are the competencies/skills you hope to develop?
4. What sources of learning will you use?
5. How will the leadership development program link to organizational systems?
The Full article link gives you detailed guidelines to follow 30 possible sources of learning...great stuff if you are setting up a leadership program at your compnay...enjoy...
Written by Scott J. AllenPublished February 28, 2007
See also:» BCRadio Podcast - February 27, 2007: American Idol's Antonella Barba and Ace Frehley» XM and Sirius To Merge: But What About Opie and Anthony?» The Not-Quite-Sunday Funnies
Full Aticle - http://blogcritics.org/archives/2007/02/28/031848.php
Is your organization planning to create a leadership development program? Does your organization already have a program in place? If so, this article will help you plan or quickly decide if you are on the right track. Five crucial questions to ask:
1. How does the program link to organizational goals/strategic objectives?
2. How are you defining leadership & leadership development?
3. What are the competencies/skills you hope to develop?
4. What sources of learning will you use?
5. How will the leadership development program link to organizational systems?
The Full article link gives you detailed guidelines to follow 30 possible sources of learning...great stuff if you are setting up a leadership program at your compnay...enjoy...
What's Wrong With Being No. 2? A good leader needs good team players
Kinsman, Michael. Network Journal. New York: Sep 2004. Vol.11, Iss. 9; pg. 14
Organizational psychologist Don Grayson wonders what's so wrong with being No. 2. "It seems in our culture we only have room for winners and that means leaders," says Grayson, a consultant and part-time instructor at Alliant International University in San Diego, Calif. Grayson thinks that if you admit to being a follower, you get a bad rap. But every leader needs followers and, frankly, most people aren't leaders. "Followers are essential to getting the job done, but for some reason we don't seem to adequately respect that," Grayson says.
Mitch Simon, president of the Simon Leadership Alliance, a coaching and leadership development firm, doesn't think the term "follower" applies in today's work force. "Follower is dead," he says. "It's like the word typewriter. It had a time but it has no purpose today." Simon suggests that the people we once identified as followers are now people we call team players. "Fifty years ago, we had people who listened and followed the orders of their bosses. You weren't asked or expected to do anything more. You took orders from the person who controlled the information, and you did what they told you to do," he says.
Today is different. We want workers who think for themselves, make decisions, show us the best way to get jobs done. Information now flows freely, accessed by both the top executives of the company and those working for them. It gives us the chance to tap everyone's creativity for a better company. Yet, Simon thinks both leaders and their team members need to be accountable for the relationship they develop together.
Leaders need to inspire others, communicate a vision, help others develop, hold them accountable and constantly be a model of commitment and integrity. Team members need to let their leaders know when they are not inspired or can't clearly read the vision. They need to accept responsibility for their continuing development, make certain the leader maintains vision and integrity, and hold the leader accountable for the potential of the team. A respectful relationship between leaders and the people who work for them is essential in today's world.
Article copyright The Network Journal.
Love the Last Paragraph....Rodney
Kinsman, Michael. Network Journal. New York: Sep 2004. Vol.11, Iss. 9; pg. 14
Organizational psychologist Don Grayson wonders what's so wrong with being No. 2. "It seems in our culture we only have room for winners and that means leaders," says Grayson, a consultant and part-time instructor at Alliant International University in San Diego, Calif. Grayson thinks that if you admit to being a follower, you get a bad rap. But every leader needs followers and, frankly, most people aren't leaders. "Followers are essential to getting the job done, but for some reason we don't seem to adequately respect that," Grayson says.
Mitch Simon, president of the Simon Leadership Alliance, a coaching and leadership development firm, doesn't think the term "follower" applies in today's work force. "Follower is dead," he says. "It's like the word typewriter. It had a time but it has no purpose today." Simon suggests that the people we once identified as followers are now people we call team players. "Fifty years ago, we had people who listened and followed the orders of their bosses. You weren't asked or expected to do anything more. You took orders from the person who controlled the information, and you did what they told you to do," he says.
Today is different. We want workers who think for themselves, make decisions, show us the best way to get jobs done. Information now flows freely, accessed by both the top executives of the company and those working for them. It gives us the chance to tap everyone's creativity for a better company. Yet, Simon thinks both leaders and their team members need to be accountable for the relationship they develop together.
Leaders need to inspire others, communicate a vision, help others develop, hold them accountable and constantly be a model of commitment and integrity. Team members need to let their leaders know when they are not inspired or can't clearly read the vision. They need to accept responsibility for their continuing development, make certain the leader maintains vision and integrity, and hold the leader accountable for the potential of the team. A respectful relationship between leaders and the people who work for them is essential in today's world.
Article copyright The Network Journal.
Love the Last Paragraph....Rodney
Recruiting natural leaders
Read an interesting article in "The Zweig Letter" concerning the important role recruitment plays in finding future leaders of your firm. This is an industry newsletter geared toward the A/E and Environmental Consulting field but has some interesting perspectives that trancend industry. In this article the author contends that there are certain topics and lines of questioning that can be used during the interview process to identify "natural" leaders. I would go further and contend that beyond this, you should consider regularly assessing current employees in these areas.
- Taking Charge
- Academic Leadership
- Work Ethic
- Entrepreneurialism
- Risk-Taking
- Problem Solving
- People People
- Communication
- Career Progression
- Adaptability
In general, it's somewhat hard to disagree with the points made in this article. Most would readily agree that someone who excels in these areas would very likely be a successful leader. The part of this article which was most interesting to me were the examples given for discerning a person's capabilities in the areas listed above. I believe that a person's reaction to a question such as, "Have you every had an idea for an invention?" would actually give you a good indication of whether the candidate has some entrepreneur instincts or creative problem-solving traits. For me, this is where the preverbial 'rubber meets the road', i.e. how do you go about ascertaining whether a candidate, or even current employee has natural leadership potential? In my company, I can tell you there is nothing formal established either in the recuriting process (such as scripted interviewing questions) or employee performance appraisals to evaluate people in these types of areas.
The full article can be accessed at: http://www.zweigwhite.com/trends/thezweigletter/index.asp
Subscribe to:
Posts (Atom)