7 Reasons You Can't Learn Leadership on Your Own

Very few founders, startup CEOs, board members, investors, and others supporting the entrepreneurial community actively pursue and advocate disciplined, professional leadership development. This is an enormous missed opportunity.

Here are the reasons to develop leadership as posted in a recent article in Inc. Magazine. 

1.  Leadership development works

2.  Leadership is learned and can be taught

3.  Observing leadership is not the same as developing leadership

4.  Many board members and investors are not good leaders

5.  Leadership is about power

6.   You can't always see the ice cracking benearth your feet

7.  The future is not the past


This is written by Brian Evje  and you can read the full article    click here

So what are you doing about developing your key leaders?  

How Important is Face Time?

Recently the new CEO of Yahoo...... Marissa Mayers, took a lot of heat over a change in corporate policy regarding the elimination of remote work from home.  Certainly does not seem up with recent trends, you might say.

But there seems to be more to the story. 

The question revolves around the importance of Face Time in stimulating new ideas and creating a coherent identity.

   Read more from the New Yorker article:     click here

It seems like the company was struggling with the creation of new ideas.  Was having a problem with generating a strong, coherent identity.   Other experts talk about the importance of hallway chat in driving innovation and new ideas.

Do you stimulate the interaction for ideas and innovation?  Might be worth considering.



    

The Advantage - Do you have one?

The Advantage.....Do you have one?

I just finished Patrick Lencioni's newest book called     The Advantage
It is a straightforward and interesting read about one critical element......The Healthy Organization!!

He makes a persuasive case that achieving this Health  (or culture, if you will)  can create a meaningful and economic advantage for your firm or organization.  It sounds simple, but is much harder and time consuming to achieve.  But after all.....he maintains....is this not the primary role of leadership?  That is you, the CEO.

The 4 critical elements include:

  1.  Building a Cohesive Leadership Team

  2.  Communicating Clarity

  3.  Overcomunicate Clarity

  4.  Reinforce Clarity

There are some very specific suggestions and elements outlined in the book that can be followed. 
This incorporates some of the key insights from prior books (The 5 Dysfunctions of a Team)  and (Death by Meetings.)   Some of which may seem counter intuitive....like have more meetings not fewer.  But more effective meetings around driving to clarity.  A major insight is to separate tactical meetings and discussions from strategic meetings.  This will actually drive more productivity. 

I suggest you review the concepts covered in The Advantage......it just might help you create one!!

Insights from Daniel Pink, Author

I attended a conference recently for Vistage Intl and had the priviledge of hearing Daniel Pink, noted Author, as one of the Keynotes.  He presented some clear and brief insights from his life experiences.

These included the following principles:

 1.  Passion is overrated.  People find it difficult to describe this term.  Instead ask people "what do they always do"    Tune in to this....it will show your passion. 

 2.  Questions beat answers.   Asking questions put the other person in active mode....providing answers is more passive.  People tend to tune out your sales speak.

 3.  Make it purposeful and personal.  What is your sentence?   This is another way of asking what is your Vision.....but helps clarify into simple language.  What would be your approach, in just ONE sentence?


To read more explanation of these.  See the below from Vistage writer Terry Morawski.


Dan Pink opened his keynote at the Vistage Think Big Conference by warning the audience his speech would not be drawn from his most recent book, To Sell is Human. Admittedly, this was a risk, especially since his book was a bestseller on the New York Times, Washington Post and Wall Street Journal business lists. The “off script” Dan Pink turned out to be a special treat for the Vistage audience.

Pink shared three lessons he said he’d learned in his life from his research, writing, and also from being a father and husband.

Lesson #1: Passion is overrated. 

 This brought out a few chuckles from the audience initially.  Pink knew he was making a bold statement to challenge such a deeply entrenched buzzword as “passion.” You do not have to look far to find passion listed by most companies in job descriptions, mission statements and marketing materials.

Pink said when he was at a career crossroads in his life, well-meaning people would often ask him “What is your passion?” He said this question is nearly impossible to answer. Also, people often answer this questions incorrectly. The best nudge he received was from his wife who encouraged him to not think about passion, but to think about what he has consistently done in his life.

Despite various unfulfilling career paths (including higher profile jobs like speech writing for Al Gore), Pink had always found time to write. He said he had not chosen writing because it was especially easy for him. Passion is a “hot” emotion, but Pink says we should focus on the activities we are driven to do by more moderate emotions. When coaching leaders, he says, “Don’t annoy people by asking them, ‘What is your passion?,’ instead ask them ‘What do you do?’”

Lesson #2: Questions beat answers.

 How many times have you been about to walk into a tough meeting or important sale and told yourself, “I can do this!” Pink says this type of motivational self-talk is missing the mark. Instead, he says we will get better results by asking, “Can I do this?” This approach leads to an internal conversation which will be more productive than simple cheerleading.

For moving employees to act, Pink suggests replacing a cold directive with a simple question, “On a scale of 1 to 10, how ready are you to…?” If they answer with a four rating, for example, ask them why they did not rate their readiness at a two.This approach forces the employee to rate, and evaluate, their own readiness. This quick introspection get them thinking about what is lacking to achieve a goal. Some of my table mates at lunch said they also could not wait to try this strategy with challenging customers.

Lesson #3:  Make it purposeful and make it personal.

 Pink referenced a study of the alumni fundraising call center at the University of Michigan. The call center was divided into three groups who were asked to spend five minutes prior to making calls to do the following: one group did whatever they wanted, one group read letters from former call center employees and one group read letters from alumni who had benefitted personally from donations. The group who read the alumni letters greatly outperformed the others due to their direct connection with their job’s ultimate purpose. Are you reminding your employees why they do what they do every day?

Pink encouraged every individual to find their purpose by answering the question, “What’s your sentence?” In other words, what is the short, one sentence version of how you want to be remembered. Asking yourself will help direct you toward a path which will be successful and fulfilling. Asking employees this question will help you assist them to be in the right seat on your company’s bus, as Jim Collins would say.

 At the closing Q&A, he was asked what his “sentence” would be. Pink said, “He wrote books that helped people see their lives more clearly and live their lives more fully.” Judging from the rousing standing ovation when he was finished, I would say “Mission accomplished, Mr.Pink.”

The Future of Sales Technology

The Future of Sales Technology

Interesting article viewed on Inc. magazine recently.  It deals with the changing nature of technology within Sales.  The key items included:

1.  Cold calling will become impossible.  (pretty much already is this way)

2.  Tablets will replace laptops and maybe desktops.  (where do you stand in your firm?)

3.  Sales Mgmt will become more data driven

4.  CRM will become invisible   (as the adoption rate continues to increase)

5.  Interactive video will be ubiquitous  (are you using today?)


Read more of the article    click here

Wishing everyone a Healthy and Prosperous New Year!! 

      Steve Brody

6 Key Traits for Military and Business Leadership Success

From the Battlefield to the Boardroom: 6 Key Traits for Military and Business Leadership Success

 There certainly are many lessons that can be applied from Military leadership to the Business world.  From a former Navy Seal, here are six:

 1.  Lead from the front

 2.  Respect the chain of command

 3.  Take calculated risks

 4.  Make a decision

 5.  Empower people and delegate

 6.  Have compassion  

Read the complete article below. 

Article by Brent Gleeson

I don’t think that anyone who has served this country in the military would argue that those experiences didn’t impact the rest of their lives in some shape or form, especially during war time where combat is involved.  I served five years as a United States Navy SEAL with combat deployments to Iraq and Northern Africa.  What I gained from that time of service set the tone for my life after the SEAL teams and provided me the tools for success in entrepreneurship and growing businesses.

The 6 Key Traits for Military and Business Leadership Success

1. Leading from the Front:  This one is obvious but I feel rarely followed.  It takes intense focus and consistency for a leader to do this all the time.  For a SEAL officer, it starts with simple things in training such as maintaining a head count for your boat crew amidst chaos and being in better physical condition that the enlisted guys.  In a growing company it is critical for the leaders to lead by example and be as consistent as humanly possible.  This means following the processes and procedures set by the company, not breaking promises, and not asking anything of anyone that you are not willing to do yourself.  In combat as in business, the best leaders lead from the front, get their hands dirty, and show their team that they are willing to do what it takes to accomplish the mission.  
2. Respect the Chain of Command:  This part is crucial and is just as important from the top down as it is from the bottom up.  This also takes focus and consistency.  In the SEAL teams, each platoon of 15 SEALs has an Officer in Change (OIC), a Second Officer, and then senior enlisted leadership consisting of a Chief and a Leading Petty Officer (LPO).  In my opinion the SEAL teams equate more to an entrepreneurial environment whereas the traditional military is more like corporate America.  That said, even in a dynamic fast paced environment where the lines of hierarchy are sometimes blurred, chain of command is still very important.  The senior leadership in an organization must never undermine the authority of middle managers by going around them.  The result is a complete disintegration of structure and a very confused work force.
3. Ability to Take Calculated Risks:  Not surprisingly risk taking behavior is a common trait amongst the ranks of the special operations community.  Being a risk taker is one thing, but having the ability to make decisions on the fly with the available intelligence and take calculated risks is an entirely different skill.  Let’s face it, everything in combat is risky.  We gather as much intelligence as possible then have to develop and execute a plan based on what we have.  That is why strategic planning and contingency planning are imperative.  Running a business is the same way.  The leadership must make decisions based on available information and must take some risks in order to gain market share and grow competitively.
4. Make a Decision:  The worst thing a leader can do in combat is NOT make a decision.  When bullets are flying and the team is awaiting orders critical to making a dynamic shift in a plan that has most likely gone to hell, a leader must react quickly and calmly under extreme pressure.  Sometimes in an after action review it may be determined that certain decisions were not the right ones, but that is why we have “lessons learned” and constantly evolving tactics.  As many of us know, running a start-up is very similar.  Things are happening, plans are changing, opportunities are arising that must be taken advantage of, etc.  The leaders must make decisions every day under pressure.  The best way to ensure sound decision making is to have a strategic plan with multiple contingency plans to support it.  Proper Prior Planning Prevents Piss Poor Performance!  And keep in mind that making the decision not to make a decision on a certain issue at that time is still a decision!
5. Empowerment and Delegation:  No good leader assumes they know everything and the best ones surround themselves with amazing talent.  The success of any sports team, military unit, or business doesn’t just come from great leadership and management; it comes from excellent team members and a collaborative environment.  I have been blessed with an amazing business partner and unbelievably talented team.  It is important to provide parameters and then allow the team to operate somewhat autonomously within those boundaries which fosters creativity, empowerment, and a sense of ownership when goals are accomplished.  And then of course, acknowledging team members for hard work is very important.

6. Compassion:  It may surprise some of you that compassion is an important quality for a solider to have.  We must have compassion for our teammates, for the innocent civilians overseas, and even for the enemy.  A good leader understands that compassion is a key ingredient in the recipe for success.  When running a business, the leadership team must be sensitive to the needs and desires of the team.  A happy team will be a hard-working and successful team.  Transparent feedback and 360 degree reviews should be a part of the normal communication flow up and down the chain of command.  When the team knows they have a voice and that management values their input, the bond of the group only grows stronger.

“Leadership is the art of getting someone else to do something you want done because he wants to do it.”-General Dwight D. Eisenhower  In the SEAL teams, blood, sweat, and tears is a part of the job and recognition for that is not usually given nor expected; but in the “real world” recognition is an important part of good leadership and keeping morale high.

6 Key Traits for Military and Business Leadership Success

From the Battlefield to the Boardroom: 6 Key Traits for Military and Business Leadership Success

 There certainly are many lessons that can be applied from Military leadership to the Business world.  From a former Navy Seal, here are six:

 1.  Lead from the front

 2.  Respect the chain of command

 3.  Take calculated risks

 4.  Make a decision

 5.  Empower people and delegate

 6.  Have compassion  

Read the complete article below. 

Article by Brent Gleeson

I don’t think that anyone who has served this country in the military would argue that those experiences didn’t impact the rest of their lives in some shape or form, especially during war time where combat is involved.  I served five years as a United States Navy SEAL with combat deployments to Iraq and Northern Africa.  What I gained from that time of service set the tone for my life after the SEAL teams and provided me the tools for success in entrepreneurship and growing businesses.

The 6 Key Traits for Military and Business Leadership Success

1. Leading from the Front:  This one is obvious but I feel rarely followed.  It takes intense focus and consistency for a leader to do this all the time.  For a SEAL officer, it starts with simple things in training such as maintaining a head count for your boat crew amidst chaos and being in better physical condition that the enlisted guys.  In a growing company it is critical for the leaders to lead by example and be as consistent as humanly possible.  This means following the processes and procedures set by the company, not breaking promises, and not asking anything of anyone that you are not willing to do yourself.  In combat as in business, the best leaders lead from the front, get their hands dirty, and show their team that they are willing to do what it takes to accomplish the mission.  
2. Respect the Chain of Command:  This part is crucial and is just as important from the top down as it is from the bottom up.  This also takes focus and consistency.  In the SEAL teams, each platoon of 15 SEALs has an Officer in Change (OIC), a Second Officer, and then senior enlisted leadership consisting of a Chief and a Leading Petty Officer (LPO).  In my opinion the SEAL teams equate more to an entrepreneurial environment whereas the traditional military is more like corporate America.  That said, even in a dynamic fast paced environment where the lines of hierarchy are sometimes blurred, chain of command is still very important.  The senior leadership in an organization must never undermine the authority of middle managers by going around them.  The result is a complete disintegration of structure and a very confused work force.
3. Ability to Take Calculated Risks:  Not surprisingly risk taking behavior is a common trait amongst the ranks of the special operations community.  Being a risk taker is one thing, but having the ability to make decisions on the fly with the available intelligence and take calculated risks is an entirely different skill.  Let’s face it, everything in combat is risky.  We gather as much intelligence as possible then have to develop and execute a plan based on what we have.  That is why strategic planning and contingency planning are imperative.  Running a business is the same way.  The leadership must make decisions based on available information and must take some risks in order to gain market share and grow competitively.
4. Make a Decision:  The worst thing a leader can do in combat is NOT make a decision.  When bullets are flying and the team is awaiting orders critical to making a dynamic shift in a plan that has most likely gone to hell, a leader must react quickly and calmly under extreme pressure.  Sometimes in an after action review it may be determined that certain decisions were not the right ones, but that is why we have “lessons learned” and constantly evolving tactics.  As many of us know, running a start-up is very similar.  Things are happening, plans are changing, opportunities are arising that must be taken advantage of, etc.  The leaders must make decisions every day under pressure.  The best way to ensure sound decision making is to have a strategic plan with multiple contingency plans to support it.  Proper Prior Planning Prevents Piss Poor Performance!  And keep in mind that making the decision not to make a decision on a certain issue at that time is still a decision!
5. Empowerment and Delegation:  No good leader assumes they know everything and the best ones surround themselves with amazing talent.  The success of any sports team, military unit, or business doesn’t just come from great leadership and management; it comes from excellent team members and a collaborative environment.  I have been blessed with an amazing business partner and unbelievably talented team.  It is important to provide parameters and then allow the team to operate somewhat autonomously within those boundaries which fosters creativity, empowerment, and a sense of ownership when goals are accomplished.  And then of course, acknowledging team members for hard work is very important.

6. Compassion:  It may surprise some of you that compassion is an important quality for a solider to have.  We must have compassion for our teammates, for the innocent civilians overseas, and even for the enemy.  A good leader understands that compassion is a key ingredient in the recipe for success.  When running a business, the leadership team must be sensitive to the needs and desires of the team.  A happy team will be a hard-working and successful team.  Transparent feedback and 360 degree reviews should be a part of the normal communication flow up and down the chain of command.  When the team knows they have a voice and that management values their input, the bond of the group only grows stronger.

“Leadership is the art of getting someone else to do something you want done because he wants to do it.”-General Dwight D. Eisenhower  In the SEAL teams, blood, sweat, and tears is a part of the job and recognition for that is not usually given nor expected; but in the “real world” recognition is an important part of good leadership and keeping morale high.