Leadership

Stupid is forever

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We all can think of any number of movies lines, posters, or bumper stickers on this topic.  Bottom line?  Stupid is forever.

Leaders have an obligation to try to keep stupid moments in check.  There really aren’t any mulligans for stupid behavior.  The best leaders have to make good solid decisions, oftentimes under difficult circumstances.   When the decision turns out badly leaders don’t have the luxury of shrugging their shoulders with an “oh well.”  They can’t blame bad decisions on anyone or anything but themselves.  After all, as Harry Truman noted, the buck stops with the person in charge.

So how can stupid moments be avoided which undermine decision making and, overall, the quality of leadership?  One of the best things leaders can do is put their egos on the back burner and surround themselves with the best and the brightest – then trust these individuals to do their jobs.  Hold everyone accountable for the good and the bad, and that includes the leaders themselves.  Another key step is to acknowledge that leaders don’t always have the answers.  As a problem solver my approach is to have no other agenda than helping you find lasting resolutions to persistent problems.  That requires you to acknowledge that in the face of the continuing problem what you’ve tried has been unsuccessful.  As we’ve noted in previous blogs, persisting in approaches which don’t work is stupid, plain and simple.

So while the move lines, posters, and bumper stickers might sound cute they don’t solve the problem.  Acknowledging that you need the help of a problem solver is never stupid.  It’s mature and responsible leadership.

“What difference … does it make?”

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First, this article has nothing to do with politics.  If you want to attack or defend the individual who spoke these words some months ago please go find another page or write your own blog.  My focus is on the importance of always considering the consequences of what we say.

It is my assessment that in the heat of the moment the individual who spoke these words did not fully appreciate or understand the potential consequences of her words.  Even today her words carry some weight.  At all times, no matter the venue, setting, or circumstances she has a responsibility for being cognizant not only of the words spoken but the potential impact upon others – in other words the full message.   She’s not the only one in such a position and should not be singled out for criticism, invective, or other agenda.

Each of us in a leadership or management position, no matter how high, carries the same responsibility.  While it might sound good in private or among friends – and maybe in the heat of the moment – our words are never spoken in a vacuum.  Our comments are subject to interpretation by friend and critic alike.  How more effective can we be as leaders when we take that extra moment to think about the consequences before uttering statements we might spend months and years regretting and/or explaining.

“What difference … does it make?”  This comment illustrates the importance of taking that one brief pause before uttering words that muddy the waters, distract from the issue, or unintentionally cause someone pain or anguish.  Lesson to be learned and implemented – think before we speak.

Disneyland or Disney World?

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I recently made my first visit to Disneyland and admit that I made some comparisons with previous trips to Disney World.  I was asked by a cast member at Disneyland if there was a difference and after answering “yes,” I found myself qualifying my response.

Obviously there’s a difference in the physical layout.  Disneyland appears as an oasis of gentility and customer service but escaping the surrounding urban environment is hard to do.  Disney World is a community unto itself.  Escaping the everyday world is easy once you pass onto the grounds and easier still if you stay at one of the resort hotels.  My favorite?  The Wilderness Lodge.

But there the differences end.  The similarities are easy to find. All the staff and cast members are dedicated to the philosophy of making each visitor’s stay memorable.  Whether they agree with management or not, it’s hard to find a Disney employee who imposes their issues on visitors.  What’s the end result?  The Disney product, whether in Anaheim or Orlando, reflects a successful customer oriented approach that works.

Can you adopt a similar philosophy that works for your organization?  You may not be Disney but your work ethic and customer service are just as important.  Are you, as the leader of your organization, willing to work with your staff to identify and support a philosophy that enhances the success of your organization?  After all, what do you have to lose by following such a path.  You might even regain Aunt Nell’s support by such a customer and employee oriented approach.

Disneyland or Disney World – two entities within the same organization offering two unique experiences while showcasing a unified customer service oriented philosophy.

To Change or Not to Change – That is the Question

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It’s that time of year when the majority of the country “springs ahead” to daylight savings time while a few places stay on standard time.  How long has it been since we looked at the effectiveness of daylight savings time?  Does it really make a positive difference (outside of making sure our computers make the change when it’s time?)  If so, why don’t we simply stay on daylight savings time all year round?  Are we simply doing this because it has become tradition?  Is the tradition really a good one?  Do we even know why daylights savings time came into being?  (For the history buffs and detail folks:  The idea originated with Ben Franklin who thought it would be a good way to conserve energy while also taking advantage of some extra daylight in the evening.)
How much of what you do in your organization is tradition?  Do people know the history and the reasons for that tradition?  If not,  why not take advantage of the teachable moment to take a good hard look at how things are done and implement effective changes as indicated?  Change for the sake of change is not generally a good idea.  Change because it’s needed for improved performance and effectiveness – give it a try.

Own your ignorance – and change it!

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Let’s be honest.  Ignorance is not bliss.  Nor is it the negative connotation that most people get when we use the word.  Ignorance, in the context I’m using it, means not having the skill set or the mind set to tackle the persistent personnel issues hurting your organization.  So own your ignorance to the extent that you acknowledge that you have neither the time nor the skills to personally address the issues.  Unless you’re willing to expend both time and effort to become a professional problem solver you’re going to have to have the courage and grace to accept help from others.

Now to change the ignorance and become wise – professional problems solvers have no agenda other than helping you resolve the issues which you’ve identified.  An additional advantage to using the problem solver is that they may be able to identify the real source of the problem rather than focus just on the symptoms.  Accepting help from others won’t diminish your authority or influence within the organization.  Can you imagine the positive impact upon your staff?  It enhances your leadership by letting others know that you’re comfortable calling upon others with better developed problem resolution skills than yours.  It showcases your decision making skills while also demonstrating the importance you place on people.  Having the problems resolved once and for all can only enhance people’s work experience and eventually the organization’s success.

Lesson to be taken from all this?  Accept that you can use the help of a professional problem solver and gain the experience and knowledge needed to  become wise.  Everyone comes out a winner.

Are you really blissful being ignorant?

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According to George Bernard Shaw, “success does not consist in never making mistakes but in never making the same one a second time.”  To be truly successful in resolving persistent personnel issues within your organization stop repeating the mistakes of the past.

I recently had a conversation with a mentor, Jay Block (best-selling author and motivational career coach) about the clichéd definition of insanity that has been making the rounds for a number of years.  You know the one – I even made reference to it in an earlier blog.  In our conversation Jay pointed out that continuing the same behavior while hoping for a different outcome is probably not insanity for us sane folks.  Rather, it is ignorance.  As we continued the conversation I had my “aha” moment and I agree.  Repeating unsuccessful problem resolution behaviors in the corporate world is ignorance but not in the nasty sense of that word.  Do you lack training or skills?  Are you perhaps being stubborn?   How much is your bottom line improved by continuing to stubbornly use approaches which have failed?   How many in corporate leadership positions have taken the time to obtain extensive training in problem resolution?  Isn’t that what you hire people to do?  In this case, being a leader includes having the grace and courage to admit that your skill set or your mind set may not encompass a wide variety of creative and innovative problem solving skills.  Those within your organization who are supposed to address such key issues may not be comfortable making the necessary decisions because of their commitment to the organization.  Isn’t it worth your time to consult with a professional problem solver?  Are you truly seeking to be successful or are you satisfied with your current blissful state?

Same problems, different response?

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It’s still the first month of 2014 and already you’re getting information that the same problems continue to rear their ugly heads.  What do you do?

Like an earlier post asked, are you going to adopt the ostrich response or be the leader?  If you keep using the ostrich response, hoping for a different outcome – well, we won’t repeat the definition of insanity here.  I have watched the problems at a well-known Internet corporation continue into the new year and wonder when their leadership will realize that poor communication from the top is at the heart of their issues.

Back to your situation and here’s a hint – you’re being paid to be the leader.  If everything you’ve tried hasn’t resolved the problems your new response should be to call in a professional problem solver.  In the long run you’re going to save money, improve morale, job performance, job satisfaction and the bottom line of your organization.  That last one should be enough to mollify your stockholders and even Aunt Nell.

Professional problem solvers can provide objective information as to the real issues underlying the problems you’re seeing.  We engage in active and responsible listening to all the parties involved, not just to management’s side of the issue, nor just the staff’s side of the issue.  The problem solver is skilled in both critical and creative thinking and isn’t afraid to use either or both skill sets in helping your organization address the problems.

So your problems from the previous year are starting to set a bad tone for your new year.  Your different response will be to call on a professional problem solver and start on that path toward a positive resolution.  There’s still time to make 2014 the best year yet for improved employee job satisfaction and performance.  Go ahead. Make the call.  We’ll be there for you.

A New Year – A New Opportunity

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It’s a new year and we’ve all had a little time to adjust to writing “2014” on those important documents.  With the new year comes the opportunity to take a fresh look at how we are responding to the problems and issues that occur within our organizations.

This is not an encouragement to make a New Year’s Resolution – most of those only last the first week.  Rather, this is encouragement to take a fresh look at how you identify and resolve problems.  If in the last year you realized that your usual approach wasn’t working, now is a great time to assess your problem solving skills, emphasize the ones that are working and seek out help to improve those that were less productive than you wanted or knew.  Why not also make the decision to call in individuals who have experience with problem solving to help?  Such a decision is not an admission of failure.  It is a testament to your willingness to learn and to grow in your position and a testament to your commitment to seeing your staff and your organization succeed.  Let’s chat!

Can it get any worse?

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Aunt Nell was furious with you.  Over the objections of the board you went ahead and commissioned a new program to implement political correctness.  After spending almost half a million dollars on your plan, the new employee job satisfaction surveys have come in.  Good Lord!  Aunt Nell pointed out that despite the money spent productivity is no higher and surprisingly, employee satisfaction is flat in some areas and down significantly in others.   “All you’ve done is introduce our employees to tyranny cloaked in the appearance of manners,” she pointed out.  When you stated that we’re now in the 21st century and political correctness was the dominant approach, meaning the company had to consider the feelings of people, she slammed her hand on your desk.  “You’ve forgotten our history,” she said in a frosty tone of voice.  “You’ve just told me that treating people with dignity and respect is obsolete.  When your grandparents started this company people were hired on the basis of their qualifications.  We didn’t care about their race, sex, color or creed and we still don’t.  We don’t even care what they do in the privacy of their own homes as long as it’s not illegal.  What matters is that we created and maintain a business where people feel valued for their contributions.  You’ve created an atmosphere where people can’t even talk with one another about issues or behaviors, for fear of being labeled a racist, bigot, sexist or whatever.”  She got up to leave.  “Since when have the demands of a vocal tyrannical minority been more important than treating everyone with dignity and respect?  All of our employees matter, not just those who want to promote their own agenda.  Give me one concrete example where your political correctness has built a cooperative sense of belonging to a team that truly values you as an individual.  You need to take a good hard look at what you’ve done to this company. More importantly, take a hard look at the message you’ve sent our employees. You don’t listen to what our employees have to say.  Instead, you hide behind some fad set of policies. You think I’m a meddler because I frequently visit with our employees.  What’s the name of the foreman in our Branch #2?  How’s his wife doing after her surgery?”  Aunt Nell walked to the door.  “We don’t need your political correctness.  We need to continue to treasure our employees because at the end of the day, they’re the foundation of our success.”

Calm in the Storm

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Does it seem like every day brings with it new uncertainty and chaos to business rules and regulations? How can any leader feel like they have total control over what the future brings for their organization? I can well imagine how the confusion coming out of Washington these days is adding to the anxiety and concern. How do you stay calm in the midst of all this chaos? Do you get the feeling that you’re a very small rowboat in an unsettled ocean and the storm clouds continue to build?
One way to try to stay calm is literally take a deep breath or a short walk. Then take the time to sit with your senior staff and go over all the new things that you are or will be required to handle. Divide them into two categories – the things over which you have control, and the things over which you have no control and which are mandatory. Making that move starts the calming process because it helps define what you can do. If you have absolutely no control over whether a form is submitted or not, why waste time and effort fighting the requirement?
An area of concern lately is how organizations have been changing their employment practices due to the new regulations. Most of the attention has been on the large national and international organizations. But what if you’re a small “mom and pop” organization in a small community? Obviously some very difficult decisions lie ahead for you. The same thing also applies to the larger corporations. It may seem like an impersonal approach but decisions affecting human beings are never easy. In this climate, effective leaders will insure that they communicate honestly and fairly with the entire staff. Even bad news is accepted a little easier when the communication channels are used effectively. Hopefully your organization has effective lines of communication in place and ready to go. It doesn’t make the decision making any easier but it does ease the anxiety just a bit.