Protecting objectivity will increase effectiveness

Webster defines objectivity as “treating or dealing with facts without distortion by personal feelings or prejudices.”  No one can divorce feelings completely from decisions or judgments.  Feelings are part of being human and in fact, having feelings make us human.  However, as a business leader, you need to remain vigilant that feelings don’t over ride facts. 

People issues are fertile ground for distorting objectivity.  When we think about the quality of our people, we often have our favorites.  People we have personally hired are in this category as well as people who have qualities similar to our own.  All of this can lead to a serious leadership trap: overestimating the talent of your organization.

This is a common tendency we often observe, even at the highest levels.  It can seriously impact performance, morale, and succession planning.  One way to avoid this trap is to BE AWARE and honest about your feelings when it comes to people in your organization.  Seek outside evaluations from time to time as well.  A third party can see things that you simply can’t.

Having strong people in the right roles is the surest way to drive high performance.  By accepting your human vulnerabilities, you can protect your objectivity and increase the effectiveness of your team.

Feedback is Fuel

We have all heard broadcasters, media moguls, and actors of every stripe discuss the importance of ratings.  With the proliferation of media options this has become even more important.

For a broadcaster, ratings are the scorecard.  Without constant ratings feedback, there is no way to know how well a show has been received by the audience. Certainly the advertisers who are paying big bucks for a brief commercial want to know about ratings.

As a business leader, you should think about your ratings.  

Are you receiving high quality, regular feedback on your performance?  If not, why not?  Could you be preventing feedback from getting to you by your actions and behavior?   In other words, are the people around you comfortable giving you candid feedback?  Do they feel they can without paying a price? (And by the way, I am really not talking about the typical annual performance appraisal. By the time you get that feedback, it’s often too late.)

We can prevent feedback from getting to us simply by sending signals (consciously or unconsciously) that we don’t want to hear it.  Consider facial expressions and other non-verbal ques.  Of course, biting someone’s head off is another way to shut down the feedback pipeline.

What happens? 

You hear little or nothing about how you are doing from those who matter most.  This is like having a TV show without ratings. How can you be effective if you don’t know how your audience is feeling about you?

Frequent high quality feedback is like rocket fuel. 
Feedback enables course corrections, reduces errors in judgment, and stimulates performance.  In other words, it makes you better.  Ultimately, that’s what it’s all about.  


How good is the quality of the feedback you’ve been getting lately?

Let's Walk theTalk and visibly live our values

I was listening to an interview on a national news station the other day.  The reporter was interviewing a well known academic and expert in political communication strategies. This individual has developed a specific reputation for creating powerful “sound bites”---those short and easily remembered lines that are intended to be repeated often in the media. Here is what the Phrase Finder website has to say about the origin of sound bites:

This originated in US media circles in the 1980s.  It is clear that the first known printed citations come from that period.  For example, The Washington Post, June 1980---"Remember that any editor watching needs a concise, 30-second sound bite. Anything more than that, you're losing them."

By the mid-1980s we had a new breed--"the Spin Doctors."  Their influence is such that the use of sound bites is now [2006] commonplace throughout those parts of the world that is strongly influenced by the media, i.e. pretty much everywhere.

The expert being interviewed passionately articulated some clear concerns about the use of sound bites.  Specifically that at best they were highly incomplete disclosures of an important idea or position.  At worst, they were outright manipulations of the facts. He made the case that we desperately need more information about important issues and need to be willing to invest in a more comprehensive understanding.  We shouldn’t be “lost” (as the above quote implies), if we have to actually listen for more than 30 seconds.  

I found it ironic that this individual, who was passionately advocating for  more information, followed his plea with (I paraphrase) “don’t get me wrong, I make a lot of money creating sound bites for politicians, it is a big business.”  As I was driving I remember asking out loud, “why are you doing it then?”  My opinion of this individual’s credibility dropped immediately in my eyes.  He sounded like a hypocrite.

The validity of sound bites is not really the point here. The point is that as leaders, we need to visibly live our values; we need to “walk the talk.”  Followers can spot a hypocrite a mile away.  If you are engaged in something that is inconsistent with your values and beliefs, you need to stop doing it.  If you lose your credibility, you will lose the hearts and minds of your followers.

Please pass along any comments; I always appreciate your thoughts.

To advance your career, make yourself uncomfortable

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Are Suppy Chain Leaders Ready for the Top?

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Accept Reality---and do something about it....

In Dickens’ famous story, A Christmas Carol, Scrooge must face his past, present, and future.  As he travels through his life, we experience a story of scornful failure followed by undeniable redemption.  We see early on that Scrooge has lost touch with what really matters; because he has accepted a cynical world view, he is left old, alone, and bitter.

During his time with the Spirit of Christmas Present, Scrooge is confronted by two of the most intense characters in the story.  When the Spirit opens up his cloak, sitting at his feet are two dirty and frightened children; the boy’s name is Ignorance and the girl’s is Want.  When queried by Scrooge, the Spirit provides some clear direction: “Beware of them both and all of their degree, but most of all beware this boy, for on his brow I see that written which is Doom, unless the writing be erased.  Deny it!”

While up to interpretation, it appears that from the Spirit's viewpoint ignorance and denial are two sides of the same coin.  If you deny reality and claim ignorance, suffering is a certainty.  For anyone in business, this advice should resonate loudly.  

The business world is strewn with the bodies of leaders who chose to deny reality and paid the price.  We all want to hear good news. We don’t like the trouble and emotional angst that comes with problems.  However, not facing reality can cost you dearly.  Competitors that are underestimated will eat your lunch; under-performing executives left in place hurt morale; questionable ethics that aren’t challenged have painful consequences.

However, even Scrooge found redemption! By facing the impact of his denial and ignorance, his spirit rose from the ashes.  It is never too late to ask the tough question and to challenge your own actions.  This is what great business leaders do and their companies thrive.  

The good news is we can all learn from Scrooge. 

By accepting reality and doing something about it we can achieve great things.  

Happy Holidays!

Common Sense---a (business) notion that has been around for a long time...

Ben Franklin often spoke of common sense with such notable quotes as "If you would be wealthy, think about saving as well as getting” and “Creditors have better memories than debtors." 

Ben’s practical approach to life was admired by many and certainly has much to teach us about executive leadership.

In business, complexity is the enemy of common sense. When business ideas are allowed to flourish in the form of highly complicated and confusing concepts, common sense is often a casualty. Complexity hides basic truths and we don’t have to look very far to find examples

Senior executives must constantly be on guard for ideas that are too hard to explain, are expressed with emotion rather than logic, and are pitched with certainty, often by individuals convinced of their superior intellect.  “Trust me on this one, I completely understand the issues.”   To ensure common sense prevails you should:
 

o     Ask pointed questions and listen carefully.  Questions are almost always more useful than statements.  Poor listening is behind many bad decisions.

o     Encourage aggressive debate and give your team permission to engage in conflict when considering important decisions.  Let them know it is okay to “get into it”, notwithstanding personal attacks.

o    Seek input from diverse sources both within and external to your organization. Check out your thinking with those you trust to tell you the unvarnished truth. 

o    Recognize the natural role your emotions play in decision making. Emotions can override judgment; learn to question your emotions.

In business, common sense is an important litmus test for good decision making.  By asking questions like, “Does the idea pass the reasonableness test?"  

Would I do this with my own money?  
Can the idea be expressed simply?  
Is it supported by facts? 

These are the kind of questions Ben would likely ask.  

We would all do well to heed his wisdom; it is as relevant today as it was 250 years ago.

Comfort Zones

“Past performance is no guarantee of future results.” This disclaimer is no doubt familiar to anyone who has ever invested in a mutual fund. When I saw this disclaimer the other day, I thought about my clients and the discussion we often have about Comfort Zones. I've also written an article* devoted to this important concept published in the November (2010) issue of the Supply Chain Quarterly Magazine.

You likely arrived in your current position on the back of some real assets, like your ability to get into the details or make quick, effective judgments. Now let’s assume your responsibilities significantly increase. Perhaps you’ve become the CEO of a much larger company or the president of a global division with international range and scope. Will doing what you’ve always done, in the same way be a successful strategy now? Most likely, the answer is no. You need to avoid the trap of falling back into your comfort zones. To do this, you must be self aware and willing to adjust your approach.

As responsibilities increase with your changing role, it’s easy to confuse a strength with a liability. This is especially true under pressure. Behavior that may have served you well in the past may not be appropriate in your new higher level position. When you lead from the top you must work through a team of senior leaders who represent you, extend your reach and give you leverage. The behavior you want to rely upon to lead senior officers is different (in important ways) from the leadership behavior you used when you were one of those senior officers. This is probably the number one cause of CEO failure and there are examples of this in the business press every day.

This “Comfort Zone Trap” is not just a bad habit. It can be a fatal flaw. As you evaluate your own leadership style, you might look for this trap as a real opportunity to improve. 

*Read my article:  Are Supply Chain Leaders Ready for the Top?

In Business, You Get What You Expect

Clients sometimes say to me, “this organization is just too political.” At times it gets more specific, “that guy is a political animal."   With some folks there is resignation:  “I’m no good at politics; I need to get out of here!”  Politics are considered frustrating and counter-productive, which is often true.

In the business context, the word “politics” certainly has its negative connotations.  It stirs up images of the “yes man” (or woman), the “back stabber” (driven out of control by ambition), and the individual that says one thing and does another.  Why does anyone put up with this?  

The answer is simple:  You can’t avoid it. 

Anyone with kids has seen this play out from the earliest years.  Our twins were keeping score when they we two years old.  If you complimented one, you were neglecting the other.  At two they were competing for power in very simple and effective ways.

A business leader is expected to bring in the best talent, create a high performing organization, and hit the numbers.  In the “thrust and parry” of competition, there will be winners and losers.  No matter what, politics will be hovering around. 

  

So what should a leader do?  It is all about keeping it simple and clearly communicating your values.

People will model your behavior.  If want to minimize the impact of politics, be clear about what’s important.

Here is a simple exercise.  

Write down on a sheet of paper a single word you associate with a “political” organization. It should reflect behavior you have seen with your people.  Then come up with its opposite.

For example:

Negative                     Positive

BS                                Straight Talk

Showboat                    Team Player

Blame                          Accountability

Following this example you would simply, concisely, and frequently communicate to your organization that you value and expect: Straight Talk, Team work, and Accountability. In every interaction, you would consciously model these behaviors.  With the passage of time, the values will become second nature; most employees will be able to name and describe them. 

With all of the management theory and programs available regarding “culture change,” it's easy to forget the simple fact that really do you get what you expect!  If you want to minimize the negative effects of Politics, be clear about your values. Your folks will appreciate it.

Keeping it Simple---Simplicity is a Competitive Weapon

Business leaders often talk about the need to simplify.  Complexity can be like a mutant cell reproducing rapidly and absorbing everything in its path.   Things get so complicated that dense power point slide presentations, exceedingly long meetings, and complex vocabulary proliferate.

Of course, at the deepest level, complexity exists in everything around us.  Even single celled amoebas, some of the most basic life forms, are rather complex critters.   However, when most of us learned about them in elementary school, we didn’t need to comprehend their every physical process to explain what made them so unique.  While sitting in biology class and bored out of my mind, I even took notice of the teacher’s simple message:  “amoebas are single cell animals that reproduce without sex.  Now that’s memorable!

In today’s business environment, it’s become more difficult to “get to the point” amid the onslaught of complex ideas and concepts. 

What to do?  

Business leaders must impress upon their people that simplification is a way of life; it is an expectation.  This requires instilling core beliefs like, ‘simple isn’t dumber, it’s smarter.”  Most importantly, senior leaders must “walk the talk” by demonstrating this skill themselves. 

Simplicity creates velocity.  

Simple ideas can be communicated and acted on more quickly.  They are less prone to misinterpretation and encourage inclusion by ensuring more people comprehend the idea.  Simplicity creates more passion, commitment, and achievement. 

Executives that value simplicity can be heard saying things like:

“What is your key point in one or two sentences?

“No more PowerPoint, tell me in one or two typed pages!”

“How would you describe this concept to a child?"

Simplicity is a competitive weapon.  

Companies that value simplicity move faster than those that don’t.  

Embrace simplicity and great business results will follow.

Please join in on this "discussion topic" on my Executive Challenge Group on Linked In: PowerPoint slide decks are the dominate medium most company executives use to communicate plans, strategies, etc. What is the downside? What would happen if your company cut PP use by 50%?

Getting Past the "But We Already Tried That" Response - my comment to a post by John Kotter on his Blog on HBR.com (Harvard Business Review)

Getting Past the "But We Already Tried That" response is fantastic piece by John Kotter on the Harvard Business Review HR Blog this month and (this is how I commented directly to him on the blog on10.14.10) this is a great example of how execution can get bogged down.  

Another variation of this "block" is to say, "great idea lets study this issue in more depth and get Joe, Bill, and Mary's opinion. Then you can bring it back to us and we can discuss it again."  This delay strategy often has the same effect as an outright block and can be harder to counter because it is disguised as prudent and thoughtful.  

In either case, it can be effective to  immediately establish what YOU AND THIS GENTLEMAN BOTH AGREE ON.  Then, invest some time offline to resolve the issue. This reduces defensiveness, establishes common values, and protects what might be fragile egos.  

It might go something like this:  "Joe, thanks for your thoughts.  They are really helpful.  Do you agree that it made sense to at least explore this idea because of its potential to drive productivity?  Okay, so I would really appreciate the opportunity to meet with you after this meeting to discuss the issue further.  Are you open to investing some time?  Great, I know we both want to improve this business."  

Now if Joe doesn't agree with the basic need to vet this idea, try another more general outcome, like, " I know we both want to see this business improve."  There are times when a little diplomacy can go a long way.

John Kotter  - HBR BLOG
On:Leadership,Managing People,Change Management

Getting Past the "But We Already Tried That" Response

10:23 AM Thursday October 14, 2010  | Comments (9) (I am one of them as above).

You and your team have been wrestling with the problem of increasing efficiencies without a big budget to make it happen. You've been authorized to look at every aspect of the process. One particularly enterprising young woman on your team has found that a complicated safety inspection procedure that was put in place fifteen years ago is no longer necessary because the parts that required inspection no longer exist in the product now being produced. And yet workers are holding up the production for the required amount of time in order to get sign-offs anyway.  Great! Simple! We get rid of this inspection process for parts that don't exist and increase productivity by 15%!

Not so fast. When you bring this insight to the management committee, one grizzled fellow says, "That won't work. We tried that five years ago and the lawyers wouldn't let us take it out of the subcontract." Now, this particular grizzled fellow is used to having his words taken as law. Everyone defers to him because he has been around a long time, is in a position of power, and knows a lot about the ins and outs of the critical and complicated production paths.

What do you do?

Certainly you could try to argue your point, but you don't have all the facts of what actually happened five years ago and past experience has shown that arguing with this fellow can be a dangerous activity.

The basic comeback for "We tried that already and it didn't work" is to say something like: "That's a good point, but that was then and this is today. You know, things change. They always do, for all companies everywhere. We don't make the exact same products. Our customers are changing" [or other basic, clear, facts that illustrate how things have changed]. "I'll make a call to the lawyers today, just to be safe" [if you haven't already done so, which you may have] "and if there's a problem with doing this now, we'll try to solve it and get right back to you. But we need the 15%, right? So unless the lawyers scream, why don't we agree now to go forward with the plan. I mean, it really is a terrific idea."

You must never get sucked into the black hole of "what happened 5 years ago." He may have more facts than you do, and make you look as if you didn't do your homework. (Of course it's always a good idea, as part of your preparation, to learn about earlier similar efforts and why they didn't work out.) The real danger, though, is getting drawn into a distracting conversation that goes on to the point where the idea is put aside because you've run out of time on the agenda. Or that the ensuing discussion either bores or confuses people so that they give up and lose interest.

"We already tried that" is one of the familiar attacks I've seen many times over the years. Be prepared for it, and mold your response to your own particular situation. What are some of the variations on this attack that you have seen?

John Kotter

Highlight photos from the CSCMP Annual Global Conference in San Diego - September 26 and 27 2010

Highlight photos from my appearance at the the
CSCMP Annual Globla Conference in San Diego
September 26 and 27, 2010