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Leadership Thought #468 – The Biggest Mistake Leaders Make

The biggest mistake leaders make is to think it is all about them.   They believe that success or failure is a direct result of their own personal behavior rather than a team effort.  Show me a successful leader and I will show you a person surrounded by good people who each do their own jobs exceedingly well.  While it is common practice in this country to celebrate the individual, no one builds a high performing organization by themselves.  This doesn’t mean that the leader isn’t an essential ingredient; however, he/she needs other ingredients to complete the recipe.

We all have strengths and weaknesses.  There are situations in which we will naturally thrive and others where we will inevitably struggle.  A leader’s job is to maximize the organizational benefits of their talents while minimizing the impact of their weaknesses.  The best way to mitigate individual limitations is to seek out other people who supplement our own deficiencies. Visionary leaders often need colleagues who excel at focus and implementation.  Detail-oriented people often require team members who push them to be more decisive and think outside of the box.  Someone who has great people skills may lose sight of harsh business realities.  If you’ve worked for any considerable amount of time, you will notice that your favorite leaders often knew where they were lacking and made sure they dealt with this reality rather than ignored or overcompensated for it.

In addition, there are limits to what any one person can physically accomplish.  You can only personally sell so much or manage a finite number of clients.   No one person has the market cornered on good ideas.  As smart as you may be, you won’t have the requisite knowledge to effectively address every issue that pops up.  Moreover, there are only so many hours in a day. Anyone who pushes too hard for too long will burnout and start making bad decisions.   The first growth roadblock for most businesses is when they’ve exhausted the professional capability of the leader.  Sadly, many companies don’t get too far beyond this point due to ego issues and/or short-sightedness.

A leader’s job is not to be a superman or superwoman, who can personally overcome any obstacle strewn in their path.  Their job is to build organizational resilience through teamwork, shared commitment and sacrifice, building and leveraging the talent base available to the company, establishing critical operational redundancies, and maintaining the ongoing pursuit of common objectives (despite obstacles).  If you take a prolonged vacation, the business shouldn’t fall apart. Employees shouldn’t panic at the first sign of a crisis and look to your strong leadership to solve all the tough problems.  The biggest mistake is to place yourself at the center of the organizational universe and view others as simply inhabiting your orbit.  Instead see yourself as part of a constellation of stars serving a more important purpose.

 

Leadership Thought #466 – Do You Have A Plan?

I am regularly surprised by how many business owners/leaders operate without a plan.  They simply make it up as they go along.  I guess if you don’t know where you are going; any road will take you there.  I sometimes wonder if this mindset is purposeful.  It’s hard to hold someone accountable (including yourself) if there are no real markers for success.  You can also apply any possible excuse to explain why the business isn’t more successful. 

Without a plan your business is a like a tumbleweed blowing in the wind. You don’t know where it will end up and the course it takes to get there is subject to the whims of other forces.  Unfocused effort only ever leads to frustration, miscommunication, wasted effort, poor financial decision making, unnecessary stress and less than optimal results.

As a leader, you need to plan for the following:

  • How you will stay on top of industry trends and changes;
  • How your business will compete in your market in both the short and long term;
  • How you will stay connected to your existing clients and anticipate/meet their needs;
  • Who you will target with your marketing and sales efforts and how you will make this happen;
  • What constitutes financial success and how you will manage to these outcomes;
  • How you will manage the natural risks inherent to your business/industry;
  • How you will manage growth while maintaining consistent effective operations;
  • How you will attract and retain the talent required to staff your business;
  • How you will plan for contingencies should you greatly exceed or fall below your business expectations.

Leadership is hard work.  You are paid to think not just do.  Your people look to you for focus and direction. Without a plan they will stumble about and fill in the blanks on their own.  Each person will have their own definition of what’s important and don’t be surprised if this is often different from what you want.  The first person you need to hold accountable is yourself.  Success is rarely ever an accident.  You need to have a plan on where you want to go, if you want to have a decent chance of getting there.

Leadership Thought #465 – Everyone Is A Critic

When you lead others, everyone is a critic to some degree.  It’s next to impossible to be fully aligned with another person 100% of the time.  As a leader, knowing this, you can’t fall into the trap of listening to every dissenting voice. The path to mediocrity is littered with individuals who gave up their leadership power unnecessarily and allowed themselves to be unduly influenced by the opinions of others.  This doesn’t mean you avoid soliciting feedback, quite the contrary, but you need to be able to filter this feedback and trust your own judgment.  The world looks much different when you are actually accountable for your decisions.  It’s easy to be an expert when you don’t have to deal with the consequences of your actions.

You can’t browse the internet, pick-up a newspaper, watch TV or listen to radio without being bombarded by the opinions of so called experts.  In an office environment, you can multiply this by the number of one-off conversations that take place during the course of any given day.   In my line of work, I’ve encountered many middle managers, stuck in their careers, who often believe they are the brightest person in the room.   While they may in fact be highly intelligent (not always the case), they often lack the true courage of their convictions.  It is much easier to be an expert on the sidelines or in the stands than run the risk of actually competing on the field.  It takes minimal energy to snipe behind someone’s back as opposed to thoughtfully advocating for your position and effectively dealing with alternative points of view.

This morning I listened or read many different opinions on how President Obama should deal with Russia’s incursion into the Crimea.  Of course, many of these people aren’t foreign policy experts or have any real inside understanding of the current geopolitical power dynamics involved.  Have you every noticed that most talking heads haven’t actually ever run anything or achieved any significant level of significant professional accomplishment in the field they are commenting on?  They often stalled within the system they are now commenting on.  Even worse are the journalists/media personalities who wax and wane on every topic as they are actually qualified to do so.  They never miss an opportunity to stir up discontent and/or tell us everything wrong with what the leader or institution in question is doing.  Rarely, if ever, do they provide a thoughtful or realistic alternative.  If you are not accountable you can say anything.  We, the public, love this because it validates our own predisposition to form strong opinions without the facts or a selective understanding of only the facts that support our own often ideological position.  Thinking before acting is hard work and many of us prefer shortcuts instead.

Don’t get me wrong; some level of criticism is healthy.  No one is above reproach especially in a free and democratic society.  Weak leaders crush dissent.  They feel threatened when someone disagrees with them.  Just look at Putin. To confuse his weakness with strength is a mistake.  Leaders should welcome different opinions and perspectives. Feedback is essential for innovation and growth.  However, leaders also need to be able to separate the good ideas from the bad ones; the informed thoughts from the misinformed ones; those positions that have the best interest of the organization/institution at heart versus those are personally motivated.  Making the right decision isn’t always easy.  Standing your ground in the face of opposition will test your professional mettle.  Everyone is a critic.  But also remember, that only a much smaller number of us ever risk the criticism in the first place.

Leadership Thought #463 – You Need To Have Thick Skin To Lead Others

Leadership is not for the faint of heart.  It certainly has its ups and downs and can test anyone’s emotional fortitude.  However, this is the very reason so few people can do it well.  If you take every small slight and failure personally, the job will eat you alive.  Whenever you assume a position of responsibility, you automatically also assume a roster of critics and malcontents who aren’t always aligned with your leadership vision.  Since you can’t realistically fire everyone who disagrees with you (nor is this advisable), then you need to figure out other ways to handle the pressures and scrutiny.

I’ve found that the best leaders I work with welcome the criticism.  They don’t always like it, but they accept that a key aspect of leading people is harnessing disparate points of view and feelings.  I don’t care how smart you are, no one person has all the right answers.  And, since we are all human, we will inevitably make mistakes.  To some extent, your critics keep you on your toes.  They help you maintain your ‘A game” and not take your position for granted.  If you are willing to listen to and embrace their feedback, you will definitely make better decisions.   Of course, there will always be points of diminishing returns, but don’t be too quick to assume you’ve reached this level of dysfunction.  Getting better often involves hard work.

In my life I’ve found that if you can navigate the rocky waters of professional disagreement effectively, then  you actually end up building new advocates for your point of view.  Sometimes the people who were most resistant initially end up becoming your most loyal colleagues.  Give me someone who is up front and honest with their opinions over someone who is more passive-aggressive any day. Healthy relationships are only ever possible if people can be authentically honest with one another.  I’ve also found that much of the initial angst and tension between two people is often due to poor communication and misunderstandings.

Leadership means embracing the spotlight not withering under it.  The very act of putting yourself out there and assuming others will follow is an act of unusual self-confidence.  Most people are hard-wired to follow not lead.  However, everyone can be a critic.  So be it.  As they saying goes, “If you can’t stand the heat, get out of the kitchen.” As a leader you will have good days and bad ones.  You will make great decisions and have many others you would like to take back.  You will trust people who disappoint you and lose good people to your competition.  You will be forced to make decisions with imperfect information and sometimes fail as result.  Many external market forces will be beyond your control to predict and/or influence. Some of your employees will make your life easier while others will require more work than you’d like. Not everyone will always think you are wonderful.

However, when all is said and done, leaders are in the minority people in this world who get to actually influence the future.  They ultimately reap what they sow as a business and individual.  Leaders have the opportunity to make a real positive difference in the lives of their family, employees and community. Maybe even this world.  Leaders get to stretch their personal capabilities in ways others will never experience.   Theirs will be a life of their own making.  Aren’t the benefits of leadership worth a little scrutiny and criticism?  You need to have thick skin to lead others and it is almost always worth it!

Leadership Thought #462 – The Need To Step Back and Reflect

In our society that rewards constant action, it is often hard to step back and reflect about where you have been, what you have learned, and where you should be going.  However, leadership requires thinking and reflection as much as it is supposed to stimulate action.  Many people I know are busy at doing the wrong things.  They are working hard but not smart.  Every day is just one more attempt to push the boulder up the hill and hope that at some point positive sustained momentum will push them over the top.   Unfortunately as the slope of their climb increases the weight of their responsibilities also increases and the path they are treading becomes less predictable and stable.  You can’t push forward into unchartered territory and not expect to learn some tough lessons along the way.  If you are not careful, you may slip or fall and the boulder will roll right back over you.

We’ve all heard the saying many times that “what got you here, won’t get you where you are going.”  I agree to an extent, but also believe that self-reflection is healthy and some patterns are worth reproducing while others are not.  There are situations where each of us thrive and struggle and the interesting thing in life is that this varies by individual.  Your first responsibility as a leader is to set yourself up for success.  Don’t try to morph into what the current popular leadership text books tell you to be, instead be the best YOU that you can be.  To accomplish this you need to fully understand your own strengths and limitations; you need to be honest about where you add value and where you create unnecessary difficulty.  Sometimes we get in over our heads and the last thing we want to do is flail about embracing change for the sake of change when this happens.  Slow down and be more deliberative in your decisions and actions as the risks go up. 

The leadership journey requires you to constantly reflect on the role you and others should be playing.  As you achieve some level of success, your business may challenge your capabilities to lead it.   This is okay as long as you do something positive about it.  You will need to challenge your own preconceptions about what’s possible and why.  Chances are you will outgrow some of your people, which is sometimes sad but should be expected.  You will need to recruit new talent with new skills to manage the additional complexity.  You will need to delegate more and tolerate less.  You will need to say “no” to things you are accustomed to saying “yes” to.  You will need to remove the organizational dependence upon you and create a business model that fosters functional interdependence and process driven self-correction.  All of this requires both personal and professional growth.  You will need to THINK and act differently.  There are no shortcuts to success, but there’s no reason to make it harder than it needs to be either…

Leadership Thought #460 – As A Leader, You Set The Tone in Your Organization

The leader of an organization always sets the tone.  Never forget this fact.  I am often slightly bemused when I hear a leader complain about the state of things in their organization.  It’s almost as if they remove themselves from the equation.  They wonder how things have devolved to this point as if it is some deep mystery when all they have to do is look in the mirror.  Your people are a reflection of your hiring decisions; the quality of your meetings is directly related to how you lead them and model this behavior for others;  missing deadlines is a reflection of what you are willing to tolerate in others and yourself; a lack of focus almost always starts at the top; teamwork only ever happens when the coach sets the expectations and creates the conditions for this to happen; optimistic or pessimistic cultures are usually a reflection of leader’s point of view; etc.

When confronting difficult situations or problems that you are unhappy with in your business or nonprofit, look inside yourself first, before passing the blame to others.  If you are willing to take FULL responsibility for what’s taking place in the environment that YOU have created, then you have a fighting chance of making positive changes.  The bottom line is that organizational culture is a direct reflection of the characteristics and behaviors of the leader.  Dysfunctional work environments are the product of dysfunctional leadership performance.  Cultural change requires leadership behavioral change.  You can complain all you want, but the truth is that it all starts and ends with you.

I encourage you to think about how you are showing up each day.  Are you a motivating force or de-motivating force? Do you smile and create positive energy or walk around with the weight of the world on your shoulders?  Do you successfully engage in honest difficult conversations or are you a master at passive aggressive behavior?  Do you visibly enjoy the people you work with or is it clear to those around you that you merely tolerate them?  Are you excited about customer service and doing good work or are you simply in it for the money?  Are you staying focused on what’s most important or constantly being distracted and diverted by things of lesser importance?  Have your surrounded yourself with sycophants who regurgitate what you want to hear or are you open to alternative points of view and new thinking?

Leadership is first and foremost about personal responsibility.  Your organization is only ever a reflection your behaviors and decision-making.  You get to set the tone: good, bad or otherwise. Then you have to live with the consequences.

Leadership Thought #458 – Questions To Ask Your Potential Executive Coach

Regrettably, I am in a profession where there are minimal barriers to entry and just about anyone (within reason) can claim to do what I do.  Just about every week, I meet another person who is billing themselves as a business coach or executive coach and charging a considerable amount of money for something they have no business doing in the first place.  More often than not, it is someone who has been downsized from an existing position or exiting a failed business endeavor, an individual who has hit a career brick wall themselves, an academic with free time on his/her hands, an independent consultant looking to supplement their income, or a psychotherapist who has figured out they can charge more money if they change the title of what they do.  I shutter sometimes when I think about the bad advice which is regularly disseminated to executives and business owner by often well-intentioned, but under-skilled or poorly trained business coaches.  Here are a few questions I recommend you ask before working with someone in this capacity:

  • What events led them to pursue the executive coaching path?
  • How long have they been serving in a coaching capacity, how many clients do they have, and what have been some tangible business results they have achieved with their clients – always ask for and check on references?
  • Have they run a business themselves or at least had significant P&L responsibility within a larger entity? How did they perform in this role (ask for specifics)?
  • What is their level of formal business training/education?
  • What business books/periodicals/publications are they reading on a regular basis and what are some recent books/articles that resonated with them?
  • How have they trained to excel in their coaching role? How are they maintaining and sharpening their executive coaching skills on a regular basis?
  • Are they affiliated with a larger entity that offers support and guidance or are they simply a solo practitioner?
  • What is their approach to business/executive coaching and how did they form this opinion?
  • What are their coaching areas of expertise and when do they refer out to other professionals?
  • Will they leverage their coaching relationship to create other business opportunities for themselves with you? If so, what and why?
  • What else do they do professionally besides coaching and what percentage of their business is spent on non-coaching activities?
  • How successful is their coaching practice in terms of revenue growth and profitability?  What is their long term plan for their coaching business?
  • How long does their average client typically work with them? Why does the relationship usually end?
  • Do they use a coach and/or peer group themselves.  If no, why not?

Coaching relationships can become very personal and intimate as you reveal yourself to another person and begin to trust their confidence.  In some cases, especially with vulnerable leaders, the advice/counsel you are getting often becomes secondary to the growing professional and personal bond.   Because of this, it becomes very hard to exit the relationship, even if it isn’t serving you well.  I’ve seen many executives stick with a coach out of loyalty long after it has served their original purpose.  I advise you to be careful about whom you entrust with your leadership development and business future.  Just because someone says they can do something doesn’t mean they should be the one doing it.  Buyer beware!

 

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